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Consideration of a City Election/Referendum on the Bond Issuance for Five Flags Civic Center/Theater/Ballot Language Kevin Firnstahl From:Denise Dolan <Denise.Dolan@dubuquecounty.us> Sent:Wednesday, February 19, 2020 10:08 AM To:Kevin Firnstahl Cc:Mary Habel Subject:RE: City of Dubuque Resolution Calling a Special Election Kevin – If you want to drop off today, I should be available after 3 pm. Or you could drop of to Mary Habel. Denise M. Dolan Dubuque County Auditor 720 Central Avenue Dubuque, IA 52001 563.589.4456 From: Kevin Firnstahl <Kfirnsta@cityofdubuque.org> Sent: Wednesday, February 19, 2020 10:02 AM To: Denise Dolan <Denise.Dolan@dubuquecounty.us> Subject: FW: City of Dubuque Resolution Calling a Special Election Hi Denise, I forgot you on the original sending and see that Jenny is out. Thank you. Kevin S. Firnstahl, City Clerk th 50 W. 13 Street Dubuque, IA 52001 kfirnsta@cityofdubuque.org 563-589-4100 From: Kevin Firnstahl Sent: Wednesday, February 19, 2020 9:59 AM To: Jenny Hillary <Jenny.Hillary@dubuquecounty.us> Cc: Cbrumwel@cityofdubuque.org Subject: City of Dubuque Resolution Calling a Special Election Hi Jenny, For your information. I can drop of a certified hardcopy today. We’ll keep you apprised of any changes prior to the 46-day deadline. Call if you have questions. Thank you! 1 Kevin S. Firnstahl, City Clerk th 50 W. 13 Street Dubuque, IA 52001 kfirnsta@cityofdubuque.org 563-589-4100 Click here to report this email as spam. 2 Copyrighted February 17, 2020 City of Dubuque Action Items #4. ITEM TITLE: Consideration of a City Election/Referendum on the Bond Issuance for the Five Flags Civic Center and Theater and ballot language. SUM MARY: City Manager providing an information packet for the City Council's consideration of a City Election/Referendum on the Bond Issuance for the Five Flags Civic Center and Theater and ballot language. RESOLUTION Calling for a special City election SUGGESTED DISPOSITION: Suggested Disposition: Receive and File; Council ATTACHMENTS: Description Type MVM Memo-Potential Five Flags Civic Center and City Manager Memo Theater City Election/Referendum Information Packet Staff Memo dated 02/11/20 from Marie Ware re: Potential Five Flags Civic Center and Theater City Staff Memo Election/Referendum Information Packet Financing, Design, and Construction Timeline Draft Supporting Documentation dated 01/28/20 Staff Memo dated 02/10/20 from Crenna Brumwell re: City Election/Referendum Resolution on the Bond Staff Memo Issuance for the Five Flags Civic Center and Theater Resolution Calling a Special City Election Resolutions Staff Memo dated 02/13/20 from Jennifer Larson re: Five Flags Scenario 4 Hybrid Impact on Average Staff Memo Homeowner and Debt I mpact Civic Center Commission Letter dated 12/17/19 re: Recommendations Regarding the Future of the Five Supporting Documentation Flags Civic Center Staff Memo dated 01/02/20 from Mike Van Milligen re: Recommendations Regarding the Future of the Five Supporting Documentation Flags Civic Center Staff Memo dated 12/31/19 from Marie Ware re: Recommendation from Five Flags Civic Center Supporting Documentation Commission regarding Phase 2A Planning Staff Memo dated 11/06/19 from Marie Ware re: Phase 2A Study Work Session Presentation Outlining History of Five Flags Civic Center, Five Flags Assessment and Supporting Documentation Study Phase 1 Summary, Five Flags Phase 2 Study Summary, Five Flags Phase 2A Study Summary Consultant's Work Session Presentation on Phase 2A Supporting Documentation from CSL International and BetschAssociates Summary of Phase 2A Planning for an E�anded/Improved Five Flags Civic Center dated Supporting Documentation 11/05/19 Staff Memo dated 11/07/19 from Marie Ware re: Supporting Documentation General Financing and Referendum Information Staff Memo dated 11/08/19 from Crenna Brumwell re: Supporting Documentation Five Flags Referendum Timeline Update Staff Memo dated 11/01/18 from Crenna Brumwell re: Supporting Documentation Referendum Questions FY 20-24 Capital Improvement Budget Details for Five Supporting Documentation Flags Civic Center Consultant's Presentation on Phase 2 for an E�anded/Improved Five Flags Civic Center from CSL Supporting Documentation I nternational and BetschAssociates Summary of Phase 2 Planning for an E�anded/Improved Five Flags Civic Center dated Supporting Documentation 12/12/18 Five Flags Debt and Property Tax Impact dated Supporting Documentation 12/18/18 from Jennifer Larson Estimated Dubuque Five Flags Debt Impact dated Supporting Documentation 12/17/18 from Jennifer Larson Consultant's Presentation of Assessment and Study Regarding the Future of the Five Flags Civic Center Supporting Documentation from CSL International and BetschAssociates Assessment and Study Regarding the Future of the Supporting Documentation Five Flags Civic Center dated 06/19/18 Assessment and Study AppendixA-B Supporting Documentation Assessment and Study Appendix C Supporting Documentation Assessment and Study Appendix D Supporting Documentation Assessment and Study Appendix E Supporting Documentation Dubuque THE CITY QF � AlFpierrisa Ciry DLT B E ` ' r � � � Maste iece on the 1Vlississi i zoa��zoiz•aors �' pp zai�*�o�g TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Potential Five Flags Civic Center and Theater City Election/Referendum Information Packet DATE: February 13, 2020 A recommendation from the Five Flags Civic Center Commission was made to the Council regarding the Phase 2A Planning for Expanded/Improved Five Flags Civic Center at the January 6, 2020 City Council meeting. Five Flags Civic Center Advisory Commission endorsed scenario 4/hybrid and recommended that the City Council move expeditiously to draft a ballot for the next available voting date on March 3, 2020 for the Five Flags Civic Center Expansion Project. The City Council received and filed the Summary of Phase 2A Planning for an Expanded/Improved Five Flags Civic Center. The Council after discussion voted to have the City Attorney prepare ballot language to include the bond amount for Scenario 4 Hybrid for Council approval and in anticipation of a September 8, 2020 referendum date. City Attorney Crenna Brumwell has prepared a memo and resolution for calling a special city election/referendum as requested by the City Council. Within the resolution is the ballot language. "SHALL THE CITY OF DUBUQUE, IOWA, ISSUE ITS BONDS IN AN AMOUNT NOT EXCEEDING THE AMOUNT OF $74,340,000 FOR THE PURPOSES OF DECONSTRUCTION, CONSTRUCTION, ACQUISITION, IMPROVING, AND EQUIPPING AN EXPANDED FIVE FLAGS CIVIC CENTER AND THE RENOVATION AND PRESERVATION OF THE HISTORIC FIVE FLAGS THEATER, INCLUDING ACCESSIBILITY ENHANCEMENTS TO BOTH?" In the memo the City Attorney explains the amount in the resolution is $74,340,000 which is less than the consultants estimate of$75,084,058 because the bond issuance costs included by the consultants in that figure were higher than those calculated by the City financial advisor. The following chart summarizes the impact to the average homeowner for the Five Flags Renovation Hybrid Option 4 scenario as compared to the Budget and Fiscal policy Guidelines for Fiscal Year 2021 using the Fiscal Year 2021 projection as the base: Hybrid Option 4: $74,340,000 Debt Issuance Repaid with Debt Service Levy Hybrid Option 4: Impact to Average Homeowner FY 21 FY 22 FY 23 FY 24 FY25 FY21 Policy Guidelines Projected City Tax Rate $10.4346 $10.6819 $11.0507 $11.5693 $12.1076 Hybrid Option 4 City Tax Rate Impact $0 $0.9759 $1.6725 $1.6546 $1.6395 Hybrid Option 4 Adjusted City Tax Rate $10.4346 $11.6578 $12.7232 $13.224 $13.7471 FY21 Policy Guidelines Impact to Avg Homeowner$ $791.11 $809.86 $837.82 $877.13 $917.95 Hybrid Option 4 Impact to Avg Homeowner$ $0 $73.99 $126.81 $125.45 $124.30 Hybrid Option 4 Adjusted Impact to Avg Homeowner $791.11 $883.85 $964.63 $1,002.58 $1,042.25 From the potential vote on September 8, 2020 it will take four years to get to the opening of a new building, taking us to September of 2024. The current building and facilities would be open and operational until approximately June 1, 2022. This information was prepared at City Council direction and awaits further action. � Mic ael C. Van Milligen MCVM:as Attachment cc: Crenna Brumwell, City Attorney Teri Goodmann, Assistant City Manager Cori Burbach, Assistant City Manager Marie Ware, Leisure Services Manager Jennifer Larson, Director of Finance and Budget 2 Dubuque THE CITY OF � All-America Cily DuB E �� ' � II ��' Maste iece on the Mississi i 2oo�•zoiz-zois �P pp zoi��zoi9 TO: Michael C. Van Milligen, City Manager FROM: Marie L Ware, Leisure Services Manager SUBJECT: Potential Five Flags Civic Center and Theater City Election/Referendum Information Packet DATE: February 11, 2020 INTRODUCTION The purpose of this memorandum is to share information related to a potential city election/referendum on bond issuance for the Five Flags Civic Center and Theater. BACKGROUND The City Council at their 2017 goal setting session identified Five Flags Center: Study as a 2017-19 Policy Agenda High Priority. At their 2018 goal setting session they identified Five Flags Center: Direction and Funding as a 2018-20 Top Priority. A recommendation from the Five Flags Civic Center Commission was made to the Council regarding the Phase 2A Planning for an Expanded/Improved Five Flags Civic Center at the January 6, 2020 City Council meeting. Five Flags Civic Center Advisory Commission endorsed scenario 4/hybrid and recommended that the City Council move expeditiously to draft a ballot for the next available voting date on March 3, 2020 for the Five Flags Civic Center Expansion Project. The City Council received and filed the Summary of Phase 2A Planning for an Expanded/Improved Five Flags Civic Center. The Council after discussion voted to have the City Attorney prepare ballot language to include the bond amount for Scenario 4 Hybrid for Council approval and in anticipation of a September 8, 2020 referendum date. DISCUSSION To provide information requested by the City Council as well as additional information that may be helpful to the City Council, numerous documents make up this agenda item. I will share a summary of the new information here and step through the agenda packet. CITY ATTORNEY'S MEMO REGARDING CALLING A SPECIAL ELECTION/REFERENDUM ON BOND ISSUANCE FOR FIVE FLAGS CIVIC CENTER AND THEATER AND NECESSARY RESOLUTION City Attorney Crenna Brumwell has prepared a memo and resolution for calling a special city election/referendum as requested by the City Council. Within the resolution is the ballot language. "SHALL THE CITY OF DUBUQUE, IOWA, ISSUE ITS BONDS IN AN AMOUNT NOT EXCEEDING THE AMOUNT OF $74,340,000 FOR THE PURPOSES OF DECONSTRUCTION, CONSTRUCTION, ACQUISITION, IMPROVING, AND EQUIPPING AN EXPANDED FIVE FLAGS CIVIC CENTER AND THE RENOVATION AND PRESERVATION OF THE HISTORIC FIVE FLAGS THEATER, INCLUDING ACCESSIBILITY ENHANCEMENTS TO BOTH?" In the memo the City Attorney explains the amount in the resolution is $74,340,000 which is less than the consultants estimate of$75,084,058 because the issuance costs included in that figure were higher than those calculated by our financial advisor. The consultant included almost $2,100,000 million for administrative/issuance costs and our financial advisor estimates administrative/issuance costs at approximately $1,360,000. Our financial advisor's estimate is based on her specific expertise in the field and with Dubuque's prior bond issuances which is a more reliable number. This was done in consultation with Director of Finance and Budget Jennifer Larson FINANCIAL IMPACT ON THE AVERAGE HOMEOWNER AND DEBT INFORMATION Director of Finance and Budget Jennifer Larson prepared a memo with information regarding impact on the average homeowner of special election/referendum as drafted by City Attorney Crenna Brumwell for Scenario 4 Hybrid in the amount of$74,340,000. In the memo Jennifer also shares the impact of this scenario on the City's statutory debt capacity as compared to the statutory debt capacity in the FY 2020 Five Year CIP. TIMELINE OF A PROJECT The consultant team provided a construction timeline. It can be helpful to understand a project like this in terms of the timeline. After a vote, if approved by the voters, there are numerous steps that it takes and years to get to the opening of the new project. The attached timeline updated by City staff shows in months from a September 8, 2020 vote the timing of bond issuance, RFP and selection of the professional services team that will design and carry out project management, design and bid documents for the new project, bidding and negotiations, contracts and insurance reviews and approvals, demolition, new construction and renovation, punch lists, training and rollout of the facility to the city, and the pre- and grand openings. The timeline shows that this process will take us from Fiscal Year 2021 into Fiscal Year 2025. Another way to look at it is that from the potential vote on September 8, 2020 it will take four years to get to the opening of a new building, taking us to September of 2024. 2 The current building and facilities would be open and operational until approximately June 1, 2022. This is helpful as it would allow the graduations of our high schools to happen just prior to demolition. It also shows that as a City we would be budgeting for almost an entire Fiscal Year 2022 year for full operations of Five Flags Civic Center. SPECIAL ELECTION/REFERENDUM PUBLIC INFORMATION If the City Council approves a city election/referendum vote the City of Dubuque and its employees can only be involved in providing the public factual information related to the ballot, project and vote. The Public Information Office will be responsible for sharing objective, factual information related to the referendum. This includes details on the ballot language; voting options, locations, and times; details on the proposed facility design; and estimated costs and other financial information related to the project. The Public Information Office will utilize a variety of channels to inform voters including but not limited to the following: • A series of factoids/graphics in each issue of the City News newsletter (mailed with utility bills) before September informing voters of the referendum vote. • A utility bill inserts dedicated to this issue mailed in the July or August utility bill mailing (estimated printing cost for 22,000 copies = $1,400) • A flyer/handout summarizing the details of the ballot issue and project • A webpage on the City website dedicated to this issue, including ballot language and voting information, proposed design details, estimated costs and other financial information, frequently asked questions, Five Flags open house events, and details on the project history/background • Five Flags management staff have offered to host open houses/public tours of the facility and those events will be promoted • Social media posts on the issue shared on the City's Facebook, Twitter, Nextdoor, and Linkedln channels • A program on the issue and info graphics broadcast on CityChannel Dubuque • Presentation materials (handouts and/or a PowerPoint) to be used by staff invited to give presentations to local clubs and organizations. City staff members such as myself would be made available to make a factual presentation. Most items listed above have no additional cost. The insert, printing costs and any potential advertisements would be paid from the Public Information Office operating budget. CITY ELECTION COST City Clerk Kevin Firnstahl is gathering information related to a city election. The City Council will determine at a future meeting the number of polling sites, locations after the City Council has made action to set a city election/referendum, if they chose. It is currently estimated the cost of a city election would be between $15,500 to $18,325. There are decisions that affect this estimate thus this is provided to give a general idea 3 of a city election cost. The City Clerk will bring forward an action item related to this at a future meeting. THE PROJECT BEING DISCUSSED PER COUNCIL DIRECTIVE The project the City Council directed staff to draft city election/referendum language on is what was termed in the Phase 2A Planning for an Expanded/Improved Five Flags Civic Center from CSL International and BetschAssociates as Scenario 4 Hybrid. This is a summary of that project. Overall This project included demolition of the existing Five Flags Civic Center Arena, improvements to the Five Flags Civic Center Theater and the development of a new, state-of-the industry Arena via a northward expansion of the current Five Flags footprint. It would include closing the section of Fifth Street to the north of the current arena. The arena would have a U-shaped bowl that is in a north-south direction. The entry to the arena area would be on the north east corner of the building. This project's footprint moves to the north however does not impact Ecumenical Towers. The project would include a new outdoor plaza on the north side of the new building. The other major features of Scenario 4 Hybrid include excellent service access to the stage and the other support areas, truck access to the arena floor, a consolidated suite of locker rooms and dressing rooms for the performers, adequate storage areas, event pre-function areas, private and party suites, club seating, a club lounge, well distributed toilets and concessions as well as a large lobby for special events. The entire project includes handicap accessibility improvement throughout. RENDERINGS OF NEW FACILITY � + '', �- "�� ''�,.��„ � �r� �' .y y z ��, �°��'�t�' ��.�,�' if�uA��,�` �a�rY .�,��j��y:.w _. ��u� �C� °"h �YB' �:�,". aA � � ' +A��" L.�t �"< '��" 4�+ ,.. p �'b �5 . 3 :��'r W. Y'l�jy/� , � �.� � 'r' �iF � � ��:�_-��.- � �aNN • ;� � ...1'��,.. 'i�� ..��z� .y'q.r �..t{ -. � � _ � � � '" '+� . 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I� ' _ .... ........ __'°___' _ __ ____ ____ ' '_'_____.__ .._.. ...... ____ __ . 7= f ..... --- II �.:i=l� -L`'ii�'-- �f:l:' -- �;�= _ ��'rr��'T' L� ��- � F� �� --�� ,� � ,,.�� w . . � _ __ : -- _ , _ , �- . ... � `' - ,':. --_. ...-- - . 4.. ; , ; � ��G �..::.... .......:::..:.::1�..-= - - i''';�:�x _ _— - - ,�.�_�. . .... :. ::�::;:.:;::., ----.. . . �:.�_„— _ - - ..� a 'i ----...�; .. . :::�� ,,� . .... . ... ........,....�....� ...._ . __::�::::::.., . i.:: '�":::�i.j_� ' , ��"i L�:;:,k�_.:;;,_,,,, I_ _ i .:. .... J' ,.. ,;_:'.`:;`:�� ...::.::::.: :. . _ _ a ----... :il�i.:... _.......... �..: _ ;��,:F:;=V__:� _ �4-: ;:%:, > J` �,;,, r.: p..s .....:..:.::... :`i I � �a. .., xFAnxri% . �I.�'...'.._.'�.:�::.� ;:y.,:y� .�..�.: I �f w!i WH '� --- _—_— 1 C .......i::�-:::i ia . L -::. . ... _ _ . ... :i.:...:: .J..a .. ......:�:...:'.::i:' . . i'..�... � . :.:.��...�......I...ii...::i:..::...:::�::::�.... ' -- _-------_ ={:. :`�j��,�<' � "}` � .. ..:::::... ........... ,...: �-...... ��.�� ... .. .. :-:i.. ,.�;�� ij I .. r.::.:.=r�� _ _.. —•�-„�.-��f�� y,�s�Yv�::. 'I � ,�oc r,;�� r�r:��:� �:,�.: I',:.�� i �a. ::�.�,_. _ ... .............:�#=`°' � �, ... ,, ., ......... ...... . ,:... � i�•- �. Capacity • 6,468 seat capacity for concerts or 5,001 capacity for full floor events • 6 — 12-person suites and 2 — 12-person party suites Estimated Annual Financial Operating Cost ($346,001) — presented in 2019 dollars Cost The cost of this project is $74,340,000. This includes the following: • Construction Costs — Site work, new construction, renovation, design and bidding 6 • Construction Related Costs — Furniture, fixtures and equipment, site survey, construction testing, theater structural study, IT consulting, commissioning/test balance, special inspections • Administrative Costs —Acquisition/administration, design fees, project management, financing • Escalation of construction cost over the construction timeframe • Theater and Theater Support Costs • Contingencies HISTORICAL INFORMATION PROVIDED FROM ALL STUDIES, CIVIC CENTER COMMISSION AND CITY COUNCIL ACTIONS RELATED TO THE CITY COUNCIL TOP PRIORITY This action item contains the following items related to all phases of the studies performed and additional information shared at previous Civic Center Commission and City Council meetings and/or work session presentations. • Civic Center Commission Letter dated 12/17/19 re: Recommendations Regarding the Future of the Five Flags Civic Center • Staff Memo dated 01/02/20 from Mike Van Milligen re: Recommendations Regarding the Future of the Five Flags Civic Center • Staff Memo dated 12/31/19 from Marie Ware re: Recommendation from Five Flags Civic Center Commission • Staff Memo dated 11/06/19 from Marie Ware re: Phase 2A Study Work Session Presentation outlining History of Five Flags Civic Center, Five Flags Civic Center Assessment and Study (Phase 1) summary, Five Flags Civic Center Phase 2 Study summary, Five Flags Civic Center Phase 2A Study Summary • Consultant's Work Session Presentation on Phase 2A Planning for an Expanded/Improved Five Flags Civic Center from CSL International and BetschAssociates • Summary of Phase 2A Planning for an Expanded/Improved Five Flags Civic Center • Staff Memo dated 11/07/19 from Marie Ware re: General Financing and Referendum Information • Staff Memo dated 11/08/19 from Crenna Brumwell re: Five Flags Referendum Timeline Update • Staff Memo dated 11/01/18 from Crenna Brumwell re: Referendum Questions • FY 20-24 Capital Improvement Budget Details for Five Flags Civic Center • Consultant's Presentation on Phase 2 for an Expanded/Improved Five Flags Civic Center from CSL International and BetschAssociates • Summary of Phase 2 Planning for an Expanded/Improved Five Flags Civic Center • Five Flags Debt and Property Tax Impact dated 12/18/18 from Jennifer Larson • Estimated Dubuque Five Flags Debt Impact dated 12/17/18 from Jennifer Larson • Consultant's Presentation of Assessment and Study Regarding the Future of the Five Flags Civic Center from CSL International and Betsch Associates 7 • Assessment and Study Regarding the Future of the Five Flags Civic Center including Appendix A-E ACTION REQUESTED This memorandum is provided for informational purposes only. cc: Crenna Brumwell, City Attorney Jennifer Larson, Director of Finance and Budget Kevin Firnstahl, City Clerk HR Cook, General Manager 8 FIVE FLAGS TIMELINE Draft 1-28-20 o�o �o�,o �o�yo �o�,o �o�yo o�,� o�,� o�,� o�,� o�,� o�,� o�,� o�,� o�,� �o�y�. �o�,�. �o�,�. o��, o��, o��, o��, o��, o��, o��, o��, o��, �o�,ti �o�,ti�o�,ti o�3 0�� o�� o�� o�� o�� o�� o�� 0�3 �0�,3 �o�,� �o�y3 0�� o�� o�� o�� o�� o�� o�� o�� o�� o�y� �\��ti�\�^� ^o�� ^^�^� ^�� ^\^��\^�� \��ti�\^�� 6\��ti�\^�� \��ti�\^�� ^o�� ^^�^� ^�� ^\^��ti�\^�� \��ti�\^�� 6\��\^�� \��ti�\^�� ^o�� ^^�^� ^�� ^\^��\^�� \��ti�\^�� 6\��ti�\^�� \��\^�� ^o�� ^^�^� ^�� ^\^��ti�\^�� \��ti�\^�� 6\��ti�\^�� \��ti�\^�� ^o�� vote Council meeting-ratify election Bond Issue Planning Can be repeated in timeline if have several bond sales Set Bond Hearing Hold Bond Hearing Bond POS to Council/Moody's Set Sale Date-Council Meeting Bond Sale-Council Meeting Bond-Finalize docs Bond closing RFP for Professional Services Design development/CD's Bidding and Negotiations Contract/Insurance Demolition New Construction/Renovation Punch List,Training&Rollout to Owner Opening Building totally operational Fiscal Year 2021 Fiscal Year 2022 Fiscal Year 2024 Fiscal Year 2025 Prep and Opening building Dubuque THE CITY OF � All•America Cily DuB E r1�:.�k��ti� �� m, I I Maste iece on the Mississi i z°°''Z°iZxz°13 �P pp za1�*zoi9 CRENNA M . BRUMWELL , ESQ. CITY ATTORNEY l�� . To: Mayor Roy D. Buol and Members of the City Council DATE: February 10, 2020 RE: City Election/Referendum Resolution on the Bond Issuance for the Five Flags Civic Center and Theater Per your direction I have drafted the attached resolution setting a referendum on Five Flags to occur on September 8, 2020. The amount in the resolution is $74,340,000 which is less than the consultant estimate of $75,084,058 because the issuance costs included in that figure were higher than those calculated by our financial advisor. The consultant included almost $2.1 million for administrative/issuance costs and our financial advisor estimates administrative/issuance costs at approximately $1,360,000. Our financial advisor's estimate is based on her specific expertise in the field and with Dubuque's prior bond issuances which is a more reliable number. The resolution has been reviewed and approved by the City's bond counsel at Ahlers & Cooney. cc: Michael C. Van Milligen, City Manager Kevin S. Firnstahl, City Clerk Marie Ware, Leisure Services Manager OFFICE OF THE CITY ATTORNEY DUBUQUE, IOWA SUITE 330, HARBOR VIEW PLACE, 3OO MAIN STREET DUBUQUE, IA 52001-6944 TE�EPHONE (563)589-4381 /Fax (563)583-1040/EMai� cbrumwel@cityofdubuque.org Prepared by Crenna M. Brumwell 300 Main Street, Suite 330 Dubuque IA 52001 563 589-4381 Return to Crenna M. Brumwell 300 Main Street, Suite 330 Dubuque IA 52001 563 589-4381 RESOLUTION NO. 62-20 RESOLUTION CALLING A SPECIAL CITY ELECTION WHEREAS, the City of Dubuque, State of Iowa, proposes to contract indebtedness and issue general obligation bonds to provide funds to pay costs of a general corporate purpose project as hereinafter described; and WHEREAS, Section 384.26 of the City Code of Iowa, provides that before the Council may institute proceedings for the issuance of bonds for general corporate purposes, it shall call a special city election to vote upon the proposition of issuing bonds in accordance with the provisions of such statute; and WHEREAS, neither the proposal for the issuance of the bonds hereinafter set forth, nor any other proposal incorporating any portion of it, has or will have been submitted to the registered voters of the City for a period of more than six months prior to the date of election hereinafter provided; and WHEREAS, the "Telegraph Herald", is a legal newspaper, printed wholly in the English language, as defined by Section 618.3 of the Code of Iowa, and is published in the City and of general circulation therein. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF DUBUQUE, IOWA: Section 1. That there is hereby called a special City election on Tuesday, the 8th day of September 2020, at which election there shall be submitted to the registered voters of the City the following questions, to -wit: "SHALL THE CITY OF DUBUQUE, IOWA, ISSUE ITS BONDS IN AN AMOUNT NOT EXCEEDING THE AMOUNT OF $74,340,000 FOR THE PURPOSES OF DECONSTRUCTION, CONSTRUCTION, ACQUISITION, IMPROVING, AND EQUIPPING AN EXPANDED FIVE FLAGS CIVIC CENTER AND THE RENOVATION AND PRESERVATION OF THE HISTORIC FIVE FLAGS THEATER, INCLUDING ACCESSIBILITY ENHANCEMENTS TO BOTH?" Section 2. That the voting place or places for the election, and the hours the polls shall be opened and closed shall be as set out in the notice of election, such notice to be prepared and approved by the County Commissioner of Elections. Section 3. That the form of ballot to be used at the election shall be of the type authorized by the Code of Iowa that will permit the use of electronic counters and will be in substantially the form set forth in the Notice of Election. That, if more than one public measure shall be submitted to the electors at the time of the election, all such measures shall be printed upon one ballot. Section 4. That the Election Board for the voting precinct or precincts shall be appointed by the County Commissioner of Elections, not less than 15 days before the date of said election, a certified copy of which appointment shall be officially placed on file in the office of the Clerk of the City. Section 5. That the Auditor of Dubuque County, Iowa, being the County Commissioner of Elections, is hereby directed to publish the notice of election once in the "Telegraph Herald", being a legal newspaper, printed wholly in the English language, as defined by Section 618.3 of the Code of Iowa, published in the City and of general circulation therein, the publication to be not less than four clear days nor more than twenty days prior to the date of the election. Section 6. That the County Commissioner of Elections shall cause to be prepared all such ballots and election registers and other supplies as may be necessary for the proper and legal conduct of said election. The Clerk is hereby authorized and directed to cooperate with said Commissioner of Elections and to do and prepare all necessary matters to make said election legal and valid. Section 7. That the Clerk is hereby directed to file a certified copy of this Resolution in the office of the County Commissioner of Elections, which filing shall also constitute the "written notice" to the County Commissioner of Elections of the election date required to be given by the governing body under the provisions of Chapter 47 of the Code of Iowa. PASSED, APPROVED, AND ADOPTED this 17th day of February 2 20. L/4" (Roy D. Buol, Mayor ATTEST: Kevin Firnstahl, City Clerk Receipt of a certified copy of the City of Dubuque Resolution No. 62-20 I, Denise Dolan, County Auditor and County Commissioner of Elections, do hereby acknowledge receipt of a certified copy of City of Dubuque Resolution No. 62-20 on this, the 19th day of February, 2020. County Auditor and County Commissioner of Elections (_*-) 0 9 Dubuque THE CITY OF � All-America Ciqr D B E �� ,�� :� �,�2, u � � �� II Maste iece on the Mississi i Z°°'�Z°1z�2°13 � pp zai�*zai� TO: Michael C. Van Milligen, City Manager FROM: Jennifer Larson, Director of Finance and Budget SUBJECT: Five Flags Renovation Hybrid Option 4— Impact on the Average Homeowner DATE: February 13, 2020 INTRODUCTION The purpose of this memorandum is to provide information regarding the impact of the Five Flags Renovation, Hybrid Option 4, on the average homeowner. BACKGROUND Tionna Pooler of Independent Public Advisors provided analysis on the debt issuances for the Five Flags renovation. DISCUSSION The following chart summarizes the impact to the average homeowner for the Five Flags Renovation Hybrid Option 4 scenario as compared to the Budget and Fiscal Policy Guidelines for Fiscal Year 2021 using the Fiscal Year 2021 projection as the base: Hybrid Option 4: $74,340,000 Debt Issuance Repaid with Debt Service Levy Hybrid Option 4: Impact to Average Homeowner FY 21 FY 22 FY 23 FY 24 FY25 FY21 Policy Guidelines Projected City Tax Rate $10.4346 $10.6819 $11.0507 $11.5693 $12.1076 Hybrid Option 4 City Tax Rate Impact $0 $0.9759 $1.6725 $1.6546 $1.6395 Hybrid Option 4 Adjusted City Tax Rate $10.4346 $11.6578 $12.7232 $13.224 $13.7471 FY21 Policy Guidelines Impact to Avg Homeowner$ $791.11 $809.86 $837.82 $877.13 $917.95 Hybrid Option 4 Impact fo Avg Homeowner$ $0 $73.99 $126.81 $125.45 $124.30 Hybrid Option 4 Adjusted Impact to Avg Homeowner $791.11 $883.85 $964.63 $1,002.58 $1,042.25 The City has budgeted for a $6 million debt issuance to be repaid by Greater powntown TIF in Fiscal Year 2024 for necessary improvements to Five Flags in case the referendum does not pass. In the case that the referendum does pass, the annual debt service of$400,000 budgeted from Greater powntown TIF would be used to lower the amount of the debt service levy on Five Flags beginning in Fiscal Year 2025. This would reduce the impact to the average homeowner by approximately $10 annually beginning in Fiscal Year 2025. This is not being used as the projections because there are discussions in the State legislature to eliminate the county mental health property tax levy that would reduce TIF revenues. Hybrid Option 4a: $74,340,000 Debt Issuance Repaid with Debt Levy/GDTIF Hybrid Option 4a: Impact to Average Homeowner FY 21 FY 22 FY 23 FY 24 FY25 FY21 Policy Guidelines Projected City Tax Rate $10.4346 $10.6819 $11.0507 $11.5693 $12.1076 Hybrid Option 4a City Tax Rate Impact $0 $0.9759 $1.6725 $1.6546 $1.5108 Hybrid Option 4a Adjusted City Tax Rate $10.4346 $11.6578 $12.7232 $13.224 $13.6184 FY21 Policy Guidelines Impact to Avg Homeowner$ $791.11 $809.86 $837.82 $877.13 $917.95 Hybrid Option 4a Impact to Avg Homeowner$ $0 $73.99 $126.81 $125.45 $114.54 Hybrid Option 4a Adjusted Impact to Avg Homeowner $791.11 $883.85 $964.63 $1,002.58 $1,032.49 The following chart shows the impact of the Five Flags Renovation scenario on the City's statutory debt capacity as compared to the statutory debt capacity in the FY 2021 Five-Year CIP: Impact to Statutory Debt Capacity FY21 FY22 FY23 FY24 FY25 Statutory Debt Capacity Used: FY21-FY25 CIP 46.67% 47.57% 48.01% 47.77% 43.14% Hybrid Option 4: $74.34 Million Debt Service 62.28% 77.37% 75.96% 71.53% 65.21% 2 Dubuque THE CITY OF � All-America Cily DuB E �� ' � II ��' Maste iece on the Mississi i 2oo�•zoiz-zois �P pp zoi��zoi9 TO: Mayor Roy D. Buol and Members of the Dubuque City Council FROM: Members of the Five Flags Civic Center Commission SUBJECT: Recommendations Regarding the Future of the Five Flags Civic Center DATE: December 17, 2019 This letter is to outline the actions taken at the last Five Flags Civic Center Commission (FFCCC) meeting on November 25, 2019 regarding the Five Flags Civic Center expansion project. The FFCCC reviewed details of scenarios 3, 4, and 4/hybrid of the feasibility studies, and we discussed options for moving the project through the next steps. A rollcall vote was held at the meeting to allow commission members to express their opinions on what scenario to endorse and recommend a timeline to progress the project to a public vote. The FFCCC unanimously (except commission member Bryce Parks who was absent) voted to endorse scenario 4/hybrid, and we recommend that the city council move expeditiously to draft a ballot for the next available voting date on March 3. The reasons for endorsing scenario 4/hybrid and voting date of March 3 are numerous and outlined below. Scenario 4/hybrid is a superior option when compared to the original scenario 4. This option presents a savings on the order of about $7.75 million, or 10%, compared to scenario 4. The current estimate of ongoing yearly operating costs for 4/hybrid is $346,000 compared to the current fiscal year benchmark of$932,962. The consultants with CSL, and architects with Betsch & Associates, estimate that 4/hybrid would increase arena seating to approximately 6,400 seats. A 6,000-seat arena will enable our arena to attract a higher tier of entertainment, and it will make our community more competitive in the region when booking events. Upon completion, this project will make our community proud, attract an increase in tourists and visitors, and add to the economy of Dubuque and the tri-state area. The FFCCC originally endorsed the original scenario 4, but 4/hybrid provides a substantially lower cost with a negligible tradeoff in features. Citizens of Dubuque and the FFCCC are grateful for the city council's recommendation to further analyze scenarios 3 & 4 which produced scenario 4/hybrid. We strongly support this option and believe that the expansion of the Five Flags Civic Center is critical to the cultural, economic and entertainment future of our city and tri-state area. Dubuque's cultural beacon will shine with tremendous new power with the approval of scenario 4/hybrid. The second critical part of the recent FFCCC vote was to recommend a timeline for the city council to adopt a ballot and present a vote to the public as expeditiously as possible. According to the governing laws, the next available dates to present an item for referendum are March 3 and September 8. We recommend that members of the city council take steps to have a ballot prepared for the next voting opportunity on March 3. The financial analysis for scenarios 3, 4, and 4/hybrid include a 3.4% annual escalation cost that includes factors such as inflation, material costs, and increased expenses to maintain the current state of the Five Flags Civic Center. According to this figure, waiting 1 year will cost approximately an additional $2.57M, waiting 2 years $5.23M, waiting 3 years $7.99M,... The feasibility studies have been going on for over two years, and the people of Dubuque are ready for a resolution on this project. As the feasibility survey results show, the community supports an upgraded facility. Consultants with CSL share the same opinion. They have done a thorough analysis on the impact that a new facility will have on our community and believe we are at the point of action. We, as representatives of our community, owe it to the great people of Dubuque to deliver a swift and thoughtful resolution. The FFCCC remains at your disposal for any questions and feedback regarding the Five Flags Civic Center expansion project. Our recommendations to proceed with scenario 4/hybrid and pursue the next available referendum voting date is made in the best interest of the community. With Best Regards, The Five Flags Civic Center Commission Nicholas Huff— Chairperson Tyler Daugherty— Vice Chairperson Rod Bakke McKenzie Blau Bryce Parks 2 Dubuque THE CITY OF � ui-Aseria cih DuB E , . � . , � II � Maste iece on tj2e Mississi i zoo�•zoiz•zois YP pp zoi�*zoi9 TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Recommendations Regarding the Future of the Five Flags Civic Center DATE: January 2, 2020 Leisure Services Manager Marie Ware is transmitting information related to the Five Flags Civic Center Commission recommendation to hold a March 3, 2020 referendum to vote on the issue of construction of scenario 4/hybrid and acquire funding of $75,084,058 through issuance of general obligation bonds. If the City Council chooses to hold a March 3, 2020 referendum, there would need to be a special City Council meeting scheduled before January 17, 2020 to approve the ballot language. v Mic ael C. Van Milligen MCVM:jh Attachment cc: Crenna Brumwell, City Attorney Teri Goodmann, Assistant City Manager Cori Burbach, Assistant City Manager Marie Ware, Leisure Services Manager Dubuque THE CITY OF � All-America Cily DuB E �� ' � II ��' Maste iece on the Mississi i 2oo�•zoiz-zois �P pp zoi��zoi9 TO: Michael C. Van Milligen, City Manager FROM: Marie L. Ware, Leisure Services Manager SUBJECT: Recommendation from Five Flags Civic Center Commission Regarding Phase 2A Planning for an Expanded/Improved Five Flags Civic Center DATE: December 31, 2019 INTRODUCTION The purpose of this memorandum is to forward a recommendation from the Five Flags Civic Center Commission regarding the Phase 2A Planning for an Expanded/Improved Five Flags Civic Center. DISCUSSION Attached to this action item is a memorandum from the Five Flags Civic Center Commission. The Commission met and heard the presentation from CSL International and BestchAssociates on November 12, 2019. They also met on December 17, 2019 and approved the memo attached. This memorandum is their recommendations and request to the City Council for consideration. One of the items outlined in the memorandum is their request for City Council consideration of a March 3, 2020 vote. In referring the City Attorney Crenna Brumwell's Five Flags Referendum Timeline UPDATE memo which is attached, this would mean the City Council if they wished to pursue this recommendation would need to meet prior to January 17, 2020 with an action item that would set the ballot language. This ballot language is then forwarded to the County Auditor. There is no scheduled City Council meeting prior to January 17, 2020, thus if the Council wishes to act on this specific timeline, a special meeting date would need to be set. If the City Council decides to pursue the March 3, 2020 referendum updated property tax impact information would be provided for the special meeting. This action item contains the following items related to all phases of the studies perFormed and additional information shared at previous City Council meetings and/or work session presentations. • Five Flags Civic Center Commission's Recommendation Memo • Staff inemo outlining history of Five Flags Civic Center, Five Flags Civic Center Assessment and Study (Phase 1) summary, Five Flags Civic Center Phase 2 Study summary, Five Flags Civic Center Phase 2A Study summary • Presentation of Phase 2A Planning for an Expanded/Improved Five Flags Civic Center from CSL International and BetschAssociates • Phase 2A Planning for An Expanded/Improved Five Flags Civic Center • Staff inemo related to financing and referendum dates and information, and current capital improvement budget for Five Flags Civic Center • City Attorney's memo regarding Five Flags Referendum Timeline UPDATE • City Attorney's memo regarding Referendum Questions • FY 20-24 Capital Improvement Budget Details for Five Flags Civic Center • Presentation of Phase 2 Planning for an Expanded/Improved Five Flags Civic Center from CSL International and BetschAssociates • Phase 2 Planning for An Expanded/Improved Five Flags Civic Center • Five Flags Debt and Property Tax Impact (prepared 12-18-18) • Estimated City of Dubuque Five Flags Debt Options (prepared 12-18-18) • Presentation of Assessment and Study Regarding the Future of Five Flags Civic Center from CSL International and BetschAssociates • Assessment and Study Regarding the Future of the Five Flags Civic Center including Appendix A-E ACTION REQUESTED This memorandum is for informational purposes only. cc: HR Cook, General Manager Jenny Larson, Budget and Finance Director 2 Dubuque THE CITY OF � AI•RnpnC�Ciry DuB E ��n� �,x�.tia� '� ��0' Masterpiece on the Mississippi z°°'-zo12 zois-zoi� TO: Michael C. Van Milligen, City Manager FROM: Marie L. Ware, Leisure Services Manager SUBJECT: Five Flags Civic Center Phase 2A Study Work Session Presentation DATE: November 6, 2019 INTRODUCTION The purpose of this memorandum is to provide background information related to the Five Flags Civic Center Phase 2A Study prior to the November 12, 2019 City Council work session presentation by Conventions, Sports and Leisure International (CSL). BACKGROUND A bond referendum was held on August 17, 1976, for the construction of the Five Flags Civic Center, to be attached to the existing theater. The bond referendum passed with 70% approval. Besides the arena, the new plan called for theater support rooms, as well as locker rooms, storage space, and administrative offices. The complex was connected to and designed to complement the restored theater. The new Civic Center opened its doors in 1979. The bond was a $3.7 million project. In 2005, over $2 million in renovations were performed, which included relocation of the ticket windows to the Locust Street vestibule, reconstruction of the Locust Street entrance, replacement of the windows on both the Locust and Main Street entrances, replacement of the carpet and flooring on both levels of the promenade, relocation of the Gate E concession stand, second entrance to Majestic Room, improvements to Bijou Room, painting, replacement of arena north doors, and renovation of concession stands. In August 2016, the City Council identified a Five Flags Civic Center Study as one of its six (6) high priorities for 2016-2018. Funds were then budgeted in FY2018 to perform a study and assessment. Conventions, Sports and Leisure International (CSL) was engaged in 2017 to perform this assessment and study of the Five Flags Civic Center. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY (PHASE 1) The Assessment and Study included a current status assessment of the Five Flags Civic Center and Theater, a review of local market conditions and a visitor industry assessment, an analysis of existing Five Flags Civic Center operations, industry trends review, a competitive/comparable facility analysis, an accounting of the survey plus an expansion study and assessment including market supportable program analysis, event/use levels analysis, conceptual renderings of four scenarios, preliminary construction cost analysis, financial operations analysis and an economic impact analysis. Naming rights and/or sponsorship opportunities were also analyzed. The scenarios also had an order of magnitude preliminary capital cost in 2018 dollars. Community Engagement and Input Opportunities Community engagement was very important in this assessment and study phase and numerous opportunities were offered for residents and stakeholders to participate and share their thoughts, ideas, concerns, desires and more. This was done in a variety of methods, including: • The process with CSL began with a public kickoff meeting. CSL led a meeting allowing citizens to engage at the beginning of the Phase 1 process and ask questions about the process and share thoughts from the beginning of the study. • CSL was also provided any feedback the City had been provided by citizens about their ideas for the Five Flags Civic Center prior to the study kicking off. � CSL requested information from City staff and community partners including but not limited to, Five Flags event reports, financial operating statements, rental and service rates, contact agreement with SMG, service provider agreements, agreements for the Grand River Center, community event facilities, perceived competitive event facilities and destinations, Five Flags users past and present, potential event users, Travel Dubuque information related to hotels and attractions, new and planned new projects in Dubuque, key competitive destinations and associated event facilities in the state, regional and national marketplace, lost/turned away conventions, sports and hotel nights, bookings, recurring events, annual reports and marketing reports, plus local/regional/ state socioeconomic/demographic data and more. • A Study Steering Committee was established with members of the Civic Center Commission serving on that committee. The Steering Committee met at various times throughout the process. Meetings were set up and held with City of Dubuque personnel to gather information and details about the community and the Civic Center. The consultant also met with a variety of organizations including, but not limited to, Travel Dubuque, Dubuque Main Street, Dubuque Area Chamber of Commerce, Greater Dubuque Development Corporation, arts and culture representatives and more. • The next step was to gather lots of public input into the study and assessment process. This was a very important part of the study, as outlined in the RFP. CSL worked with staff and others to develop a survey to collect as much input as possible from the community and users of the facilities. Many organizations assisted the City in promoting the survey as a means for all persons to give input. There were 1,086 responses to the survey. This was representation of nearly 3,100 people if one considers the households of the responses. CSL shared that, 2 in other studies they have performed throughout the US in similar markets, the typical response rate to a survey is 500-700. • The Commission heard a presentation from CSL at the regular commission meeting on May 2, 2018. After the City Council work session presentation by CSL on May 14, 2018, the Commission then hosted a public input meeting on May 16, 2018 which was well attended. Input was also sought via the City's website for those who could not attend the meeting. All that input is documented in the link below. The engagement of the community was very important and provided direction for the Assessment and Study. The community engagement and engagement of the business community and organizations supported the Civic Center's current location in downtown. The feedback received also cited concerns like the waiting time for restrooms during events. A full accounting of all the input received is in the Assessment and Study Regarding the Future of Five Flags Civic Center in the link below. Site and Architectural Work Betsch Associates and FEH Design were subcontracted by CSL to work with the site and the input received as well as consider the possible project scenarios related architecturally to the footprint and potential layouts. They received in-depth tours of all parts of the Civic Center facility, including the theater and all back-of-house areas, and spent significant time understanding the current structures. The assessment and study report showed what is possible at the property. It also explained that if future steps were taken toward any specific scenario, that the scenario presented was a preliminary representation and would need much more refinement pursued. The report also identified capital needs of the current facilities and costs related to those capital improvements as well as construction costs and capital costs necessary for new or renovated facilities. The Assessment and Study report provided four scenarios. • Scenario 1 was a minimum "status quo" scenario recognizing that certain levels of expenditures will be required in the near term and in the foreseeable future on deferred maintenance and full capital repair/replacement items to keep the Five Flags Center safe and operational by current standards. (4,000 seating capacity) • Scenario 2 involved a limited renovation with no expansion to the facility footprint. (4,000 seating capacity) • Scenario 3 represented a renovated complex with an expanded arena. (5,600 seating capacity) • Scenario 4 involved a renovated complex and a fully redeveloped arena. (6,000 seating capacity) Scenario 3 and 4 represented northwest expansion of the facility footprint that would involve a block-long closure of West 5t" Street and development of a significant portion 3 of the block opposite the current Civic Center closing 5t" Street in the block between Main and Locust Streets. Neither scenario impacted Ecumenical Tower. At the July 2, 2018, City Council meeting, the Five Flags Civic Center Commission forwarded their unanimous recommendation from the June 25, 2018, Commission meeting to receive and file the Five Flags Civic Center Assessment and Study completed by Conventions, Sports and Leisure International (CSL). Additionally, the Commission unanimously recommended, based upon the response of the Dubuque community and all the public input, that the Council choose scenario four for the Five Flags renovations. All documents related to this council meeting are located at http://weblink.cityofdubuque.orq/weblink/DocView.aspx?id=1942216&searchid=bfabOc4 e-2a17-4e7e-9b15-7bd2d80a718c&dbid=1 . The document totals 467 pages including all public input received. The City Council voted to receive and file the documents. While the study was being developed and since the study was filed, presentations were made to the Dubuque Chamber of Commerce Board, Travel Dubuque Board, Dubuque Rotary, and Dubuque Main Street Board. The City Council during their goal setting session in August 2018, adopted their 2018- 2020 Policy Agenda with the Five Flags Center: Direction and Funding as a Top Priority. Discussion at the goal setting session was focused around Scenario 4 with other scenarios discussed as well. FIVE FLAGS CIVIC CENTER PHASE 2 STUDY Conventions, Sports, and Leisure International (CSL) was contracted to perform Phase 2 planning for an expanded and improved Five Flags Civic Center based upon diving deep into Scenario 4 by approval of the City Council on November 5, 2018. The proposal was heavily weighted to work items to be completed by subconsultants Betsch Associates and FEH Design along with structural, mechanical and environmental subconsultants. Renderings Renderings of the exterior and specific interior renderings were developed. Care was taken during this part of the planning to architecturally create a facility that could fit into the historic downtown of Dubuque and yet create an iconic look. The main entrance to the arena would be along Main Street on the north east corner of the building and features a large drop off lane and plaza area. The exterior aerial view shows how this moves the main entrance closer to City parking ramps and parking lots as well as closer to the Town Clock Plaza. The arena lobby is spacious which will allow people to quickly pass through and enter the facility. There are numerous stairs throughout the arena which can easily move people into and out of the arena and the design includes three elevators in the lobby to 4 assist persons with mobility limitations. The concourse rendering shows how many people could move throughout this area at the same time, especially right before and after shows. In Scenario 4, the arena had a fixed seat count of 5,912, which includes the premium seating areas. Premium seating includes loge boxes, club seats, suites and party suites. The study also noted that there would be a seating count of 6,398 if an end stage concert was held, as shown in the arena rendering. A rendering shows a suite and the view the suites would offer. Premium seating areas are now an industry best practice that allows for premium pricing and revenue generation for the facility while offering additional amenities to the guests at events and activities. The new theater entrance can be seen in one of the renderings. The current long hallway that is the main entrance on Main Street would be transformed. The entrance area would include an elevator which could take persons with limited mobility to the second floor of the theater, which is not accessible at this time. Parking Analysis A deeper dive was taken into the topic of parking which was expressed as a community concern. Based on industry standards it is often recommended that one parking space be available for approximately every three seats. The chart shows that within practical walking distance the percentage coverage for parking is 275-488%. Meaning there is an overabundance in the walkable area. If parking is limited to a two-block walk of the arena and if the arena and theater were both at maximum capacity the coverage for parking would be 94%. There are currently an estimated 2200 parking spaces in public surFace lots and parking ramps in that two- block walk. This does not include parking meter locations which are throughout the downtown area. The main entrance for the Civic Center's arena moved northward which made even more public parking spaces within a two-block walk. An expanded drop off area was planned at the main entrance of the expanded Civic Center. This drop off would accommodate more vehicles moving in and out to drop off those that need extra assistance. A trend in the industry of event centers is to accommodate Uber and Lyft type services for drop-off and pick up. The industry is seeing more use of these services as this is convenient to consumers for numerous reasons. There is an area that is planned that would create an area specifically for these services to drop-off and pick-up before and after events. What acts can we bring to Dubuque with the expanded/improved facility? This question was asked of HR Cook, General Manager of Five Flags, who books the shows and events. A letter at the end of this memo from Mr. Cook shares examples of shows that are routing now or events that can be potentially hosted in our community. 5 Each year there are different opportunities in family entertainment, sporting events that can be bid to host as well as concerts and other live events. The size of the arena floor, the height of the roof, the rigging weight capacity that performances require, the seating capacity and more goes into a decision by a promoter to host an event or show at the Civic Center. Traffic Impact Assessment An initial traffic impact assessment was also completed as Scenario 4 includes the closing of one block of Fifth Street. This was done outside the CSL contract and was completed by MSA Professional Services, Inc. It is found at the link below. The Five Flags Civic Center Commission voted at their December 14, 2018 meeting to recommend the City Council receive and file Phase 2 Expanded/Improved Five Flags Civic Center report. The report was to be presented to the City Council on December 17, 2018. The Phase 2 and all documents from the December 17, 2018 meeting can be viewed at this link https://cityofdubuque.novusaqenda.com/AqendaPublic/CoverSheet.aspx?ItemID=9315 &MeetinglD=508. The City Council voted unanimously that evening to receive and file the Summary of Phase 2 Planning for an Expanded/Improved Five Flags Civic Center. DISCUSSION The FY2020 budget for Five Flags Civic Center contained an improvement package that was approved to study of up to two more scenarios as well as complete a soils analysis. This soils analysis was done to confirm more accurate pricing for construction related to items such as footings for the expansion area of an addition to Five Flags beyond its current footprint. The City Council approved commencement of the Phase 2A Study from Conventions Sports and Leisure International (CSL) and Betsch Associates May 20, 2019. This study includes a deep dive into 2 additional scenarios. The proposal was heavily weighted to work items to be completed by subconsultants Betsch Associates and FEH Design along with structural, mechanical and environmental subconsultants. Scenario 3 represented a renovated complex with an expanded arena. This Scenario keeps the wall between the promenade and the current arena, removes the roof and raises the roof as well as expanding the arena across 5t" Street. The arena would remain in its current east/west configuration and be a U-shape arena. An initial investigation determined if any likely or probable fatal flaws existed concerning concept feasibility and the successful execution and outcomes related to Scenario 3. It was shared at the time of approval of the consulting agreement that should any critical flaws related to Scenario 3 be uncovered initially during subsequent planning work outlined, the City would have the opportunity to cease work on this scenario. 6 A hybrid of Scenario 4 was developed from the current Scenario 4 that was presented in December 2018. This hybrid scenario made programmatic adjustments resulted in a lower cost project opportunity. Scenario 4 created a north south bowl-shaped arena. It expanded across 5t" Street and moved the entry of the facility to the north east corner of the building along Main Street. The resulting work created a Hybrid design of scenario 4 that is U-shaped. Soils Analysis The FY2020 budget approved a soils analysis as part of this study process. This was completed to understand the soils in the areas of the building expansion. Allender Butzke Engineers Inc. was hired for this specialty work. The soil borings and laboratory testing were completed. This work included a preliminary engineering analysis and an initial geotechnical analysis to develop design options for the floor foundation and floor slab support. Allender Butzke Engineers, Inc. coordinated with Betsch Associates regarding their findings. Ken Betsch shared that in the cost estimates of Scenario 4, they had used costs for augur cast piles. The soil analysis is allowing them to research pressure routed cast piles and aggregate piers with spread footings. He reported that "these systems lend themselves better to the soils conditions and the proposed building loads and reduce project cost" and this has led to construction cost savings in the estimate. Scenario 3 Review CSL and Betsch Associates prioritized the study of Scenario 3 because of our desire to discover any potential critical or fatal flaws that might mean it would not be a viable option. The Phase 2A Study outlines and visually shows through rendering the flaws that do exist in Scenario 3. A comparison chart was prepared showing Scenario 3 compared with Scenario 4 on a variety of issues. The issues outlined relate back to the findings of the first study and market analysis (Assessment and Study Regarding the Future of Five Flags Civic Center— June 19, 2018). Scenario 3 when compared with Scenario 4 (Phase 2 Planning for Expanded and Improved Five Flags Civic Center— December 12, 2018) has poor perFormance on 8 of 10 issues. Scenario 3 has an estimated savings range of $15.27 million however has an ongoing operating deficit order of magnitude estimate at this point of$756,755. This is due to the operating inefficiencies inherit in the facility design with reduction in facility square footage and lower event loads. In their conclusion they shared "Although we are saving one wall and a portion of the fixed seating in the existing building to reduce the capital cost of the project, Scenario 3 has a number of functional issues which will compromise the operation and the revenue generation of this Scenario. Many of these issues are the same as those faced in the operation of the current building due to its size and configuration. While no single issue seems to constitute a "fatal flaw", the cumulative effect of all of these conditions will result in a large expenditure for construction of a new building that will be only 7 marginally larger in seating capacity and still have many of the same operational issues and limitations of the existing Five Flags Center. These operational inefficiencies will also result in higher operating cost for the life of the project than necessary for a new building." Scenario 4 Hybrid Work Betsch Associates then began work on development of a hybrid of Scenario 4. The hybrid developed is a u-shape arena. It was developed to address the same issues that were addressed with Scenario 4. The chart that compares Scenario 4 with Scenario 4 Hybrid shows excellent performance on 9 of 10 identified. The Scenario 4 hybrid has a savings in the capital costs in a broad magnitude of $7.75 million. The current estimate of ongoing yearly operating for Scenario 4 hybrid is $346,001 versus the current fiscal year cost of$932,962. Renderings The exterior and specific interior renderings for Scenario 4 were not updated from the Phase 2 Study. The exteriors are still very relevant in the Scenario 4 Hybrid design and similar interior improvements exist in Scenario 4 Hybrid. This means the Scenario 4 renderings are applicable to the Scenario 4 Hybrid design. The consultants will go into further detail on this Phase 2A Study in their presentation. Five Flags Civic Center Commission The Five Flags Civic Center Commission is meeting on November 12, 2019 just prior to the work session thus no action from that meeting could be reported in this memo. Members from the Commission will be present at the City Council work session and staff will report on any recommendation from the Commission. ACTION REQUESTED This memo is provided for information purposes to assist in a summary of all phases of Five Flags studies completed to date. attachments cc: Assistant City Managers Teri Goodman and Cori Burbach City Engineer Gus Psihoyos Project Manager Steve Brown Public Information Officer Randy Gehl City Attorney Crenna Brumwell Five Flags Civic Center General Manager HR Cook 8 ��^�� _........ �I�TE �' L�� — C: l ia r - r. ---- :�°JBU�UE � — — - ~ ��fi�,� Memora��m aate� lanuary lz, 2�18 1`a; Mane Ware, Directar �elsufe SerViCes i From:H.R.C+�4k,�eneral fl+lareager y�'•�� Five FfagsCenker ,� 5ub�ect:Proposed Ar��a deSign and Potentia3 Shows P�r 4ur diStu55ipn,I have reviewed af t�e prnpnsed design plan which inclu�ed,seating size and co�figuration,iow roaf steel rigging ca#�acikies and our rnarket, Based upan the des3�n,a review o#oUr market anc#previou5 irrquiries fram a�ents regar�ing Dubuque, I create�a lisx of events that real�stically could be held at Fvc Flags�enter. These events are in addition tothe cu��er�t menu of evenks that we�urr�ntly hast. As we have discussed in the past,trying ta predict what e�rents wfl�he p�pular�n th�f�ture and �e ssapported in auf cornmunity is li6�e loaking into a trystat hall. The c�ncerF��isted are based upor�#f�e la#est Pallstar Cancert Hatwir�Top 10D#o�rs as of November 2015 and current shows touring in SMG far�lities ir�N❑rth America. Th�e fam ily and spoeting events are�vents that we car�pursue ar�d fxave a g❑nd�F��ncc af hasting based�,pan aur tr�frastructure af smenities i� kh�mmmunity,�nd supparE system of zravel�t�b�rq�e srtd t3�e Hot2lffu��kEl ASsvti�#iGn, Fam91y Entertainment: * F�Id �nteet.�inment Marvel Universe Live! . �irr�ii�r�i�5nlipl . Trans•5iberian Or�hes#ra ■ Game ofThrones Ltve in ConCert + 5t�rs on I�e + Fl�rry��tter in Concert 947$.4;:llv �1. l��ul![34� Ir�.t.•'.�.It:� I i;.:{ ti�t7.�_1y I [�:l\`{�.; SSsI.-4i�� 44k1'l":I Il'Ll..:lf�ti[.ltil IR.�C3�1 � 9 S�nrting Euents: + NC�1A Divi�ian II and III Basketbafl and�+res#IingTaurnaments • NAIA Wrestling Champianships � Junior+NrestingTournaments . NationalCheerleadingChampionships • NationalDanreCharnpionships Cancerts and other Live En#ertainrnent: + EitonJohn + Kei#h Urbara • Alan ia�k�an + Jasvn Derula • �arry Manilaw + Alabam� • FaIC Out Boy + SCorpiDrl • TO�]�MaG • Gabriellglesias + Steve Mlll�r Band • Rab Zombie + The A�+ett Brp�her t �11 • Ali[e Coop�r + Bare M1�aked Ladies • Brian Adams • Jim Gaffigar� • lack 1Nhite • Bob 5egar 10 Again,this is a sample of e,rents that will fit irrto#he�ren�being[onteptu�lized,�titket buying market the si�e of Du buqve�ndlor meeting the bid qualifications, 5hpuld yqu have ar�y fu rther questians or inquiries, please feel free to tontact me directly. 11 � � � � �. �„ . . c = r .� � • . • � • • • - � ; � � ��i _ : 1..'. � � � ` � � � � _. .�� , ,. � • • 1 • ��1�'��+: , � . �� - _: + , . , � : � } ; �� ,� ;� ; '�.-i ` � ,r - ` -. _ � � � � � !` - _. :�?a3� _. . � � . ;^'s��"r' . � • .. .f��. 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Surveys with potential event planners (40+ interviews): a) Touring entertainment event promoters b) Local performing arts organizations c) Flat floor event planners d) Spectator & participatory event/activity planners • Market Supportable Program Analysis • Preliminary Cost/Benefit Analysis • Sponsorship and Funding Analysis � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA P HAS E � • Key findings: STU DY 1 . FFCC long-served as an important community asset 2. Quality of life would be negatively-impacted without facilities serving these roles 3. FFCC Theater should be protected 4. FFCC location is ideal 5. FFCC Arena has exceeded its practical life, functionality/marketability substandard 6. Demand exists to protect/grow FFCC business with investment 7. Highest-and-best-use for FFCC is multipurpose event complex 8. Identified and analyzed scenarios: • Scenario 1 — Status Quo • Scenario 2 — Limited Renovation • Scenario 3 — Theater Renovation + Arena Expansion • Scenario 4 — Theater Renovation + NewArena Construction � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA PHASE 1 STUDY � ��-�� _ , � .�:: - . .�. � L__� s .� . _ ; ��. . � . �� . � �cUMEi�KR610iU6R EctlN1Ei��ClsL TONff� � . � ' . Scenarios . ` � � - � �:. . � � �� Pkw4+d ar n�� or 1 & 2 ^ �._ .T .�. ;�: !�'"� „R., << . � m_ � ., �—�— � ', �f� ic f, :� �� i�� . � `�' i � � �� - ..� �-_� � � -----� r; i}, � s ,� � Y -- � r r � ��-- . . � ui w uL �"Z � yµ W I7'S�� w W . �....,,� f 1 � � fTi � � � �- 2� . ` � �—� . � I . ^ r �` �� . �� l .*� . _ �1 ` _� N � � N \\ � � N .. 4, �_ , ." • . r � � � r \�J C� _—� . ' � z U � z _ u �IFfN 57REE7 � U F�FrN STREET � o '� o � _ � a � � .. . , .� MNo'�^h'iMM —•� MMM . . ��t- t—.J_.�—�— _ � .. 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Enhanced programmatic and architectural detail 2. Refinements and more detailed estimates of likely construction costs 3. Further analysis of parking issues 4. Updated cost/benefit analysis 5. Evaluation of funding issues and options • Collaboration with a large number of local and national stakeholders and industry professionals • Core objective was to advance the concept and narrow the understanding of costs � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA P HAS E 2 FFCC ARENA FFCC THEATER P LAN N I N G ' Designed to fit the historic context. • Renovated lobby in the existing FFCC. • 6,000 seat capacity (full floor event). • New elevator access to balconies. • 6,398 seat capacity (end-stage concert). • Refurbish seating and restoration of Refined • Enhanced ADA accessibility and functionality of 2nd Balcony seating. elevator service. • Enhanced patron amenities including Program • Premium seating, including club seats, increased toilet facilities, family toilets, Elements loge boxes, private suites, and club and improved concession offerings. lounge. • Enhanced ADA accessibility to main • Enhanced patron amenities, including entrance. increased toilet facilities, family toilets, • Exterior/interior repairs & painting and improved concession offerings. • Theater flyrail replacement and rigging • Improved sponsorship opportunities. enhancements. • Enhanced Wi-Fi and technology • Exterior window and door replacement. capabilities. • Black box improvements. • Improved backstage and support • Renovation of existing building into facilities. theater support spaces. • Enhanced rigging height and capability. • Improved stage and lobby lighting. � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA P H AS E 2 �--Y-�tr�... �. � ��. - :� � _'a`�..�-. :_;ix.� �0.,.:. y� -.'j ,�,.wt'�: S �-�:�� *�"... a ��'�i a�,�."� � "�+,��i�,.:-Ar�.�,i�� f� �{�.�+��5 .��"R s��.�'+�F��,a�. � f ��,_ `,�' � � Ik'�''. t �u} � c. l� �.�� \ �.�� .�-� � �� ''� - � ��'� .� '�'�l5� '4'''1 �«�"�a� x W�� y..�a � '� � � t3Y{`.��. ��¢3 ° �' ;t�� z '.� A,'& � -• L� P LA N N I N i f � � � � ��z��: ��_ G l ^ � 1 �p t r� i 1' �� a ' � �.'s '�`Fr y �}� '��,_ � � �� ,,?�� •�' .:s:.�. �A' y'h�'� � ,y}^,}.x�'�tRx: � � d..,r(. y � ie �. �� a .,�-�, �� - � �I;b '� '�-i lw�d ��;��"� � _� � ��++T`�-�� ~ � ~ . : . 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(ramps and surface lots only)within ` � +� �,. a .rox.2 blocks of a FFCC entrance �� 4. � x�` `,s� �.' PP _ �f . � �^•{ .� ��,,, � r'�_} �9` �� '� �F !�; � �`�.�:�� . .4��""'�',�. �v�"� �`��_ � -. _ �'�� '" � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA I� I-I/�1� t L I� LAIV IV I IV l� : Overal I Parki ng Capacity � Parking Estimated • Seating Spaces Proximate Coverage . � City, State Facility Capacity Needed (1) Supply(2) Percentage ■ � � = ■ La Crosse, WI La Crosse Center 19,100 6,367 5,369 84% . Evansville, IN Ford Center 11,000 3,667 4,000 109% � � � Corpus Christi, TX American Bank Center 10,000 3,333 4,200 126% � Bloomington, IL Grossinger Motors Arena 9,146 3,049 2,597 85% � Beaumont, TX Ford Arena 9,000 3,000 5,000 167% �; • � a;� Bemidji, MN Sanford Center 6,000 2,000 1,200 60% � � Prescott Valley,AZ Prescott Valley Event Center 6,200 2,067 3,000 145% .� �>... Dod e Cit , KS United Wireless Arena 4,935 1,645 1,600 97% � . ,- Average 9,423 3,141 3,371 107% � Median 9,073 3,024 3,500 116% 1 • � Dubuque Estimated Supply Within Practical Walking Distance - Dubuque, IA(2) FFCC(Existing) 4,000 1,333 6,500 488% � � � Dubuque, IA(2) New FFCC(max Arena) 6,398 2,133 6,500 305% : � ' Dubuque, IA(2) New FFCC(max Arena +Theater) 7,098 2,366 6,500 275% �; Dubuque Estimated Supply Ramp/Lot Supply Within 2 Blocks � Dubuque, IA(3) FFCC(Existing) 4,000 1,333 2,222 167% � � Dubuque, IA(3) New FFCC(max Arena) 6,398 2,133 2,222 104% � � Dubuque, IA(3) New FFCC(max Arena +Theater) 7,098 2,366 2,222 94% � �� `� (1)Extrapolation based on industry typical recommendation of 1 parking space per 3 seats (2)Estimated parking supply within reasonable walking distance,based on conversations with city offcials and/or faciliry management. � �� (3)Represents core public ramp and surface parking supply(NOT INCLUDING street parking or private lots)within approximately two blocks ofthe FFCC. � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA P HAS E 2A • Scenario focus: P LAN N I N G • Scenario 3 (renovated/expanded Arena) • Scenario 4 Hybrid (reduced cost NewArena) • Purpose of further concept investigation, evaluation and definition: Scope of Work 1 . Pro rammatic and architectural detail g 2. Refinements and more detailed estimates of likely construction costs, including soil analysis 3. Updated cost/benefit analysis 4. Fatal flaw analysis and scenario comparison � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA � �� L� ISSUES SCENARI04 SCENARI03 4788 capacity for concerts,3516 capacity for full floor SEATING CAPACITY Capacity for concerts-6534,capacity for full • events.These are considerably below the proposed P LA N N I N G floor events-6150. performa.These capacities are only slightly greater than the current 4100 for concerts and 3200 for full floor events. Uneven distribution relative to seating.Will cause TOILET/CONCESSIONS Even distribution relative to seating to maximize • congestion in the concourse and reduce revenue potential revenue generation. from concessions similar to the current building layout. 4 8-man suites at the top of the arena bowl.Poor location SUITES 6 12-man suites,1 24-man party suite,and 1 12-man and access to the suites through the seating bowl will party suite.Good access from concourse. � reduce the revenue potential of this amenity. Comparison of � CLUB LOUNGE Good location and amenities • No club lounge.Limited space to provide this amenity due Sce n a ri o to the limited easUwest dimension. Site dimension limits the arena floor area for certain 4 �/�+ � ARENA FLOOR SIZE No limitfor all floor events. • events or seating must be eliminated.This is an issue with r .7. the current building. Very limited area for set-up behind stage and access to BACK STAGE ACCESS Access to both sides of stage/generous depth for one side of stage only.This will restrict load in/load out service/storage.Good truck access to the stage. � time for events.Truck access to the floor is limited,like the current building. Poor separation of dressing rooms and performers from LOCKER/DRESSING ROOM Good separation of performers and dressing room • other support areas and activities.This is undesirable for ACCESS suite from other support areas and activities. attracting shows to the building and only marginally better than the current building. Increase seating capacity will drive event revenue Lower concert capacity reduces opportunity to attract REVENUE POTENTIAL and provide the best opportunity to attract shows. • shows and lowers revenue potential.Without the club Suites and lounge provide new revenue streams. lounge and good suite location/access,these revenue streams are eliminated or reduced. Good access to stage,staging,and storage areas Limited backstage areas and access to staging makes OPERATING COST reduce labor cost for shows,reduce turn-around • load in/load out for shows inefficient and increases time between shows,and increase booking labors costs.This is only a modest improvement over the flexibility. current building. PROJECT COST • Highest project cost. Savings in the range of$15.27 million. KEY Excellent • Adequate • Poor Performance Performance Performance � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA � �� L� ISSUES SCENARI04 SCENARI04HYBRID Capacity for concerts-6468,capacity for full floor SEATING CAPACITY Capacity for concerts-6534,capacity for full events-5001.The priority is on maintaining capaciry floor events-6150. for concerts. PLANNING TOILET/CONCESSIONS Even distribution relative to seating to maximize Even distribution relative to seating to maximize revenue generation. revenue generation. SUITES 6 12-man suites, 1 24-man party suite,and 1 12-man 6 12-man suites and 2 12-man party suites.Good Co m pa ri s o n of party suite.Good access from concourse. access from concourse. ■ CLUB LOUNGE Good location and amenities Good location and amenities Scenar�o 4 V�7. 4 H y b ri d ARENA FLOOR SIZE No limit for all floor events. No limit for all floor events. BACK STAGE ACCESS Access to both sides of stage/generous depth for Access to both sides of stage/generous depth for service/storage.Good truck access to the stage. service/storage.Good truck access to the stage. LOCKER/DRESSING ROOM Good separation of performers and dressing room Good separation of performers and dressing room ACCESS suite from other support areas and activities. suite from other support areas and activities. Increase seating capacity will drive event revenue Concert capacity is the key driver for event revenue. REVENUE POTENTIAL and provide the best opportunity to attract shows. Maintaining this seating capacity provides the best Suites and lounge provide new revenue streams. opportunity to attract shows.Suites and lounge provide new revenue streams. Good access to stage,staging,and storage areas Good access to stage,staging,and storage areas OPERATING COST reduce labor cost for shows,reduce turn-around reduce labor cost for shows,reduce turn-around time between shows,and increase booking time between shows,and increase booking flexibility. flexibility. PROJECT COST • Highest project cost. • Savings in the range of$7.75 million. KEY Excellent • Adequate • Poor Performance Performance Performance � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA P HAS E 2A P LAN N I N G : Scenario 4 Hybrid LOCUST STREET NEW E%IT FROM STAIR�. O � O �� SERVICE ENTRV BUS PARKING �'_��—��o a, �� M a— a--p—Q-- I UP �s TELE. �ELECT. � ' 6ACK STHGE CATERING ° � -- - OATA � EQUIP. - BUS J � DRE G ROO S SEW TV � � 2 3 4 FF oIAL � � PARKING . GOSTUME I i STORAGE � r�'�n��iFY�--" WATER A CONF. 5 ROOM ADMINISTRATIVE t � ��,HEATER pFFICES I OR -� nLOA01NG�OCKS L � LOBgY OFF. � Y I OILERS RO�UCT' -0 OFF. �� FFlCE COPY ��'j�RESS'G Y STAGING LOCKER LOCKER LOCKER LOCKER 4 � - - ROOM LIGHTING ROOM qOOM c � ROOM ROOM IOEO OFF i d� -SPRINKLER o Rj . o P UC N � � ❑ �o I � I SCENE SHOP I - �-�- _--` USHER OFF. I , GREENROOM� � OFF. � � - JAN. ___'-_'_--___'__ , I ',SUPPLV STAGEPOWER� ---------"-'--- '- � OFF. I ' !DRESS'G / --- \��\ OFF. Q _I ROOM c.��`� �il � � BREAK I 1 � ---�--- �`'-' � ARENAFLOOR `` I OFF. O I � STAGING ; � T \`�` t MTG ROOM� T ' � I O ''� �'-�-— C MISSA V. � � ORESSING I STORAGE GEN MGR � -- _� SCENESHOP/ � ' � ROOM � PIANO STOR. R � � � � =W iEV=' -DRESSING A MTGROOM _ ROOM � i PREFIINCTION � UBEROROP-OFF/PICK-UP � ii . . i� - °M -�� TICKETS� O �, tl o . � Cl ___"__�y � -__ ' , - �-�- �y TT��ff o _.__. . c e� � lTl � 4-�-; STAGE � � -- 'I STORAGE � � GLASS W.; � i GARAGE � � oI OFF. OUN q__� DOOR I I tlt / jy' I / ! �'_ p ONCES /� -BO%OFFICE ; � m,� �I _`_ . OFF /// _' p , � �1/��_.— �� Q -t �CONC.B NOS� �y�ORCHE5TR4PIT 7 � STAGEPOWER .' �� / I I PAVER EAS � —__— �7 REMODELEB} _________'_-_--'_______ '_______-- I ,� �Y � FAMILV ___ ____ � FF � �� y� �' TOILETS S� '�.a -- — I � ARENA � - _ � 'p LIGHTING- � ' ` FLOORACCESS� � V STI�ULE �ROPO � ��___> �. STORAGE CONCE �� I �� { LOBBY ��\\� y� 4500 LB_�t KITCHEN o 0 0 ' � I ��—� �/�P ELEV. 1 0�WO�MEN c Q / � � � � �� / :� I7 tj ri !k u Q / ____ � I �� =3 � ,�NEW OPEN'G A �`� � �IN STAIR (� � j - O � �� 17 q � pMO81LE NOVELTIES �_�� _ �� CONCESSIONS ' �,"�I.��''}� I - � �`TRl1CKFLOORACCESS COMMISSARY 1 .-�� :� ~ i GLA55 i I SIXTH STREET - � Jy GARAGE � -FLAGPOLES o NEVJDOORS� MEW �, MEN r�'^ �'�1 �� I OOOR � ' r . • � r �- i VESTIBULE �� " � � �� u oe ��.: c- � � U.G --- ' — b > _——�' ,��.�"� ___ I - A �-,. NEW RAMP � -'- _,- II/ �� t o O I a � o i PRE- ST � q� /CON o OLLAORDS THEATRE�ROP OFF �F �F �� EF1 f*1 � o O D O O O O O O O � O O O� o O �f NEW STEPS ----- -., � �� 02 5 20 50 MAIN STREET ARENA LEVEL PLAN ,��=20� 8-9-,9 SCENARIO 4 HYBRID BETSCHASSOCIATES � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA P HAS E 2A P LAN N I N G : Scenario 4 Hybrid CLASSROOM � —r� �t"—� � I � J 1 i r i i t � i i CLASSROOM ' FILL IN CONCESSIONS I � ,SUITES-. !Sl11TES� � I .HC SEATING �AN_ �FLOOR � � I I CONCESSIONS . � e , —_ ',�-;\ o 0 0 0 0 � o WOMEN � � ��i` y WOMEN II � s.�_� ��`+� _ CONF.RM I o MEN Yt'�aH�l'tY ,_PARTY � . SYMPHONYi CONCOURSE � �SUITES UPPER SCENE .-MUSIC LIBftARY GE BO S SHOP AIR HANDLERS DATA�� CLASS ROOM pFF OFF �ELECT. 6 � j F�OOR SEA7ING �M o OFF� OF� 1 ..-FAMILY a OFF OFF STAGE MEN TOILET Wo UPPERSCENE OFF Q'� SHOP MECM STOR. .SVMPHO EQUIP. �....�. OFFICES ROOM HC � REA I TT �SEATING I �1 UPPER STAGE HOUSE � W EN I�i ''.I LOBBV � °c - ��FAMILY TOILET ELECT. � O �^ ELEVATORS OPEN AIR HANDLERS y�_� � ENTRY CANOPV �FILLIN LOGE O%E i� FLOOR �� =SUITE$ � UPPER LOBBV I MEN ° oo ❑ ❑ a II }-! .��3�rt` O �I o WOMEN^ � �, � � o Oµ BALCONV � � �_ ' ' � � u � � �CONCESSIONS �'�HCSEATING -'�,�IIi � 1 CLUB LOUNGE � � CONCESSIONS� I � --� FREIGHT ELEV. � {I, � � r �' � CONCOURSE R_I I tFi[ CONCOURSE PLAN ,��=20� a-9-,9 °ZS 2° 5° SCENARIO 4 HYBRID BETSCHASSOCIATES � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA P HAS E 2A P LAN N I N G : Scenario 4 Hybrid _____ _________________� REPLACE EXISTING ROOF LOWER ROOF ��'I ~ 00 00 LONG SPAN ROOF rSCR N WALL � f i 1 COOLING TOWERS� o ` 1 1 1 � l � � � 2 I I I SMOKEEXHAUSTFANS REPLACE EXISTING ROOF 3 0 0 -- I� v � \ ° � `SC EN WALL � � Y I I I I _l� 0o aa o 0 STANDING SEAM- ROOFING ON �` X TOWER � � � ��_---___—__—___---_—'_--___�/�� — ROOF PLAN ,��=za' g_g-1g o25 Zo So SCENARIO 4 HYBRID BETSCHASSOCIATES � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA P HAS E 2A P LAN N I N G : Scenario 4 Hybrid 0 STAIRS DOWN TO UPPER CONCOURSE CONCOURSE II SOUND UPPERBOWLSEATING-'� ' CONTROL BOOTH � � TOWER p� � O O 0 / � / A // � � O �/ O STAIRS DOWN TO / TOWER CONCOURSE / . UPPER CONCOURSE � UPPERLOBBY 0 UPPER SEATING PLAN ,��=Zo� 8_9_,9 °ZS 2° 5° SCENARIO 4 HYBRID BETSCHASSOCIATES � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA P HAS E 2A P LAN N I N G : Scenario 4 Hybrid ______________ F ICE EQUIPMENT —UPPER BOWL FIXED SEATS �i �p I Roam � BOILERROOM ' AREA WAVS I STOR ELECT. BREA ROOMI6I LOWER BOWL e�eci. �✓ � FIXED SEATS TELEPHONE TELESCOPIC caceo SEATING STORAGE STORAGE � � ! �,j . ' ��' � i'ti��' y/SEA ING��IIII��I�II�I�I�IIII s oa.� � IIIIIIIIIIIIIIIIIIIIIIIIII�� i PAINT RM RENOVATION FROM OFFICES � i R OM TOORESSING �� Ij TOILETS/SHOWERS DRESS'G li ELEV. � ROOM i �I�� S7AGE �� r`-� , ° '°Q° - � o oRess� STORAGE � T 0 � EXPANSION OF � � II��I�IIIIII��I�IIIII�I 17 ORCHESTR� �� OILE _� I ROOM G ' Y it D.R ��Q�' � — ORCHESTRAjP1T y�WIRELESS LIGHT� CONTROL TELESCOPIC REMOVE FIXTURES � SEATING i i � BIJOU ROOM �STAGE � � 5TAIR 5 I � SEATING PLAN ,��=20� 8-9-,9 °ZS Z° 5° BASEMENT PLAN ,��=20� 8_9_,9 °Z5 2° 5° SCENARIO 4 HYBRID BETSCHASSOCIATES SCENARIO 4 HYBRID BETSCHASSOCIATES I LJ �J � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA P HAS E 2A P LAN N I N G : Scenario 4 Hybrid ___ -� _ - SCREEN WFLL I `_�A - COOLING TOWERS (� OUCTWORK � A- . , �- -�-I � - __. _--'' � 18'4" �..-__... _- . 21,8., I SPOTLIGHTPLATFORMS I I NOCATWALKE%CEPTFOR �_ STAIRSAN08RIOGES SERVICE PLATFORM FOR � � SCOREBOAR�HOIST TO UPPER SEATING I -- _ ORYWALL HALO AftOUNO 1'6" � � _ PERIMETER I � --- --- � UPPER SEATMG BOWL� I ��y�� 55'TO BOTTOM OF STEEL � 55'TO BOTTOM OF STEEL ��4" i � - - - - i II ��JNCOURSE MECM E�UIPMENT � SUITE/CLUB I 10'0" �I I CONCOURSE:' � I 13'4'• � BUILOING LOWERSEATINGBOWL I ----- g+p�+ � - � 18,�„ CENTER LINE � r-�--� �� ' �� i �� I _ I �� TELESCOPIC RISERS , ;-'� I i Z,�,� STAGE I � � STAGING � 13'4" � V�� i I � I I I �� _ � I � �ARENA LEVEL MAIN STREET � 42'6" � 14'7" �4'6"I 20,y„ � p1�1•� 24'U" _.. , 10' 30' 11' 34' ✓ �L_ .�__ _.__ EXISTING FNE � --�-'"-" , �-�--- �--- � � � FLAGS CENTER � EJ(ISTING SIDEWALK FACE OF NEW ARENA 01 5 15 50 BUILDING SECTION ALONG FIVE FLAGS CENTER 3@2"=1'0" 8-8�18 °, 5 15 '° BUILDING SECTION AT MAIN STREET 3/32"=1'0" B949 SCENARI04HYBRID BETSCHASSOCIATES SCENAR104HYBRIO BETSCHASSOCIATES � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA PHASE 2A � - - � - - - � - . - � - � End-stage Floor End-stage Floor End-stage Floor PLA N N I N G Seating Counts by Type Concert Event Concert Event Concert Event Loge Boxes (32) 64 64 0 0 64 64 Club Seats (1 section) 360 360 242 242 324 324 Suites (6) 72 72 32 32 72 72 Party Suites (2) 36 36 0 0 24 24 Seati ng Telescopic Seating Behind Stage 0 1 ,182 0 90 0 464 Fixed Seats Behind Stage (Upper) 0 530 0 0 0 0 Leve I s a n d Telescopic Front of Stage (Lower) 982 944 783 270 952 982 Fixed Seats Front of Stage (Lower) 1,652 1 ,652 2,297 2,830 1,618 1,618 Ca pac ity Fixed Seats Front of Stage (Upper) 1,072 1 ,072 0 0 1,393 1,393 Floor Seats 2,072 0 1,382 0 1,961 0 ADA Seating with Companions 88 88 52 52 60 60 Totals 6,398 6,000 4,788 3,516 6,468 5,001 Fixed Seating Count: Fixed Seats (general) 3,254 2,830 3,011 Fixed Seats (premium) 532 274 484 Telescopic Seats (max) 2,126 783 1.446 Total 5,912 3,887 4,941 Square Footage By Level: Arena Level 99,583 73,256 94,213 Concourse 61,194 40,966 58,541 Upper Level 21.395 13.146 13.158 Total GSF 182,172 127,368 165,912 � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA PHASE 2A � - . - . - . . - . . : - . P LA N N I N G New Renovated New Renovated New Renovated Construction Areas Construction Areas Construction Areas Arena 182,172 0 SF 114,318 13,050 SF 165,912 0 SF Arena Level 99,583 0 SF 66,456 6,800 SF 94,213 0 SF Concourse Level 61,194 0 SF 34,716 6,250 SF 58,541 0 SF S q u a re Upper Seating Level 21,395 0 SF 13,146 0 SF 13,158 0 SF % of Scenario 4 100.0% 62.8% 91.1% Footage Theatre 0 3,393 SF 0 3,393 SF 0 3,393 SF Basement 0 993 SF 0 993 SF 0 993 SF Street Level 0 0 SF 0 0 SF 0 0 SF First Balcony 0 0 SF 0 0 SF 0 0 SF Second Balcony 0 0 SF 0 0 SF 0 0 SF Third Balcony 0 2,400 SF 0 2,400 SF 0 2,400 SF Theatre Support Areas 0 25,844 SF 0 19,836 SF 0 25,844 SF Basement 0 3,503 SF 0 3,503 SF 0 3,503 SF Street Level 0 10,767 SF 0 10,767 SF 0 10,767 SF Concourse Level 0 11,574 SF 0 5,566 SF 0 11,574 SF Total Condi ti oned Bui I di ng Area 182,172 29,237 SF 114,318 36,279 SF 165,912 29,237 SF Non-Conditioned Areas 3,858 150 SF 4,184 150 SF 4,029 150 SF Canopies (at 50%) 360 0 SF 360 0 SF 360 0 SF Catwalks (at 50%) 2,704 150 SF 2,704 150 SF 2,704 150 SF Exterior Ram s at 50%) 0 0 SF 0 0 SF 0 0 SF Overhangs / Arcades (at 50%) 794 0 SF 1,120 0 SF 965 0 SF Total Gross Buildin Area 186,030 29,387 SF 118,502 36,429 SF 169,941 29,387 SF % of Scenario 4 100.0% 63.7% 91.4% � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA - • - • - • P HAS E 2A ��- -� � � Totals Arena Theatre Support Totals Totals I. CONSTRUCTION COST $63,589,364 $59,429,678 $1,706,449 $2,453,238 $46,790,293 $52,975,235 P LAN N I N G A. Sitework $3,535,727 $3,497,725 $0 $38,003 $3,140,194 $2,968,423 B. New Construction $50,543,756 $50,406,745 $0 $137,012 $39,299,981 $45,046,416 C. Renovation $3,597,944 $0 $1,547,800 $2,050,145 $0 $35,261 D. Design/Bid Contingency (5%) $2,883,871 $2,695,223 $77,390 $111,258 $2,122,009 $2,402,505 E. Subtotal of Items A.-D. $60,561,300 $56,599,693 $1,625,190 $2,336,417 $44,562,183 $50,452,605 F. Construction Contingency (5%) $3,028,065 $2,829,985 $81,259 $116,821 $2,228,109 $2,522,630 Co n stru ct i o n III. CONSTRUCTN RELATED COST $5,244,054 $4,796,754 $444,675 $2,625 $4,712,765 $4,796,754 i A. 1% for Art $0 $0 $0 $0 $0 $0 CO C T C B. Furniture, Fixtures & Equipment $4,507,337 $4,081,337 $423,500 $2,500 $4,001,348 $4,081,337 v��v C. SAC, WAC, Storm Water Fees $0 $0 $0 $0 $0 $0 D. Site Survey, Soil Bor'gs,Haz MaYI $157,000 $157,000 $0 $0 $157,000 $157,000 E. Construction Testing $125,000 $125,000 $0 $0 $125,000 $125,000 F. Theatre Structural Study $5,000 $5,000 $0 $0 $5,000 $5,000 G. IT Consulting $65,000 $65,000 $0 $0 $65,000 $65,000 H. Commissioning/Test Balance $75,000 $75,000 $0 $0 $75,000 $75,000 I. Special Inspections and Other $60,000 $60,000 $0 $0 $60,000 $60,000 J. Contingency (5%) $249,717 $228,417 $21,175 $125 $224,417 $228,417 IV. ADMINISTRATIVE COSTS $7,115,562 $6,654,968 $195,645 $264,950 $5,391,029 $6,009,523 A. Acquisition/Administration $440,000 $440,000 $0 $0 $440,000 $440,000 B. Design Fees $3,815,362 $3,565,781 $102,387 $147,194 $2,807,418 $3,178,514 C. Project Management $275,000 $250,000 $25,000 $0 $250,000 $250,000 D. Expenses $0 $0 $0 $0 $0 $0 E. Financing (4°/a) $2,543,575 $2,377,187 $68,258 $98,130 $1,871,612 $2,119,009 F. Contingency (5%)for $41,626 $22,000 $0 $19,626 $22,000 $22,000 Acquisition/Admin, Expenses V. ESCALATION $6,888,400 $6,424,681 $215,108 $248,611 $5,137,095 $5,771,246 A. Design Escalation to May 2020 $0 $0 $0 $0 $0 B. Construction Escalation (1) $6,424,681 $215,108 $248,611 $5,137,095 $5,771,246 THEATRE $2,561,877 $2,561,877 THEATRE SUPPORT $2,969,424 $2,969,424 VI. TOTAL PROJECT COST $82,837,381 $77,306,080 $2,561,877 $2,969,424 $67,562,482 $75,084,058 % of Scenario 4 Costs 100.0% 81.6% 90.6% (1) Escalation is based upon voter referendum in Spring 2020,completion of design in Spring 2021,bidding in early Summer 2021, and the mid-point of construction in June 2022. Assumed 3.4%per annum. � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA CURRENT • ' • � ' � � ' • P HAS E 2�'. FF�� , . :- . Number of Events P LA N N I N G Community/Religious 4 8 8 8 Concerts 13 21 16 20 Convention/Tradeshow 2 6 6 6 Family/Ice Shows 5 12 10 12 Meetings/Banquets 8 50 50 50 Non-Tenant Performance 6 20 20 20 Public/Consumer Show 2 5 5 5 Estimates of Sporting Events 31 60 50 55 TenantPerformance 16 26 26 26 Other 16 25 23 25 An n u a I Eve n ts Total 103 233 214 227 & Utilization EventDays Community/Religious 4 8 8 8 Concerts 14 23 17 22 Convention/Tradeshow 3 9 9 9 Family/Ice Shows 6 14 12 14 Meetings/Banquets 8 50 50 50 Non-Tenant PerFormance 14 47 47 47 Public/Consumer Show 3 8 8 8 Sporting Events 38 74 61 67 Tenant Performance 59 96 96 96 Other 3 8 8 8 Total 152 335 315 328 Utilization Days Community/Religious 6 12 12 12 Concerts 15 24 18 23 Convention/Tradeshow 6 18 18 18 Family/Ice Shows 7 17 14 17 Meetings/Banquets 12 75 75 75 Non-Tenant PerFormance 16 53 53 53 Public/Consumer Show 5 13 13 13 Sporting Events 47 91 76 83 Tenant Performance 124 202 202 202 Other 23 36 33 36 Total 261 540 514 532 (1)Represents Scenario 1(Status Quo)from Phase 1 Study. � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA CURRENT ` ' • ' ' • � ' • PHASE 2� FFCC � . :- . P LA N N I N G Total Attendee Days Community/Religious 7,126 18,400 18,400 18,400 Concerts 11,006 61,062 37,908 56,000 Convention/Tradeshow 3,225 13,500 1 1,700 13,500 Family/Ice Shows 7,608 25,200 16,200 24,480 Meetings/Banquets 1,699 12,500 12,500 12,500 Non-Tenant Performance 8,463 31,500 31,500 31,500 Public/Consumer Show 5,081 13,500 12,000 13,500 Estimates of Sporting Events 48,387 95,613 67,419 84,274 Tenant Performance 58,469 122,241 110,256 119,844 An n u a I Atte n d a n ce Other 4,548 16,406 15,094 16,406 Total 155,612 409,921 332,977 390,404 & Room N i g hts Non-Local Attendee Days Community/Religious 713 1,840 1,840 1,840 Concerts 3,302 18,318 1 1,372 16,800 Convention/Tradeshow 1,613 6,750 5,850 6,750 Family/Ice Shows 2,282 7,560 4,860 7,344 Meetings/Banquets 425 3,125 3,125 3,125 Non-Tenant PerFormance 1,269 4,725 4,725 4,725 Public/ConsumerShow 1,524 4,050 3,600 4,050 Sporting Events 9,677 19,123 13,484 16,855 Tenant Performance 11,694 24,448 22,051 23,969 Other 1,364 4,922 4,528 4,922 Total 33,863 94,861 75,436 90,379 Hotel Room Nights Community/Religious 143 368 368 368 Concerts 495 2,748 1,706 2,520 Convention/Tradeshow 538 2,250 1,950 2,250 Family/Ice Shows 152 504 324 490 Meetings/Banquets 85 625 625 625 Non-Tenant PerFormance 190 709 709 709 Public/Consumer Show 61 162 144 162 Sporting Events 645 1,275 899 1,124 Tenant Performance 1,754 3,667 3,308 3,595 Other 364 1,313 1,208 1,313 Total 4,427 13,620 1 1,240 13,155 (1)Represents Scenario 1(Status Quo)from Phase 1 Study. BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA PHASE 2A PLANNING �URRENT . - . . - . . - . FFCC ' � � : ' � Operating Revenues Facility Rent $245,000 $890,147 $783,329 $818,935 Estimates of Food & Beverage 130,000 495,894 376,879 456,222 Advertising/Sponsorships 2 20,000 245,140 147,084 220,626 An n u a I F i n a n c i a l Premium Seating 0 189,572 85,307 166,823 Contract Service & Other 15,000 97,850 63,603 90,022 O ae rat i o n s Total Operating Revenue $410,000 $1,918,602 $1,456,202 $1,752,628 Operating Expenses Salaries & Benefits $780,000 $1,267,765 $1,204,377 $1,204,377 Contract Labor 35,000 78,486 72,207 69,068 Utilities 180,000 290,893 325,800 261,803 Repair& Maintenance 30,000 75,018 101,274 71,267 General & Administrative 75,000 147,166 147,166 142,751 Supplies 20,000 70,836 70,836 67,294 Insurance 46,000 72,112 72,112 72,112 Other 100,000 230,720 219,184 209,955 Total Operating Expenses $1,266,000 $2,232,997 $2,212,957 $2,098,628 Net Operating Profit/Deficit ($856,000) ($314,395) ($756,755) ($346,001) ' Represents Scenario 1 (Status Quo)from Phase 1 Study. The current FY2020 operating deficit is budgeted at$936,962. 2 Does not include naming rights revenue. � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA � �� . Original Inflation Adj. Const.Cost Const.Cost Year Const.Cost Per Seat Arena Market (in$millions) Public$ Private$ Public% Private% Opened Capacity (in$millions) Capacity 1 Allen Event Center Allen,TX $52.6 $47.3 $5.3 90% 10% 2009 8,600 $74.9 $8,705 .................................................................................................................._............_..........................................................._......................................................-----............................-----�------.... ..........._..........................---------------------- 2 American Bank Center Corpus Christi,TX $49.6 $49.6 $0.0 100% 0% 2004 10,323 $85.9 $8,320 - -- -- - - - - --- - -- - - -- - - - -- - -- P LAN N I N _ _ _ ____ _ 3 Arena at Gwinnett Center Duluth,GA $91.0 $91.0 $0.0 100% 0% 2003 13,000 $163.9 $12,607 --- - ------------ --- 4 BOK Center Tulsa,OK $178.0 $146.0 $32.0 82% 18% 2008 18,041 $263.5 $14,605 ------------------�------�--......--�------------------------�------�-------------�--��--��--�----------------------------------------..............................................................................................................--�---�--��--�--.........--��--�----------------- -----...................................--�---�------------ 5 Bon Secours Wellness Arena Greenville,SC $63.0 $30.0 $33.0 48% 52% 1998 15,951 $138.0 $8,654 -------------------------�--��--��----------------------------------------------------�--��--�-------------------------------------......................................--�--...............................................................--�----------..........................----------------- ------................................---------------------- 6 CenturyLink Center Omaha Omaha,NE $75.0 $75.0 $0.0 100% 0% 2003 17,000 $135.1 $7,945 7 CenturyLink Center Bossier City,LA $60.0 $28.0 $32.0 47% 53% 2000 14,000 $121.5 $8,682 ........................................................��--�-------------�--........................................................................................................................................................................................................................ ............................................................. 8 Chesapeake Energy Arena Oklahoma City,OK $101.0 $101.0 $0.0 100% 0% 2002 18,203 $189.2 $10,392 C o m p a ra b l e . ..... . .. ... ............ ..............................................................................................................._...................................--.--..-----. .----............................................--..--.----- 9 Citizens Business Bank Arena Ontario,CA $150.0 $150.0 $0.0 100% ° .............. . �� -..........................�- �� -�� -...................... �� - �� -...................... �� ......... ......... �� ...........-.0/o.- 2008 11,089 ...... $222:0 $20,023 � ................. .. ........--�-- 10 Covelli Center Youngstown,OH $45.0 $44.5 $0.5 99% 1% 2005 7,000 $74.9 $10,704 -- -- - - - - -- - - - - - - - -- - - - ------ - - - - - - - - - -- - - -- - re n a 11 Denny Sanford Premier Center Sioux Falls,SD $117.0 $117.0 $0.0 100% 0% 2014 12,000 $136.9 $11,406 --------�........................��--�--��--�--��----------................................................................................................................................................------�--............... .----........................................................ 12 Ford Center Evansville,IN $127.5 $127.5 $0.0 100% 0% 2011 11,000 $167.8 $15,253 ......................................................�-------------�--......................................--�------�---�--......................................................................................................................................................................... ............................................................. � 13 GiantCenter _ _ __ Hersey,PA $85.0 $50.0 $35.0 59% 41% 2002 12,000 $159.2 $13,267 Construct�on - - -- - - -- - 14 Huntington Center Toledo,OH $100.0 $100.0 $0.0 100% 0% 2009 9,341 $142.3 $15,237 15 Intrust Bank Arena Wichita,KS $206.5 $206.5 $0.0 100% 0% 2010 15,004 $282.6 $18,836 --------------�---�--------------------��-----------------------------------------------------------------------------------...................-----.............................................--�--....................--��---------------------------.......................-------------------- �----..................................--------------------- ��S'ts 16 lowa River Landing Arena(1)____Coralville,IA_ __________ _ $92.1 $82_1 $10.0 89% 11% 2020 5,100 $85.2 $16,701 _ --- -- - - ---- - - - - -- - --- 17 Landers Center Southaven,MS $27.5 $27.5 $0.0 100% 0% 2000 10,000 $55.7 $5,571 18 Laredo Energy Arena Laredo,TX $35.5 $35.5 $0.0 100% 0% 2002 9,622 $66.5 $6,910 �_-__-___....._... ........-�---------..................... - -- ....----.....................-�----------�--------- _.... -- -- -- ........ 19 Mid-America Center Council Bluffs,IA $75.0 $38.3 $36.8 51% 49% 2002 9,000 $140.5 $15,608 - -- - - - --- - ---- -- -------- ----------------_----__-- ---- -- - - -................ - -.................................. - - - - - - ----- - - -................._._..._._.._- --------- 20 Pinnacle BankArena Lincoln,NE $173.0 $100.3 $72.7 58% 42% 2013 15,900 $210.5 $13,238 _ --- ------ -- ------- -._........._.. --- - -....._....._..------ - - - - - - - - - -....._....................--- -- ------ 21 Reno Events Center Reno,NV $69.4 $69.4 $0.0 100% 0% 2005 7,500 $115.6 $15,407 22 Resch Center Green Bay,WI $50.4 $45 3 � � $5.1 90% 10% 2002 10,200 $94 4 $9,255 _____ _ � ____ 23 Sanford Center Bemidji,MN $78.3 $78.3 $0.0 100% 0% 2010 6,000 $107.2 $17,860 24 Sanford Coyote Sports Center Vermillion,SD $66.0 $46.0 $20.0 70% 30% 2016 6,000 $71.4 $11,898 25 Santander Center Reading,PA $36.5 $34.6 $1.9 95% 5% 2001 9,146 � $71.1 $7,774 26 Sears Centre Hoffman Estates,IL $62.0 V$37.2 V $24.8 60% 40% 2006 11,800 � $99.3 $8,412 -- -- --- 27 Stockton Arena Stockton,CA $64.0 $64.0 $0.0 100% 0% 2005 11,800 $106.6 $9,031 28 Tyson Event Center Sioux City,IA $47.4 $35.0 $12.4 74% 26% 2003 10,000 $85.4 $8,536 29 Verizon Wireless Arena Manchester,NH $65.0 $55.0 $10.0 85% 15% 2001 11,770 $126.6 $10,757 30 WebsterBankArena Bridgeport,CT $60.0 $52.0 $8.0 87% 13% 2001 10,000 $116.9 $11,687 31 Wells Fargo Arena Des Moines,IA $90.7 $90J $0.0 100% T 0% 2005 16,980 � $151.0 $8,894 ______-- -- - - - - --- - -- -- - - -- --........... - -.._.._.._................_....._........ - -- -- -o-- -- - --o- --- - -- -- - - - _._.._....._........._.... - -- - -- 32 XFINITY Arena at Everett Everett,WA $71.5 $37.6 $33.9 53/0 47/0 2003 10,000 $128.8 $12,877 ��----- --........ -- - _._.._.._.._.._._................_ - - - - -- - --_ - - -- -- - --- ._.._._...... - - --- - - - Average $83.3 $71.6 $11.7 85% 15% 2006 11,400 $130.9 $11,720 Note:Comparable arenas exclude university-owned arenas and arenas with professional NBA or NHL franchises. (1)Construction costs represent estimates provided by the construction team of$375 hard construction costs per gross square foot for a 188,974 gross square foot facility. � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA P HAS E 2A • Facility Entrance , __ ��' � ` � � - .. � �� • Fa�ade Landmark � - '� . P LA N N I N G • Arena Roof Y � • On-Court/Ice Logos �.� , _ „ � �, �:�- .�; _ : : � � ; � �� • Static Scoreboard � �+�'� � � � � '�.' � � ,�. a Modern • Backlit Tunnel Signage . . y � � � - � - • Scoreboard Underbelly � �'F ° � - � -�=s== Sponsorsn�p _ � , r��-=� • Arena Seats ,� � � � Y�-i--- Opportu n ities • Concourse Signs �- � �'j� • Exterior poor Decal � �° �.�u. � =-- .. � �..� - • Display Area � � • Digital Fascia Signage � _�.-:.-:;��_ � � • Center-hung Video Boards �-- =�� '� -. -�� . � f �"��#�� ` � • Arena Floor Maps � � �:_-�_ ��$.-- �� - � �� ; __ __ . � Y�� -. • Trash Receptacles � - �' � ' • Staff Uniform • ATM Machines � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA P HAS E 2A • Public sector revenue sources are used to fund the large majority of municipally-owned comparable projects. PLANNING • Most likely path forward for a FFCC Project would City issued G.O. bonds. • Private sector and non-City sources could assist in defraying City's cost. Funding • Hypothetical funding structure: Issues • $55 million from proceeds via City of Dubuque G.O. bonds. • $5 million in contractually-obligated naming rights fees. • $5 million in dedicated ticket surcharge revenue ($1 .50 per ticket). • $5 million in ticketed event parking fees (in selected nearby ramps). • $5 million in private fundraising (corporate donations, donations relating to arts elements, grants, etc.). • Other issues to consider: • Annual City-funded operating subsidy estimated to be substantially lower (more than $600,000 per year savings). • Subsequent full design/engineering phase could identify cost savings. • Industry expectation of continued 5% annual inflation in constr. costs. � BetschAssociates Five Flags Civic Center Phase 2A Planning � DUBUQUE, IOWA a,.:,: - _ � � `= " =_ �" ..�,� � � I � � ,�1 =� � � �, i _ = �� _� :� i � ! ' � _ F - �°- - � � ( � I I � ( �' _� _ . - �� , I , I I . 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I � �•� _��„ �M _ � � �� P _ ..�;'�'R�__ ?` ;7�-�� i �— - �.�j��, ,,� __ � � �'t= !� � . . � ille .. ;; �� ;,� .,,,. _, — ,,,� - � a �" ! u� � `,� , � s� : __ _ _ �_ � � �,.•�r.� � ,� ��,�, � `�/ � ;I ' I l -� �� ' , �e �;-, �:. _ �-�. � - 'e�.�** `w` � t �� i �� 9-�� T � � .p�� Q � � Y �1 � �-� � ��_ � — � � � _ ►R�� Mr I �� ._r—,�y� w , — '�'Zra�P �+. � .. _ .� t ,+-�� .� eF �� .. � -_- ' � . �,� < s� a�—� -,� ��-:, �� r:��r� ;;�''� '}; - _ —� � �++_ ——` - � � � �� .�� = ��. _ , � ��_,�� :� � �-- �� '�i �,�P„� ' '�,,, r l`� �' — - - ,� � ��'i., �i .._ i+� , � ��w�,i�w`��ye,�. ;�1��`, v �� .__-1 /11¢�� \~\`,��._- . . .. � � - �f,..f� �F - ' 1 ��;� :,..--nri .l. ji �� 11.� jji �.�� Y`' �5��. � • � '1 , ' ' � � / , ' ' . O I// - - �� _ �\ � �.L , � �.`.�� s.� � _ -� � /�" - o .- �— �. ... . � � - y /s , _ , _ , � � „y,i- �"�... ^� b �° 'c"_" ,�.,� � ` \ �I ��..rlll� V T.�li' . . _ ��T�`i .� �Y� � _- � >■ \ .�� - , +�J'�. �,,��1l. � . .. ��iYr-a �y.y'ti.f��:. _ � � _ 1v'- �r November 5, 2018 Ms. Marie L. Ware Leisure Services Manager City of Dubuque Leisure Services Department 2200 Bunker Hill Road Dubuque, lowa 52001 Dear Ms. Ware: Conventions, Sports & Leisure International (CSL) and BetschAssociates have completed work related to a Phase 2A Planning effort concerning an expanded/improved Five Flags Civic Center(FFCC). The information concerning within this document and related supporting documents presents a summary of our work and is intended to assist the City and other related project stakeholders with the information necessary to make informed decisions regarding next planning steps concerning a potential major FFCC renovation/improvement project. The work and information presented in this report and its various appendices/supporting documents are based on estimates, assumptions and other information developed from industry research, data provided by the City and other local project stakeholders, outreach with existing and potential facility users, discussions with industry participants, and analysis of competitive/comparable facilities and communities. The sources of information,the methods employed, and the basis of significant estimates and assumptions are stated in this report. Some assumptions inevitably will not materialize and unanticipated events and circumstances may occur. Therefore, actual results achieved will vary from those described and the variations may be material. The findings presented herein are based on analysis of present and near-term conditions in the Dubuque area as well as existing interest levels by the potential base of users for an enhanced FFCC product. Any significant future changes in the characteristics of the local community, such as growth in population, corporate inventory, competitive inventory and visitor amenities/attractions, could materially impact the key market conclusions developed as a part of this study. As in all studies of this type, the estimated results are based on competent and efficient management of the FFCC and assume that no significant changes in the event markets or assumed immediate and local area market conditions will occur beyond those set forth in this report. Furthermore, all information provided to us by others was not audited or verified and was assumed to be correct. This report has been prepared for the internal use of the City and should not be relied upon by any other party. The report has been structured to provide the City with a foundation of research and analysis to provide decision makers with the information necessary to advance planning on a potential FFCC project and should not be used for any other purpose. We sincerely appreciate the assistance and cooperation we have been provided in the compilation of this report and would be pleased to be of further assistance in the interpretation and application of our findings. Very truly yours, C sL �--.�� CSL International Conventions, Sports&Leisure International 520 Nicollet Mall• Suite 520• Minneapolis, MN 55402•Telephone 612.294.2000• Facsimile 612.294.2045 TABLE OF CONTENTS 1. Introduction ........................................................................................................... 1 2. Summary of Previous Work .................................................................................. 2 3. Phase 2A Planning Scope & Methods.................................................................. 5 4. Evaluation of Concept Alternatives....................................................................... 6 5. Cost/Benefit Analysis.......................................................................................... 22 Appendix A: Phase 1 Study (Summary of Findings) Appendix B: Phase 2 Planning (Full Report) PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Table of Contents 1. Introduction The purpose of this report and supporting documents is to summarize findings associated with additional research, analysis and planning work for the proposed Five Flags Civic Center (FFCC) improvement and expansion project. The work outlined herein (Phase 2A Planning) focuses on the evaluation of two alternative concepts/scenarios expected to involve a lower construction cost than the concept investigated under the previous planning effort (Phase 2 Planning). Specifically, the services performed under this current effort included the evaluation of two alternatives, development of programming and layout, along with estimation of development and operating costs, economic impacts, and funding issues. The work summarized in this document builds on the assessment and findings reached in the Phase 2 Planning for the an Expanded FFCC, dated December 12, 2018, as well as the Assessment and Study Regarding the Future of the FFCC (Phase 1 Study), dated June 19, 2018. Conventions, Sports & Leisure International (CSL), with the assistance of subcontractors BetschAssociates and FEH Design, led both of the aforementioned previous studies. To avoid redundancy, the information contained within this report and supporting documents is intended to complement the information contained in the Phase 2 Planning report. Both reports and associated supporting documents should be reviewed in their entireties for complete understanding of Phase 2 and 3 methods, findings, limitations and implications. Both can be viewed and downloaded at www.cityofdubuque.org/fiveflagsstudy. This report outlines the key research, analysis, and findings associated with the contracted Phase 2A Planning effort. PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 1 of 28 2. Summary of Previous Work A summary of key timing milestones and primary conclusions reached under the previous work efforts is presented below. Phase 1 Studv (2017/2018� 1. In 2017, following a competitive bid process, the team of CSL, BetschAssociates and FEH Design was hired by the City to conduct an Assessment and Study Regarding the Future of the FFCC (Phase 1 Study). The purpose of the Phase 1 Study was to assess the FFCC's current physical state and programmatic orientation, and study market demand, supportable program, financial, economic, naming rights/sponsorship and feasible development scenarios relating to the future of the FFCC. 2. In the decades since the last major investment in the FFCC, significant changes have occurred within the event facility industry nationwide. At the same time, additional new event,sports and entertainment facilities have been developed elsewhere in Dubuque and in the region. 3. Market support was determined to exist for both improved Arena and Theater facility products. a) The FFCC has long-served as an important community asset for Dubuque and its residents. b) Local quality of life and economic activity would be negatively impacted without a venue serving these roles. c) The FFCC Theater is an historic asset that should be protected. d) The FFCC's current location is ideal for an entertainment/sports/arts complex. e) The FFCC Arena has exceeded its practical life. f) The FFCC Arena physical product and functionality are below industry standards. g) Significant upgrades to the FFCC Arena product are needed to better compete for and serve spectator and entertainment event segments. h) Investment in FFCC enhancements or redevelopment would be expected to drive new activity and positive impacts. i) The highest-and-best-use of the FFCC asset (building and land) is a multipurpose civic/entertainmenUarts complex. 4. The Phase 1 Study identified the following as market supportable for the FFCC Project: a) Arena: i. State-of-the-industry, spectator arena. ii. Seating capacity of between 6,000 and 8,000. iii. Some flexible seating to retain access to flat floor space. iv. Premium seating and other hospitality areas. v. Enhance patron experience—ingress/egress, WiFi, food & beverage, ADA, etc. vi. Upgraded back-of-house, load-in/out and other support facilities. b) Theater: i. Retention of historic Theater. ii. Refurbish seating and make 2nd Balcony seating functional.. iii. Modest expansion of Bijou Black Box Theater. iv. Address capital improvement project items. PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 2 of 28 v. Enhance patron experience—lobby, WiFi, food and beverage options, etc. vi. Upgraded back-of-house facilities. 5. Four facility scenarios were identified for further high-level analysis for comparison purposes, including preliminary site configuration and layout drawings: • Scenario 1: Effectively represents a minimum, status quo scenario, recognizing that a certain level of expenditures will be required in the near term and in the foreseeable future on deferred maintenance and future capital repair/replacement items to keep the FFCC safe and operational by current standards. • Scenario 2: Involves a limited FFCC renovation (no expansion of facility footprint). • Scenario 3: Represents a renovated complex with an expanded Arena. • Scenario 4: Involves a demolition of the existing FFCC Arena, improvements to FFCC Theater, and the development of a new, state-of-the-industry Arena via a northward expansion of the FFCC's footprint. 6. Order-of-magnitude estimates were generated associated capital costs, financial operating implications, and economic impacts for the four scenarios. 7. A detailed written report was developed for the Phase 1 Study and presented to the City in the spring of 2018. CSL presented findings to City Council in May 2018. A revised report was delivered to the City in June 2018. The City Council formally accepted the report in July 2018. 8. Appendix A contains the Executive Summary associated with the Phase 1 Study. The entire Phase 1 Study report document can be found at www.cityofdubuque.orq/fiveflagsstudv. Phase 2 Planninq �Late 2018� 1. After discussion among City leadership and project stakeholders, in November 2018, the City contracted with the CSL and BetschAssociates team to study FFCC Scenario 4(as conceptualized in the Phase 1 Study) in greater detail. Specifically, the effort was designed to complete additional work necessary to better define project costs, site impacts, physical product characteristics, cosUbenefit, and funding issues related to the preferred development scenario. 2. Over the course of the four-week engagement, including a multi-day site visit, outreach and collaboration with a variety of local stakeholders/participants and national industry professionals, refined layout, design, programming, and construction cost estimates were developed by BetschAssociates. 3. The Scenario 4 design included total seating capacity of 6,398 for a hypothetical end-stage concert event and 6,000 for a hypothetical floor event (i.e., no portable floor seats). The seating count included six (6) private suites, two (2) party suites, 32 loge boxes, 360 club seats, and general admission seats (through fixed, telescopic and floor seats). 4. Based on industry standards and a review of parking supply in downtown Dubuque, it was not believed that the development of additional parking structures or lots would be necessary for a Scenario 4 FFCC. Conversely, downtown Dubuque's volume, availability and pricing of parking supply nearby the FFCC is considered a product strength relative to other comparable venues located throughout the region and country. PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 3 of 28 5. Key performance and cost estimates relative to Scenario 4 included the following (with approximate dollar figures presented in terms of 2018 dollars and operating estimates representing a stabilized year of operation): a) Number of Events = 233 b) Event Days = 335 c) Utilization Days = 540 d) Attendee Days =410,000 e) Operating Revenues = $1.9 million f) Operating Expenses = $2.2 million g) Net Operating Deficit= ($300,000) h) Hard Construction Costs = $68.1 million i) Total Project Costs (hard + soft costs) _ $84.8 million 6. The analysis suggested that planning for a Scenario 4 FFCC project funding structure could have a reasonable target of 80 percent provided by City of Dubuque sources and 20 percent provided by private sector or other sources. 7. A written report was developed and presented to the City on December 12, 2018. CSL presented findings to City Council on December 17, 2018 and the City Council accepted the report. 8. Appendix B contains the entire Summary of Phase 2 Planning for an Expanded/Improved FFCC. PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 4 of 28 3. Phase 2A Planning Scope & Methods As previously mentioned, this Phase 2A Planning effort included detailed investigation into two additional FFCC concept scenarios: • Scenario 3 • Scenario 4 Hybrid Scenario 3 represents a renovated FFCC with an expanded FFCC Arena. This Scenario keeps the wall between the promenade and the current FFCC Arena, removes the roof and raises the roof as well as expanding the arena across 5th Street. The FFCC Arena would remain in its current east/west configuration and be a U-shape arena. Scenario 4 Hybrid was to be developed from the Scenario 4 concept that was evaluated under the Phase 2 Planning effort. Both Scenario 4 concepts involve the demolition of the existing FFCC Arena, improvements to FFCC Theater,and the development of a new,state-of-the-industry Arena via a northward expansion of the FFCC's footprint. Scenario 4 created a north-south arena with a 360-degree seating bowl. It expanded across 5th Street and moved the entry of the facility to the north east corner of the building along Main Street. Scenario 4 Hybrid is similar to Scenario 4, with a noteworthy difference being the utilization of a U-shaped seating bowl,along with other strategic adjustments aimed at cost reduction. Other than the interior seating bowl rendering, the majority of the renderings previously developed for the Phase 2 Planning effort would be representative of the exterior and interior appearance, finish and aesthetics assumed for a Scenario 4 Hybrid. Similar to the scope of work related to Phase 2 Planning, Phase 2A Planning further investigated,evaluated and advanced Scenario 3 and Scenario 4 Hybrid concepts. Components included: (1) enhanced programmatic, facility layout, and architectural detail; (2) refinements and more detailed estimates of likely capital costs; and (3) updated cost/benefit analysis. Additionally, Phase 2A Planning included a soils analysis subcontracted via Allender Butzke Engineers, Inc. This was done to understand the soils in the areas of the building expansion and review potential foundation alternatives—ideally, leading to potential cost reductions. The soil borings and laboratory testing were completed. This work included a preliminary structural engineering analysis and an initial geotechnical analysis to develop design options for the foundations and floor slab support. At the City's request, CSL and BetschAssociates initially prioritized the study of Scenario 3 to determine if any likely or probable fatal flaws exist concerning Scenario 3 concept feasibility and the successful execution and outcomes. It was shared at the time of approval of the consulting agreement that should any critical flaws related to Scenario 3 be uncovered initially during subsequent planning work, the City would have the opportunity to cease work on Scenario 3. Throughout the remainder of this document, as applicable, Scenario 4 figures are provided for comparison to newly-generated figures associated with Scenario 3 and Scenario 4 Hybrid. For consistency, Scenario 4 figures have been inflated to 2019 dollars, along with certain small adjustments based on updated investigation. As previously mentioned, to avoid redundancy, the information contained within this report and supporting documents is intended to complement the information contained in the Phase 2 Planning report. Both reports and associated supporting documents should be reviewed in their entireties for complete understanding of Phase 2 and 3 methods, findings, limitations and implications. The Phase 2 Planning report includes architectural renderings and analysis of other topics, such as parking issues and comparable facility funding, that can be illustrative when considering the path forward with the FFCC. PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 5 of 28 4. Evaluation of Concept Alternatives The purpose of this section is summary key research, architectural assessment, programming, design and costing work completed during this Phase 2A Planning effort. Scenario 3 Given that Scenario 3 involved an arena expansion and retention of significant existing structure (rather than a complete new build arena project), the study of Scenario 3 was initially prioritized to determine if any likely or probable fatal flaws exist concerning its feasibility and successful execution and outcomes. In collaboration with CSL, BetschAssociates performed various steps to evaluate the existing FFCC structure and site, develop a Scenario 3 expansion strategy and layout, identify programmatic elements, evaluate costs and strengths and weaknesses. After careful review of Scenario 3, a number of concerns and limitations were identified that would hinder Scenario 3 as a viable concept for major investment to create an appropriate, long-term solution for the FFCC. Specifically, although one FFCC Arena wall and a portion of the fixed seating in the existing building would be saved (reducing some capital cost relative to a new-build concept), Scenario 3 has a number of functional issues which will compromise its operation, market competitiveness and revenue generation. Many of these issues are the same as those faced in the operation of the current building due to its size and configuration. While no single issue seems to constitute a "fatal flaw", the cumulative effect of all of these conditions will result in a large expenditure for construction of a new building that will be only marginally larger in seating capacity and still have many of the same operational issues and limitations of the existing FFCC. These operational inefficiencies will also result in higher operating cost for the life of the project than necessary for a new building. Additional supporting detail and observations related to this Scenario 3 conclusion include the following: Street Level 1. Backstage access from the arena to the support areas is too restricted to allow for the efficient load in /load out of equipment for concerts and other shows. This is due to the east/west dimension of the building from Main Street to Locust Street. 2. The stage should generally have access to support areas on both sides. However, in this scenario, all the access is to one side only. The limited access to the stage will increase the change over time between events and lead to higher labor costs similar to those currently incurred with the Five Flags Center. Truck access to the floor is also limited. 3. Due to the limited access to the stage,there is poor separation between the dressing rooms for the performers and the other FFC service personnel and the event staff. This is not ideal for the performer's experience in the building. 4. The east/west dimension of the building of 256 feet limits the size of the arena floor and hampers the flexibility of the building to handle events such as monster trucks, the circus, or ice shows. 5. Floor access will need to be developed from the lobby to the arena floor for concerts. However, this floor entrance will limit access to support areas such as the kitchen on the east side of the arena floor, since there is little room for a service corridor around the south and west sides of the arena floor. PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 6 of 28 Concourse Level 6. There is limited access to concessions and toilets from the seating on the east concourse. This will create severe congestion in the concourses on the north and south sides of the arena bowl during events. It will also limit the revenue generation from concessions. 7. The current configuration does not have a place for the club lounge. This eliminates this potential revenue stream. 8. The limited width of the building from east to west will not allow for controlled access to the suites on the east side of the building. As a result, access to the suites will be through the seating bowl. U�per Level 9. The overall concert seating capacity for this building is approximately 4,788, which is well below the building feasibility goal of 6,400 seats and not much greater than the current capacity of 4,100. In order to get closer to the proposed seating capacity, an upper seating deck will need to be added to the building on the north side of the seating bowl. However, this creates an unbalanced arena and may result in having to sell these seats at a lower price point. 10. Due to the east/west dimension of the building,the suites cannot be located on the concourse level, but must be located at the top of the arena bowl. This location does not provide the most desirable sight lines for the suites and reduces the revenue potential for this amenity. General Items 11. The arena in Scenario 3 will require some replacement of the existing air handing units on the roof of the portion of the existing building to be remain. In addition, supplemental HVAC units will be provided on the lower roof of the new support areas to be constructed with this option. We do not see any issues associated with the updating of the mechanical system in Scenario 3. 12. The roof for Scenario 3 will need to be removed and replaced with an entirely new roof structure. This replacement will be necessary due to the longer span required for the arena bowl and the relocation of the rigging grid to put it in the proper position. This new roof will be constructed at a higher elevation to meet the rigging needs for the building. Any columns along the north wall of the existing building to remain will need to be extended upward to raise the roof structure to the proper elevation. We will also need to evaluate the soils report for the original construction to see if the existing foundations will need to be modified to handle the loads for the expanded arena. However, there do not appear to be any significant issues regarding the structure other than the removal and the replacement of the existing roof. Preliminary layout drawings of Scenario 3, shown on the following pages(with numbering that corresponds to the above list), indicate these weakness/challenge areas. 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PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 10 of 28 The following matrix illustrates how well Scenario 3 matches the identified market supportable program (as represented by Scenario 4)and the extent to which Scenario 3 addresses certain key criteria/issues. These criteria/issues are believed to be important factors that influence facility marketability and competitiveness, operational efficiency and performance, patron experience, and economic impact generating capability. ISSU ES SC ENARIO 4 SC ENARIO 3 4788 capacity for concerts,3516 capacity forfull floor SEATING CAPACITY • Capacity for concerts-6534,capacity for full • events.These are considerably below the proposed floor events-6150. performa.These capacities are only slightly greater than the current 4100 for concerts and 3200 forfull floor events. Uneven distribution relative to seating.Will cause TOILET/CONCESSIONS • Even distribution relative to seating to maximize • congestion in the concourse and reduce revenue potential revenue generation. from concessions similar to the current building layout. 4 8-man suites at the top ofthe arena bowl.Poor location SUITES • 6 12-man suites.1 24-man party suite.and 1 12-man and access to the suites through the seating bowl will party suite.Good access from concourse. � reduce the revenue potential ofthis amenity. CLUB LOUNGE • Good location and amenities • No club lounge.Limited space to provide this amenity due to the limited easVwestdimension. Site dimension limits the arena floor area for certain ARENA FLOOR SIZE • No limit for all floor events. • events or seating must be eliminated.This is an issue with the current building. Very limited area for set-up behind stage and access to BACK STAGE ACCESS • Access to both sides of stage/generous depth for one side of stage only.This will restrict load in/load out service/storage.Good truck access to the stage. � time for events.Truck access to the floor is limited,like the current building. Poor separation of dressing rooms and performers 6om LOCKER/DRESSING ROOM • Good separation of pertormers and dressing room • other support areas and activities.This is undesirable for ACCESS suite from other support areas and activities. attracting shows to the building and only marginally better than the currentbuilding. Increase seating capacity will drive event revenue Lower concert capacity reduces opportunity to attract REVENUE POTENTIAL • and provide the best opportunity to attrect shows. • shows and lowers revenue potential.Without the club Suites and lounge provide new revenue streams. lounge and good suite location/access,these revenue streams are eliminated or reduced. Good access to stage,staging,and storage areas Limited backstage areas and access to staging makes OPERATING COST • reduce labor costfor shows,reduce tum-around • load in/load outfor shows ineffcient and increases time belween shows,and increase booking labors costs.This is only a modest improvement over the flexibility. current building. PROJECT COST • Highest project cost. • Savings in the range of$1527 million. KEY • Excellent • Adequate • Poor Pertormance Pertormance Performance PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 11 of 28 Scenario 4 Hvbrid Due to the ineffectiveness of Scenario 3 to improve the seating capacity and operational efficiency of the existing FFCC and the relatively high cost of Scenario 4 (as identified in the Phase 2 Planning effort), work was completed to identify opportunities to reduce construction costs without substantial negative impact on facility marketability and competitiveness, operational efficiency and performance, and economic impact. Its goals were to provide needed operational efficiencies, improve the amenities offered to the patrons, and increase the seating capacities of the existing FFCC—all at a lower project cost than the originally estimated $84.8 million for Scenario 4. Since the revenue driver for the FFCC is, and will be expected to continue to be, concerts, the proposed solution for Scenario 4 Hybrid was to provide a horseshoe arrangement for the fixed seating with a stage at the south end of the arena and eliminate the fixed seating behind the stage. This arrangement preserves the proposed building's seating capacity for concerts at approximately 6,468 and still provides 5,001 seats for arena floor events. The other major features of Scenario 4 Hybrid include excellent service access to the stage and the other support areas, truck access to the arena floor, a consolidated suite of locker rooms and dressing rooms for the performers, adequate storage areas, event pre-function areas, private and party suites, club seating, a club lounge, well distributed toilets and concessions as well as a large lobby for special events. The elimination of the fixed seating behind the stage and resultant reduction of square footage have resulted in a significant savings to the project cost. In addition, the below surface soils conditions on the site have been examined with a geotechnical consultant retained by the City of Dubuque and our structural engineer. We then evaluated the over- excavation of the site with re-compaction of the existing soils or the use of aggregate columns so that we could use a spread footing foundation system in lieu of the previously estimated auger cast piles to further reduce project costs. We developed foundation plans and estimated the cost reduction associated with either approach. We found that they generate virtually the same significant reduction from the previous estimate. Therefore, we have incorporated the cost savings for the over-excavation of the site and spread footings into the current estimate for Scenario 4 Hybrid and updated the original estimate for Scenario 4 to reflect this change. This will allow the City to evaluate both approaches on an "apples to apples" basis. Detailed layouts by elevation for the FFCC under Scenario 4 Hybrid are presented on the following pages. PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 12 of 28 v o � c� _ � v D � � Wmm X N o � D m N 7 � � �- r � D �z � z � z p � LOCUSTSTREET < �---� �- NEWE%ITFROMSTRIR a a o �� SERVICEENTRv a�SanRKiNG 1 I��—� � _—_ -.- ..-rs� �-z{l • �' � �a,i� . . ___tI __ ._ _- __ ___' ___ � _II' �'_ .'— T _- �p y.TE�E�ECT. � E BFCKSTFGEC/.TEPING � � OF pIIIG. In C�ORAUGE L Tp}' ."�' ""1 AATR C , CONF. ADMINIS TIV 1 KiNG Ir T�" ROOM N ��°a ;� aoixc oocrc .� oFF. oFFicESTftA i � V �� LOBBY E� �• I�1� � � A I �� I I pESS'G�� OILE SinGiNG �O�O�R LOCKER LOCItER ROOM R OEO 4 OP � � � - i �SPRINKLER ��GHTING. � ROOM ROOM i � I I � 0 e �oa �e UC 0 � SCENESHOP I i1 � i._�3--IGREENRoom.JNN. SraGEaOwEa. __"______"'_"'_________"____' ____"\ Ea9 oFOFF. •N OFF. � I + RE55 ''i SUPPLY __- o i _ I ROOM G � T � OFF. � SiAG NG�� I �LL------ A0.ENFFLOOR p � I � OFF. i � i � GR i i � T � MT OOM �_`= �� i � o ----' - C MIS�Y;� o OFESSiNG �I STORAGE GENMGR ANOSTOR.' � �I ROOM I' o _. ..�-"—"---� J -= E�� RE55 � I MiGFOOM R FIINC � UBER ROOM I� � �I OROP-OFi/PICI4UP o.,��l G ____ i dE � T� ��I�p...YYY1 ' STRGE _ $a SiOaqGE j ^`+ � �` f � i GLn55 � orr. oux a--r �� 000AGE � I o_ jJ oxorrice �----- I � oR Esr r 7 m ___ rr. /� e o 9� �\coxc. xos j [/ sra�EPo i i i ' ��aEmooE�eBd �a� � a s d--=�� " FaM��r r ----�ra ---------------'" { /P�Ea I�I r �� TOILETS ��>- q LIGHTING ��GE FLOOFALLE50 O `/SiIQULE ROGOFF �� Y a50�0 LB� KITCHEN �� , LOBBT i � o= evoo � � �� woPE n a tt u � ° �� a �. �-t� �"-� `sra�a i ° }� --r-� � � i y 'F� ,J W �'�� `� Q C � �coxcessoxs o ES 4_�/ H H i �'_� ��'�,j�;ll I `�raucrcv�ooaacCess commssnar � _ � �^ o �a55 i i F SIXTHSTREET IB��I� � � ' �OOROE LnGPOLES MEN ��^ .,y �:� I 0 5 � 0 � : ^U@E�' � a° „^ � G� ___ • ' I / {l1 I'L ---��^i:�,V�t `" �.>,a __ _—.. �_ _ T'� 1 � r^'"'' /�o . o��Ros eara 6��-_o # � / o O o �,�� o o d ewFs.Ecs- --- - ozs zo so MAINSTREET ARENA LEVEL PLAN 1"=20' 8-9-19 �� SCENARIO 4 HYBRID BETSCHASSOCIATES v o � c� _ � v D � � Amm X N o � D m N 7 � � �- r � D �z � z z ° � GLASSROOM � � -r� �t'7 O � I r � I � I � I I Q GLASSROOM ' FILLIN CONCESSIONSi � SUITES� ��SUITES�. I I -.HCSEATING �qH._ � �FLOOR � I � �GONGESSIONS CD '� o WOMEN � � WOMEN � ---- CONF.RM II MEN 4 i�h�i.tLr .-PARTY N SYMPHONV� CONCOURSE � SUITES � � __ — GE80 5 � UPPERSGENE MUSICLIBftARV � SHOP () AIR HANDLERS �ATA�� CLASS � ROOM OfF OFF �ELECT. � � a � FLOOR SEATING �M OFF OF� .-FAMILY Wo OFF OFF STAGE MEN o TOILET UPPERSCENE OFF' � SHOP MECH STOR. SYMPHO EpUIP. �. � OFFICES ROOM HC � REA �SEATING I UPPER STAGE HOI1SE -- o yy E LOBBV �FAMILY TOILET � ELECT O O l OPEN qIRHANDLERS ELEVATORS �„y p -�ENTRVCANOVY �FILL IN LOG X FLOOR y �SUITES Q UPPER LOBBY I MEN I o oaoe v D y ;A� ' WOMEN � r-1-S'� � 4M � uP O O u BALGONY i 1 I � GLUB LOUNGE � �CONCESSIONS �`HC SEATING �LONGESSIONS� FREIGHT ELEV. ' I � � � �. 1 °� CONCOUftSE � �� CONCOURSE PLAN ,��=�o' g-9-19 °Z5 2�--�J° SCENARIO 4 HYBRID BETSCHASSOCIATES v o � c� _ � v D � � � mm X N o � D m N 7 � � �- r � D �z � z ---------------------- � Z REPLACEEXISTINGROOF ��' ��j p � LOWER ROOF N Q �l o e o a < CD LONG SPAN ROOF �l N � � n G /SCR NWALL n f (7 COOLING TOWERS- � � o � � � � ' 1' I � 2 I I I I SMOKEEXHAUSTFANS REPLACE EXISTING ROOF 3 —_�k 00 � r SC EN WALL � I r I ' I I 1 _1� oa o0 0 0 STANDING SEAM . ROOFING ON � X TOWER � �� ___—_------_—__—_—_______��'� - ROOF PLAN t"=20' 8-9-19 °ZS Z�� SCENARIO 4 HYBRID BETSCHASSOCIATES v o � c� _ � v D � � � mm X N o � D m N 7 � � �- r � D � z � z � z STAIRS DOWN TO �G � CONCOURSE UPPERCONCOURSE N Q �l N � �l p� SOUND (O UPPERBOWLSEATING�� CONTROL � BOOTH n G n n � � � � TOWER o� � 0 0 0 / � / A �/ � � O �/ O STAIRS DOWNTO / TOWER CONCOURSE / . UPPER CONCOURSE � UPPERLOBBY o a UPPER SEATING PLAN 1"=20' 8-9-19 �Z5 2��° SCENARIO 4 HYBRID BETSCHASSOCIATES v o � c� _ � v D � � � mm X N o � D m N 7 � � �- r � D �z -------------- � z ICE EpUIPMENT -d z ,� UPPER BOWL FIXED SEATS i_ �P � R�M O G� �z � BOI�ER ROOM � Q AREAWAYS � STOR � j ELELT. BREF l� � __ ; ROOM i I T� LOWERBOWL... t_ " � ELECT. , �.r-'. � FIXED SEATS TELEPHONE I � I � I CFGEO I� n TELESCOPIC ,i < SEATING o � ~ � ... _ 3 STORaGE II � STORAGE�. C7 � �� rym9` p{p{J ppp qpRq q j �''� � � �'�r'9 SEAINGIII�IIIIIIIII��tl��tlll I��IIII��It]Illl��lll��l��tl� ., \ Lo� � ��i �' C Q py- e � �� i � '�� 1_- t�i y PAINTft �I �� y �-! � F � � � RENOVATION - F��.�F � P�MP I FROMOFFICES ,� � � � � � - � � � ` ROOM TODRESSING �� TOILETSISHOWERS ORESS'G ELEV. ROOM �� STAGE " qryH q��]{ - {[HJ�- �L;� . p g g �I��II��I�I��II��I]� ��y��1]��II�� k ` STORAGE T I� �I� I�\ ,C°.'I�� ORESS'G \W i �� EXPANSION OF u T ROOM � % ORCHESTRAPIT � �7 f DRESS'G �.. . :.'i °a '� h - V �OILE �,. ROOM L'� ��k1��d� aQ@� � - .._ __--_._ '� � ./ � p ��o.al . r -__— / , L '( ORCHESTRA PIT \ WIRELESS /� � LIGHT CONTROL TELESCOPIC� �-� � / REMOVEFI%TURES ;� � � i SEATING � _, a��o� i T Ij ROOM C \� ��STAGE STAIR I u 1 1 � ___ , j �-------------- 025 20 50 025 20 50 SEATING PLAN 1"=20' 8-9-19 �J BASEMENT PLAN ,��=zo� 8_9_,9 I� —�� SCENARIO 4 HYBRID BETSCHASSOCIATES SCENARIO 4 HYBRID BETSCHASSOCIATES --t SCREEN WALL COOLING TOWERS � I �8.4„ � 1 � ��,4„ 55'TO BOTTOM OF STEEL I i 1 I I I 'IDNCOURSE MECH EQUIPMENT � I I I � 13'4" � 18'0° � � � -- I I..�� STAGE II � !i I� STAGING � i 13'4" � � o0 0, i � i � 10'� 30' 11' 34' ____—� EXISTING FIVE FLAGS CENTER FACE OF NEW ARENA BUILDING SECTION ALONG FIVE FLAGS CENTER 3/32"=I'0" B-9-19 °, 5 ,5 '° SCENARIO 4 HYBRID BETSCHASSOCIATES DUCTWORK _.... ___ . 21�e�� SPOTLIGHT PLATFORMS �K ERCEPT FOR �_ SERVICE PLATFORM FOR STAIRS AND BRIDGES SCOREBOARD HOIST TO UPPER SEATING DRYWALL HALO AROUND 1'6" PERIMETER UPPER SEATING BOWL� 55'TO BOTTOM OF STEEL 11'4" I _ _ � � I SUITE/CLUB \\ � � 70'0" i, CONCOURSE BUILDING � LOWERSEATINGBOWL � I — - 6'0" CENTER LINE ' � TELESCOPIC RISERS� � � � I �I I�I I 12'0" � i 2,�„ L�' �'' I '�i � � � I MAIN STREET � — I . '�ARENA LEVEL � 42'6" � 14,7„ 4'6° 20'9" � 21'3" 1 24'0" - � Y —_ EXISTING SIDEWALK 0 1 5 IS 50 BUILDING SECTION AT MAIN STREET 3132"=7'0" 8-9-19 SCENARIO 4 HYBRID BETSCHASSOCIATES PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 18 of 28 Similar to the matrix shown under Scenario 3, the following matrix illustrates how well Scenario 4 Hybrid matches the identified market supportable program (as represented by Scenario 4)and the extent to which Scenario 4 Hybrid addresses certain key criteria/issues. These criteria/issues are believed to be important factors that influence facility marketability and competitiveness, operational efficiency and performance, patron experience, and economic impact generating capability. ISSUES SCENARI04 SCENARI04 HYBRID Capacity for concerts-6468,capacity for full floor SEATINGCAPACITY • Capaciryforconcerts-6534.capaciryforfull • events-5001.Thepriorityisonmaintainingcapaciry floor events-6150. for concerts. TOILET/CONCESSIONS Even distribution relative to seating to maximize Even distribution relative to seating to maximize revenue generation. • revenue generation. SUITES 6 12-man suites,1 24-man party suite,and 1 12-man 6 12-man suites and 2 12-man party suites.Good party suite.Good access from concourse. access from concourse. CLUB LOUNGE • Good location and amenities • Good location and amenities ARENAFLOORSIZE • Nolimitforallfloorevents. • NolimitforallFloorevents. BACK STAGE ACCESS Access to both sides of stage/generous depth for Access to both sides of stage/generous depth for service/storage.Good truck access to the stage. service/storage.Good truck access to the stage. LOCKER/DRESSING ROOM • Good separation of performers and dressing room • Good separation of performers and dressing room ACCESS suite from other support areas and activities. suite from other support areas and activities. Increaseseatingcapacitywilldriveeventrevenue Concertcapacityisthekeydriverforeventrevenue. REVENUE POTENTIAL • and provide the best opportunity to attract shows. • Maintaining this seating capacity provides the best Suites and lounge provide new revenue streams. opportunity to attractshows.Suites and lounge provide new revenue streams. Good access to stage,staging,and storage areas Good access to stage,staging,and storage areas OPERATING COST reduce labor costforshows,reduce tum-around reduce labor costforshows,reduce turn-around • time behveen shows,and increase booking time behveen shows,and increase booking flexibili . flexibili . PROJECT COST • Highest project cost. • Savings in the range of$7.75 million. KEY • Excellent • Adequate • Poor Performance Performance Performance PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 19 of 28 A summary of the Scenario 4 Hybrid's seating levels and capacity by primary type of event is presented in the exhibit below, with comparisons to Scenarios 3 and 4. . . . . End-stage Floor End-stage Floor End-stage Floor Seating Counts by Type Concert Event Concert Event Concert Event Loge Boxes(32) 64 64 0 0 64 64 Club Seats(1 section) 360 360 242 242 324 324 Suites(6) 72 72 32 32 72 72 Party Suites(2) 36 36 0 0 24 24 Telescopic Seating Behind Stage 0 1,182 0 90 0 464 Fixed Seats Behind Stage(Upper) 0 530 0 0 0 0 Telescopic Front of Stage(Lower) 982 944 783 270 952 982 Fixed Seats Front of Stage(Lower) 1,652 1,652 2,297 2,830 1,618 1,618 Fixed Seats FrontofStage(Upper) 1,072 1,072 0 0 1,393 1,393 Floor Seats 2,072 0 1,382 0 1,961 0 ADA Seating with Companions 88 88 52 52 60 60 Totals 6,398 6,000 4,788 3,576 6,468 5,001 Fixed Seating Count: Fixed Seats(general) 3,254 2,830 3,011 Fixed Seats(premium) 532 274 484 Telescopic Seats(max) 2.126 783 1.446 Total 5,912 3,887 4,941 Square Footage By Level: Arena Level 99,583 73,256 94,213 Concourse 61,194 40,966 58,541 Upper Level 21.395 13,146 13.158 Total GSF 182,172 127,368 165,912 PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 20 of 28 Estimates related to the total FFCC project gross square footage by scenario (in terms of new construction and renovated space) is presented in the exhibit below. - . - - . - . . - . New Renovated New Renovated New Renovated Construction Areas Construction Areas Construction Areas Arena 182,172 0 SF 114,318 13,050 SF 165,912 0 SF Arena Level 99,583 0 SF 66,456 6,800 SF 94,213 0 SF Concourse Level 61,194 0 SF 34,716 6,250 SF 58,541 0 SF UpperSeating Level 21,395 0 SF 13,146 0 SF 13,158 0 SF %of Scenario 4 100.0% 62.8% 91.1% Theatre 0 3,393 SF 0 3,393 SF 0 3,393 SF Basement 0 993 SF 0 993 SF 0 993 SF Street Level 0 0 SF 0 0 SF 0 0 SF First Balcony 0 0 SF 0 0 SF 0 0 SF Second Balcony 0 0 SF 0 0 SF 0 0 SF Third Balcon 0 2,400 SF 0 2,400 SF 0 2,400 SF Theatre Su ort Areas 0 25,844 SF 0 19,836 SF 0 25,844 SF Basement 0 3,503 SF 0 3,503 SF 0 3,503 SF Street Level 0 10,767 SF 0 10,767 SF 0 10,767 SF Concourse Level 0 11,574 SF 0 5,566 SF 0 11,574 SF Total Conditioned Buildin Area 182,172 29,237 SF 114,318 36,279 SF 165,912 29,237 SF Non-Conditioned Areas 3,858 150 SF 4,184 150 SF 4,029 150 SF Canopies at 50% 360 0 SF 360 0 SF 360 0 SF Catwalks at 50% 2,704 150 SF 2,704 150 SF 2,704 150 SF Exterior Ramps at 50% 0 0 SF 0 0 SF 0 0 SF Overhangs/Arcades(at 50%) 794 0 SF 1,120 0 SF 965 0 SF Total Gross Buildin Area 186,030 29,387 SF 118,502 36,429 SF 169,941 29,387 SF %of Scenario 4 100.0% 63.7% 91.4% PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 21 of 28 5. Cost/Benefit Analysis The purpose of this section is to present a summary of findings related to an updated cost/benefit analysis for the scenarios. Estimates include construction costs, financial operations, and economic impacts. Construction Costs A construction cost analysis was performed,and preliminary construction budget was created by the Project Team, led by Betsch Associates, with assistance by a number of industry experts and local contractors. The exhibit below presents a summary of total hard and soft construction costs each of the scenarios broken down by primary type. Scenario 4 has been inflated to 2019 dollars and certain cost reductions have been identified that lead to lower total project costs than estimated under the Phase 2 Planning report. - . - . - . _ . Totals Arena Theatre Support Totals Totals I. CONSTRUCTION COST $63,589,364 $59,429,678 $1,706,449 $2,453,238 $46,790,293 $52,975,235 A. Sitework $3,535,727 $3,497,725 $0 $38,003 $3,140,194 $2,968,423 B. New Construction $50,543,756 $50,406,745 $0 $137,012 $39,299,981 $45,046,416 C. Renovation $3,597,944 $0 $1,547,800 $2,050,145 $0 $35,261 D. Design/Bid Contingency(5%) $2,883,871 $2,695,223 $77,390 $111,258 $2,122,009 $2,402,505 E. Subtotalofltems A.-D. $6Q 561,300 $56,599,693 $1,625,190 $2,336,417 $44,562,183 $5Q452,605 F. Construction Contingency(5%) $3,028,065 $2,829,985 $81,259 $116,821 $2,228,109 $2,522,630 III. CONSTRUCTN RELATED COST $5,244,054 $4,796,754 $444,675 $2,625 $4,712,765 $4,796,754 A. 1% forArt $0 $0 $0 $0 $0 $0 B. Furniture, Fixtures&Equipment $4,507,337 $4,081,337 $423,500 $2,500 $4,001,348 $4,081,337 C. SAC,WAC,Storm Water Fees $0 $0 $0 $0 $0 $0 D. Site Survey,Soil Bor'gs,Haz MaPI $157,000 $157,000 $0 $0 $157,000 $157,000 E. Construction Testing $125,000 $125,000 $0 $0 $125,000 $125,000 F. Theatre StructuralStudy $5,000 $5,000 $0 $0 $5,000 $5,000 G. IT Consulting $65,000 $65,000 $0 $0 $65,000 $65,000 H. Commissioning/Test Balance $75,000 $75,000 $0 $0 $75,000 $75,000 I. Special Inspections and Other $6Q000 $6Q000 $0 $0 $60,000 $6Q000 J. Contingency(5%) $249,717 $228,417 $21,175 $125 $224,417 $228,417 IV. ADMINISTRATIVE COSTS $7,115,562 $6,654,968 $195,645 $264,950 $5,391,029 $6,009,523 A. Acquisition/Administration $44Q000 $44Q000 $0 $0 $440,000 $440,000 B. Design Fees $3,815,362 $3,565,781 $102,387 $147,194 $2,807,418 $3,178,514 C. Project Management $275,000 $250,000 $25,000 $0 $250,000 $250,000 D. Expenses $0 $0 $0 $0 $0 $0 E. Financing(4%) $2,543,575 $2,377,187 $68,258 $98,130 $1,871,612 $2,119,009 F. Contingency(5%)for $41,626 $22,000 $0 $19,626 $22,000 $22,000 Acquisition/Admin,Expenses V. ESCALATION $6,888,400 $6,424,681 $275,108 $248,611 $5,137,095 $5,771,246 A. Design Escalation to May 2020 $0 $0 $0 $0 $0 B. Construction Escalation(1) $6,424,681 $215,108 $248,611 $5,137,095 $5,771,246 THEATRE $2,561,877 $2,561,877 THEATRE SUPPORT $2,969,424 $2,969,424 VI. TOTAL PROJECT COST $82,837,381 $77,306,080 $2,561,877 $2,969,424 $67,562,482 $75,084,058 %of Scenano 4 Costs 100.0% 81.6% 90.6% (1) Escalation is based upon voter referendum in Spring 2020,completion of design in Spring 2021,bidding in early Summer 2021, and the mid-point of construction in June 2022.Assumed 3.4%per annum. PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 22 of 28 The figures on the previous page represent current estimated all-in costs, assuming completion of design in Spring 2021, construction bidding in early Summer 2021, and a mid-point of construction falling on June 2022. Further, it is also important to recognize that construction costs have historically risen at a higher rate than standard cost of living based inflation. For instance, industry construction professionals who collaborated on these planning efforts typically assume between 4.0 or higher annual increase in construction costs for planning purposes (as compared to approximately 3.0 percent in typical annual cost of living inflation). Total revised project costs for a Scenario 4 project is estimated at $82.8 million. Total project costs for a Scenario 4 Hybrid project is estimated at$75.1 million (or$7.4 million less than Scenario 4). Total project costs for a Scenario 3 project is estimated at$67.6 million (or$15.2 million less than Scenario 4). Importantly, as previously mentioned, it should not be assumed that 100 percent of these costs be borne by the public sector (i.e., City of Dubuque). There will be important opportunities to engage the private sector to assist in defraying the total amount of any hypothetical City funding obligation to execute this type of project. The Phase 2 Planning effort suggested that planning for an expanded/improved FFCC project funding structure could have a reasonable target of 80 percent provided by City of Dubuque sources and 20 percent provided by private sector or other sources. Construction costs tend to vary widely among comparable event facility projects. Many variables exist that influence actual realized construction costs, including type of facility, size, components, level of finish, integrated amenities, costs of goods and services in the local market, location and topography of the site, ingress/egress issues, costs implications related to the existing FFCC site and integration with existing facilities and infrastructure, and other such aspects. Additional architectural costing analysis would be required to refine these estimates during any subsequent full design and schematic phase. PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 23 of 28 Utilization Levels Based on the program assumptions discussed herein, the exhibit below presents a summary of the estimated annual event levels, event days, and utilization days (move-in days, event days, and move-out days) by event type for the FFCC Project during a stabilized year of operation (assumed third full year). Estimates associated with the current FFCC are also provided for comparison. Estimated Annual FFCC Event and Utilization Levels by Scenario (stabilized year of operation) CURRENT � � � FFCC� � Number of Events Community/Religious 4 8 8 8 Concerts 13 21 16 20 Convention/Tradeshow 2 6 6 6 Family/Ice Shows 5 12 10 12 Meetings/Banquets 8 50 50 50 Non-TenantPerformance 6 20 20 20 Public/Consumer Show 2 5 5 5 Sporting Events 31 60 50 55 TenantPerformance 16 26 26 26 Other 16 25 23 25 Total 103 233 214 227 Event Days Community/Religious 4 8 8 8 Concerts 14 23 17 22 Convention/Tradeshow 3 9 9 9 Family/Ice Shows 6 14 12 14 Meetings/Banquets 8 50 50 50 Non-TenantPerformance 14 47 47 47 Public/Consumer Show 3 8 8 8 Sporting Events 38 74 61 67 TenantPerformance 59 96 96 96 Other 3 8 8 8 Total 152 335 315 328 Utilization Days Community/Religious 6 12 12 12 Concerts 15 24 18 23 Convention/Tradeshow 6 18 18 18 Family/Ice Shows 7 17 14 17 Meetings/Banquets 12 75 75 75 Non-TenantPerformance 16 53 53 53 Public/Consumer Show 5 13 13 13 Sporting Events 47 91 76 83 TenantPerformance 124 202 202 202 Other 23 36 33 36 Total 261 540 514 532 (1)Represents Scenario 1(Status Quo)from Phase 1 Study. PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 24 of 28 The exhibit below presents is a summary of the estimated attendee days by event type by scenario during a stabilized year. A portion of the total attendee base represents non-local attendees (i.e., attendees that do not reside in Dubuque)and a modest portion of these non-local attendees represent visitors that require overnight lodging. As such, estimates relative to non-local attendee days and hotel room nights have also been presented. Estimates associated with the current FFCC are also provided for comparison. Estimated Annual FFCC Attendance&Room Nights by Scenario (stabilized year of operation) CF CCNT � � ' :� � Total Attendee Days Community/Religious 7,126 18,400 18,400 18,400 Concerts 11,006 61,062 37,908 56,000 Convention/Tradeshow 3,225 13,500 11,700 13,500 Family/Ice Shows 7,608 25,200 16,200 24,480 Meetings/Banquets 1,699 12,500 12,500 12,500 Non-Tenant Performance 8,463 31,500 31,500 31,500 Public/ConsumerShow 5,081 13,500 12,000 13,500 Sporting Events 48,387 95,613 67,419 84,274 Tenant Performance 58,469 122,241 110,256 119,844 Other 4,548 16,406 15,094 16,406 Total 155,612 409,921 332,977 390,404 Non-Local Attendee Days Community/Religious 713 1,840 1,840 1,840 Concerts 3,302 18,318 11,372 16,800 Convention/Tradeshow 1,613 6,750 5,850 6,750 Family/Ice Shows 2,282 7,560 4,860 7,344 Meetings/Banquets 425 3,125 3,125 3,125 Non-Tenant Performance 1,269 4,725 4,725 4,725 Public/ConsumerShow 1,524 4,050 3,600 4,050 Sporting Events 9,677 19,123 13,484 16,855 Tenant Performance 11,694 24,448 22,051 23,969 Other 1,364 4,922 4,528 4,922 Total 33,863 94,861 75,436 90,379 Hotel Room Nights Community/Religious 143 368 368 368 Concerts 495 2,748 1,706 2,520 Convention/Tradeshow 538 2,250 1,950 2,250 Family/Ice Shows 152 504 324 490 Meetings/Banquets 85 625 625 625 Non-TenantPerformance 190 709 709 709 Public/Consumer Show 61 162 144 162 Sporting Events 645 1,275 899 1,124 Tenant Performance 1,754 3,667 3,308 3,595 Other 364 1,313 1,208 1,313 Total 4,427 13,620 11,240 13,155 (1)Represents Scenario 1(Status Quo)from Phase 1 Study. PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 25 of 28 Financial Operations The exhibit below presents a summary of the estimated financial operating results for the FFCC by scenario during a stabilized year of operation. Figures are presented in 2019 dollars. These figures only represent the annual operations of the facility scenarios and do not include construction debt service payments, capital repair/replacement reserve funding obligations, or other non-operating expenses. Estimates associated with the current FFCC (based on Phase 1 Study analysis in 2018) are also provided for comparison. The current FY2020 operating deficit is budgeted at$936,962. Estimated Annual FFCC Financial Operating Results by Scenario (stabilized year of operation, presented in 2019 dollars) CURRENT �' • �� • FFCC� :' � Operating Revenues Facility Rent $245,000 $890,147 $783,329 $818,935 Food &Beverage 130,000 495,894 376,879 456,222 Advertising/Sponsorships Z 20,000 245,140 147,084 220,626 Premium Seating 0 189,572 85,307 166,823 Contract Service&Other 15,000 97,850 63,603 90,022 Total Operating Revenue $410,000 $1,918,602 $1,456,202 $1,752,628 Operating Expenses Salaries&Benefits $780,000 $1,267,765 $1,204,377 $1,204,377 Contract Labor 35,000 78,486 72,207 69,068 Utilities 180,000 290,893 325,800 261,803 Repair&Maintenance 30,000 75,018 101,274 71,267 General&Administrative 75,000 147,166 147,166 142,751 Supplies 20,000 70,836 70,836 67,294 Insurance 46,000 72,112 72,112 72,112 Other 100,000 230,720 219,184 209,955 Total Operating Expenses $1,266,000 $2,232,997 $2,212,957 $2,098,628 Net Operating Profit/Deficit ($856,000) ($314,395) ($756,755) ($346,001) 'Represents Scenario 1(Status Quo)from Phase 1 Study. The current FY2020 operating defcit is budgeted at$936,962. �Dces not include naming rights revenue. PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 26 of 28 Economic Impacts An updated economic impact analysis was also conducted for the FFCC scenarios under this Phase 2A Planning effort. The following chart outlines key economic impact concepts and metrics. Economic Impact Analysis Concepts and Metrics ' • • . : . .. . • • . .. . . • 1. Direct Spending 1. Direct Spending 1. Direct Spending • Materials • Room&Space Rentals • Lodging • Labor • Food&Beverage • Restaurants/Bars 2. Indirect&Induced Spending • Reta�i&nnercnar,d�se • Reta�i 3. OUtpUY(direct+indirect+inducedspending) • Entertainment • Entertainment/Gaming • Sponsorship 8 Advertising • Transit 4. Employment(tu��a part-time jobs) • Contract&other seroices • services/otner 5. Earnings(persona�income) 2. Indirect&Induced Spending 2. Indirect&Induced Spending 6. Tax Revenue 3. OUYpUY(direct+indirect+induced spending) 3. OUYpUY(direct+indirect+induced spending) • Sales&use taxes 4. Employment�rUii a Part-eme�obs� 4. Employment�r�u a Part-ame�obs� b. EBfIIIIIgS(personal income) S. E2fIlIIIgS(personal income) 6. Tax Revenue 6. Tax Revenue • Sales&use taxes • Lodging taxes • Excise,gaming&other taxes • Sales&use taxes • Car rental&transit taxes • Excise,gaming&other taxes For purposes of this analysis, results of the economic impact analyses are measured in terms of the following categories: • Total output represents the total direct, indirect and induced spending effects generated by the project. This calculation measures the total dollar change in output that occurs in the local economy for each dollar of output delivered to final demand. • Personal earninqs represent the wages and salaries earned by employees of businesses associated with or impacted by the project. In other words, the multiplier measures the total dollar change in earnings of households employed by the affected industries for each additional dollar of output delivered to final demand. • Emplovment represents the number of full- and part-time jobs. The employment multiplier measures the total change in the number of jobs in the local economy for each additional $1.0 million of output delivered to final demand. The initial spending of new dollars into an economy begins a series in which the dollars are cycled through the economy. The re-spending of the dollars is estimated by using the economic multipliers discussed above and applying them to the amount of direct,or initial, spending. The multiplier illustrates that spending in a defined economy will lead to additional spending until that dollar has completed its cycle through leakage. Leakage represents the portion of a dollar spent in areas outside the designated economy. PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 27 of 28 This analysis onlv considers"net new"economic impact. This impact is derived solely by visitors attending or participating in FFCC events that do not reside in Dubuque. For conservative purposes, our approach to economic impact estimation does not consider any spending by facility attendees/participants if they reside in Dubuque. It has been assumed that any spending by these local residents would represent "displaced"spending, that would have otherwise been spent locally on other products and services. The existing FFCC annually generates economic impact in Dubuque associated the attraction of visitors to the city, and their spending in it, that would have not otherwise traveled to Dubuque if it were not for the event they chose to attend at the FFCC. Further, the construction and the subsequent operations of the FFCC Project will generate significant new economic impact in Dubuque particularly when considering aggregate impacts over time. The following exhibit depicts the cumulative net new economic impacts estimated to be generated by the FFCC Project during the startup period and over a cumulative period of years. Summary of Estimated One-time &Annual Economic Impacts (presented in 2019 dollars) - • - • - . - . Construction Impacts (one time) Direct Spending $37,276,821 $30,403,117 $33,787,826 Indirect/Induced Spending 25,594,942 20,875,332 23,199,335 TotalOutput $62,871,764 $51,278,449 $56,987,161 Personal Income(earnings) $21,172,210 $17,268,135 $19,190,556 Employment(full&part-time jobs) 447 364 405 In-Facility Impacts(annual) Direct Spending $1,533,302 $1,171,101 $1,403,905 Indirect/Induced Spending 638,209 487,686 584,076 TotalOutput $2,171,511 $1,658,787 $1,987,981 Personal Income(eamings) $781,438 $596,747 $715,604 Employment(full&part-time jobs) 33 26 31 Out-of-Facility Impacts (annual) Direct Spending $4,839,667 $4,040,478 $4,672,542 Indirect/Induced Spending 1,795.471 1,500,282 1.733,741 TotalOutput $6,635,139 $5,540,760 $6,406,283 Personal Income(earnings) $2,064,831 $1,726,285 $1,994,035 Employment(full&part-time jobs) 97 81 93 Total Economic Impacts (annual) Direct Spending $6,372,969 $5,211,580 $6,076,447 Indirect/Induced Spending 2,433,680 1,987,967 2,317,817 TotalOutput $8,806,650 $7,199,547 $8,394,264 Personal Income(earnings) $2,846,269 $2,323,033 $2,709,639 Em lo ment full& art-time �obs 130 106 124 PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 28 of 28 In addition to the more quantifiable benefits, some anticipated benefits related to the construction and operations of the proposed FFCC Project cannot be quantitatively measured. Beyond the economic activity and jobs indirectly provided, these types of non-quantifiable impacts of a project of this nature and scope can serve to elevate Dubuque's profile and brand as a visitor destination and as a quality place to live, work, learn and play. In fact, these qualitative benefits tend to be a critical factor in the consideration of public and private investment in projects of this nature, particularly those involving existing venues with a long history of service in the local community. These include issues pertaining to quality of life (through attracting entertainment events that would not otherwise travel to the area and hosting civic and private events), ancillary economic development facilitation, employment opportunities, community pride and other issues. Potential non-quantifiable benefits could include: • Potential Transformative and Iconic Effects — Elevating the quality, profile, and exposure to national, regional and local audiences of a key local event facility can have important transformative and residual impacts on the Dubuque community and destination, in terms of quality of life, community prestige, perception by visitors and non-locals, and other such effects. • Quality of Life for Residents — New/enhanced event and public assembly facilities provide diversified activities for local residents and families, which can make Dubuque a more attractive and enjoyable place to reside. Quality public assembly facilities can contribute to enhancing community pride, self-image, exposure and reputation. All these items can assist in retaining and attracting an educated workforce, particularly younger adults who often desire quality entertainment, cultural, leisure and recreational amenities. • New Visitation — New visitors will be attracted to the area because of an event in the expanded/improved arena and performing arts facility products. These attendees, in turn, may elect to return to the area later with their families, etc. for a vacation after visiting the area for the first time. • Spin-Off Development— Private sector investment can be induced in the areas surrounding event facilities, such as arenas and performing arts centers, spurred by increased volume of visitors to the event facility, representing additions to the local tax base. Enhanced economic growth and ancillary private sector development near the FFCC could be more likely should the City elect to invest in a major FFCC improvement project. • Anchor for Revitalization — Key event facility project development can often times anchor larger downtown or community-wide master development plans and new development activities. • Other Benefits — Increased synergy with the other local event, entertainment and hospitality facilities can lead to increased tourism activity in communities. Likewise, the proposed FFCC investment would be expected to enhance affordable entertainment, cultural, educational and leisure alternatives for families in Dubuque. PHASE 2A PLANNING for an Expanded/Improved Five Flags Civic Center Page 29 of 28 APPENDIX A: Assessment and Study Regarding the Future of the Five Flags Civic Center (Phase 1 Study) - Summary of Findings - SUMMARY OF FINDINGS Conventions, Sports and Leisure International (CSL), in conjunction with Betsch Associates and FEH Design, was retained by the City of Dubuque (City) to conduct an assessment and study of the Five Flags Civic Center (FFCC). This summary outlines the key findings associated with the study. The full written report should be reviewed in its entirety to gain an understanding of the study's methods, limitations and implications. Introduction and Background The FFCC has long-served as an important community asset for Dubuque and its residents. Its long history can be traced back to the mid-1800s with the opening of hotel and theater facilities in downtown Dubuque. Over the years, Five Flags has served as a critical gathering place in Dubuque, hosting thousands of entertainment, performing arts, sports, conventions, and civic events. The two primary elements of the current Five Flags Civic Center are the 4,000-seat Arena and the 700-seat historic performing arts Theater. In the decades since the last major investment in Five Flags, significant changes have occurred within the event facility industry nationwide. At the same time, additional new event, sports and entertainment facilities have been developed elsewhere in Dubuque and in the region. As such, the City of Dubuque is interested in determining the most appropriate path forward as it relates to the Five Flags Civic Center and its ongoing role in Dubuque. Specifically, the purpose of this study is to assess the FFCC's current physical state and programmatic orientation, and conduct a study of market demand, supportable program, financial, economic, naming rights/sponsorship and feasible development scenarios relating to the future of the Five Flags Civic Center. The study process consisted of detailed research and analysis, including a comprehensive set of market- specific information derived from the following: ✓ Experience garnered through more than 1,000 event facility and mixed-use evaluation and planning projects throughout the country. ✓ Local market visit at the outset of the project, including community and site tours. ✓ Visual physical facility inspection and condition assessment of the FFCC. ✓ Research and analysis of local market conditions, existing facilities and infrastructure, and industry trends. ✓ Benchmarking research and analysis of facility data and interviews conducted with management of over 30 competitive and comparable arena and theater facilities located throughout the region and country. ✓ Comparative analysis of socioeconomic data from competitive/comparable facility markets. ✓ In-person interviews, meetings and public forums with Dubuque area individuals, including representatives of municipal government, visitor and event industries, local companies, event producing organizations, and community groups. ✓ Online survey of over 1,087 Dubuque and community residents. ✓ Completed telephone interviews with more than 30 representatives of organizations and groups that represent potential users of multipurpose arena and theater facility space in Dubuque. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDl Summary of Findings Page 1 Current Five Flags Civic Center The FFCC has long-served as an important community asset for Dubuque and its residents. The two primary elements of the current Five Flags Civic Center are the 4,000-seat Arena and the 700-seat historic performing arts Theater. The FFCC is owned by the City of Dubuque and is managed via contract by a leading national third-party private management company, SMG. On a per square foot and per seat basis, the FFCC's recent annual financial operating performance is consistent with or slightly better than the average comparable facility located in similar markets, despite industry substandard product characteristics. Event and attendance attraction are showing favorable trends in recent years and financial operating performance is stable, which is indicative of an experienced and efficient management team and approach. Nevertheless, the FFCC is attracting a lower than average level of event activity in both the Theater and Arena relative to comparable facility averages,which would be expected,given the FFCCs age,substandard physical product, accommodated event mix, and functional/marketability challenges. There are a number of important weaknesses and challenges with the existing physical facility product that negatively impact marketability, event accommodation, delivery of services, attendee experience, and operating efficiency. Communities throughout the region and country continue to invest in new, expanded and improved event facility products. The "state-of-the-industry", in terms of product quality, layout, amenities, and functionality continues to rise. Current FFCC management has demonstrated creativity and efficiency in its approach in attracting events, maximizing revenues, and containing expenses with an aging and increasingly substandard facility product. In the competitive event facility environment (regionally and nationwide), with each passing year without major capital investment, the FFCC's challenges and inefficiencies become more stark and impactFul, and ultimately will not be able to be mitigated or countered even with a competent and creative management team. Local Market Conditions The strength of the local market, in terms of its socioeconomic and demographic attributes, can provide an indication of a community's ability to draw and accommodate large numbers of sports, entertainment, convention, arts, cultural, civic and other spectator event attendees. A community's hospitality infrastructure in terms of hotels, restaurants, entertainment and other such factors contribute heavily to the potential success of event facilities. Throughout the country, spectator/entertainment/arts event venues, such as the FFCC, are often located in downtown central business districts. These locations often provide the highest density of walkable visitor amenities, such as restaurants, bars, nightlife, retail with character, and other such items. The FFCC's location on Main Street in the center core of the downtown is considered the ideal location for this type of venue in the Dubuque destination. The recent addition of local supply of high-quality, specialized event facility products (through the development of the Grand River Center and the Mystique Community Ice Center) is consistent with trends seen throughout the country relating to the development of more specialized facilities to better serve certain tenants and event types, thereby delivering better experiences and greater value to specific consumers (attendees, exhibitors, spectators and participants). The FFCC Arena, like many multipurpose facilities of its vintage, was designed for maximum flexibility, which allows for the technical accommodation of a wide FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDl Summary of Findings Page Z variety of event types and uses. However, given that facility and amenity requirements differ significantly among specific event types/segments, the result of the FFCC's flexibility is that a number of event types/segments are not optimally served relative to modern industry standards. The development of quality convention and ice facilities in Dubuque has relieved the need for the FFCC Arena to accommodate much of its former flat floor and ice events/usage that were critical in previous years. These issues are important in considering future FFCC program and development opportunities. Competitive& Comparable Facilities While the nearest competitive fixed-seat entertainment venues are located approximately 75 miles away in Cedar Rapids and the Quad Cities,the competitive environment within Iowa and the regional area for arena venues that compete for touring entertainment acts is considered moderate to moderately-high. A number of quality arena venues exist in the regional area that are attractive for touring shows. Dubuque's population within a short driving distance is lower than average among the competitive and comparable set, which will always serve to govern the upside potential for attracting levels of promoted touring entertainment event levels relative to larger markets. It is believed that the largest regional markets will continue to host a significant level of non-local event activity, but Dubuque and the FFCC—even while possessing significant facility limitations relative to modern facilities—have demonstrated that Dubuque can compete for a number of these events. Eighteen comparable arena facilities and 17 comparable theater facilities were analyzed in order to draw inferences for a potential expanded/improved FFCC. Dubuque generally ranks among the lower tier in terms of several demographic variables and performance metrics; however, limited competition in the immediate region and historical successes in event attraction (despite an aging and substandard FFCC product) suggest that a number of events are sustainable and it is able to draw attendees from further distances to a greater degree than other comparable markets. Market Demand Three of the City's five initial requested scenarios to be considered under this study involve either the permanent removal from service of the FFCC Arena or its relocation to an alternate site elsewhere in Dubuque. Based on the entirety of the research, community outreach, and analysis conducted for this study, there are not any obvious and compelling reasons to demolish the FFCC Arena and redevelop the site for an alternate use. Important reasons for this rationale include: a) Market demand exists for a multipurpose entertainment/spectator arena in Dubuque. It is clear that a such a facility is desired by many citizens and viewed as an important quality of life element. b) There are important efficiencies involved with the co-location and co-management of the Theater and the Arena at the current FFCC site. Costs to operate the FFCC Theater alone (without the synergy and benefits of the FFCC Arena)would be higher than the operating costs that are currently attributed to it under its shared operating model. c) The FFCC's current location in the core of the downtown central business district is the ideal location in Dubuque for such a facility. The location maximizes synergy from an attendee and an economic perspective, leveraging a pedestrian-friendly environment with a density of nearby visitor amenities, attractions and transportation/parking infrastructure. It serves to draw people into the downtown core, enhancing the downtown's overall health. The prospect of abandoning an ideal arena site, that has benefitted from decades of product/infrastructure investment and branding,to rebuild elsewhere in a less desirable location in Dubuque is not logical. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUD� Summary of Findings Page 3 d) Under a scenario where the FFCC Arena is demolished and no replacement facility is developed elsewhere in the community, the Dubuque market would lose many, if not the majority, of the events hosted at the FFCC, and the associated economic activity generated in the downtown and throughout the community by their attendees. Further, it would be expected that more Dubuque citizens would elect to leave the community to attend entertainment and sports events in other communities, as a result (thereby resulting in further erosion of local economic spending). e) In cities larger than Dubuque, property values and demand for developable land parcels located in downtown central business district cores are often significantly higher than that presently exist in Dubuque's downtown. Current downtown land supply, demand and prices do not suggest that the costs and lost economic impact(quantifiable and intangible)for the City related to demolishing the FFCC Arena and disposing of the land asset to a potential private party would be mitigated by sale proceeds and the benefit generated by any ultimate alternate private development. As a result of these factors, it is believed that the highest-and-best-use of the FFCC asset (building and land) is a multipurpose civic/entertainment/arts complex. As such, the emphasis of the remaining concept development and cost/benefit analysis focused on FFCC Arena and Theater improvement,expansion and/or redevelopment scenarios. Key conclusions associated with the detailed market analysis include the following: 1. Market su�port exists for both Arena and Theater components. Market research and analysis conducted for this study indicates that demand exists for both the arena and performing arts theater functions in Dubuque that the FFCC provides. These types of facilities would be expected to continue to have important roles in the Dubuque marketplace into the foreseeable future. 2. Local quality of life and economic activity would be negativelx im�acted without a venue serving these roles. The FFCC has long-served an important role in Dubuque and the region, accommodating a significant portion of local sports, entertainment and performing arts event demand, including certain activity that other local event facilities could not, or would not, accommodate. Important events, entertainment opportunities, attendance, and community exposure would be lost and negatively impacted without either of these types of facilities. Should the FFCC be decommissioned and no other replacements are developed, other local venues would not be able to sufficiently accommodate the FFCCs displaced activity. 3. The FFCC Theater is an historic asset that should be protected. The FFCC Theater continues to serve an important market niche for a small fixed-seating venue space in Dubuque. It has been and continues to serve as an important asset to the local performing arts. Improvements to the FFCC Theater are not expected to significantly increase market share or attendance; however, impactful enhancements could be made to support spaces associated with the Theater to improve its efficiency, financial performance, and marketability. 4. The FFCC's current location is ideal for an entertainment/sports/arts complex. The existing location maximizes synergy from an attendee and an economic perspective, leveraging a pedestrian-friendly environment with a density of nearby visitor amenities, attractions and transportation/parking infrastructure. It serves to draw people into the downtown core,enhancing the downtown's overall health. In most cases, cities who are planning new arena and/or theater facilities first look to their downtown central business districts for available development parcels, given the high density of amenities and a walkable environment. 5. Sianificant u�grades to the FFCC Arena product are needed to better compete for and serve s�ectator and entertainment event segments. While the FFCC Arena was originally designed to accommodate a wide variety of event types and uses, modern industry expectations nationwide have led toward the development and gravitation to more specialized-purpose facilities. In recent FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDI Summary of Findings Page 4 years, Dubuque has partially responded to these trends, through the development of the Grand River Center (conventions/meetings/exhibitions) and the Mystique Community Ice Center (ice sports and rec). The result is that spectator/entertainment events remain as the key current and potential future target event segment for the FFCC Arena. 6. The FFCC Arena has exceeded its practical life. At a minimum, significant investment is required to shift the facility closer to state-of-the-industry standards to address deferred capital repair/replacement items, improve operating efficiency and functionality, and allow it to continue accommodating existing event activity and grow future market share. Failure to do so will likely result in continued erosion of market share and diminishing event, performance and attendance levels at the FFCC Arena. Further, a minimum capital repair/replacement expenditures will be necessary in the near-term just to address life safety issues and maintain minimum operational functionality. 7. The FFCC Arena physical product and functionality is industry substandard. There are many aspects of the existing FFCC Arena that do not conform, or are substandard, relative to state-of- the-industry arenas(in the competitive environment and nationwide). In many respects, the FFCC Arena possess attributes that are more consistent with a multipurpose flat floor exhibition facility than with a modern spectator/entertainment arena. As will be discussed further in the subsequent chapter, given the existing FFCC's footprint and structural elements, it likely would be significantly challenging—if not impossible—to renovate the existing FFCC Arena structure into a state-of-the- industry sports/entertainment arena. An expanded site area and a major redevelopment likely would be necessary to meet minimum requirements for a long-term sports/entertainment venue solution. 8. Investment in FFCC enhancements or redevelopment would be expected to drive new activity and positive impacts. A distinct opportunity exists for Dubuque to capture new sports, entertainment and performing arts events with a new/improved event facility product—specifically, through a modern arena venue that is more consistent with state-of-the-industry standards, allowing it to protect existing business and compete for new business. 9. The highest-and-best-use of the FFCC asset (building and land) is a multipurpose civic/entertainment/arts complex. Based on the entirety of the research, community outreach, and analysis conducted for this study,there are not any compelling reasons to demolish the FFCC Arena and redevelop the site for an alternate use. There is not believed to be any apparent compelling alternate use or more attractive economic opportunity for the City and its citizens to consider permanent retirement or relocation of a long-standing, productive community asset in the heart of Dubuque's downtown. These findings are also consistent with the Arts and Culture Master Plan that was previously adopted by the City Council. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDI Summary of Findings Page 5 Development Options &Concepts Based on the market analysis, key attributes of a market supportable program for a FFCC arena include: • State-of-the-industry, spectator arena • Seating capacity of between 6,000 and 8,000 (5,000 to 7,000 fixed seats) • Some flexible seating to retain access to flat floor space • Premium seating and other hospitality areas • Enhance patron experience— ingress/egress, WiFi, food & beverage, ADA, etc. • Upgraded back-of-house, load-in/out and other support facilities Based on the previous analyses undertaken, key attributes of a market supportable facility program for a FFCC theater include: • Retention of historic Theater • Refurbish seating and make 2nd Balcony seating functional • Modest expansion of Bijou Black Box Theater • Address capital improvement project items • Enhance patron experience— lobby, WiFi, F&B, etc. • Upgraded back-of-house facilities In order to accommodate an industry standard event facility complex that meets the identified market supportable programmatic elements, the optimal solution would involve an expanded site and redevelopment of the FFCC Arena. A renovation of the existing FFCC arena would not deliver a state-of- the-industry product, nor could a desirable renovation solution be executed without expanding the FFCC's footprint. Whether the solution to address the FFCC Arena is to expand or redevelop, the logical expansion direction would be northwest across West 5th Street. Based on these market and program analysis conclusions, along with collaboration among the project team and the City, four primary facility investment scenarios were identified for additional analysis. • Scenario 1 effectively represents a minimum, status quo scenario, recognizing that a certain level of expenditures will be required in the near term and in the foreseeable future on deferred maintenance and future capital repair/replacement items to keep the FFCC safe and operational by current standards. • Scenario 2 involves a limited FFCC renovation (no expansion of facility footprint). • Scenario 3 represents a renovated complex with an expanded Arena. • Scenario 4 involves a renovated complex and a fully redeveloped Arena (including new street-side retail opportunities). Scenarios 3 and 4 both represent northwest expansion projections that would involve a block-long closure of West 5t" Street and development on a significant portion of the block opposite the current FFCC across West 5th; however, neither scenario would require the relocation of Ecumenical Tower. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDI Summary of Findings Page 6 Based on industry standards and a review of parking supply in downtown Dubuque, it is not believed that the development of additional parking structures or lots will be necessary for any of the identified FFCC development scenarios. Conversely, downtown Dubuque's volume, availability and pricing of parking supply nearby the FFCC is considered a product strength relative to other comparable venues located throughout the region and country. Layout and concept schemes for the identified scenarios that were developed under this study are presented below and on the following pages. 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FIVE FLAGS CIVIC CtN I tK ASSt55MtN I ANU S I UG Summary of Findings Page 8 Scenario 4(Theater Renovation and New Arena Construction) - — - _ _ --- --� _, _ , _.._ - . - x _ � � - + �� -- �, �-7 I fi � , c___.� �-- - — ��C—� �,�.� �—- � � � � � - �h.. � EcuME�+�M1bTo"EF � �M+PEt�fif I r EculAEdeiC6TOY�ER s � ..__ .� � ecNdeNicWTa�r�� "IF� � — �'�"�' I I �� .��-_- , LL�. - - - `�;� — � -- � ] �. .� - -- - � - �� -� ' a, �� ,�- _ � _ � . —T 4NE1YM`�fl'VE�WJE =- , __— s o�\ (�F,�Rj.,� r e�rnm' ��r f,�� W ��"�`j'�I �� t i� �'cfwE� ' i I ' �Ny��i C�'��>M�� ' i i � roraw� � wi �+ � � � Y Y �f i, a � �I I C �'`n' �`_�,� �� i/a � ,.�� _ � � �� = I � ��'^,�'��A�.�� I � � r - 2 �' __ 7 rl��I"� �irY,R&wl 1��._� � u � � S �61 fIHG �, . � � z f� ��yE�r�� '�`��'„u�� srwl�� .I �rni� c I o-4L__I._ T ` . �i i �I � � . �i�,i � I �� ; i � �"��,t � � t� � � e �� I��S l �¶ � � oAla �l�nAF�cm �I I f e r N L�� lL'A I—_l� 1`��6p li � w � � w,f �I ' I F r__— �,�n me� -' � �� I I � � �Lt F5� � �+/�o4A ! n�R�m� I � ._. wMNo . . _ .. � ' � � i h�- � _.� ��P1� 1 �i��r m��. /R`��I �_ � P � � � ; rn�u�� i�T7 � l wM� ��- �-+ - — _ � _�_ _ ��raao� � � d _ rL_ �u�m�wl� �� R`° M , � w,Me � i a,_ �,wa .r,rar w �n . .. � -- — —- �-- -- w��T � a.�a.�,� �4o4A � � i }-/ i i i i� �arn �,m�� I ��rve�ea+� � � l . � .._I VPf��'Ei-P�ht� � � H 6T �".��`� �as 4� i � �1 Cl A.,I�_ ��N�i �'HI9[_ .� ��p�� I _ �aw�u ��s rral�ed4}hi i�M1�"Am�'�,�e°��ni�aPo' _ �� fEN�Sla+aa��7 � Ne� � �� .��u�xSxoP �_ 4� i I� ' � � ° --��_-':�I-� f11�� _ _I'I __�'�N j ?'L�' j I� _ I �r � "`'��'..:�-. =�. �� : _ " :� T �} * ��. � .� ��r. + � _�.r.�die� �r. �i �{ _ ",s � -��-- - ' � ,�'" f�� = - �� - .� .� , �� : � � �. -_ '' ' � -� - y�-��r� ,�_ � --_ _ _ , � �= � f ��I�� {�� ` �, � �{�� _-- �� '�� '� � , r� .�t� t,'.F„'u��; �`=�L'i-. � �� - �� --_ ,�a � � � � -- r' � ' � � ��" .. ��' � � f - �: � `"`� - -- -- -- �� - -.§'� . ' - y . _ �_� � � � . � -�"ca" � (, � ,�. �. ��, � C r 'r " � ;� � �� _� �;. - �. { " _.i- � �� e.�� U�� " ��i S �.�� -' _+ �``` ,� }—=„� �� ' - � �. � �� ,��. _.�` �. �� +►'�� m, nE'Y, - :4` �, �•�� . '� � a _ �, _ .,. � L.� J"�- ."f,� � �' �" ''4 '✓ :'.� y '-� __ .. ..i'i:. - r-� - `=�:-- �II FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Summary of Findings Page 9 CostlBenefit Analysis A detailed cost/benefit analysis was performed for each of the four identified FFCC scenarios. Results conclude that each of the scenarios would be expected to provide quantifiable benefits to Dubuque (with the greatest impacts generated by Scenarios 3 and 4). These quantifiable benefits often serve as the "return on investment" of public dollars that are contributed to develop these destination and constituent facilities. The exhibit on the following page presents a simplified summary of return-on-investment,casting total economic output (direct, indirect and induced spending) against total costs (upfront and ongoing) assumed to be borne by the public sector to implement each of the four analyzed FFCC scenarios. The comparison includes the total estimated costs that will likely need to be borne by the public sector to implement each of the four scenarios, for a stabilized year of operations (assumed third full year of operations), as well as cumulated costs over 15 years of operations. Benefits have been presented in terms of annual total economic output(a sum of direct, indirect and induced visitor spending) in Dubuque. Costs have been presented in terms of construction debt service (assuming the entire construction debt would be bonded debt)and operating subsidy needed per scenario. Specifically, a 30-year term and a 3.5 percent tax exempt annual interest rate have been assumed for the hypothetical debt associated with each scenario. However, importantly, there may be an opportunity to utilize funding sources and financing mechanism (in part or in full) that would not require the issuance of traditional public sector bonded debt (in part or in full). In that event, the cost of capital would be reduced and overall annual costs would lower. Likewise, in the event that other non-public sector funds are contributed to the project to defray costs, the annual costs estimated to be borne by the public sector would also be lower than indicated. Summary of Key Estimated Costs and Benefits by Scenario (in 2018 dollars) QUANTIFIABLE COSTS - • . � - • - � ' Capital Costs: Hard Construction Costs -- $7,595,000 -- $22,461,000 -- $42,639,865 -- $62,086,717 Soft Construction Costs -- 1,139,250 -- 3,369,150 -- 6,395,980 -- 9,313,008 Private Contribution 0 0 0 0 Total Cost -- $8,734,250 -- $25,830,150 -- $49,035,845 -- $71,399,725 Ongoing Operations: Operating Revenues $410,000 $6,150,000 $570,457 $8,556,848 $1,137,160 $17,057,400 $1,531,060 $22,965,900 Operating Expenses 1,266,000 18,990,000 1,381,603 20,724,045 1,798,852 26,982,780 2,002,457 30,036,855 Total Operating Costs $856,000 $12,840,000 $811,147 $12,167,198 $661,692 $9,925,380 $471,397 $7,070,955 Ongoing Costs: Debt Service $475,000 $7,125,000 $1,404,000 $21,06Q000 $2,666,000 $39,990,000 $3,882,000 $58,230,000 Operating Defcit 856,000 12,840,000 811,147 12,167,198 661,692 9,925,380 471,397 7,070,955 Total Annual Costs $1,331,000 $19,965,000 $2,215,147 $33,227,198 $3,327,692 $49,915,380 $4,353,397 $65,300,955 QUANTIFIABLE BENEFITS �� -�' '' i� � � �� Ongoing Quantifiable Benefits: Direct Spending $2,389,169 $39,767,949 $3,055,223 $57,451,919 $4,753,391 $93,366,988 $5,737,937 $118,198,937 Indirectllnduced Spending 910,680 16,358,899 1,161,888 25,409,268 1,806,039 42,241,584 2,185,052 54,836,739 TotalOutput $3,299,850 $56,126,848 $4,217,111 $82,861,187 $6,559,429 $135,608,572 $7,922,990 $173,035,675 Personal Income(earnings) $1,062,529 $18,170,303 $1,357,070 $26,957,921 $2,114,236 $44,246,488 $2,554,431 $56,565,355 Employment(full&part-timejobs) 49 788 63 1,082 97 1,724 117 2,141 As shown, aggregated annual costs (debt service plus operating subsidy) for the four scenarios over 15 years range from $20.0 million for Scenario 1 (status quo) to $65.3 million for Scenario 4—or a difference of$45.3 million. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDI Summary of Findings Page 10 An investment in FFCC renovation/expansion/redevelopment will represent new economic impact to Dubuque and the surrounding region, particularly when considering aggregate impacts over time and more significantly for Scenarios 3 and 4. The exhibit also depicts the cumulative net new economic impacts estimated to result from the construction and operations of the FFCC scenarios estimated for a stabilized year (third full year of operations) and in the aggregate over a 15-year period. Over a 15-year period, the cumulative economic output (new direct, indirect and induced spending) over the 15-year period is estimated to range between $56.1 million for Scenario 1 (status quo) to $173.0 million for Scenario 4—or a difFerence of$116.9 million. Importantly, while not specifically estimated under this analysis, it is believed that an approximately equivalent amount of Scenario 1 economic impacts would be annually lost to Dubuque should the FFCC be demolished and not replaced. In this eventuality, many of the major entertainment/sports/spectator events held in the current FFCC would be lost to Dubuque if the FFCC was demolished and not replaced. However, some events (particularly smaller events, meetings, civic, etc.) may find other host venues in Dubuque. The result will likely be that much of the Scenario 1 economic impacts would disappear under a demolish/no replacement scenario. Further, the"lost" impact of local residents now having to leave Dubuque to travel to other regional cities to attend entertainment events (due to the loss of the local market's primary spectator event facility) has not been quantified, but would also represent reduction in economic impact. The net, incremental result of combining these two factors would likely roughly approximate, or even exceed, the total loss indicated by the Scenario 1 economic impact figures. It is important to recognize the quantifiable economic impacts associated with the annual operations of entertainment/spectator/arts facilities, such as the FFCC, measured under this type of analysis are typically lower than other types of event facility products, such as convention centers, that emphasize generating nonlocal events and hotel room nights. A community's decision to invest in arena and theater facility projects are often driven in large part by a recognition of the importance of providing quality entertainment and arts and culture options for community residents. Many of these reasons relate to enhancing quality of life, education and culture, and serve to elevate the community's profile and brand as a quality place to live, work, learn, play and visit. In fact, these qualitative benefits tend to be a critical factor in the consideration of public and private investment in projects of this nature, particularly those involving existing venues with a long history of service in the local community. These include issues pertaining to quality of life (through attracting entertainment events that would not otherwise travel to the area and hosting civic and private events), ancillary economic development facilitation, employment opportunities, community pride and other such issues. Alternate Uses 1 Redevelopment of the FFCC Arena Site Three of the City's five initial requested scenarios to be considered under this study involve either the permanent removal from service of the FFCC Arena or its relocation to an alternate site elsewhere in Dubuque. Based on the entirety of the research, community outreach, and analysis conducted for this study, there are not any obvious and compelling reasons to demolish the FFCC Arena and redevelop the site for an alternate use. Important reasons for this rationale include: a) Market demand exists for a multipurpose entertainment/spectator arena in Dubuque. It is clear that a such a facility is desired by many citizens and viewed as an important quality of life element. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDl Summary of Findings Page 11 b) There are important efficiencies involved with the co-location and co-management of the Theater and the Arena at the current FFCC site. Costs to operate the FFCC Theater alone (without the synergy and benefits of the FFCC Arena)would be higher than the operating costs that are currently attributed to it under its shared operating model. c) The FFCC's current location in the core of the downtown central business district is the ideal location in Dubuque for such a facility. The location maximizes synergy from an attendee and an economic perspective, leveraging a pedestrian-friendly environment with a density of nearby visitor amenities, attractions and transportation/parking infrastructure. It serves to draw people into the downtown core, enhancing the downtown's overall health. The prospect of abandoning an ideal arena site, that has benefitted from decades of product/infrastructure investment and branding,to rebuild elsewhere in a less desirable location in Dubuque is not logical. d) Under a scenario where the FFCC Arena is demolished and no replacement facility is developed elsewhere in the community, the Dubuque market would lose many, if not the majority, of the events hosted at the FFCC, and the associated economic activity generated in the downtown and throughout the community by their attendees. Further, it would be expected that more Dubuque citizens would elect to leave the community to attend entertainment and sports events in other communities, as a result (thereby resulting in further erosion of local economic spending). e) In cities larger than Dubuque, property values and demand for developable land parcels located in downtown central business district cores are often significantly higher than that presently exist in Dubuque's downtown. Current downtown land supply, demand and prices do not suggest that the costs and lost economic impact(quantifiable and intangible)for the City related to demolishing the FFCC Arena and disposing of the land asset to a potential private party would be mitigated by sale proceeds and the benefit generated by any ultimate alternate private development. As a result of these factors, it is believed that the highest-and-best-use of the FFCC asset (building and land) is a multipurpose civic/entertainment/arts complex. As such, the emphasis of the remaining concept development and cost/benefit analysis focused on FFCC Arena and Theater improvement,expansion and/or redevelopment scenarios. Naming Rights and Sponsorship Opportunities Naming rights marketing is particularly valuable because of its effectiveness in introducing new products, helping new or established products contend with competitive brands, and increasing corporate brand awareness. However, the real value lies in the borrowed imagery of a property and the unique media exposure a brand receives through the agreement. A corporation's ability to associate their brand directly to a team, facility or event is an important component in the value of naming rights agreements. Naming and sponsorship opportunities often present with modern arena and event venues include: • Facility Entrance • E�erior poor Decal • Fa�ade Landmark . Display Area • Arena Roof • Digital Fascia Signage • On-Court/Ice Logos • Center-Hung Video Boards • Static Scoreboard • Arena Floor Maps • Backlit Tunnel Signage • Trash Receptacles • Scoreboard Underbelly • Staff Uniform • Arena Seats • ATM Machines • Concourse Signs FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDI Summary of Findings Page 12 The term and value of naming rights and sponsorship package transactions associated with comparable arena and civic event facility products have widely varied. To provide some context and understanding of the scope of these deals, the three exhibits on the following pages present summaries of 25 comparable facility naming rights transactions, sorted by the estimated annual fee paid in the first exhibit, by seating capacity in the second exhibit, and by CBSA (core-based statistical area) population in the third exhibit. Summary of Comparable Facility Naming Rights Transactions(sorted by annual fee) � •• �� Ricoh Coliseum Toronto,ON 5,600,000 1921• 7•S51 2003 2018 15 $10,000,000 $1,000,000 Indiana Farmers Coliseum Indianapolis,IN 1,595,377 1939 5,200 2014 2024 10 $6,000,000 $600,000 Santa Ana Star Center Rio Rancho,NM 764,569 2006 7,500 2006 N/A 5 $2,500,000 $500,000 SECU Arena Towson,MD 2,753,149 2013 5,200 2013 2023 10 $4,750,000 $475,000 TaxSlayer Center Moline,IL 377,277 1993 9,200 2007 2017 10 $4,250,000 $425,000 Dow EventCenter Saginaw,MI 209,327 1972 5,500 2014 2024 10 $4,20Q000 $420,000 U.S.Cellular Center Cedar Rapids,IA 267,799 1979 9,000 2012 2022 10 $3,800,000 $380,000 1stBank Center Broomfield,CO 2,528,542 2006 6,500 2011 N/A 5 $1,750,000 $350,000 Germain Arena Estero,FL 608,182 1998 7,186 2004 2024 20 $7,000,000 $350,000 Huntington Center Toledo,OH 608,711 2008 9,341 2010 2017 6 $2,100,000 $350,000 Angel of the Winds Arena Everett,WA 3,338,639 2003 8,149 2018 2028 10 $3,400,000 $34Q000 MassMu[ual Cen[er Springfield,MA 685,495 1972 6,900 2005 2020 15 $5,000,000 $333,333 ShoWare Center Kent,WA 3,407,548 2009 6,500 2009 2019 10 $3,175,000 $317,500 AMSOIL Arena Duluth,MN 279,227 2010 6,726 2010 2030 20 $6,000,000 $300,000 CenturyLink Center Boise,ID 637,896 1997 5,732 2005 2020 15 $4,OOQ000 $266,667 WesBancoArena Wheeling,WV 144,986 1977 5,400 2003 2023 10 $2,500,000 $250,000 Ford Park Event Center Beaumont,TX 377,991 2003 9,100 2005 N/A 5 $1,25Q000 $250,000 Mohegan Sun Arena at Casey Plaza Wilkes-Barre,PA 549,808 1999 9,700 2010 2020 10 $2,375,000 $237,500 SantanderArena Reading,PA 408,000 2001 9,000 2001 N/A 15 $3,000,000 $200,000 Grossinger Motors Arena Bloomington,IL 167,699 2006 8,000 2017 2022 5 $875,000 $175,000 Tyson Events Center Sioux City,IA 143,537 2003 9,000 2014 2024 30 $4,000,000 $133,333 Bojangles'Coliseum Charlotte,NC 1,720,586 1955 9,065 2012 2021 10 $1,250,000 $125,000 FirstArena Elmira,NY 90,413 2000 3,700 2005 N/A 10 $1,000,000 $100,000 CURE Insurance Arena Trenton,NJ 5,855,076 1999 5,600 2017 N/A N/A N/A N/A Big Sandy Superstore Arena Huntington,WV 286,517 1977 9,000 2013 2017 5 N/A N/A AVERAGE 1,336,422 1990 7,602 2010 2022 11 $3,659,783 $342,536 MEDIAN 608,711 1999 7,500 2009 2022 10 $3,800,000 $350,000 . � . . � �� i i� ----- Summary of Comparable Facility Naming Rights Transactions(sorted by arena seating capacity) ��-�� Mohegan Sun Arena at Casey Plaza Wilkes-Barre,PA 549,508 1999 9,700 2010 2020 10 $2,375,000 $237,500 Hun[ington Cen[er Toledo,OH 605,711 2008 9,341 2010 2017 6 $2,100,000 $350,000 TaxSlayerCenter Moline,IL 377,277 1993 9,200 2007 2017 10 $4,25Q000 $425,000 Ford Park Event Center Beaumont,TX 377,991 2003 9,100 2005 N/A 5 $1,250,000 $250,000 Bojangles'Coliseum Charlotte,NC 1,720.586 1955 9,065 2012 2021 10 $1,250,000 $125,000 U.S.CellularCenter Cedar Rapids,lA 267,799 1979 9,000 2012 2022 10 $3,800,000 $380,000 SantanderArena Reading,PA 408,000 2001 9,000 2001 N/A 15 $3,000,000 $200,000 CURE Insurence Arena Trenton,NJ 5,855,076 1999 8,600 2017 N/A N/A N/A N/A Big Sandy Superstore Arena Huntington,WV 286,517 1977 9,000 2013 2017 5 N/A N/A Tyson Events Center Sioux City,IA 143,537 2003 9,000 2014 2024 30 $4,000,000 $133,333 Indiana Farmers Coliseum Indianapolis,IN 1,595,377 1939 5,200 2014 2024 10 $6,000,000 $600,000 Angelofthe Winds Arena Everett,WA 3,335,639 2003 5,149 2018 2028 10 $3,400,000 $340,000 Grossinger Motors Arena Bloomington,IL 167,699 2006 5,000 2017 2022 5 $875,000 $175,000 Ricoh Coliseum Toronto,ON 5,600,000 1921 7,851 2003 2018 15 $10,000,000 $1,000,000 Santa Ana Star Center Rio Rancho,NM 764,569 2006 7,500 2006 N/A 5 $2,500,000 $500,000 GermainArena Estero,FL 608,182 1998 7,186 2004 2024 20 $7,000,000 $350,000 MassMutual Center Springfield,MA 688,495 1972 6,900 2005 2020 15 $5,000,000 $333,333 AMSOIL Arena Duluth,MN 279,227 2010 6,726 2010 2030 20 $6,000,000 $30Q000 1stBank Center Broomfield,CO 2,528,542 2006 6,500 2011 N/A 5 $1,750,000 $350,000 ShoWare Center Kent,WA 3,407,548 2009 6,500 2009 2019 10 $3,175,000 $317,500 CenturyLink Center Boise,ID 637,896 1997 5,732 2005 2020 15 $4,000,000 $266,667 Dow EventCenter Saginaw,MI 209,327 1972 5,500 2014 2024 10 $4,200,000 $420,000 WesBanco Arena Wheeling,WV 144,986 1977 5,400 2003 2023 10 $2,50Q000 $250,000 SECU Arena Towson,MD 2,753,149 2013 5,200 2013 2023 10 $4,750,000 $475,000 FirstArena Elmira,NY 9Q413 2000 3,700 2005 N/A 10 $1,OOQ000 $100,000 AVERAGE 1,336,422 1990 7,602 2010 2022 11 $3,659,783 $342,536 MEDIAN 608,182 1999 5,149 2010 2022 10 $3,400,000 $333,333 . . . . - �� i i� ----� FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Summary of Findings Page 13 Summary of Comparable Facility Naming Rights Transactions(sorted by population) � •� �� CURE Insurance Arena Trenton,NJ 5,855,076 1999• 5•600 2017 N/A N/A N/A N/A Ricoh Coliseum Toronto,ON 5,600,000 1921 7,851 2003 2018 15 $10,000,000 $1,000,000 ShoWare Center Kent,WA 3,407,848 2009 6,500 2009 2019 10 $3,175,000 $317,500 Angelofthe Winds Arena Everett,WA 3,338,639 2003 8,149 2018 2028 10 $3,400,000 $340,000 SECU Arena Towson,MD 2,753,149 2013 5,200 2013 2023 10 $4,750,000 $475,000 1stBank Center Broomfield,CO 2,528,542 2006 6,500 2011 N/A 5 $1,750,000 $350,000 Bojangles'Coliseum Charlotte,NC 1,720,586 1955 9,065 2012 2021 10 $1,250,000 $125,000 Indiana Farmers Coliseum Indianapolis,IN 1,595,377 1939 5,200 2014 2024 10 $6,000,000 $600,000 Santa Ana Star Center Rio Rancho,NM 764,569 2006 7,500 2006 N/A 5 $2,500,000 $500,000 MassMutual Center Springfield,MA 685,495 1972 6,900 2005 2020 15 $5,000,000 $333,333 CenturyLink Center Boise,ID 637,596 1997 5,732 2005 2020 15 $4,OOQ000 $266,667 Hun[ington Cen[er Toledo,OH 605,711 2008 9,341 2010 2017 6 $2,100,000 $350,000 Germain Arena Esterq R 608,182 1998 7,186 2004 2024 20 $7,OOQ000 $350,000 Mohegan Sun Arena at Casey Plaza Wilkes-Barre,PA 549,508 1999 9,700 2010 2020 10 $2,375,000 $237,500 SantanderArena Reading,PA 408,000 2001 9,000 2001 N/A 15 $3,000,000 $200,000 Ford Park Event Center Beaumont,TX 377,991 2003 9,100 2005 N/A 5 $1,250,000 $250,000 TaxSlayerCenter Moline,IL 377,277 1993 9,200 2007 2017 10 $4,250,000 $425,000 Big Sandy Superstore Arena Huntington,WV 286,517 1977 9,000 2013 2017 5 N/A N/A AMSOIL Arena Duluth,MN 279,227 2010 6,726 2010 2030 20 $6,000,000 $300,000 U.S.Cellular Center Cedar Rapids,IA 267,799 1979 9,000 2012 2022 10 $3,800,000 $380,000 Dow EventCenter Saginaw,MI 209,327 1972 5,500 2014 2024 10 $4,200,000 $420,000 Grossinger Motors Arena Bloomington,IL 167,699 2006 8,000 2017 2022 5 $875,000 $175,000 WesBanco Arena Wheeling,WV 144,986 1977 5,400 2003 2023 10 $2,SOQ000 $250,000 Tyson Events Center Sioux City,IA 143,837 2003 9,000 2014 2024 30 $4,000,000 $133,333 FirstArena Elmira,NY 90,413 2000 3,700 2005 N/A 10 $1,000,000 $100,000 AVERAGE 1,336,422 1990 7,602 2010 2022 11 $3,659,783 $342,536 MEDIAN 608,711 1999 8,000 2010 2022 10 $3,400,000 $340,000 . i�i As shown in the exhibits, of the 25 comparable facility naming rights transactions considered, the median market size is just over 600,000 and the median total fee paid was approximately $3.8 million over 10 years. A hypothetical extrapolation applying the average comparable market population and naming rights fee to Dubuque's population would suggest an annual fee of approximately $183,000 for a comparable arena facility in Dubuque. However, it is important to recognize some important factors that could potentially lower the ultimate valuation or (or demand for) a possible FFCC opportunity. The most important of which is the lack of a high profile primary sports tenants(that many of the comparable facilities possess). The second of which is to the degree that the any expanded/improved FFCC product is still perceived as the ��Five Flags Civic Center" by the local and regional marketplace. A long history with an established facility, location, name and brand can work to lower demand and the valuation of a potential deal. Nevertheless, particularly if Scenarios 3 or 4 are pursued and even without a high profile sports tenant, a substantially upgraded and highly visible facility product located in the heart of Dubuque's downtown should present an opportunity for a naming/sponsorship transaction that could either assist in defraying the public sector's funding obligation. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDI Summary of Findings Page 14 APPENDIX A: Assessment and Study Regarding the Future of the Five Flags Civic Center (Phase 1 Study) - Summary of Findings - SUMMARY OF FINDINGS Conventions, Sports and Leisure International (CSL), in conjunction with Betsch Associates and FEH Design, was retained by the City of Dubuque (City) to conduct an assessment and study of the Five Flags Civic Center (FFCC). This summary outlines the key findings associated with the study. The full written report should be reviewed in its entirety to gain an understanding of the study's methods, limitations and implications. Introduction and Background The FFCC has long-served as an important community asset for Dubuque and its residents. Its long history can be traced back to the mid-1800s with the opening of hotel and theater facilities in downtown Dubuque. Over the years, Five Flags has served as a critical gathering place in Dubuque, hosting thousands of entertainment, performing arts, sports, conventions, and civic events. The two primary elements of the current Five Flags Civic Center are the 4,000-seat Arena and the 700-seat historic performing arts Theater. In the decades since the last major investment in Five Flags, significant changes have occurred within the event facility industry nationwide. At the same time, additional new event, sports and entertainment facilities have been developed elsewhere in Dubuque and in the region. As such, the City of Dubuque is interested in determining the most appropriate path forward as it relates to the Five Flags Civic Center and its ongoing role in Dubuque. Specifically, the purpose of this study is to assess the FFCC's current physical state and programmatic orientation, and conduct a study of market demand, supportable program, financial, economic, naming rights/sponsorship and feasible development scenarios relating to the future of the Five Flags Civic Center. The study process consisted of detailed research and analysis, including a comprehensive set of market- specific information derived from the following: ✓ Experience garnered through more than 1,000 event facility and mixed-use evaluation and planning projects throughout the country. ✓ Local market visit at the outset of the project, including community and site tours. ✓ Visual physical facility inspection and condition assessment of the FFCC. ✓ Research and analysis of local market conditions, existing facilities and infrastructure, and industry trends. ✓ Benchmarking research and analysis of facility data and interviews conducted with management of over 30 competitive and comparable arena and theater facilities located throughout the region and country. ✓ Comparative analysis of socioeconomic data from competitive/comparable facility markets. ✓ In-person interviews, meetings and public forums with Dubuque area individuals, including representatives of municipal government, visitor and event industries, local companies, event producing organizations, and community groups. ✓ Online survey of over 1,087 Dubuque and community residents. ✓ Completed telephone interviews with more than 30 representatives of organizations and groups that represent potential users of multipurpose arena and theater facility space in Dubuque. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDl Summary of Findings Page 1 Current Five Flags Civic Center The FFCC has long-served as an important community asset for Dubuque and its residents. The two primary elements of the current Five Flags Civic Center are the 4,000-seat Arena and the 700-seat historic performing arts Theater. The FFCC is owned by the City of Dubuque and is managed via contract by a leading national third-party private management company, SMG. On a per square foot and per seat basis, the FFCC's recent annual financial operating performance is consistent with or slightly better than the average comparable facility located in similar markets, despite industry substandard product characteristics. Event and attendance attraction are showing favorable trends in recent years and financial operating performance is stable, which is indicative of an experienced and efficient management team and approach. Nevertheless, the FFCC is attracting a lower than average level of event activity in both the Theater and Arena relative to comparable facility averages,which would be expected,given the FFCCs age,substandard physical product, accommodated event mix, and functional/marketability challenges. There are a number of important weaknesses and challenges with the existing physical facility product that negatively impact marketability, event accommodation, delivery of services, attendee experience, and operating efficiency. Communities throughout the region and country continue to invest in new, expanded and improved event facility products. The "state-of-the-industry", in terms of product quality, layout, amenities, and functionality continues to rise. Current FFCC management has demonstrated creativity and efficiency in its approach in attracting events, maximizing revenues, and containing expenses with an aging and increasingly substandard facility product. In the competitive event facility environment (regionally and nationwide), with each passing year without major capital investment, the FFCC's challenges and inefficiencies become more stark and impactFul, and ultimately will not be able to be mitigated or countered even with a competent and creative management team. Local Market Conditions The strength of the local market, in terms of its socioeconomic and demographic attributes, can provide an indication of a community's ability to draw and accommodate large numbers of sports, entertainment, convention, arts, cultural, civic and other spectator event attendees. A community's hospitality infrastructure in terms of hotels, restaurants, entertainment and other such factors contribute heavily to the potential success of event facilities. Throughout the country, spectator/entertainment/arts event venues, such as the FFCC, are often located in downtown central business districts. These locations often provide the highest density of walkable visitor amenities, such as restaurants, bars, nightlife, retail with character, and other such items. The FFCC's location on Main Street in the center core of the downtown is considered the ideal location for this type of venue in the Dubuque destination. The recent addition of local supply of high-quality, specialized event facility products (through the development of the Grand River Center and the Mystique Community Ice Center) is consistent with trends seen throughout the country relating to the development of more specialized facilities to better serve certain tenants and event types, thereby delivering better experiences and greater value to specific consumers (attendees, exhibitors, spectators and participants). The FFCC Arena, like many multipurpose facilities of its vintage, was designed for maximum flexibility, which allows for the technical accommodation of a wide FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDl Summary of Findings Page Z variety of event types and uses. However, given that facility and amenity requirements differ significantly among specific event types/segments, the result of the FFCC's flexibility is that a number of event types/segments are not optimally served relative to modern industry standards. The development of quality convention and ice facilities in Dubuque has relieved the need for the FFCC Arena to accommodate much of its former flat floor and ice events/usage that were critical in previous years. These issues are important in considering future FFCC program and development opportunities. Competitive& Comparable Facilities While the nearest competitive fixed-seat entertainment venues are located approximately 75 miles away in Cedar Rapids and the Quad Cities,the competitive environment within Iowa and the regional area for arena venues that compete for touring entertainment acts is considered moderate to moderately-high. A number of quality arena venues exist in the regional area that are attractive for touring shows. Dubuque's population within a short driving distance is lower than average among the competitive and comparable set, which will always serve to govern the upside potential for attracting levels of promoted touring entertainment event levels relative to larger markets. It is believed that the largest regional markets will continue to host a significant level of non-local event activity, but Dubuque and the FFCC—even while possessing significant facility limitations relative to modern facilities—have demonstrated that Dubuque can compete for a number of these events. Eighteen comparable arena facilities and 17 comparable theater facilities were analyzed in order to draw inferences for a potential expanded/improved FFCC. Dubuque generally ranks among the lower tier in terms of several demographic variables and performance metrics; however, limited competition in the immediate region and historical successes in event attraction (despite an aging and substandard FFCC product) suggest that a number of events are sustainable and it is able to draw attendees from further distances to a greater degree than other comparable markets. Market Demand Three of the City's five initial requested scenarios to be considered under this study involve either the permanent removal from service of the FFCC Arena or its relocation to an alternate site elsewhere in Dubuque. Based on the entirety of the research, community outreach, and analysis conducted for this study, there are not any obvious and compelling reasons to demolish the FFCC Arena and redevelop the site for an alternate use. Important reasons for this rationale include: a) Market demand exists for a multipurpose entertainment/spectator arena in Dubuque. It is clear that a such a facility is desired by many citizens and viewed as an important quality of life element. b) There are important efficiencies involved with the co-location and co-management of the Theater and the Arena at the current FFCC site. Costs to operate the FFCC Theater alone (without the synergy and benefits of the FFCC Arena)would be higher than the operating costs that are currently attributed to it under its shared operating model. c) The FFCC's current location in the core of the downtown central business district is the ideal location in Dubuque for such a facility. The location maximizes synergy from an attendee and an economic perspective, leveraging a pedestrian-friendly environment with a density of nearby visitor amenities, attractions and transportation/parking infrastructure. It serves to draw people into the downtown core, enhancing the downtown's overall health. The prospect of abandoning an ideal arena site, that has benefitted from decades of product/infrastructure investment and branding,to rebuild elsewhere in a less desirable location in Dubuque is not logical. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUD� Summary of Findings Page 3 d) Under a scenario where the FFCC Arena is demolished and no replacement facility is developed elsewhere in the community, the Dubuque market would lose many, if not the majority, of the events hosted at the FFCC, and the associated economic activity generated in the downtown and throughout the community by their attendees. Further, it would be expected that more Dubuque citizens would elect to leave the community to attend entertainment and sports events in other communities, as a result (thereby resulting in further erosion of local economic spending). e) In cities larger than Dubuque, property values and demand for developable land parcels located in downtown central business district cores are often significantly higher than that presently exist in Dubuque's downtown. Current downtown land supply, demand and prices do not suggest that the costs and lost economic impact(quantifiable and intangible)for the City related to demolishing the FFCC Arena and disposing of the land asset to a potential private party would be mitigated by sale proceeds and the benefit generated by any ultimate alternate private development. As a result of these factors, it is believed that the highest-and-best-use of the FFCC asset (building and land) is a multipurpose civic/entertainment/arts complex. As such, the emphasis of the remaining concept development and cost/benefit analysis focused on FFCC Arena and Theater improvement,expansion and/or redevelopment scenarios. Key conclusions associated with the detailed market analysis include the following: 1. Market su�port exists for both Arena and Theater components. Market research and analysis conducted for this study indicates that demand exists for both the arena and performing arts theater functions in Dubuque that the FFCC provides. These types of facilities would be expected to continue to have important roles in the Dubuque marketplace into the foreseeable future. 2. Local quality of life and economic activity would be negativelx im�acted without a venue serving these roles. The FFCC has long-served an important role in Dubuque and the region, accommodating a significant portion of local sports, entertainment and performing arts event demand, including certain activity that other local event facilities could not, or would not, accommodate. Important events, entertainment opportunities, attendance, and community exposure would be lost and negatively impacted without either of these types of facilities. Should the FFCC be decommissioned and no other replacements are developed, other local venues would not be able to sufficiently accommodate the FFCCs displaced activity. 3. The FFCC Theater is an historic asset that should be protected. The FFCC Theater continues to serve an important market niche for a small fixed-seating venue space in Dubuque. It has been and continues to serve as an important asset to the local performing arts. Improvements to the FFCC Theater are not expected to significantly increase market share or attendance; however, impactful enhancements could be made to support spaces associated with the Theater to improve its efficiency, financial performance, and marketability. 4. The FFCC's current location is ideal for an entertainment/sports/arts complex. The existing location maximizes synergy from an attendee and an economic perspective, leveraging a pedestrian-friendly environment with a density of nearby visitor amenities, attractions and transportation/parking infrastructure. It serves to draw people into the downtown core,enhancing the downtown's overall health. In most cases, cities who are planning new arena and/or theater facilities first look to their downtown central business districts for available development parcels, given the high density of amenities and a walkable environment. 5. Sianificant u�grades to the FFCC Arena product are needed to better compete for and serve s�ectator and entertainment event segments. While the FFCC Arena was originally designed to accommodate a wide variety of event types and uses, modern industry expectations nationwide have led toward the development and gravitation to more specialized-purpose facilities. In recent FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDI Summary of Findings Page 4 years, Dubuque has partially responded to these trends, through the development of the Grand River Center (conventions/meetings/exhibitions) and the Mystique Community Ice Center (ice sports and rec). The result is that spectator/entertainment events remain as the key current and potential future target event segment for the FFCC Arena. 6. The FFCC Arena has exceeded its practical life. At a minimum, significant investment is required to shift the facility closer to state-of-the-industry standards to address deferred capital repair/replacement items, improve operating efficiency and functionality, and allow it to continue accommodating existing event activity and grow future market share. Failure to do so will likely result in continued erosion of market share and diminishing event, performance and attendance levels at the FFCC Arena. Further, a minimum capital repair/replacement expenditures will be necessary in the near-term just to address life safety issues and maintain minimum operational functionality. 7. The FFCC Arena physical product and functionality is industry substandard. There are many aspects of the existing FFCC Arena that do not conform, or are substandard, relative to state-of- the-industry arenas(in the competitive environment and nationwide). In many respects, the FFCC Arena possess attributes that are more consistent with a multipurpose flat floor exhibition facility than with a modern spectator/entertainment arena. As will be discussed further in the subsequent chapter, given the existing FFCC's footprint and structural elements, it likely would be significantly challenging—if not impossible—to renovate the existing FFCC Arena structure into a state-of-the- industry sports/entertainment arena. An expanded site area and a major redevelopment likely would be necessary to meet minimum requirements for a long-term sports/entertainment venue solution. 8. Investment in FFCC enhancements or redevelopment would be expected to drive new activity and positive impacts. A distinct opportunity exists for Dubuque to capture new sports, entertainment and performing arts events with a new/improved event facility product—specifically, through a modern arena venue that is more consistent with state-of-the-industry standards, allowing it to protect existing business and compete for new business. 9. The highest-and-best-use of the FFCC asset (building and land) is a multipurpose civic/entertainment/arts complex. Based on the entirety of the research, community outreach, and analysis conducted for this study,there are not any compelling reasons to demolish the FFCC Arena and redevelop the site for an alternate use. There is not believed to be any apparent compelling alternate use or more attractive economic opportunity for the City and its citizens to consider permanent retirement or relocation of a long-standing, productive community asset in the heart of Dubuque's downtown. These findings are also consistent with the Arts and Culture Master Plan that was previously adopted by the City Council. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDI Summary of Findings Page 5 Development Options &Concepts Based on the market analysis, key attributes of a market supportable program for a FFCC arena include: • State-of-the-industry, spectator arena • Seating capacity of between 6,000 and 8,000 (5,000 to 7,000 fixed seats) • Some flexible seating to retain access to flat floor space • Premium seating and other hospitality areas • Enhance patron experience— ingress/egress, WiFi, food & beverage, ADA, etc. • Upgraded back-of-house, load-in/out and other support facilities Based on the previous analyses undertaken, key attributes of a market supportable facility program for a FFCC theater include: • Retention of historic Theater • Refurbish seating and make 2nd Balcony seating functional • Modest expansion of Bijou Black Box Theater • Address capital improvement project items • Enhance patron experience— lobby, WiFi, F&B, etc. • Upgraded back-of-house facilities In order to accommodate an industry standard event facility complex that meets the identified market supportable programmatic elements, the optimal solution would involve an expanded site and redevelopment of the FFCC Arena. A renovation of the existing FFCC arena would not deliver a state-of- the-industry product, nor could a desirable renovation solution be executed without expanding the FFCC's footprint. Whether the solution to address the FFCC Arena is to expand or redevelop, the logical expansion direction would be northwest across West 5th Street. Based on these market and program analysis conclusions, along with collaboration among the project team and the City, four primary facility investment scenarios were identified for additional analysis. • Scenario 1 effectively represents a minimum, status quo scenario, recognizing that a certain level of expenditures will be required in the near term and in the foreseeable future on deferred maintenance and future capital repair/replacement items to keep the FFCC safe and operational by current standards. • Scenario 2 involves a limited FFCC renovation (no expansion of facility footprint). • Scenario 3 represents a renovated complex with an expanded Arena. • Scenario 4 involves a renovated complex and a fully redeveloped Arena (including new street-side retail opportunities). Scenarios 3 and 4 both represent northwest expansion projections that would involve a block-long closure of West 5t" Street and development on a significant portion of the block opposite the current FFCC across West 5th; however, neither scenario would require the relocation of Ecumenical Tower. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDI Summary of Findings Page 6 Based on industry standards and a review of parking supply in downtown Dubuque, it is not believed that the development of additional parking structures or lots will be necessary for any of the identified FFCC development scenarios. Conversely, downtown Dubuque's volume, availability and pricing of parking supply nearby the FFCC is considered a product strength relative to other comparable venues located throughout the region and country. Layout and concept schemes for the identified scenarios that were developed under this study are presented below and on the following pages. 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' - y . _ �_� � � � . � -�"ca" � (, � ,�. �. ��, � C r 'r " � ;� � �� _� �;. - �. { " _.i- � �� e.�� U�� " ��i S �.�� -' _+ �``` ,� }—=„� �� ' - � �. � �� ,��. _.�` �. �� +►'�� m, nE'Y, - :4` �, �•�� . '� � a _ �, _ .,. � L.� J"�- ."f,� � �' �" ''4 '✓ :'.� y '-� __ .. ..i'i:. - r-� - `=�:-- �II FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Summary of Findings Page 9 CostlBenefit Analysis A detailed cost/benefit analysis was performed for each of the four identified FFCC scenarios. Results conclude that each of the scenarios would be expected to provide quantifiable benefits to Dubuque (with the greatest impacts generated by Scenarios 3 and 4). These quantifiable benefits often serve as the "return on investment" of public dollars that are contributed to develop these destination and constituent facilities. The exhibit on the following page presents a simplified summary of return-on-investment,casting total economic output (direct, indirect and induced spending) against total costs (upfront and ongoing) assumed to be borne by the public sector to implement each of the four analyzed FFCC scenarios. The comparison includes the total estimated costs that will likely need to be borne by the public sector to implement each of the four scenarios, for a stabilized year of operations (assumed third full year of operations), as well as cumulated costs over 15 years of operations. Benefits have been presented in terms of annual total economic output(a sum of direct, indirect and induced visitor spending) in Dubuque. Costs have been presented in terms of construction debt service (assuming the entire construction debt would be bonded debt)and operating subsidy needed per scenario. Specifically, a 30-year term and a 3.5 percent tax exempt annual interest rate have been assumed for the hypothetical debt associated with each scenario. However, importantly, there may be an opportunity to utilize funding sources and financing mechanism (in part or in full) that would not require the issuance of traditional public sector bonded debt (in part or in full). In that event, the cost of capital would be reduced and overall annual costs would lower. Likewise, in the event that other non-public sector funds are contributed to the project to defray costs, the annual costs estimated to be borne by the public sector would also be lower than indicated. Summary of Key Estimated Costs and Benefits by Scenario (in 2018 dollars) QUANTIFIABLE COSTS - • . � - • - � ' Capital Costs: Hard Construction Costs -- $7,595,000 -- $22,461,000 -- $42,639,865 -- $62,086,717 Soft Construction Costs -- 1,139,250 -- 3,369,150 -- 6,395,980 -- 9,313,008 Private Contribution 0 0 0 0 Total Cost -- $8,734,250 -- $25,830,150 -- $49,035,845 -- $71,399,725 Ongoing Operations: Operating Revenues $410,000 $6,150,000 $570,457 $8,556,848 $1,137,160 $17,057,400 $1,531,060 $22,965,900 Operating Expenses 1,266,000 18,990,000 1,381,603 20,724,045 1,798,852 26,982,780 2,002,457 30,036,855 Total Operating Costs $856,000 $12,840,000 $811,147 $12,167,198 $661,692 $9,925,380 $471,397 $7,070,955 Ongoing Costs: Debt Service $475,000 $7,125,000 $1,404,000 $21,06Q000 $2,666,000 $39,990,000 $3,882,000 $58,230,000 Operating Defcit 856,000 12,840,000 811,147 12,167,198 661,692 9,925,380 471,397 7,070,955 Total Annual Costs $1,331,000 $19,965,000 $2,215,147 $33,227,198 $3,327,692 $49,915,380 $4,353,397 $65,300,955 QUANTIFIABLE BENEFITS �� -�' '' i� � � �� Ongoing Quantifiable Benefits: Direct Spending $2,389,169 $39,767,949 $3,055,223 $57,451,919 $4,753,391 $93,366,988 $5,737,937 $118,198,937 Indirectllnduced Spending 910,680 16,358,899 1,161,888 25,409,268 1,806,039 42,241,584 2,185,052 54,836,739 TotalOutput $3,299,850 $56,126,848 $4,217,111 $82,861,187 $6,559,429 $135,608,572 $7,922,990 $173,035,675 Personal Income(earnings) $1,062,529 $18,170,303 $1,357,070 $26,957,921 $2,114,236 $44,246,488 $2,554,431 $56,565,355 Employment(full&part-timejobs) 49 788 63 1,082 97 1,724 117 2,141 As shown, aggregated annual costs (debt service plus operating subsidy) for the four scenarios over 15 years range from $20.0 million for Scenario 1 (status quo) to $65.3 million for Scenario 4—or a difference of$45.3 million. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDI Summary of Findings Page 10 An investment in FFCC renovation/expansion/redevelopment will represent new economic impact to Dubuque and the surrounding region, particularly when considering aggregate impacts over time and more significantly for Scenarios 3 and 4. The exhibit also depicts the cumulative net new economic impacts estimated to result from the construction and operations of the FFCC scenarios estimated for a stabilized year (third full year of operations) and in the aggregate over a 15-year period. Over a 15-year period, the cumulative economic output (new direct, indirect and induced spending) over the 15-year period is estimated to range between $56.1 million for Scenario 1 (status quo) to $173.0 million for Scenario 4—or a difFerence of$116.9 million. Importantly, while not specifically estimated under this analysis, it is believed that an approximately equivalent amount of Scenario 1 economic impacts would be annually lost to Dubuque should the FFCC be demolished and not replaced. In this eventuality, many of the major entertainment/sports/spectator events held in the current FFCC would be lost to Dubuque if the FFCC was demolished and not replaced. However, some events (particularly smaller events, meetings, civic, etc.) may find other host venues in Dubuque. The result will likely be that much of the Scenario 1 economic impacts would disappear under a demolish/no replacement scenario. Further, the"lost" impact of local residents now having to leave Dubuque to travel to other regional cities to attend entertainment events (due to the loss of the local market's primary spectator event facility) has not been quantified, but would also represent reduction in economic impact. The net, incremental result of combining these two factors would likely roughly approximate, or even exceed, the total loss indicated by the Scenario 1 economic impact figures. It is important to recognize the quantifiable economic impacts associated with the annual operations of entertainment/spectator/arts facilities, such as the FFCC, measured under this type of analysis are typically lower than other types of event facility products, such as convention centers, that emphasize generating nonlocal events and hotel room nights. A community's decision to invest in arena and theater facility projects are often driven in large part by a recognition of the importance of providing quality entertainment and arts and culture options for community residents. Many of these reasons relate to enhancing quality of life, education and culture, and serve to elevate the community's profile and brand as a quality place to live, work, learn, play and visit. In fact, these qualitative benefits tend to be a critical factor in the consideration of public and private investment in projects of this nature, particularly those involving existing venues with a long history of service in the local community. These include issues pertaining to quality of life (through attracting entertainment events that would not otherwise travel to the area and hosting civic and private events), ancillary economic development facilitation, employment opportunities, community pride and other such issues. Alternate Uses 1 Redevelopment of the FFCC Arena Site Three of the City's five initial requested scenarios to be considered under this study involve either the permanent removal from service of the FFCC Arena or its relocation to an alternate site elsewhere in Dubuque. Based on the entirety of the research, community outreach, and analysis conducted for this study, there are not any obvious and compelling reasons to demolish the FFCC Arena and redevelop the site for an alternate use. Important reasons for this rationale include: a) Market demand exists for a multipurpose entertainment/spectator arena in Dubuque. It is clear that a such a facility is desired by many citizens and viewed as an important quality of life element. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDl Summary of Findings Page 11 b) There are important efficiencies involved with the co-location and co-management of the Theater and the Arena at the current FFCC site. Costs to operate the FFCC Theater alone (without the synergy and benefits of the FFCC Arena)would be higher than the operating costs that are currently attributed to it under its shared operating model. c) The FFCC's current location in the core of the downtown central business district is the ideal location in Dubuque for such a facility. The location maximizes synergy from an attendee and an economic perspective, leveraging a pedestrian-friendly environment with a density of nearby visitor amenities, attractions and transportation/parking infrastructure. It serves to draw people into the downtown core, enhancing the downtown's overall health. The prospect of abandoning an ideal arena site, that has benefitted from decades of product/infrastructure investment and branding,to rebuild elsewhere in a less desirable location in Dubuque is not logical. d) Under a scenario where the FFCC Arena is demolished and no replacement facility is developed elsewhere in the community, the Dubuque market would lose many, if not the majority, of the events hosted at the FFCC, and the associated economic activity generated in the downtown and throughout the community by their attendees. Further, it would be expected that more Dubuque citizens would elect to leave the community to attend entertainment and sports events in other communities, as a result (thereby resulting in further erosion of local economic spending). e) In cities larger than Dubuque, property values and demand for developable land parcels located in downtown central business district cores are often significantly higher than that presently exist in Dubuque's downtown. Current downtown land supply, demand and prices do not suggest that the costs and lost economic impact(quantifiable and intangible)for the City related to demolishing the FFCC Arena and disposing of the land asset to a potential private party would be mitigated by sale proceeds and the benefit generated by any ultimate alternate private development. As a result of these factors, it is believed that the highest-and-best-use of the FFCC asset (building and land) is a multipurpose civic/entertainment/arts complex. As such, the emphasis of the remaining concept development and cost/benefit analysis focused on FFCC Arena and Theater improvement,expansion and/or redevelopment scenarios. Naming Rights and Sponsorship Opportunities Naming rights marketing is particularly valuable because of its effectiveness in introducing new products, helping new or established products contend with competitive brands, and increasing corporate brand awareness. However, the real value lies in the borrowed imagery of a property and the unique media exposure a brand receives through the agreement. A corporation's ability to associate their brand directly to a team, facility or event is an important component in the value of naming rights agreements. Naming and sponsorship opportunities often present with modern arena and event venues include: • Facility Entrance • E�erior poor Decal • Fa�ade Landmark . Display Area • Arena Roof • Digital Fascia Signage • On-Court/Ice Logos • Center-Hung Video Boards • Static Scoreboard • Arena Floor Maps • Backlit Tunnel Signage • Trash Receptacles • Scoreboard Underbelly • Staff Uniform • Arena Seats • ATM Machines • Concourse Signs FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDI Summary of Findings Page 12 The term and value of naming rights and sponsorship package transactions associated with comparable arena and civic event facility products have widely varied. To provide some context and understanding of the scope of these deals, the three exhibits on the following pages present summaries of 25 comparable facility naming rights transactions, sorted by the estimated annual fee paid in the first exhibit, by seating capacity in the second exhibit, and by CBSA (core-based statistical area) population in the third exhibit. Summary of Comparable Facility Naming Rights Transactions(sorted by annual fee) � •• �� Ricoh Coliseum Toronto,ON 5,600,000 1921• 7•S51 2003 2018 15 $10,000,000 $1,000,000 Indiana Farmers Coliseum Indianapolis,IN 1,595,377 1939 5,200 2014 2024 10 $6,000,000 $600,000 Santa Ana Star Center Rio Rancho,NM 764,569 2006 7,500 2006 N/A 5 $2,500,000 $500,000 SECU Arena Towson,MD 2,753,149 2013 5,200 2013 2023 10 $4,750,000 $475,000 TaxSlayer Center Moline,IL 377,277 1993 9,200 2007 2017 10 $4,250,000 $425,000 Dow EventCenter Saginaw,MI 209,327 1972 5,500 2014 2024 10 $4,20Q000 $420,000 U.S.Cellular Center Cedar Rapids,IA 267,799 1979 9,000 2012 2022 10 $3,800,000 $380,000 1stBank Center Broomfield,CO 2,528,542 2006 6,500 2011 N/A 5 $1,750,000 $350,000 Germain Arena Estero,FL 608,182 1998 7,186 2004 2024 20 $7,000,000 $350,000 Huntington Center Toledo,OH 608,711 2008 9,341 2010 2017 6 $2,100,000 $350,000 Angel of the Winds Arena Everett,WA 3,338,639 2003 8,149 2018 2028 10 $3,400,000 $34Q000 MassMu[ual Cen[er Springfield,MA 685,495 1972 6,900 2005 2020 15 $5,000,000 $333,333 ShoWare Center Kent,WA 3,407,548 2009 6,500 2009 2019 10 $3,175,000 $317,500 AMSOIL Arena Duluth,MN 279,227 2010 6,726 2010 2030 20 $6,000,000 $300,000 CenturyLink Center Boise,ID 637,896 1997 5,732 2005 2020 15 $4,OOQ000 $266,667 WesBancoArena Wheeling,WV 144,986 1977 5,400 2003 2023 10 $2,500,000 $250,000 Ford Park Event Center Beaumont,TX 377,991 2003 9,100 2005 N/A 5 $1,25Q000 $250,000 Mohegan Sun Arena at Casey Plaza Wilkes-Barre,PA 549,808 1999 9,700 2010 2020 10 $2,375,000 $237,500 SantanderArena Reading,PA 408,000 2001 9,000 2001 N/A 15 $3,000,000 $200,000 Grossinger Motors Arena Bloomington,IL 167,699 2006 8,000 2017 2022 5 $875,000 $175,000 Tyson Events Center Sioux City,IA 143,537 2003 9,000 2014 2024 30 $4,000,000 $133,333 Bojangles'Coliseum Charlotte,NC 1,720,586 1955 9,065 2012 2021 10 $1,250,000 $125,000 FirstArena Elmira,NY 90,413 2000 3,700 2005 N/A 10 $1,000,000 $100,000 CURE Insurance Arena Trenton,NJ 5,855,076 1999 5,600 2017 N/A N/A N/A N/A Big Sandy Superstore Arena Huntington,WV 286,517 1977 9,000 2013 2017 5 N/A N/A AVERAGE 1,336,422 1990 7,602 2010 2022 11 $3,659,783 $342,536 MEDIAN 608,711 1999 7,500 2009 2022 10 $3,800,000 $350,000 . � . . � �� i i� ----- Summary of Comparable Facility Naming Rights Transactions(sorted by arena seating capacity) ��-�� Mohegan Sun Arena at Casey Plaza Wilkes-Barre,PA 549,508 1999 9,700 2010 2020 10 $2,375,000 $237,500 Hun[ington Cen[er Toledo,OH 605,711 2008 9,341 2010 2017 6 $2,100,000 $350,000 TaxSlayerCenter Moline,IL 377,277 1993 9,200 2007 2017 10 $4,25Q000 $425,000 Ford Park Event Center Beaumont,TX 377,991 2003 9,100 2005 N/A 5 $1,250,000 $250,000 Bojangles'Coliseum Charlotte,NC 1,720.586 1955 9,065 2012 2021 10 $1,250,000 $125,000 U.S.CellularCenter Cedar Rapids,lA 267,799 1979 9,000 2012 2022 10 $3,800,000 $380,000 SantanderArena Reading,PA 408,000 2001 9,000 2001 N/A 15 $3,000,000 $200,000 CURE Insurence Arena Trenton,NJ 5,855,076 1999 8,600 2017 N/A N/A N/A N/A Big Sandy Superstore Arena Huntington,WV 286,517 1977 9,000 2013 2017 5 N/A N/A Tyson Events Center Sioux City,IA 143,537 2003 9,000 2014 2024 30 $4,000,000 $133,333 Indiana Farmers Coliseum Indianapolis,IN 1,595,377 1939 5,200 2014 2024 10 $6,000,000 $600,000 Angelofthe Winds Arena Everett,WA 3,335,639 2003 5,149 2018 2028 10 $3,400,000 $340,000 Grossinger Motors Arena Bloomington,IL 167,699 2006 5,000 2017 2022 5 $875,000 $175,000 Ricoh Coliseum Toronto,ON 5,600,000 1921 7,851 2003 2018 15 $10,000,000 $1,000,000 Santa Ana Star Center Rio Rancho,NM 764,569 2006 7,500 2006 N/A 5 $2,500,000 $500,000 GermainArena Estero,FL 608,182 1998 7,186 2004 2024 20 $7,000,000 $350,000 MassMutual Center Springfield,MA 688,495 1972 6,900 2005 2020 15 $5,000,000 $333,333 AMSOIL Arena Duluth,MN 279,227 2010 6,726 2010 2030 20 $6,000,000 $30Q000 1stBank Center Broomfield,CO 2,528,542 2006 6,500 2011 N/A 5 $1,750,000 $350,000 ShoWare Center Kent,WA 3,407,548 2009 6,500 2009 2019 10 $3,175,000 $317,500 CenturyLink Center Boise,ID 637,896 1997 5,732 2005 2020 15 $4,000,000 $266,667 Dow EventCenter Saginaw,MI 209,327 1972 5,500 2014 2024 10 $4,200,000 $420,000 WesBanco Arena Wheeling,WV 144,986 1977 5,400 2003 2023 10 $2,50Q000 $250,000 SECU Arena Towson,MD 2,753,149 2013 5,200 2013 2023 10 $4,750,000 $475,000 FirstArena Elmira,NY 9Q413 2000 3,700 2005 N/A 10 $1,OOQ000 $100,000 AVERAGE 1,336,422 1990 7,602 2010 2022 11 $3,659,783 $342,536 MEDIAN 608,182 1999 5,149 2010 2022 10 $3,400,000 $333,333 . . . . - �� i i� ----� FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Summary of Findings Page 13 Summary of Comparable Facility Naming Rights Transactions(sorted by population) � •� �� CURE Insurance Arena Trenton,NJ 5,855,076 1999• 5•600 2017 N/A N/A N/A N/A Ricoh Coliseum Toronto,ON 5,600,000 1921 7,851 2003 2018 15 $10,000,000 $1,000,000 ShoWare Center Kent,WA 3,407,848 2009 6,500 2009 2019 10 $3,175,000 $317,500 Angelofthe Winds Arena Everett,WA 3,338,639 2003 8,149 2018 2028 10 $3,400,000 $340,000 SECU Arena Towson,MD 2,753,149 2013 5,200 2013 2023 10 $4,750,000 $475,000 1stBank Center Broomfield,CO 2,528,542 2006 6,500 2011 N/A 5 $1,750,000 $350,000 Bojangles'Coliseum Charlotte,NC 1,720,586 1955 9,065 2012 2021 10 $1,250,000 $125,000 Indiana Farmers Coliseum Indianapolis,IN 1,595,377 1939 5,200 2014 2024 10 $6,000,000 $600,000 Santa Ana Star Center Rio Rancho,NM 764,569 2006 7,500 2006 N/A 5 $2,500,000 $500,000 MassMutual Center Springfield,MA 685,495 1972 6,900 2005 2020 15 $5,000,000 $333,333 CenturyLink Center Boise,ID 637,596 1997 5,732 2005 2020 15 $4,OOQ000 $266,667 Hun[ington Cen[er Toledo,OH 605,711 2008 9,341 2010 2017 6 $2,100,000 $350,000 Germain Arena Esterq R 608,182 1998 7,186 2004 2024 20 $7,OOQ000 $350,000 Mohegan Sun Arena at Casey Plaza Wilkes-Barre,PA 549,508 1999 9,700 2010 2020 10 $2,375,000 $237,500 SantanderArena Reading,PA 408,000 2001 9,000 2001 N/A 15 $3,000,000 $200,000 Ford Park Event Center Beaumont,TX 377,991 2003 9,100 2005 N/A 5 $1,250,000 $250,000 TaxSlayerCenter Moline,IL 377,277 1993 9,200 2007 2017 10 $4,250,000 $425,000 Big Sandy Superstore Arena Huntington,WV 286,517 1977 9,000 2013 2017 5 N/A N/A AMSOIL Arena Duluth,MN 279,227 2010 6,726 2010 2030 20 $6,000,000 $300,000 U.S.Cellular Center Cedar Rapids,IA 267,799 1979 9,000 2012 2022 10 $3,800,000 $380,000 Dow EventCenter Saginaw,MI 209,327 1972 5,500 2014 2024 10 $4,200,000 $420,000 Grossinger Motors Arena Bloomington,IL 167,699 2006 8,000 2017 2022 5 $875,000 $175,000 WesBanco Arena Wheeling,WV 144,986 1977 5,400 2003 2023 10 $2,SOQ000 $250,000 Tyson Events Center Sioux City,IA 143,837 2003 9,000 2014 2024 30 $4,000,000 $133,333 FirstArena Elmira,NY 90,413 2000 3,700 2005 N/A 10 $1,000,000 $100,000 AVERAGE 1,336,422 1990 7,602 2010 2022 11 $3,659,783 $342,536 MEDIAN 608,711 1999 8,000 2010 2022 10 $3,400,000 $340,000 . i�i As shown in the exhibits, of the 25 comparable facility naming rights transactions considered, the median market size is just over 600,000 and the median total fee paid was approximately $3.8 million over 10 years. A hypothetical extrapolation applying the average comparable market population and naming rights fee to Dubuque's population would suggest an annual fee of approximately $183,000 for a comparable arena facility in Dubuque. However, it is important to recognize some important factors that could potentially lower the ultimate valuation or (or demand for) a possible FFCC opportunity. The most important of which is the lack of a high profile primary sports tenants(that many of the comparable facilities possess). The second of which is to the degree that the any expanded/improved FFCC product is still perceived as the ��Five Flags Civic Center" by the local and regional marketplace. A long history with an established facility, location, name and brand can work to lower demand and the valuation of a potential deal. Nevertheless, particularly if Scenarios 3 or 4 are pursued and even without a high profile sports tenant, a substantially upgraded and highly visible facility product located in the heart of Dubuque's downtown should present an opportunity for a naming/sponsorship transaction that could either assist in defraying the public sector's funding obligation. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDI Summary of Findings Page 14 APPENDIX B: Summary of Phase 2 Planning for an Expanded/Improved Five Flags Civic Center (Phase 2 Planning) - Full Report - ,� . December 12, 2018 Ms. Marie L. Ware Leisure Services Manager City of Dubuque Leisure Services Department 2200 Bunker Hill Road Dubuque, lowa 52001 Dear Ms. Ware: The purpose of this summary report and supporting documents is to outline the findings of requested additional research, analysis and planning work associated with the proposed Five Flags Civic Center (FFCC) improvement and expansion project. The work outlined herein (referred to as"Phase 2") builds on the work and findings reached in the Assessment and Study Regarding the Future of the FFCC, dated June 19, 2018. Conventions, Sports&Leisure International (CSL),with the assistance of subcontractors Betsch Associates and FEH Design, led both the original study and this current Phase 2 planning effort. It is understood that the City of Dubuque (City) desires to advance planning associated with a potential major renovation/improvement project for the FFCC, in advance of a potential ballot measure in 2019 to secure funding for the project. Specifically,the services to be provided include development of more refined layout, programming and preliminary architectural renderings,along with various research and investigation into estimated development costs and funding issues associated with the proposed FFCC project. Given the expedited timeframe required to complete this work effort, a summary of our work and findings is presented herein. This report outlines the key research, analysis, and findings associated with the contracted Phase 2 advisory effort, and is organized in the following sections: Section Page Number 1. Background and Previous Work ......................................................2 2. Scope and Methods .......................................................................4 3. Facility Design and Layout..............................................................5 4. Parking Analysis .......................................................................... 16 5. Operating Performance Estimates.................................................20 6. Economic Impact Estimates..........................................................24 7. Construction Cost Estimates.........................................................27 8. Analysis of Funding Issues ...........................................................29 9. Conditions of Work......................................................................43 Supporting Documentation (provided separately) Conventions,Sports&Leisure International 520 Nicollet Mall•Suite 520• Minneapolis,MN 55402• Telephone 612.294.2000• Facsimile 612.294.2045 Ms. Marie Ware December 12, 2018 Page 2 of 44 1. Background and Previous Work In 2017, following a competitive bid process, the team of CSL, Betsch Associates and FEH Design was hired by the City to conduct an assessment and study of the FFCC. CSL has provided feasibility studies and planning advisory services for more than 1,000 event facility projects throughout the country over the past 25 years. Betsch Associates is a full-service design firm created to provide its clients with traditional architectural services, as well as complete pre-design services, including strategic planning, land planning, financial feasibility and market analysis. FEH Design, with offices in Dubuque, has operated since 1958 and offers over 360 years of active staff design experience. The FFCC has long-served as an important community asset for Dubuque and its residents. Its long history can be traced back to the mid-1800s with the opening of hotel and theater facilities in downtown Dubuque. Over the years, Five Flags has served as a critical gathering place in Dubuque, hosting thousands of entertainment, performing arts, sports, conventions, and civic events. The two primary elements of the current Five Flags Civic Center are the 4,000-seat Arena and the 700-seat historic performing arts Theater. In the decades since the last major investment in Five Flags, significant changes have occurred within the event facility industry nationwide. At the same time,additional new event,sports and entertainment facilities have been developed elsewhere in Dubuque and in the region. As such, the City was interested in determining the most appropriate path forward as it relates to the Five Flags Civic Center and its ongoing role in Dubuque. Specifically, the purpose of the 2017 study was to assess the FFCC's current physical state and programmatic orientation, and conduct a study of market demand, supportable program, financial, economic, naming rights/sponsorship and feasible development scenarios relating to the future of the FFCC. A high-level summary of the primary conclusions reached by the FFCC Study concluded in 2018 includes the following: 1. Market support exists for both improved Arena and Theater facility products in Dubuque. a) The FFCC has long-served as an important community asset for Dubuque and its residents. b) Local quality of life and economic activity would be negatively impacted without a venue serving these roles. c) The FFCC Theater is an historic asset that should be protected. d) The FFCC's current location is ideal for an entertainment/sports/arts complex. e) The FFCC Arena has exceeded its practical life. f) The FFCC Arena physical product and functionality are below industry standards. g) Significant upgrades to the FFCC Arena product are needed to better compete for and serve spectator and entertainment event segments. h) Investment in FFCC enhancements or redevelopment would be expected to drive new activity and positive impacts. i) The highest-and-best-use of the FFCC asset (building and land) is a multipurpose civic/entertainmenUarts complex. Ms. Marie Ware December 12, 2018 Page 3 of 44 2. Four facility scenarios were identified for further high-level analysis for comparison purposes, including preliminary site configuration and layout drawings: • Scenario 1: Effectively represents a minimum, status quo scenario, recognizing that a certain level of expenditures will be required in the near term and in the foreseeable future on deferred maintenance and future capital repair/replacement items to keep the FFCC safe and operational by current standards. • Scenario 2: Involves a limited FFCC renovation (no expansion of facility footprint). • Scenario 3: Represents a renovated complex with an expanded Arena. • Scenario 4: Involves a demolition of the existing FFCC Arena, improvements to FFCC Theater, and the development of a new, state-of-the-industry Arena via a northward expansion of the FFCC's footprint. 3. Preliminary order-of-magnitude capital costs (in 2018 dollars) were estimated for each of the four identified scenarios: • Scenario 1: $8.7 million • Scenario 3: $25.8 million • Scenario 3: $49.0 million • Scenario 4: $71.4 million 4. A summary of key estimated annual performance metrics for an assumed stabilized year of operation (assumed third full year of operations, in 2018 dollars) included the following: - . - . - . - . .- Events 103 138 194 230 EventDays 152 207 293 333 Utilization Days 261 346 479 536 Total Attendee Days(annual) 155,612 217,348 324,913 386,207 Non-Local Attendee Days 33,863 47,182 73,730 89,122 Hotel Room Nights(annual) 4,427 6,121 10,440 12,820 Operating Revenues $410,000 $570,457 $1,137,160 $1,531,060 Operating Expenses $1,266,000 $1,381,603 $1,798,852 $2,002,457 Direct Spending $2,389,169 $3,055,223 $4,753,391 $5,737,937 Indirect/Induced Spending $910,680 $1,161,888 $1,806,039 $2,185,052 TotalOutput $3,299,850 $4,217,111 $6,559,429 $7,922,990 Personal Income(eamings) $1,062,529 $1,357,070 $2,114,236 $2,554,431 Employment(full&part-time jobs) 49 63 97 117 A detailed written report was developed and presented to the City in the spring of 2018. CSL presented findings to City Council in May 2018. A revised report was delivered to the City in June 2018. The City Council formally accepted the report in July 2018. Ms. Marie Ware December 12, 2018 Page 4 of 44 2. Scope and Methods Subsequent to the delivery of the 2017/2018 study report and presentations, additional discussion among City leadership and project stakeholders continued. The project team was approached by City staff in October 2018 to discuss additional planning assistance. An amended contract for these services was executed between the City and CSL in November 2018. The City directed the project team to focus on Scenario 4 (as conceptualized in the 2017/2018 study) for the purposes of the newly-contracted Phase 2 planning work. The aforementioned Scenario 4 now represents the proposed facility Project of all Phase 2 work outlined throughout the remainder of this document and supporting information. The Project involves a demolition of the existing FFCC Arena, improvements to FFCC Theater,and the development of a new, state-of-the-industry Arena via a northward expansion of the FFCC's footprint. The Phase 2 effort involved multi-day visits by the project team to Dubuque, as well as the collaboration and participation of a variety of stakeholder and industry experts. CSL and Betsch Associates would like to thank the following individuals for their expertise, assistance, and contributions: Marie Ware—City of Dubuque Dennis Jordan-Mortenson Construction Co. HR Cook—Five Flags Center/SMG Randy Clarahan-Mortenson Construction Co. Daniel Holtkamp—Five Flags Center Jason Hopper-Mortenson Construction Co. Ali Levasseur—Five Flags Center Darin Knapp-Mortenson Construction Co. Kelly Sprietzer—Five Flags Center Brant Schueller—City of Dubuque Christy Monk—FEH Design Steve Sampson Brown—City of Dubuque Bryan Blair—FEH Design Wally Wernimont-City of Dubuque Paula Portz—Legends Project Development David Johnson-City of Dubuque Dieter Muhlack—MEP Engineers Gus Psihoyos-City of Dubuque Bob Habel—MEP Engineers Dave Ness—City of Dubuque David Campbell—Geiger Engineers Tony Kress—City of Dubuque Bob Leto—Avant Acoustics Chris Kohlmann—City of Dubuque Steve Young—William Caruso and Partners Renee Tyler—City of Dubuque Emily Smart—Blackstone Environmental Brent Giese—Century Link Travis Haas—Blackstone Environmental Bryce Parks—Five Flags Civic Center Commission Jayme Kluesner—Portzen Construction Lenore Howard-Fly By Night Productions Andrew Noble—Portzen Construction Doug Donald- Fly By Night Productions Ben Roush—Conlon Construction Co. Nick Schrup—American Trust Bank Keefe Gaherty—Conlon Construction Co. Mark Wahlert—Dubuque Symphony Tionna Pooler—Independent Public Advisors William Intriligator—Dubuque Symphony Thierry Gray—SMG A primary objective for this current work is to further investigate, evaluate, and define the identified facility concept to provide for the Project: 1. enhanced programmatic and architectural detail; 2. refinements and more detailed estimates of likely capital costs; 3. further evaluation and analysis of parking issues; 4. an updated cosUbenefit analysis; and 5. discussion of relevant funding issues. Ms. Marie Ware December 12, 2018 Page 5 of 44 3. Facility Design and Layout As previously mentioned, the Project involves a demolition of the existing FFCC Arena, improvements to FFCC Theater, and the development of a new, state-of-the-industry Arena via a northward expansion of the FFCC's footprint. The 2017/2018 study identified the following as market supportable for the FFCC Project: • Arena: o State-of-the-industry, spectator arena o Seating capacity of between 6,000 and 8,000 o Some flexible seating to retain access to flat floor space o Premium seating and other hospitality areas o Enhance patron experience—ingress/egress, WiFi, food & beverage, ADA, etc. o Upgraded back-of-house, load-in/out and other support facilities • Theater: o Retention of historic Theater o Refurbish seating and make 2nd Balcony seating functional o Modest expansion of Bijou Black Box Theater o Address capital improvement project items o Enhance patron experience—lobby, WiFi, food and beverage options, etc. o Upgraded back-of-house facilities As a starting point for this Phase 2 effort, CSL further defined the market supportable program targets for the Arena component of the Project, as shown below. This does not represent the final program that was determined subsequent to the design and costing process by the project team with collaboration by City staff and the construction professionals previously identified in this report. Final identified seat counts are shown on page 14. MARKET Supportable Seating Levels: SUPPORTABLE 4,350 Fixed seats(general admission) PROGRAM 120 Suite seats(12 seats per suite,24 per party suite) 112 Loge seats(4 seats per box) Modern 400 Club seats Multipurpose 1,500 Removable/bleacherseats Spectator& 6,482 Total fixed seats(hockey capacity) Entertainment 7,082 Capacity(end stage concert,including floor seating) Arena Supportable Premium Areas: 6 Private suites(traditional) 2 Private suites(party) 28 Loge boxes 400 Club seats 1 Club#1 (suite,loge box&club seat holders) 1 Club#2(Everyman's Club) Ms. Marie Ware December 12, 2018 Page 6 of 44 For the purposes of definition, the following description provides additional clarification concerning premium seating concepts, as they relate to the Dubuque Project and industry best practices: Private Suites Private (or luxury) suites often feature 12 to 16 seats and include preferred parking, VIP arena entrance, private restrooms, TV monitors, exclusive arena club access and a right of first refusal to purchase tickets for other events in the building. In Dubuque, the suites could be located on one side. Club Seats Club seats are located in optimal event locations, typically in the lower bowl and/or mezzanine level. Club seats are wider, padded and typically provide more legroom relative to standard arena seating. Club seat amenities typically include preferred parking, a private arena entrance and exclusive access to a private club/lounge with private restrooms, upgraded food and beverage service, casual seating areas and flat screen televisions, among other amenities. In Dubuque, the 400 club seats could be located in the lower bowl on one side adjacent to the private club (i.e., a section stretching from first row to top row of lower bowl as close to mid-court/floor as possible without becoming problematic with end-stage setup.) Loge Boxes The emergence of a smaller loge box product has also served to meet a market need for a smaller- capacity premium seating product. Loge boxes, for example, typically have seating for 4 people (versus 12 to 16 seats for traditional suites) with chairs on roller casters that are wider and more comfortable than general seating areas. Loge boxes are typically equipped with a drink rail and flat screen television monitor. Loge box amenities typically could include preferred parking, a private arena entrance and exclusive access to a private lounge with private restrooms, upgraded food and beverage service and casual seating areas among other amenities. In Dubuque, there would be flexibility in where the loge boxes are located. Normally, they would be placed at the edges of the club seating area or in the corners. Club Rooms/Areas Normally, modern areas would incorporate multiple private clubs (for instance, one for club seat holders, one for private suite holders, and an additional one or two). In Dubuque, it would probably be appropriate to think in terms of a single private club behind the club seating area that is also accessible by private suite holders. Additionally, a lower finish "Everyman's Club" area could be included at the concourse level on one of the ends. Clubs would have views of the playing surface with drink rails, stool chairs, and other chairs, couches, furniture, and food and drink service. Over the course of the four-week engagement, including a multi-day site visit, outreach and collaboration with a variety of local stakeholders/participants and national industry professionals, Betsch Associates completed further refinement of the Project's layout, design, programming, and estimated construction costs. The exhibits on the following pages present a selection of some of the new layouts, drawings and renderings developed under this Phase 2 engagement. The full package of architectural documents is provided separately from this report document. 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I _ ' i •� I � �� ' I I I� � � A j� r� u"�!',jh=3[�i� i R� �r - - ` ;, '� tRk _ �� h�.I I ' � �EI�-�G��d•�Si?5�� .� ` tifC2rl�I G'�,.��,r'u 'ey. �h ��'tl i`�{ �� I �� N 5 i=i -rs `�Juil��T�A�V �iy��Pkf I T I � ��Nf�`R�1h�S rN� il•2710 � • ---—. i � ��=---- I7tiC14VDF�� . � I ------------------- - � ` � � �--� i � � � � l� �'e�w��. ]�z tr==-� _ -� I � �- -= _:_. -: '�iL�AL�' � ,?�o I ; ��Sf5E1. i �� I� II �; �� I I ��U1L�a ��—�y� r�.%l5T1 �rIV�� I p�2 �r;'=-�:��-f_�=— I G��OBB'E � p�aw� ,-�;•' I ?��I I r I I � �-� _—I' ' �� -I -{~ I y1�. i� V89 i 6� --�-�-�=_��f- I � 1 + ,,�ik.� o�6tk��, ; � ��.��s ' '�' . . �'� --. - �: i - =� I ,�,�- � �,Iq h" � �. � I 7 � i��h l,S1El: � StiGf�D1�f�T�-�V1�f �tiGor�. ��E'•o° r, _ �� F►J��f,�of C�S�F' �f%�f1�/�7cr�tTCS,ING. 1��7•I$ 'L-� — - — - Ms. Marie Ware December 12, 2018 Page 15 of 44 A summary of the Project's seating levels, capacity by primary type of event is presented in the exhibit below. As shown, total seating capacity is 6,398 for a hypothetical end-stage concert event and 6,000 for a hypothetical floor event (i.e., no portable floor seats). The seating count includes six (6) private suites, two (2) party suites, 32 loge boxes, 360 club seats, and general admission seats (through fixed, telescopic and floor seats). End-stage Floor Seating Counts by Type Concert Event Fixed Seating Count: Loge Boxes(32) 64 64 Fixed Seats(general) 3,254 Club Seats(2 sections) 360 360 Fixed Seats(premium) 532 Suites(6) 72 72 Telescopic Seats(max) 2,126 Parry Suites(2) 36 36 Total 5,912 TelescopicSeating Behind Stage -- 1,182 Fixed Seats Behind Stage(Upper) -- 530 Telescopic Front of Stage(Lower) 982 944 Square Footage By Level: Fixed Seats Front of Stage(Lower) 1,652 1,652 Arena Level 99,326 Fixed Seats FrontofStage(Upper) 1,072 1,072 Concourse 61,194 Floor Seats 2,072 -- Upper Level 20,960 ADA Seating with Companions 88 88 Total GSF 181,480 Totals 6,398 6,000 Estimates related to the total Project gross square footage (in terms of new construction and renovated space) is presented in the exhibit below. New Construction Renrnated Areas Arena 181,480 SF 0 SF Arena Level 99,326 SF Concourse Level 61,194 SF Upper Seating Level 20,960 SF Theatre 0 SF 3,393 SF Basement 993 Street Level First Balcony Second Balcony Third Balcony 2,400 Theatre Support Areas 0 SF 25,844 SF Basement 3,503 Street Level 10,767 Concourse Level 11,574 Total Conditioned Building Area 181,480 SF 29,237 SF Non-Conditioned Areas 3,957 SF 150 SF Canopies(at 50%) 360 0 Catwalks(at 50%) 2,704 150 Exterior Ramps(at 50%) 0 0 Overhangs/Arcades(at 50%) 893 0 Total Gross Building Area 185,437 SF 29,387 SF Ms. Marie Ware December 12, 2018 Page 16 of 44 4. Parking Analysis As there continues to be discussion as to parking impacts and implications associated with the Project, additional research was conducted to lend more support to the conclusion in the 2017/2018 study that existing parking availability nearby the site in downtown Dubuque is sufficient to adequately absorb demand associated with the Project. Based on industry standards, it is often recommended that one parking space be available for approximately every three(3)seats. Therefore, based on the Project's maximum seating capacity of 6,398 seats, an estimated 2,133 parking spaces could be required to serve the FFCC for high demand events. In a rare situation where all FFCC spaces (Arena, Theater and Meeting Rooms) could theoretically be occupied by maximum-attended activities, total industry standard parking space requirements could rise to an estimated 2,366. The required parking spaces can be provided in a combination of on-site spaces directly controlled by arena management and existing or new parking within a reasonable walking distance (5 to 10 minutes) of the arena. Dispersing parking thorough the immediate area would serve to encourage patronage of area businesses within the downtown area by attendees in connection with FFCC attendance. Provided by the City's Transportation Services Department, the following map outlines key downtown Dubuque parking proximate to the FFCC. ■ � � � � ■ � � �. • • �� . e, �. � � �� 1 � � ��. � _ .� ■ � • � � � � � � � �� As shown, there are a number of parking opportunities nearby the FFCC. Specifically, there are nearly 7,000 parking spaces within a 15-minute walk of the FFCC (more than 4,000 of which are free of charge after 5:OOpm or 6:OOpm—times after which the majority of FFCC attendees will be arriving for most events). Ms. Marie Ware December 12, 2018 Page 17 of 44 Further, as shown on the map below, even with the loss of approximately 80 existing parking space (Municipal Lot 10) due to the north parcel needed for expansion, there will still be an estimated 2,222 parking spaces through ramps and public surface lots (not including street parking)with approximately two blocks of a FFCC entrance. The northward expansion of the Project site and the creation of a new north end Main Entrance and Plaza will make the 1,000+ parking spaces in the large two nearby ramps to the east much more desirable for FFCC attendees. + � � �� - lTip1�a� � - Y - ! . � �,. "��' • �� ti "' • s• `' �. , � aa��:�1 �'� `� �' ' `Y� �� , ' � � ..�;� �' �7 r y_�•�: k' � � ' . � � rf' � �. , -�;'��~ � � `e y�T�,�� - � � � ,° 1� � �� ,. ��+}:� ! 1� � � . � �� - � 1 ', .�~� r •' � � �' ��.Y�' :.�► ' . � �� .i�''� r F i��! •� ''T'�• y� �,�� , .i ��+� Yr �� , y �i ,� � �, ��, ; . �r'a1;�.. :�:�:: � ,�'. . 1� +1 ��rr.� �',. � *� �,� - - ' �y� �r ��`` ' � � _ • , � '��' ..��. ��t � ` ' � '' :.S�';e'=`,►r,`�j �- � ', � �-�' '- - �_ L,, _ � -� •+•f� ,�: t;�. "�;..,��'i�5 R . - . � # � . . . ''��_ = �� ! � , .`.�' �, • •' �`' � _ ;,. �'�sf /�� t, � � � ,** ' .�� /' `� 4Fr� Cy •r��R`� S"�� • � �'��j�kF A� 'd�' r/'�. . �r�` *�.�f�� • . � �� e �� t .� f'� " , J=` �.� •^� � � �,r. . ��- ) i ''4 . l 1 tT w�-�(� �, •..• - .�'1 *�' � . � .�`�J��• �'"4� a��`'t 'r- i�' � T y E} � + �f'A` � J�� :��► �,' �� - .• � � I I �,. • k � ` i - r r� � ;� {� � � :e,l h��y 2 222 parking spaces � ' ` �+ + 1 R � Iyi;� (ramps and surface lots only)within ��. x� �, ' approx.2 blocks of a FFCC entrance . �r �4+ . �'��"',,,��!• � � +'�]... � �S -i `� �t� �p Y/� 4 r 4 ��.� ,� .��,�� '. � � ` °{- rr + CT�� While latent downtown Dubuque parking demand may be moderate to high during daytime working hours Monday through Friday for certain lots, ramps, and street spaces, it is important to first recognize that the vast majority of high attendance events are entertainment/spectator events that occur in the evenin hours or on weekends. This supply and demand pattern is typical for nearly all entertainment/spectator event venues and tends to benefit event facilities that are located in central business districts of downtowns. Ms. Marie Ware December 12, 2018 Page 18 of 44 Shown below, a bird's-eye view aerial rendering (looking north to south)gives a sense as the proximity the two existing parking ramps (lower left) would be relative to the new positioning of the FFCC Project. Demand at these two ramps are low on the weekends and after the 5:OOpm hour midweek-the time periods when most major FFCC events would occur. _-;f _ . -rr� � y e 4Y -- .,,�� , - �e �_ a. �r. � . . r -- - � ,��{ -,�'��..'��7�! � T-- ' �_ ��1'- _ !� �:..�� ,$'�''� . � --- � ,,• . � ,,� �r� � .�� , .. „ �� • ' 1 "ji.�i��i -��:F t � �� ;;;�'�' _3� , , , �� : , :-. �. �- 1 �� y��' - "�;. ��r . ,r ,� .�. ;��..e •� � � I1Wr.,} 9F �.�gi��:� � _ Y. .. Y'}`' � �` �� 4� . �.. .�.t� ' '.��!M�' f} ��.:1� ..��` ";II .111 Y •��y+' `'. i ' _' ' ..r.t �.Y �, y�- l r�� ,-� '�t � ��' � � a. � , ` y� i� .... � va--� ..� i- ^ _ �� ' ' -- .. �,+,1��1� ';� �� . �� - � � ; � „ � L si,'4a� � ,� � ti� , � � �� . . ! � -- �►' a a � t�� ; .�,� T!�_ _ jy �,'yi,4 �-� Y� • \� ^ � ^ � � � �y , �-' �� ^y r� �� ! � �-_yy� _ J� •� _Tr�y ,'�� ' ' _ 7 � �I�,� .,.. i Y� . � ?-�. _�� '�� _ � ` � . '.� ..7 r. T Adjusted for seating capacity, the parking supply in downtown Dubuque proximate to the proposed Project is more plentiful and less costly than that associated with most comparable arena venues located in other markets throughout the country. The following exhibit presents the estimated parking supply serving some successful comparable venues, with a comparison to the FFCC: Parking Estimated Seating Spaces Proximate Coverage City,State Facility Capacity Needed(1) Supply(2) Percentage La Crosse,WI La Crosse Center 19,100 6,367 5,369 84°/o Evansville,IN Ford Center 11,000 3,667 4,000 109% Corpus Christi,TX American Bank Center 10,000 3,333 4,200 126% Bloomington,IL Grossinger Motors Arena 9,146 3,049 2,597 85°/o Beaumont,TX Ford Arena 9,000 3,000 5,000 167% Bemidji,MN Sanford Center 6,000 2,000 1,200 60% Prescott Valley,AZ Prescott Valley Event Center 6,200 2,067 3,000 145% Dod e Cit ,KS United Wireless Arena 4,935 1,645 1,600 97% Average 9,423 3,141 3,371 107% Median 9,073 3,024 3,500 116°/ Dubuque Estimated Supply Within Practical Walking Distance Dubuque,IA(2) FFCC(Existing) 4,000 1,333 6,500 488% Dubuque,IA(2) New FFCC(max Arena) 6,398 2,133 6,500 305% Dubuque,IA(2) New FFCC(max Arena+Theater) 7,098 2,366 6,500 275% Dubuque Estimated Supply Ramp/Lot Supply Within 2 Blocks Dubuque,IA(3) FFCC(Existing) 4,000 1,333 2,222 167% Dubuque,IA(3) New FFCC(max Arena) 6,398 2,133 2,222 104% Dubuque,IA(3) New FFCC(max Arena+Theater) 7,098 2,366 2,222 94°/o (1)Extrapolation based on industry typical recommendation of 1 parking space per 3 seats (2)Estimated parking supply within reasonable walking distance,based on conversations with city offcials and/or facility management. (3)Represents core public ramp and surface parking supply(NOT W CLUD W G street parking or private lots)within approximately two blocks of the FFCC. Ms. Marie Ware December 12, 2018 Page 19 of 44 Based on industry standards and a review of parking supply in downtown Dubuque, it is not believed that the development of additional parking structures or lots will be necessary for any of the identified FFCC development scenarios. Conversely, downtown Dubuque's volume, availability and pricing of parking supply nearby the FFCC is considered a product strength relative to other comparable venues located throughout the region and country. It would be expected that parking demand with regard to the Project will be further mitigated through the continued expansion and consumer acceptance of ride sharing services (i.e., Uber, Lyft), as well as the much more functional and attractive passenger load/unload areas at the Plaza/Main Entrance for the drop- off and pick-up of FFCC attendees. Ms. Marie Ware December 12, 2018 Page 20 of 44 5. Operating Performance Estimates The market, financial and economic model developed for the 2017/18 study was expanded and revised to consider the FFCC Project under this Phase 2 effort. Based on the program assumptions discussed herein, the exhibit below presents a summary of the estimated annual event levels, event days, and utilization days (move-in days,event days,and move-out days)by event type for the FFCC Project during the startup period and over a cumulative period of years. Estimated FFCC Project Annual Event and Utilization Levels Stabilized Year 1-15 Years 1-30 Year 1 Year 2 Year 3 Cumulative Cumulative Number of Events Community/Religious 5 6 8 115 235 Concerts 21 20 21 314 629 Convention/Tradeshow 5 5 6 88 178 Family/Ice Shows 10 11 12 177 357 Meetings/Banquets 40 50 50 740 1,490 Non-TenantPerformance 18 19 20 297 597 Public/Consumer Show 3 4 5 72 147 Sporting Events 50 55 60 885 1,785 TenantPerformance 26 26 26 390 780 Other 17 21 25 363 738 Total 195 217 233 3,441 6,936 Event Days Community/Religious 5 6 8 115 235 Concerts 23 22 23 338 677 Convention/Tradeshow 8 8 9 132 267 Family/Ice Shows 12 13 14 212 428 Meetings/Banquets 40 50 50 740 1,490 Non-TenantPerformance 42 44 47 693 1,393 Public/Consumer Show 5 6 8 108 221 Sporting Events 61 67 74 1,085 2,188 TenantPerformance 96 96 96 1,438 2,876 Other 5 6 8 108 221 Total 295 318 335 4,970 9,996 Utilization Days Community/Religious 8 9 12 173 353 Concerts 24 23 24 362 726 Convention/Tradeshow 15 15 18 264 534 Family/Ice Shows 14 15 17 248 500 Meetings/Banquets 60 75 75 1,110 2,235 Non-TenantPerformance 48 51 53 792 1,592 Public/Consumer Show 8 10 13 180 368 Sporting Events 76 83 91 1,342 2,706 TenantPerformance 202 202 202 3,023 6,045 Other 24 30 36 522 1,061 Total 478 513 540 8,015 16,119 Ms. Marie Ware December 12, 2018 Page 21 of 44 The exhibit below presents a summary of the estimated attendee days by event type for the FFCC Project during the startup period and over a cumulative period of years. A portion of the total attendee base represents non-local attendees (i.e., attendees that do not reside in Dubuque) and a modest portion of these non-local attendees represent visitors that require overnight lodging. As such, estimates relative to non-local attendee days and hotel room nights have also been presented. Estimated FFCC Project Annual Attendance&Hotel Room Nights Stabilized Year 1-15 Years 1-30 Year 1 Year 2 Year 3 Cumulative Cumulative Total Attendee Days Community/Religious 11,500 13,800 18,400 264,500 540,500 Concerts 61,062 58,154 61,062 913,015 1,828,938 Convention/Tradeshow 11,250 11,250 13,500 198,000 400,500 Family/Ice Shows 21,000 23,100 25,200 371,700 749,700 Meetings/Banquets 10,000 12,500 12,500 185,000 372,500 Non-TenantPerformance 28,350 29,925 31,500 467,775 940,275 Public/ConsumerShow 8,100 10,800 13,500 194,400 396,900 Sporting Events 79,677 87,645 95,613 1,410,290 2,844,484 TenantPerformance 122,241 122,241 122,241 1,833,609 3,667,219 Other 11,156 13,781 16,406 238,219 484,313 Total 364,336 383,196 409,921 6,076,509 12,225,329 Non-Local Attendee Days Community/Religious 1,150 1,380 1,840 26,450 54,050 Concerts 18,318 17,446 18,318 273,905 548,682 Convention/Tradeshow 5,625 5,625 6,750 99,000 200,250 Family/Ice Shows 6,300 6,930 7,560 111,510 224,910 Meetings/Banquets 2,500 3,125 3,125 46,250 93,125 Non-TenantPerformance 4,253 4,489 4,725 70,166 141,041 Public/Consumer Show 2,430 3,240 4,050 58,320 119,070 Sporting Events 15,935 17,529 19,123 282,058 568,897 TenantPerformance 24,448 24,448 24,448 366,722 733,444 Other 3,347 4,134 4,922 71,466 145,294 Total 84,306 88,346 94,861 1,405,846 2,828,762 Hotel Room Nights Community/Religious 230 276 368 5,290 10,810 Concerts 2,748 2,617 2,748 41,086 82,302 Convention/Tradeshow 1,875 1,875 2,250 33,000 66,750 Family/Ice Shows 420 462 504 7,434 14,994 Meetings/Banquets 500 625 625 9,250 18,625 Non-TenantPerformance 638 673 709 10,525 21,156 Public/Consumer Show 97 130 162 2,333 4,763 Sporting Events 1,062 1,169 1,275 18,804 37,926 TenantPerformance 3,667 3,667 3,667 55,008 110,017 Other 893 1,103 1,313 19,058 38,745 Total 12,130 12,596 13,620 201,787 406,088 Ms. Marie Ware December 12, 2018 Page 22 of 44 The exhibit below presents a summary of the estimated financial operating results for the FFCC during the startup period and over a cumulative period of years. Figures are presented in 2018 dollars. These figures only represent the annual operations of the facility scenarios and do not include construction debt service payments, capital repair/replacement reserve funding obligations, or other non-operating expenses. Estimated FFCC Project Financial Operating Results(presented in 2018 dollars) Stabilized Year 1-15 Years 1-30 Year 1 Year 2 Year 3 Cumulative Cumulative Operating Revenues Facility Rent $803,725 $821,009 $864,220 $12,859,594 $25,822,894 Food&Beverage 447,749 462,192 481,450 7,168,791 14,390,541 Advertising/Sponsorships 233,240 235,620 238,000 3,562,860 7,132,860 Premium Seating 165,645 174,848 184,050 2,733,143 5,493,893 Contract Service&Other 80,750 90,250 95,000 1,406,000 2,831,000 Total Operating Revenue $1,731,108 $1,783,919 $1,862,720 $27,730,387 $55,671,187 Operating Expenses Salaries&Benefits $1,193,915 $1,206,223 $1,230,840 $18,401,058 $36,863,658 Contract Labor 72,390 74,676 76,200 1,137,666 2,280,666 Utilities 276,772 279,596 282,420 4,227,827 8,464,127 Repair&Maintenance 66,278 67,735 72,833 1,080,842 2,173,337 General&Administrative 138,594 140,022 142,880 2,136,056 4,279,256 Supplies 65,334 66,710 68,773 1,026,093 2,057,688 Insurance 70,012 70,012 70,012 1,050,180 2,100,360 Other 210,560 215,040 224,000 3,337,600 6,697,600 Total Operating Expenses $2,093,854 $2,120,014 $2,167,958 $32,397,322 $64,916,692 Net Operating Profit/Deficit ($362,746) ($336,095) ($305,238) ($4,666,936) ($9,245,506) As shown in the exhibit, upon stabilization of operations (assumed Year 3) and presented in 2018 dollars, the FFCC Project is estimated to generate approximately$1.9 million in annual operating revenue and $2.2 million in operating expenses, resulting in an operating deficit of approximately $305,000. This indicates that the FFCC Project will operate with a significantly lower annual City-paid operating subsidy that the current FFCC facility(an approximate$500,000 annual improvement over the subsidy provided to maintain FFCC operations today). To provide context for how these FFCC Project operating projects compare to other similar facilities operating throughout the country, the exhibit shown on the following page presents a recent year summary of the financial operating results(excluding debt service and other non-operating items)at a set of recently- built comparable facilities arena and multipurpose event facilities. Based on requests for confidentiality that are commonly made by facilities providing this type of data, the names of the facilities/cities have not been specifically attributed to the data that are listed. As shown, the majority of comparable facilities annually operate at a financial operating deficit(requiring a public subsidy or other funding support). � o � cQ � �' m m � N � � W � �, Comparable Facility Benchmarking: Comparison of Recent YearAnnual Financial Operating Results o � m , � N � � N CD O � REVENUES: 00 Rentlncome $1,245,499 $2,186,245 $308,477 $1,466,695 $1,130,000 $440,000 $240,000 $271,492 $2,332,760 $999,704 Less:EventServices ($363,432) ($1,645,914) $258,813 ($434,302) ($830,000) $0 $0 $0 $16,032 $0 DirectEventlncome $882,066 $540,331 $567,290 $1,032,393 $300,000 $440,000 $240,000 $271,492 $2,348,792 $999,704 Food&Beverage $285,417 $532,393 $456,364 $2,387,808 $150,000 $900,000 $130,000 $343,477 $1,075,262 $155,218 Merchantlise $17,372 $29,103 $37,193 $35,950 $20,000 $20,000 $0 $0 $0 $133,117 Advertising/sponsorships $112,665 $602,080 $128,448 $398,715 $430,000 $450,000 $0 $301 $16,900 $853,708 Premium seating $42,346 $1,074,673 $297,468 $223,956 $390,000 $20,000 $0 $0 $0 $300,952 Surcharges/Fees $109,558 $274,733 $353,249 $78,751 $250,000 $710,000 $0 $254,612 $133,137 $174,135 Parking $0 $169,112 $481,888 $0 $160,000 $160,000 $0 $0 $0 $64,544 Ice Rink $0 $0 $0 $309,024 $0 $0 $0 $0 $0 $0 Other $188,544 $12,766 $103,020 $9,520 $80,000 -$30,000 $20,000 $16,679 $39,204 $3,438 TOTAL REVENUES $1,637,968 $3,235,191 $2,424,920 $4,476,116 $1,780,000 $2,670,000 $390,000 $886,561 $3,613,296 $2,684,815 EXPENSES: Salaries&Wages $1,211,182 $1,637,381 $1,222,759 $3,091,339 $690,000 $1,650,000 $790,000 $495,409 $1,259,202 $1,446,775 Utilities $492,291 $834,980 $393,493 $1,115,168 $280,000 $500,000 $180,000 $428,973 $393,131 $286,805 Insurance $46,970 $491,434 $103,730 $0 $70,000 $0 $50,000 $164,460 $382,526 $0 Equipment,Materials&Supplies $119,938 $318,844 $57,144 $0 $100,000 $50,000 $20,000 $207,348 $140,930 $0 Repairs&Maintenance $106,205 $41,517 $251,705 $897,372 $180,000 $0 $30,000 $97,904 $155,711 $0 Contracted Services $67,670 $84,899 $147,331 $18,520 $0 $420,000 $30,000 $249,964 $1,132,527 $817,298 General&Administrative $121,252 $125,489 ($11,450) $80,056 $130,000 $30,000 $80,000 $180,854 $333,530 $628,256 Marketing $30,784 $11,520 $99,749 $0 $0 $350,000 - $380 $122,224 $0 ManagementFee $117,719 $243,587 $351,201 $175,000 $40,000 $0 $80,000 $0 $0 $0 TOTAL EXPENSES $2,314,010 $3,789,651 $2,615,662 $5,377,456 $1,490,000 $3,000,000 $1,260,000 $1,825,293 $3,919,781 $3,179,135 NET INCOME(LOSS) ($676,042) ($554,460) ($190,742) ($901,340) $290,000 ($330,000) ($870,000) ($938,732) ($306,485) ($494,320) OPERATING MARGIN -41% -17% -8% -20% 16% -12% -223% -106% -8% -18% Ms. Marie Ware December 12, 2018 Page 24 of 44 6. Economic Impact Estimates An updated economic impact analysis was also conducted for the FFCC Project under this Phase 2 effort. As presented in the 2017/18 study, the following chart outlines key economic impact concepts and metrics. Economic Impact Analysis Concepts and Metrics ` • • . C . .. . • • . .. . - - � - - - • - - - - - - - -.. ..- - - - - - - - - .- 1. Direct Spending 1. Direct Spending 1. Direct Spending • Materials • Room&Space Rentals • Lodging • Labor • Food&Beverage • Restaurants/Bars 2. Indirect&Induced Spending • Retail&Merchandise • Retail 3. �UtpUt(direct+indirect+inducedspending) • Entertainment • EntertainmenUGaming • Sponsorship&Advertising • Transit 4. Employment(fu��e.Part-time jobs) • Contract&Other Services • Services/Other 5. Earnings(persona�income) 2. Indirect&Induced Spending 2. Indirect&Induced Spending 6. TaxRevenue $. OUtpUt(direct+indirect+inducedspending) p ( p g) 3. �Ut Ut direct+indirect+induced s endin • saies&use taxes 4. Employment�rUu a Pan-eme�obs� 4. Employment�ruu s Part-ame�obs� 5. E2fIlIIIgS(personal income) 5. E2fIlIIIgS(personal income) 6. Tax Revenue 6. Tax Revenue • Sales&use taxes • Lodging taxes • Excise,gaming&other taxes • Sales&use taxes • Car rental&transit taxes • Excise,gaming&other taxes For purposes of this analysis, results of the economic impact analyses are measured in terms of the following categories: • Total output represents the total direct, indirect and induced spending effects generated by the project. This calculation measures the total dollar change in output that occurs in the local economy for each dollar of output delivered to final demand. • Personal earninqs represent the wages and salaries earned by employees of businesses associated with or impacted by the project. In other words, the multiplier measures the total dollar change in earnings of households employed by the affected industries for each additional dollar of output delivered to final demand. • Emplovment represents the number of full- and part-time jobs. The employment multiplier measures the total change in the number of jobs in the local economy for each additional $1.0 million of output delivered to final demand. The initial spending of new dollars into an economy begins a series in which the dollars are cycled through the economy. The re-spending of the dollars is estimated by using the economic multipliers discussed above and applying them to the amount of direct,or initial, spending. The multiplier illustrates that spending in a defined economy will lead to additional spending until that dollar has completed its cycle through leakage. Leakage represents the portion of a dollar spent in areas outside the designated economy. Ms. Marie Ware December 12, 2018 Page 25 of 44 This analysis onlv considers"net new"economic impact. This impact is derived solely by visitors attending or participating in FFCC events that do not reside in Dubuque. For conservative purposes, our approach to economic impact estimation does not consider any spending by facility attendees/participants if they reside in Dubuque. It has been assumed that any spending by these local residents would represent "displaced"spending, that would have otherwise been spent locally on other products and services. The existing FFCC annually generates economic impact in Dubuque associated the attraction of visitors to the city, and their spending in it, that would have not otherwise traveled to Dubuque if it were not for the event they chose to attend at the FFCC. Further, the construction and the subsequent operations of the FFCC Project will generate significant new economic impact in Dubuque particularly when considering aggregate impacts over time. The following exhibit depicts the cumulative net new economic impacts estimated to be generated by the FFCC Project during the startup period and over a cumulative period of years. Summary of Estimated Economic Impacts (presented in 2018 dollars) Stabilized Year 1-15 Years 1-30 Year 1 Year 2 Year 3 Cumulative Cumulative Construction Impacts Direct Spending $0 $0 $0 $44,550,000 $44,550,000 Indirect/Induced Spending 0 0 0 30,588.838 30,588,838 TotalOutput $0 $0 $0 $75,138,838 $75,138,838 Personal Income(earnings) $0 $0 $0 $25,303,175 $25,303,175 Employment(full&part-time jobs) 0 0 0 534 534 In-Facility Impacts Direct Spending $1,299,135 $1,330,140 $1,383,578 $20,615,783 $41,369,447 Indirect/Induced Spending 537,269 549,618 571,612 8,517.849 17,092,035 TotalOutput $1,836,405 $1,879,758 $1,955,190 $29,133,632 $58,461,482 Personal Income(earnings) $663,527 $679,557 $706,894 $10,532,707 $21,136,117 Employment(full&paR-time jobs) 29 29 30 454 912 Out-of-Facility Impacts Direct Spending $4,262,443 $4,401,665 $4,716,331 $69,976,414 $140,721,383 Indirect/Induced Spending 1,582,267 1,633,690 1,749,915 25,964,858 52,213,590 TotalOutput $5,844,710 $6,035,355 $6,466,247 $95,941,272 $192,934,973 Personal Income(earnings) $1,820,312 $1,879,288 $2,012,585 $29,863,200 $60,051,969 Employment(full&part-time jobs) 85 88 94 1,398 2,811 Total Economic Impacts Direct Spending $5,561,579 $5,731,804 $6,099,909 $135,142,198 $226,640,830 Indirect/Induced Spending 2,119,536 2,183,308 2,321,528 65,071,545 99,894,463 TotalOutput $7,681,115 $7,915,113 $8,421,437 $200,213,743 $326,535,293 Personal Income(earnings) $2,483,839 $2,558,845 $2,719,479 $65,699,082 $106,491,262 Employment(full&part-time jobs) 114 117 125 2,386 4,256 Ms. Marie Ware December 12, 2018 Page 26 of 44 In addition to the more quantifiable benefits, some anticipated benefits related to the construction and operations of the proposed FFCC Project cannot be quantitatively measured. Beyond the economic activity and jobs indirectly provided, these types of non-quantifiable impacts of a project of this nature and scope can serve to elevate Dubuque's profile and brand as a visitor destination and as a quality place to live, work, learn and play. In fact, these qualitative benefits tend to be a critical factor in the consideration of public and private investment in projects of this nature, particularly those involving existing venues with a long history of service in the local community. These include issues pertaining to quality of life (through attracting entertainment events that would not otherwise travel to the area and hosting civic and private events), ancillary economic development facilitation, employment opportunities, community pride and other issues. Potential non-quantifiable benefits could include: • Potential Transformative and Iconic Effects — Elevating the quality, profile, and exposure to national, regional and local audiences of a key local event facility can have important transformative and residual impacts on the Dubuque community and destination, in terms of quality of life, community prestige, perception by visitors and non-locals, and other such effects. • Quality of Life for Residents — New/enhanced event and public assembly facilities provide diversified activities for local residents and families, which can make Dubuque a more attractive and enjoyable place to reside. Quality public assembly facilities can contribute to enhancing community pride, self-image, exposure and reputation. All these items can assist in retaining and attracting an educated workforce, particularly younger adults who often desire quality entertainment, cultural, leisure and recreational amenities. • New Visitation — New visitors will be attracted to the area because of an event in the expanded/improved arena and performing arts facility products. These attendees, in turn, may elect to return to the area later with their families, etc. for a vacation after visiting the area for the first time. • Spin-Off Development— Private sector investment can be induced in the areas surrounding event facilities, such as arenas and performing arts centers, spurred by increased volume of visitors to the event facility, representing additions to the local tax base. Enhanced economic growth and ancillary private sector development near the FFCC could be more likely should the City elect to invest in a major FFCC improvement project. • Anchor for Revitalization — Key event facility project development can often times anchor larger downtown or community-wide master development plans and new development activities. • Other Benefits — Increased synergy with the other local event, entertainment and hospitality facilities can lead to increased tourism activity in communities. Likewise, the proposed FFCC investment would be expected to enhance affordable entertainment, cultural, educational and leisure alternatives for families in Dubuque. Further, this benefit directly links to the economic impact documented in the Arts and Economic Prosperity study which estimated that the Dubuque's nonprofit arts and culture industry generates approximately$47.2 million in economic activity. Ms. Marie Ware December 12, 2018 Page 27 of 44 7. Construction Cost Estimates A construction cost analysis was performed,and preliminary construction budget was created by the Project Team, led by Betsch Associates, with assistance by a number of industry experts, including but not limited to: Mortenson Construction Company, Legends Project Management, FEH Design, MEP Engineers, Geiger Engineers, Avant Acoustics, William Caruso and Partners, Blackstone Environmental, Portzen Construction, and Conlon Construction Company. The exhibit below presents a summary of total hard and soft construction costs for the Project broken down by primary type. Additional detail and supporting calculations are provided in the supporting documents associated with this report. Importantly, as will be discussed in the subsequent section, it should not necessarily be assumed that 100 percent of these costs be borne by the public sector (i.e., City of Dubuque). There will be important opportunities to engage the private sector to assist in defraying the total amount of any hypothetical City funding obligation to execute this type of Project. These figures represent current estimated all-in costs, assuming a late 2020 construction groundbreaking. Further, it is also important to recognize that construction costs have historically risen at a higher rate than standard cost of living based inflation. For instance, industry construction professionals who collaborated on this Phase 2 effort typically assume between 4.0 to 5.0 percent annual increase in construction costs for planning purposes (as compared to approximately 3.0 percent in typical annual cost of living inflation). FkVE FLAGS CEMi'ER E7(PANSIDM PROJECT 6U�GET SUMMARY TpTALS ARENA THEATi2E THEATRE SLlPPORT I. CDNSTRUCTIQM CflST $68,089,34G $63,934,268 $7,7d6,449 52,448,629 A. Silework 56.355,820 $6,317,817 50 $38.003 B. New Conslruotion $51.809,46fl $51,672,448 $0 5137,012 C. Renovation 53,593,764 $D $�,547,800 32,045,965 D. Designl Bid Cantingency{510} $3,087,952 $2,899,513 577,390 $111,a49 E. Sublotal oT Ilems A.-E). $64.846,996 $60.889,779 $1,625,190 $2,332,Q28 F. Constructian Con[ingency{5°I y 53.242,35a $3.04R,489 587,259 T�116.607 III. CDNSTRUCT'N RELA7Ea CaST $5,165,394 $4,T'18,004 $444,675 $2,625 A. 1% far Arl 5a $0 �0 $0 B. Furniture,Fixtures,&Equipment �4.432,337 $4.006,337 $A�3,5�0 $2,50a C. SAC,WAC,Starm Water Fees 56 $D $0 $0 ❑. Si[a Survey,Soil Bar'gs,Haz MaYI 5157,D00 $157,DOD $0 $0 E. Constructio�Testing 5�25,Dfla 5125,DOD $0 $0 F. Theatre Structural Study $5,Ofl6 55,000 $0 $0 G. IT Cansult'g $65,D06 365,000 $0 $0 H. Cammissioning!Test Balance $75,Dfl0 $75,DOD $0 $0 I. Speciaa Inspectians and O[her $6D,DDa �B�,DOD $0 $0 ,!. Contingency{5°IoJ 5245,9$7 5224,fi67 527,175 $725 IV.ADMINISTRATIVECOSTS 57,565,524 57,f05,427 Si95,645 5264,452 A.Acquisition!Administra[ion 5440,DDa S44Q,DOD $D $0 B. Design Fees 54,p85,381 $3,836,�5fi $1D2,387 $746,978 C. Project 1Nanagement �275,OflQ 5250,00q 525,0�0 50 ❑. Expenses $0 $D $D $0 E. Financing[4°/0] $2,723,574 $2,557,371 $58,258 $97,945 F. Contingency{5°IaJ for $41,5$9 $22,D00 $0 $19,589 A�quisiiianlAdmin,Expenses V. ESCALA7IQN �3,971,483 $3,719,796 �f78,278 5133,4p9 A. Desfgn Escalation[o May 2020 $D $0 $0 B. Construct'n EscalaYn to May 2027 $3,719,79fi $118,278 $933,4�9 VI.T�TAL PROJECT CO$T $84,791,65fi $79,477,494 $2,465,047 $2,849,115 Ms. Marie Ware December 12, 2018 Page 28 of 44 As shown on the previous page, based on the program, design and costing analysis completed for this Phase 2 effort, total hard construction costs for the Project is estimated at $68.1 million. Of this amount, approximately $63.9 million in hard construction costs relates to demolition and construction of a new Arena, while approximately $4.2 million in hard construction costs relates to the Theater renovation/improvements. Total soft costs, considering all estimated soft costs (i.e., FF&E, financing, design fees, site costs, demolition, remediation, consulting, project management, contingency, etc.), are estimated to total approximately$16.7 million (or 20 percent). Construction costs tend to vary widely among comparable event facility projects. Many variables exist that influence actual realized construction costs, including type of facility, size, components, level of finish, integrated amenities, costs of goods and services in the local market, location and topography of the site, ingress/egress issues, costs implications related to the existing FFCC site and integration with existing facilities and infrastructure, and other such aspects. Additional architectural costing analysis would be required to refine these estimates during any subsequent full design and schematic phase. These costs are higher than those preliminary estimated for Scenario 4 in the 2017/2018 study due to a number of factors, including: • The construction costs estimated in the previous study (along with all cost/benefit figures in the study)were presented in 2018 dollars. As there was no sense at the time of the original study of if, or when, a project would be advanced and any sense of a timeline (i.e., date of referendum, design/schematics, construction bid, groundbreaking and construction end), costs were not escalated to future year dollars. Conversely, the construction cost figures in this Phase 2 work are escalated through an assumed 2021 completion. If the original study's order-of-magnitude cost estimate was escalated through the now identified 2021 completion, it would add an equivalent of nearly$10.0 million to the assumption in the previous report (using current projected construction cost inflation rates). • The intent of this Phase 2 analysis was to conduct further investigation and due diligence to provide the City with a maximum figure for construction of the market supportable project apportioned with a modern, industry-typical array of functionality,flexibility and revenue generating amenities,within the identified timeframe. As is typical with many projects of this nature, budgetary considerations could certainly lead the City to direct the ultimately-selected Design and Construction Team to modify or eliminate certain elements to reduce costs and meet certain budget expectations for a final project. Additionally, having a maximum figure allows for an evaluation and consideration of the level of private sector contribution which would be necessary to fill any gap in a capital stack. • Since a full set of Architectural Designs and Schematics have yet to be commissioned and undertaken for the Project, the contingency cost for this costing exercise was increased materially over the order-of-magnitude assumption included in the original study. This provides an important cushion for certain items that have been preliminarily investigated, but not yet determined with certainty, such final costs associated with site acquisition, environmental remediation, utilities costs, financing and legal costs, and other such items; • Based on discussions with construction firms that have active arena construction projects underway in other national and regional markets, the most up-to-date projected costs associated with certain construction materials are higher than historical growth would have indicated at the time of the previous study's research. Ms. Marie Ware December 12, 2018 Page 29 of 44 8. Analysis of Funding Issues The purpose of this section is to provide a summary of the sources of funding that have been used within the event facility industries and to discuss certain opportunities for the FFCC Project. The intent of the analysis is not to produce a financing plan for facility development, but rather to discuss certain financing vehicles, as well as public and private revenue sources that could be utilized to fund the Project. Comparable Facilitv Benchmarkinq As the largest cost component of proposed FFCC project, the following exhibit presents an overview of the estimated construction costs associated with a selection of comparable arena facilities that have been built in recent years throughout the country. Summary of Comparable Arena Construction Costs&Funding Participation (dollars in millions) Original Inflation Adj.Const.Cost Const.Cost Year Const.Cost Per Seat Arena Market (in$millions) Public$ Private$ Public% Private% Opened Capacity (in$millions) Capacity 1 Allen Event Center Allen,TX $52.6 $47.3 $5.3 90% 10% 2009 8,600 $74.9 $8,705 2 American Bank Center Corpus Christi,TX $49.6 $49.6 $0.0 100% 0% 2004 10,323 $85.9 $8,320 - -- - - - ---- --- --- ---- ---- ---- -- - --- - - -- 3 ArenaatGwinnettCenter Duluth,GA $91.0 $91.0 $0.0 100% 0% 2003 13,000 $163.9 $12,607 4 BOK Center Tulsa OK $178.0 $146 0 $32.0 82% 18% 2008 18 041 $263 5 $14,605 5 Bon Secours Wellness Arena Greenville,SC $63.0 $30.0 $33.0 48% 52% 1998 15,951 $138.0 $5,654 6 CenturyLinkCenterOmaha Omaha,NE $75.0 $75.0 $0.0 100% 0% 2003 17,000 $135.1 $7,945 7 CenturyLink Center Bossier City,LA $60.0 $28.0 $32.0 47% 53% 2000 14,000 $121.5 $8,682 8 ChesapeakeEnergyArena OklahomaCity,OK $101.0 $101.0 $0.0 100% 0% 2002 18,203 $1892 $10,392 9 CitizensBusinessBankArena Ontario,CA $150.0 $150.0 $0.0 100% 0% 2008 11,089 $222.0 $20,023 10 Covelli Center Youngstown,OH $45.0 $44.5 $0.5 99% 1% 2005 7,000 $74.9 $10,704 �._ _... ... ._._._ _._____.______.______._____.___� ____.______ 11 Denny Sanford Premier Center Sioux Falls,SD $117.0 $117.0 $0.0 100% 0% 2014 12,000 $136.9 $11,406 12 FordCenter Evansville,IN $127.5 $127.5 $0.0 100% 0% 2011 11,000 $167.8 $15,253 13 Giant Center Hersey,PA $85.0 $50.0 $35.0 59% 41% 2002 12,000 $1592 $13,267 14 HuntingtonCenter Toledo,OH $100.0 $100.0 $0.0 100% 0% 2009 9,341 $142.3 $15,237 15 IntrustBankArena Wichita,KS $206.5 $206.5 $0.0 100% 0% 2010 15,004 $282.6 $18,836 16 lowa River Landing Arena(1) Coralville,IA $92.1 $82.1 $10.0 89% 11% 2020 5,100 $852 $16,701 17 Landers Center Southaven,MS $27.5 $27.5 $0.0 100% 0% 2000 10,000 $55.7 $5,571 18 Laredo Energy Arena Laredo,TX $35.5 $35.5 $0.0 100% 0% 2002 9,622 $66.5 $6,910 19 Mid-America Center Council Bluffs,IA $75.0 $38.3 $36.8 51% 49% 2002 9,000 $140.5 $15,608 20 PinnacleBankArena Lincoln,NE $173.0 $100.3 $72.7 58% 42% 2013 15,900 $210.5 $13,238 21 Reno Events Center Reno,NV $69.4 $69.4 $0.0 100% 0% 2005 7,500 $115.6 $15,407 22 Resch Center Green Bay,Wl $50.4 $45.3 $5.1 90% 10% 2002 10,200 $94.4 $9,255 23 Sanford Center Bemidji,MN $78.3 $78.3 $0.0 100% 0% 2010 6,000 $1072 $17,860 ----- ---- ---- ---- ----- ----- ----- ---- ----- ---- ----- ----- ---- ---- ----- ---- 24 Sanford Coyote Sports Center Vermillion,SD $66.0 $46.0 $20.0 70% 30% 2016 6,000 $71.4 $11,898 ......___. __..___...__.. __..._. .__....._..... ............ ....____..... .___.._. .___.____.. ..._.....___. ..____.___. __.._..... _____.._.... ...._..._. ...._____...... . ...___....____.... 25 Santander Center Reading,PA $36.5 $34.6 $1.9 95% 5% 2001 9,146 $71.1 $7,774 ...................................................................................................................................................................................................................................................................................................... ............................................................. 26 Sears Centre Hoffman Estates,IL $62.0 $37.2 $24.8 60% 40% 2006 11,800 $99.3 $8,412 ...................................................................................................................................................................................................................................................................................................... ............................................................. 27 StocktonArena Stockton,CA $64.0 $64.0 $0.0 100% 0% 2005 11,800 $106.6 $9,031 ____ ...___ _.___......_. .---- ---- -.__... ____. .---- ----- ---- -......- ---- ---- ---- ----- ---- 28 Tyson Event Center Sioux Ciry,IA $47.4 $35.0 $12.4 74% 26% 2003 10,000 $85.4 $8,536 29 VerizonWirelessArena Manchester,NH $65.0 $55.0 $10.0 SS% 15% 2001 11,770 $126.6 $10,757 .__.....___.....___.......___...........____...___.....___.....___.......____.....___.....__.....____.....____.....______...______...___...____.....____...____.....____.....____..._____...____...........__.. .___..._____.......____.....___.....____.. 30 Webster Bank Arena Bridgeport,CT $60.0 $52.0 $S.0 87% 13% 2001 10,000 $116.9 $11,687 31 Wells Fargo Arena Des Moines,IA $90.7 $90.7 $0.0 100% 0% 2005 16,980 $151.0 $5,894 32 XFINITY Arena at Everett Everett,WA $71.5 $37.6 $33.9 53% 47% 2003 10,000 $128.8 $12,877 Average $83.3 $71.6 $17.7 85% 15% 2006 71,400 $130.9 $17,720 Note:Comparable arenas exclude universiry-owned arenas and arenas with professional NBA or NHL franchises. (1)Construction costs representestimates provided by the construction team of$375 hard construction costs per gross square footfor a 188,974 gross square footfacility. As depicted in the exhibit, in 2018 dollars, the average comparable arena facility project costs an average of$130.9 million to develop with project costs ranging from a low of$55.7 million for the Landers Center in Southhaven, Mississippi to a high of approximately $282.6 million for the construction cost of Intrust Bank Arena in Wichita, Kansas. The inflation-adjusted construction cost per capacity seat for the average comparable arena was $11,720 per seat. Extrapolating this the FFCC Project suggests an approximate $80 million arena project-consistent with the figures generated within this Phase 2 effort (excluding Theater-related costs, and higher than expected construction costs in future years and a large contingency cost, appropriate for planning purposes at this early stage). Ms. Marie Ware December 12, 2018 Page 30 of 44 The public sector contributed a significant amount of funding towards the development of the arena in each of these comparable markets, ranging from 47 percent to 100 percent of total costs. Nearly half of the projects were funded 100 percent by the public sector. The following is a summary of the specific funding sources for some of the comparable arenas. American Bank Center—Corpus Christi, TX Opened in 2004 in Corpus Christi, Texas, the American Bank Center was constructed at a cost of approximately $49.6 million. To fund the construction of the facility, the City issued $49.6 million in general obligation bonds. Debt repayment for the facility is derived from the revenue generated from a 0.0125 percent sales tax increase, which was approved by voters in 2000. Allen Event Center—Allen, TX The Allen Event Center, located in Allen, Texas, opened in 2009. The Arena's development was the result of a private/public partnership between the City of Allen and the MGHerring Group, a Dallas-based developer. Development costs totaled $70 million, which included infrastructure costs such as a parking garage and street signage. The City of Allen funded $47 million of the project via a bond issue backed by sales tax revenues. MGHerring, who was the developer responsible for the larger `The Village at Allen' project, contributed $23 million to the arena construction. The City of Allen, however, agreed to use additional sales tax revenues to reimburse MGHerring for up to 75 percent of their upfront payment. BOK Center—Tulsa, OK The$198 million BOK Center opened in 2008 in downtown Tulsa, Oklahoma. Approximately$166 million of the BOK Center development costs were funded through Tulsa's Vision 2025 initiative, which is supported by a one percent sales tax increase in Tulsa County for 13 years to fund various projects. Approximately $32 million in private arena funding was secured through corporate sponsorships and premium seating sales, including the sale of naming rights to Bank of Oklahoma for$11 million over 20 years. Covelli Centre—Youngstown, OH Located in Youngstown, Ohio, the Covelli Centre was developed at a cost of approximately$45.0 million. The majority of the funding came from a $26.8 million federal Housing and Urban Development (HUD) grant. The State of Ohio contributed $2.0 million, while Ohio Edison contributed a $550,000 energy grant. The City also paid approximately $4.0 million for infrastructure improvements. To complete the funding of the facility, the City borrowed $11.9 million, which is offset annually by the operating surplus of the arena, food and beverage tax revenue and a 5.5 percent admissions tax the City charges on tickets sold at the facility. Denny Sanford Premier Center—Sioux Falls, SD The Denny Sanford Premier Center opened in September 2014 at a total cost of approximately $117 million (approximately $385 per gross square foot) financed through four sources. The city issued $102 million in tax-exempt bonds to be paid over 22 years at a 3.21 percent interest and $12.5 million in taxable bonds to be paid over 11 years at 1.87 percent interest. The bonds will be paid off with second penny sales tax funds, which is estimated to generate more than $50 million annually. The City of Sioux Falls is expected to pay an average of $7.9 million in principal and interest per year. The city also contributed $500,000 of sales tax fund cash from the city's budget in 2012. The fourth source of financing came from a $2 million donation from Sanford Health. Ford Arena—Beaumont, TX Ford Arena in Beaumont, Texas was developed as part of Ford Park, a $55.0 million sports and entertainment complex, which also includes an amphitheater, festival grounds and a Ms. Marie Ware December 12, 2018 Page 31 of 44 softball/baseball field complex. Arena construction accounted for approximately $32.0 million of the total development cost. The entire project was funded by Certificates of Obligation issued by Jefferson County. The Certificates are backed by general County revenue, not by a specific tax or revenue stream. County representatives indicated that, while a referendum would have been required to issue general obligation bonds, they did not need a referendum to approve the COO issuance. Ford Center—Evansville, IN Located in Evansville, Indiana, the Ford Center was built in 2011 at a cost of approximately$127.5 million. The City of Evansville issued bonds to pay for the facility, which are to be repaid through the City's share of casino (riverboat)funds, Downtown Tax Increment Finance District (TIF)funds and food and beverage taxes. In 2013, the Center's debt service was paid from $3.4 million in riverboat funds, $3.4 million from Downtown Tax Increment Financing and $1.2 million in food and beverage tax revenues. Intrust Bank Arena—Wichita, KS The 15,750-seat Intrust Bank Arena opened in 2010 and serves the Wichita region with concerts, family shows and various sporting events. Located in downtown Wichita,the$206.5 million project was funded without debt through a tax bill authorizing Sedgwick County to collect a one cent sales tax for 30 months while the arena was being constructed. PPL Center—Allentown, PA The$177 million PPL Center opened in September of 2014 in downtown Allentown, Pennsylvania. The PPL Center was funded through the issuance of municipal bonds, which are backed by tax revenues from the Neighborhood Improvement Zone ("NIZ"). A 10-year naming rights agreement with utilities provider PPL was secured prior to the arena opening. Reno Events Center— Reno, NV Located in Reno, Nevada,the Reno Events Center opened in 2005 at a cost of approximately$65.0 million. To fund the facility, the City of Reno issued $120.0 million in 30-year bonds, which are backed by 15 percent of the City's consolidated tax revenues. Of that, $43.0 million was used to retire the National Bowling Stadium debt, $7.6 million was used repay the city for the land the Bowling Stadium sits on and approximately $69.4 million was used to pay for the Reno Events Center. Resch Center—Green Bay,WI The 10,000-seat Resch Center is located in Green Bay, Wisconsin and was built at a cost of$50.4 million. Approximately $35.8 million of the project cost is supported through 30-year tax revenue bonds issued through the Community Development Authority of the Village of Ashwaubenon, backed by Brown County. The revenue bonds are backed by a room tax on hotels. The room tax was two percent prior to the project but was increased to eight percent to fund construction of the arena as well as a new convention center in Green Bay. In 2012, Brown County reached a 15-year agreement with PMI Entertainment Group to continue managing the Resch Center. The deal guarantees an additional $5.0 million more in capital improvements for the facility. PMI pays for all of the operating costs and utility expenses. In turn, PMI keeps all of the revenue generated from the facility including parking fees. Under the agreement, PMI pays more than $355,000 annually in rental fees. PMI funded the Convention and Visitors Bureau until 2011 when a two percent increase (now 10 percent) in hotel room taxes was passed to fund the CVB. The money that PWI used to fund the CVB is now used to pay the increased rent to the county to run the facility. Ms. Marie Ware December 12, 2018 Page 32 of 44 Sanford Center— Bemidji, MN Opened in 2010, the Sanford Center and George W. Neilson Convention Center is a 193,000- square foot event center that is part of the 140-acre South Shore mixed-use development in Bemidji, Minnesota. The event center includes the 4,700-seat Sanford Center arena,which serves as the home of the Bemidji State men's and women's hockey teams of the NCAA Division I Western Collegiate Hockey Association. The complex also includes the George W. Neilson Convention Center,which offers 10,000 square feet of ballroom space, divisible into three separate rooms, and 4,000 square feet of ineeting space. Construction of the Sanford Center cost approximately $78.3 million and was funded entirely by the public sector. Funding of the facility included approximately $45 million from the extension of a half cent City sales tax, $20.0 million in state construction bonds, $3.0 million in state planning funds, approximately$5.0 million from a Tax Increment Financing district established at the South Shore development, approximately$4.1 million from the sale of City land, and a $1.2 million grant from the Department of Employment and Economic Development. In 2010, the City agreed to a 10-year, $2.0 million naming rights agreement with Sanford Health Systems that will pay the City $200,000 annually. In 2012, the Sanford Center generated revenues of$2.3 million and incurred expenses of$2.8 million, resulting in a net operating loss of approximately$417,000. Verizon Wireless Arena—Manchester, NH The Verizon Wireless Arena in Manchester, New Hampshire opened in 2001 and was constructed at a cost of $65.0 million, including $2.8 million in land acquisition. The majority of the projecYs funding consisted of$50.0 million in bonds issued by the Manchester Housing Authority on behalf of the City. The City leases the arena from the Authority with the bonds backed by the City's lease payments to the Authority. The City's lease payments are derived from the City's share of a state-wide tax on hotel/motel rooms and prepared meals. These taxes had been in place for many years prior to the arena's construction. However, due to changes in the way the State allocates the tax revenues back to local municipalities, the City of Manchester experienced an increase in its annual allocation. The City decided to use this incremental tax revenue to fund arena construction. The City's annual rent payment is based on the anticipated incremental revenue that will be received in each year of the lease, starting with $1.8 million in year one and increasing by approximately $450,000 per year thereafter, eventually peaking at$5.6 million per year. Along with these annual rent payments, an additional $3.0 million in cash from tax collections prior to and during the construction period and $2.0 million in interest earnings were contributed toward arena funding. Private funding for the arena consisted of$10.0 million in private debt issued by four local banks and backed exclusively by arena cash flows. The arena's management company receives all revenues from arena operations but also pays all event and operating costs. The management fee was $600,000 plus $150,000 in potential incentives in year one of the management agreement, increasing at an annual rate of two percent in subsequent years. After the management fee has been paid, the remaining revenue goes to pay off the private bank debt. If there is money left over after the debt payment, it funds a capital reserve or is allocated to other debt payments. Sanford Coyote Sports Center—Vermillion, SD The Sanford Coyote Sports Center is a 6,000-seat indoor arena located on the campus of the University of South Dakota. It opened in 2016 at a cost of approximately $66 million and houses the University's Men's and Women's basketball and the Women's volleyball teams. The University secured a $20 million donation from Sanford Health to support a portion of construction costs. According to the construction team, hard costs approximated $295 per gross square foot for the 186,240-gross square foot project. Ms. Marie Ware December 12, 2018 Page 33 of 44 lowa River Landing Arena—Coralville, IA A new 5,100-seat arena at the lowa River Landing is expected to open in 2020. The $46 million arena is part of a larger$190 million development that includes the 53,000-square foot lowa Fitness and Sports Performance Institute, two hotel projects, a parking ram and multiple retail and mixed- use developments. Funding has included a $200,000 grant from Johnson County, a $12 million grant from the lowa Economic Development Authority, $4 million from New Market Tax Credits, nearly $10 million in land sales revenue, naming rights revenue and other sources. According to the construction team, hard costs are expected in the range of$300 to$375 per gross square foot for the 188,974-gross square foot project. Additionally, with respect to performing arts theaters, the following is a summary of the specific funding sources for some comparable theater projects. Christopher Cohan Center—San Luis Obispo, CA The Christopher Cohan Center opened on the Christopher Cohan Center opened on September 27, 1996 in San Luis Obispo, California. Total development costs for the project reached $30 million. The Center was developed under a joint agreement between California Polytechnic State University, the City of San Luis Obispo and the Center's Foundation. The Partnership became a 501(c)3 with weighted representation. Agreement terms included: (1) $20 million was paid for by the State of California for the University through G.O. Bonds as it qualifies as a State-owned instructional building; (2) $5 million came from the City's General Fund; and (3) $5 million was secured against the Foundations' assets, with repayment scheduled to come through ticket surcharges earmarked for debt service. Kentucky Center for the Performing Arts—Louisville, KY The Kentucky Center for the Performing Arts (KCPA) opened on November 19, 1983 after more than ten years of planning and three years of construction. The KCPA was developed through a unique partnership between the state, county, city and private sectors. The $34.5 million final construction cost was partly funded by$23.5 million from the Commonwealth of Kentucky and the use of the site and a parking garage(a$2.5 million benefit)from the City of Louisville. A$13 million endowment fund was raised almost entirely from local private sources to cover the remaining construction costs and to provide future operating funds. KCPA underwent a $4.1 million renovation in 2000 that included adding 3,500 square feet to the north and south lobbies and a reconfiguration of the Main Entrance. In 2009, an $8.9 million renovation included updating the stage floor and the rigging system in Whitney Hall, as well as installing new lighting and dimming systems in its three main venues. Gaillard Center—Charleston, SC The Gaillard Center, located in Charleston, originally opened in 1968 for approximately$6 million. The 1,800-seat municipal auditorium has been undergoing renovations for the past three years with plans to open in October 2015. The $142 million total renovation costs were funded through both public and private investments. Approximately$71 million was raised by the Gaillard Performance Hall Foundation from private donors. Public funding through the City of Charleston included approximately $32 million in revenues from a Tax Increment Financing District; $29 million in accommodations and hospitality taxes and New Market Tax Credits; and $19 million in general obligation bonds. Ms. Marie Ware December 12, 2018 Page 34 of 44 Smith Center for the Performing Arts—Las Vegas, NV The Smith Center for the Performing Arts opened in 2012 and is owned by the City of Las Vegas. The $320 million Center was financed by 53 percent public and 47 percent private funding. The Donald W. Reynolds Foundation donated $100 million through a grant and $50 million through a lead gift. The City of Las Vegas funded $105 million via a City/County/State rental car tax and $65 million through City land, infrastructure and environmental cleanup. Fox Theatre Detroit— Detroit, MI Opened in 1928, Fox Theatre Detroit is a 5,174-seat venue located within the Detroit Theater District in downtown Detroit, Michigan. Listed on the National Register of Historic Places in 1985, the theatre was designated a National Historical Landmark in 1989 following a $12 million renovation in 1988 that was funded by facility owner/operator Olympia Entertainment, which also owns the NHL Detroit Red Wings and the MLB Detroit Tigers. Broward Center for the Performing Arts—Ft. Lauderdale, FL The Broward Center for the Performing Arts opened in 1991 and is located in Fort Lauderdale, Florida. The Broward Center's presenters include Broadway Across America, the Florida Grand Opera, the Gold Coast Jazz Society,the Miami City Ballet and the Symphony of the Americas. The facility is owned by the Performing Arts Center Authority and has a capacity of 2,700 in its main theater. In 2012, the Center underwent a renovation to add new seating and carpeting, upgrade the light and sound systems, construct a new Club Level and build a pavilion and terraced lounge on the exterior of the building. The Broward Center launched a $56 million capital campaign to raise funds for the renovation. The Tobin Center—San Antonio, TX The Tobin Center opened in September 2014, consisting of a 1,740-seat performance hall, 240- seat studio theatre as well as an outdoor performance plaza connected to the River Walk in San Antonio, TX. Totaling approximately $203 million, the funding for the Center was a public-private partnership between the City of San Antonio, Bexar County, and the Bexar County Performing Arts Center Foundation. A 65 percent majority of voters in Bexar County approved a $100 million bond initiative in 2008 to provide the public funding through an extension of the hotel and car rental tax as well as $41 million from the City of San Antonio in land and building donations. The remaining $54 million was raised through private donations, including a $10 million reserve fund. Dr. Phillips Center for the Performing Arts—Orlando, FL The Dr. Phillips Center for the Performing Arts began construction in 2011 at an estimated cost of approximately$514 million. Phase 1 of the project opened in November 2014 and consists of the 2,700-seat Walt Disney Theater, 300-seat Alexis & Jim Pugh Theater, Seneff Arts Plaza, the Dr. Phillips Center Florida Hospital School of Arts in addition to other ancillary spaces. The cost of Phase I was approximately $348 million. Phase II of development includes a 1,700-seat performance hall built specifically for music, ballet, dance and other performing arts that depend on the purity of sound,additional work to the Plaza,and rehearsal,classroom and office space. The anticipated completion date for Phase II of the project is set for 2019, at a total estimated cost of approximately$166 million. Funding for the performing arts center is a public-private partnership including: (1) $134 million in corporate, private and philanthropic contributions; (2) $155 million from the Tourist Development Tax, a 6.0 percent resort tax; (3) $129 million from Community Redevelopment Agency bonds secured by pledged tax increment revenues on downtown Orlando district properties; (4) $81 million in City contributions; and (5) $15 million in State contributions. Approximately$443 million of the total project budget is being used for gross construction with the remaining $71 million allocated to land acquisition and site improvement costs. Ms. Marie Ware December 12, 2018 Page 35 of 44 Potential Financing Techniques and Vehicles The development and financing of sports and entertainment facilities throughout the country in recent years has largely relied on a combination of both public and private sector financing. The enhanced revenue- generating capabilities of new and/or renovated facilities have encouraged more public/private partnerships whereby public sector financing vehicles are supplemented with private sector revenue streams. In many cases, a public sector entity will issue some form of bond to wholly or partially finance the construction of the facility. The annual debt service required to retire the bonds is then sourced from a general fund and/or from various tax revenues including sales, hotel/motel, restaurant, entertainment and other taxes, as well as other revenue sources such as facility-related revenues. The types of financing mechanisms typically used in funding sports and entertainment facilities are summarized on the following pages. General Obligation (GO) Bonds General obligation bonds are backed by the full faith and credit of the local government and paid for through general fund property taxes. This pledge is generally supported by a commitment from the issuer to repay the principal and interest through whatever means may be necessary, including levying additional taxes. The advantages associated with general obligations bonds revolve around the strength of the credit. It typically results in a simple financing that lowers the cost of issuance and reduces the bond size, since a debt service reserve fund is often not required. Also, the strength of the pledge provides a higher credit rating and, therefore, a lower cost of financing the project. General obligation bonds are the most common method of primary financing for comparable municipally-owned and operated sports and entertainment facilities such as the FFCC. General obligation bond financing may also be structured with a lower variable interest rate in the early years of the project with conversion to a fixed rate in later years; however, this could require legislation to be enacted. The primary disadvantage associated with general obligation indebtedness is that the bonding capacity for other capital needs is reduced. Based on conversations with local representatives and a review of prevalent comparable facility funding structures, the most viable option for financing the renovation/redevelopment of the FFCC may be through General Obligation Bonds,which would require a simple majority approval by local government council, as well as an approval by the State Director of Local Finance. Revenue Bonds Another frequently used method of sports and entertainment facility financing is the issuance of revenue bonds. Revenue bonds are special obligations issued by the respective governmental agency for which payment is dependent upon a particular source of funds, such as revenues generated by the project, to provide the amount needed for bond repayment. The issuer of the bonds pledges to the bondholders the revenues generated by the project being financed. No pledge of state or local ad valorem tax revenues is required; however,other taxes may be assessed and/or pledged in whole or in part by a municipality or by the state, often with legislative approval, to provide funds necessary to pay off the revenue bond offering. It may be the case, however, that any change in tax rates or allocation would have to be approved by public referendum. The major disadvantage associated with revenue bonds relates to interest rates that are typically higher than those associated with general obligation bonds. This is largely due to the fact that revenue bonds are not backed by the full faith and credit of the issuing entity. In addition, funding of a debt service reserve and other credit enhancement out of bond proceeds makes the required bond size larger with higher annual debt service payments. Ms. Marie Ware December 12, 2018 Page 36 of 44 Revenue bond financing may be structured in such a way that payments may be tied to a lower variable rate in the initial years of operation and converted to a higher fixed rate in later years. This is often advantageous in situations where the particular revenue stream or streams that are pledged to bond debt service are expected to increase annually. Based on discussions with City officials, revenue bonds would be expected to be less viable of an option than general obligation bonds to finance construction costs for FFCC Project. Certificates of Participation Certificates of Participation (COPs) represent another financial instrument that has been used to finance sports facilities. COP holders are repaid through an annual lease appropriation by a sponsoring governmental agency. COPs do not legally commit the governmental entity to repay the certificate holder beyond the annual appropriations, and therefore do not typically require voter approval. Further, this type of instrument is not subject to many of the limitations and restrictions typically associated with general obligation bonds. As COPs generally offer the issuing authority less financial risk and more flexibility than other financing instruments, they tend to be more cumbersome due to the reliance of the trustee for appropriations while typically carrying a higher coupon rate relative to traditional general obligation bonds. COPs could allow a municipal government to enhance a revenue source with a pledge to make up any revenue deficiencies from other funds. This issue would be subject to annual appropriation. The certificates usually imply that some other security, such as revenue from operations or a sales tax, will be relied on as the primary source of credit worthiness. The primary advantage associated with certificates of participation is that the obligation enhances the issue, resulting in an interest rate more favorable than a standard revenue bond issue. The disadvantage associated with COPs is that primary credit must still be established. Based on discussions with City officials,COPs have not historically been used by the City for project funding and would not be expected to be a viable option to finance construction costs for a FFCC Project. Public Sector Revenue Sources Public sector revenue sources are often used to fund the all or a majority of the capital development or renovations of municipally-owned facilities comparable to the FFCC. City Property Taxes While private sector sources could help contribute to the capital stack for the proposed FFCC Project, based on a review of comparable facility funding sources and discussions with local officials,the most likely path forward for public sector funding of a majority of the construction costs associated with the proposed Project would likely need to consist of a general obligation bond supported by property taxes. This would require a greater than 60 percent affirmative vote via a public referendum for an increase in property tax assessment. Ms. Marie Ware December 12, 2018 Page 37 of 44 Additional Public Sector Revenues Other taxes that have been used for arena, theater and event facility projects in other communities throughout the country to generate revenues, either locally or at the state level, include: • Hotel / Motel Taxes • Sales and Use Taxes • Amusement/Admissions Taxes • Tax Increment Financing (TIF) • Restaurant/Food & Beverage Taxes • Car Rental Taxes • Personal Income Taxes • Corporate Income Taxes and Fees • Gasoline Taxes • Insurance Taxes and Fees • Cigarette/Liquor Taxes • Estate and Lottery Taxes • Other Taxes, Fees and Assessments Most of these are not applicable in Dubuque's case or do not generate significant levels of revenue relative to other taxes(such as property taxes)and would not resulting in meaningful funding levels if incremental taxes were imposed specifically for the FFCC Project. As a result, proceeds from increases in these taxes have not been estimated as part of this analysis. Private Sector Revenue Sources In addition to public sector funding sources, private sector revenue sources are often used to defray public sector funding obligations for development or renovations of municipally owned facilities comparable to the FFCC. These would be items that are not included in the facility operating budget and are instead used for capital funding purposes. For instance, naming rights and sponsorship partner agreements can involve contractually-obligated income that can be used to contribute to the capital stack to pay for construction. The revenue shown in the previously presented financial operating estimates herein include advertising and sponsorship revenue, but do not include revenue/income derived from the sale of a naming rights/sponsorship package to a single private partner. Based on a review of local facility and comparable facility funding sources, the most likely potential sources of private sector funding for the proposed FFCC Project could include the following: Naming Rights & Sponsorship Partnerships Naming rights partnerships are agreements in which a company places its name or logo on a specific venue, and in return, pays an annual fee to the venue's owner or manager. Regional examples of naming rights partnerships for arena and civic complex venues include: • U.S. Cellular Center, Cedar Rapids, Iowa • Dow Event Center, Saginaw, Michigan • Tyson Events Center, Sioux City, Iowa • Indiana Farmers Coliseum, Indianapolis, IN . TaxSlayer Center, Moline, Illinois • Huntington Center,Toledo, Ohio • Grossinger Motors Arena, Bloomington, Illinois • AMSOIL Arena, Duluth, Minnesota Ms. Marie Ware December 12, 2018 Page 38 of 44 Typically, these types of deals are done on a more intermediate or long-term basis (e.g. 20 to 30 years), while renewals typically are done on shorter terms (i.e. 10 years or less). Along with the naming of the facility, a naming rights partner typically receives a variety of exposure opportunities, including landmarks, scoreboard signage, exterior facility signage, digital marquee signage, directional signage,opportunities for activation and product sampling, hospitality benefits, inclusion in the venue's media buy and editorial media coverage. The growth in naming rights can be attributed to facilities and teams looking for new revenues. As properties put a greater emphasis on the importance of naming rights, decision-makers at corporations began to see naming rights as an effective method for achieving specific marketing objectives. Naming rights marketing is particularly valuable because of its effectiveness in introducing new products, helping new or established products contend with competitive brands, and increasing corporate brand awareness. However, the real value lies in the borrowed imagery of a property and the unique media exposure a brand receives through the agreement. A corporation's ability to associate their brand directly to a team, facility or event is an important component in the value of naming rights agreements. Naming and sponsorship opportunities often present with modern arena and event venues include: • Facility Entrance - • Fa�ade Landmark y • Arena Roof - • On-CourUlce Logos • Static Scoreboard -* ,r� � } ��21�� ^ • Backlit Tunnel Signage � � � �•��_ • Scoreboard Underbelly � _. -�_ • Arena Seats �� —' • Concourse Signs —�J = s� � • Exterior poor Decal � --y �� — • Display Area �� _ - - � — - "'� � • Digital Fascia Signage , - ' _ _ _ � � - • Center-hung Video Boards E __ '. — _ • Arena Floor Maps - - � • Trash Receptacles � -_-_- j -y ,. - • Staff Uniform �, �==_`'- �f- � I � �•�-,::_- _� ' • ATM Machines =__�� '' � ., � � The naming rights and sponsorship package value that any event venue will be able to command depends, in large part, on the following factors: 1. Profile of sports tenantlsl: One or more high profile sports tenants (major university or minor league professional team) is typically critical in maximizing naming rights values. The sports teams drive media coverage, which in turn, drives demand and the value of the naming/sponsorship opportunity. 2. Comparable deals: A potential partner will analyze comparable deals in collegiate athletics and other sports industries throughout North America. 3. Market size and media coveraae: Sponsors are willing to pay more for naming rights for arenas that generate a considerable amount of inedia coverag�from television, radio, print and online. Larger markets typically generate greater exposure for a naming rights partner. Ms. Marie Ware December 12, 2018 Page 39 of 44 4. Broadcast exposure: National and regional broadcast exposure is often available to successful tenant teams and those in large markets. Sponsors are willing to pay a premium for naming rights to facilities that receive a high degree of such broadcast exposure. 5. Newness of the facilitv: New or substantially renovated/expanded arenas can command higher naming rights fees; these tend to be state-of-the-art and architecturally significant. Properties can face obstacles in renaming older facilities that have been known by a certain name for an extended period of time. 6. Number of events: The more events hosted at a facility on an annual basis,the greater the attendance,the more value to a naming rights partner. The type of events hosted at an arena can also impact the amount a venue can command for naming rights. 7. Historical success: A tenant team's historical success (i.e. number of playoff/tournament appearances)typically has an impact on the overall value of a venue's naming rights. 8. Qualitative value: Qualitative facility factors provide corporations opportunities to align their brand with the image, emotions, popularity and lifestyle evoked by a facility property and product. The term and value of naming rights and sponsorship package transactions associated with comparable arena and civic event facility products have widely varied. To provide some context and understanding of the scope of these deals, the exhibit below presents a summary of 25 comparable facility naming rights transactions. �, � Ricoh Coliseum Toronto,ON 5,600,000 1921 7,851 2003 2018 15 $10,000,000 $1,000,000 Indiana Farmers Coliseum Indianapolis,IN 1,595,377 1939 8,200 2014 2024 10 $6,000,000 $600,000 Santa Ana Star Center Rio Rancho,NM 764,869 2006 7,500 2006 NIA 5 $2,500,000 $500,000 SECU Arena Towson,MD 2,753,149 2013 5,200 2013 2023 10 $4,750,000 $475,000 TaxSlayerCenter Moline,IL 377,277 1993 9,200 2007 2017 10 $4,250,000 $425,000 Dow Event Center Saginaw,MI 209,327 1972 5,500 2014 2024 10 $4,200,000 $420,000 U.S.Cellular Center Cetlar Rapitls,IA 267,799 1979 9,000 2012 2022 10 $3,800,000 $380,000 1stBank Center Broomfield,CO 2,528,842 2006 6,500 2011 NIA 5 $1,750,000 $350,000 Germain Arena Estero,FL 608,182 1998 7,186 2004 2024 20 $7,000,000 $350,000 Huntington Center Toletlo,OH 608,711 2008 9,341 2010 2017 6 $2,100,000 $350,000 Angel ofthe Winds Arena Everett,WA 3,338,639 2003 8,149 2018 2028 10 $3,400,000 $34Q000 MassMutual Center Springfield,MA 688,495 1972 6,900 2005 2020 15 $5,000,000 $333,333 ShoWare Center Kent,WA 3,407,848 2009 6,500 2009 2019 10 $3,175,000 $317,500 AMSOIL Arena Duluth,MN 279,227 2010 6,726 2010 2030 20 $6,000,000 $300,000 CenturyLink Center Boise,ID 637,896 1997 5,732 2005 2020 15 $4,000,000 $266,667 WesBanco Arena Wheeling,WV 144,986 1977 5,400 2003 2023 10 $2,500,000 $250,000 Ford Park Event Center Beaumont,TX 377,991 2003 9,100 2005 NIA 5 $1,250,000 $250,000 Mohegan Sun Arena at Casey Plaza Wilkes-Barre,PA 549,808 1999 9,700 2010 2020 10 $2,375,000 $237,500 SantanderArena Reading,PA 408,000 2001 9,000 2001 NIA 15 $3,000,000 $200,000 Grossinger Motors Arena Bloomington,IL 167,699 2006 8,000 2017 2022 5 $875,000 $175,000 Tyson Events Center Sioux City,IA 143,837 2003 9,000 2014 2024 30 $4,000,000 $133,333 Bojangles'Coliseum Charlotte,NC 1,720,586 1955 9,065 2012 2021 10 $1,250,000 $125,000 FirstArena Elmira,NY 90,413 2000 3,700 2005 NIA 10 $1,000,000 $100,000 CURE Insurance Arena Trenton,NJ 5,855,076 1999 8,600 2017 NIA NIA NIA NIA Big Sandy Superstore Arena Huntington,WV 286,517 1977 9,000 2013 2017 5 NIA NIA AVERAGE 1,336,422 1990 7,602 2010 2022 11 $3,659,783 $342,536 MEDIAN 608,711 1999 7,500 2009 2022 10 $3,800,000 $350,000 � . iii Ms. Marie Ware December 12, 2018 Page 40 of 44 It is important to recognize some important factors that will impact the valuation or (or demand for) a possible FFCC opportunity. The value is potentially diminished due to the lack of a high- profile primary sports tenants (that many of the comparable facilities possess). Conversely, the value may be elevated due to (1) the limited number of existing high-profile corporate naming opportunities in the community, and (2) the inclusion of the historic performing arts theater element with the transaction. Nevertheless, a substantially upgraded and highly visible facility product located in the heart of Dubuque's downtown should present an opportunity for a naming/sponsorship transaction that could either assist in defraying the public sector's funding obligation. For purposes of planning, it would be reasonable to assume that the proposed FFCC Project could secure a naming rights partner for approximately $5.0 million over a 15-year term. Ticket Surcharges A ticket surcharge could be implemented at the expanded/improved FFCC, with the proceeds dedicated to service construction debt. Typical surcharges range from $0 to $4 per ticket sold. It should be noted that the ticket surcharges would be in addition to any facility fees, ticket taxes, convenience or handling charges. Care normally has to be taken to not assess onerous ticket surcharges, as increases in the cost to attend events, even through ticket surcharges, could have negative implications on demand. Any consideration of a new ticket surcharge would need to weigh the total effective impact on the arena event consumer(spectator/attendee) and promoter. Examples of ticket surcharges implemented by comparable arena facilities as a funding source include: • CenturyLink Center in Omaha, Nebraska implemented a$1.50 ticket surcharge set for three years that can be adjusted thereafter. • Ford Center in Evansville, Indiana imposes a $2.00 ticket surcharge for all Evansville events. • Pinnacle Bank Arena in Lincoln, Nebraska has a $1.00 ticket surcharge that can be increased up to $3.00 per ticket if deemed "financially necessary". For purposes of planning for the FFCC Project, it would be reasonable to assume a $1.50 ticket surcharge with proceeds dedicated to service construction debt. Based on the projected ticketed attendance figures for the Project, it is estimated that this type of ticket surcharge could generate in excess of$300,000 per year(or a capital stack contribution of more than $5.0 million). Contractually-Obligated Income Contractually-obligated income has become a popular source of private funding participation. Contractually-obligated income refers to those revenue streams that are secured through multi- year contracts and include revenue sources such as naming rights, advertising/sponsorship agreements, and private boxes. However, given a FFCC Project would be expected to continue to be City-owned, and its estimated financial operating characteristics do not anticipate regular financial operating profitability, it is unlikely that traditional contractually-obligated income streams (other than potentially naming rights and other related sponsorships that were not assumed during Ms. Marie Ware December 12, 2018 Page 41 of 44 the financial operating analysis conducted for this study)would be available to assist in defraying public sector project costs. Private Donations/Endowments Particularly with respect to performing arts facilities, certain communities have succeeded in historical fundraising efforts for various public projects. In these instances, a few high-profile, community-oriented wealthy individuals have provided private donations of capital and/or land to help defray public sector development costs. Private donations from philanthropic individuals and organizations are often critical in the fundraising efforts for performing arts theaters. Local capital campaigns (many times via the establishment of a dedicated endowment fund)tend to be instrumental in establishing seed money and demonstrating local interest in a project. The fact that any improved/expanded FFCC will ostensibly continue to be owned by the City and operating by a third-party private management firm (rather than being owned and operated by a nonprofit arts organization)could potentially pose certain challenges for a capital campaign. Nevertheless, attempts should be made to identify seed money of this nature if a determination is made to pursue a major new/renovation project that involves a substantially upgraded Theater. Other Sources Other potential private sources of revenues could come from local foundations, contributions from a primary tenant, other major facility users, parking surcharges, facility operating profits, sale of brick pavers, investment income and other such sources. With respect to potential parking surcharges, it is understood that a current arrangement has been negotiated between the City and FFCC management to ensure the availability of affordable and convenient parking at specific nearby ramps during certain FFCC events. It is typical throughout the industry to charge for event parking (which often is critical in generating revenue for operations or debt service), and it would not seem unreasonable to consider this in Dubuque should a significant investment be made to substantially upgrade the FFCC product. To minimize the impact on non-event downtown parking consumers, maintain convenience for event attendee egress, and prevent additional costs for the City, one method that could be considered would for be for a small parking charge (i.e.,fixed fee of$5 or less, paid upon entry) be assessed for a few of the ramps closest to the FFCC for ticketed events only that occur after normal parking garage operating hours (i.e., evenings and weekends). The FFCC could provide staff to operate the pay stations for vehicle entry and payment transactions for the period of time after normal parking garage operating hours until one hour after the scheduled evenYs start time. Exit from the ramp following the event would be unabated and not constrain egressing traffic. This revenue could form a dedicated source of funds to contribute to debt service or operations. Ms. Marie Ware December 12, 2018 Page 42 of 44 Conclusions Based on the analysis of funding options, public sector revenue sources are often used to fund the all or a majority of the capital development or renovations of municipally-owned facilities comparable to the FFCC throughout the region and country. While private sector sources could help contribute to the capital stack for the proposed FFCC Project, based on a review of comparable facility funding sources and discussions with local officials, the most likely path forward for public sector funding of a majority of the construction costs associated with the proposed Project in downtown Dubuque would likely need to consist of a general obligation bond supported by property taxes. This would require a greater than 60 percent affirmative vote via a public referendum for an increase in property tax assessment. The analysis suggests that planning for the FFCC Project funding structure could have a reasonable target of 80 percent provided by City of Dubuque sources and 20 percent provided by private sector or other sources. Based on the approximate $85 million estimated hard and soft construction cost estimates (previously discussed herein), a hypothetical structure scenario to meet this 80/20 split might consist of: $65 million from proceeds via City of Dubuque G.O. bonds $5 million in contractually-obligated naming rights fees $5 million in dedicated ticket surcharge revenue ($1.50 per ticket) $5 million in ticketed event parking fees (in selected nearby ramps) $5 million in private fundraising (corporate donations, donations relating to arts elements, etc.) Furthermore, as previously presented, it is estimated that the FFCC Project will operate with a significantly lower annual operating subsidy that the current FFCC facility. Specifically, the annual operating subsidy required of the City is estimated to stabilize at approximately $300,000 per annum in 2018 dollars (an approximate $500,000 improvement over the subsidy provided to maintain FFCC operations today). Lastly, it is important to recognize that the design and construction costing exercise performed for this Phase 2 effort considered a near full build-out of all elements that were both market supportable and indicated through the outreach and concepting work. A higher amount of contingency and cushion was included in the preliminary construction budget to account for some of the less certain cost factors, such as environmental and unexpected renovation events that could be found during the more detailed civil engineering, design and schematic phases of work that would be ultimately be required if the Project is pursued. As such, the project team believes that, if required, a FFCC Project budget may be workable at a slightly lower total figure; however, further investigation and/or design compromises would be required. Ms. Marie Ware December 12, 2018 Page 43 of 44 9. Conditions of Work The information concerning within this document and related supporting documents presents a summary of our work and is intended to assist the City and other related project stakeholders with the information necessary to make informed decisions regarding next planning steps concerning a potential major FFCC renovation/improvement project. The work and information presented in this report and its various appendices/supporting documents are based on estimates, assumptions and other information developed from industry research, data provided by the City and other local project stakeholders, outreach with existing and potential facility users, discussions with industry participants, and analysis of competitive/comparable facilities and communities. The sources of information,the methods employed, and the basis of significant estimates and assumptions are stated in this report. Some assumptions inevitably will not materialize and unanticipated events and circumstances may occur. Therefore, actual results achieved will vary from those described and the variations may be material. The findings presented herein are based on analysis of present and near-term conditions in the Dubuque area as well as existing interest levels by the potential base of users for an enhanced FFCC product. Any significant future changes in the characteristics of the local community, such as growth in population, corporate inventory, competitive inventory and visitor amenities/attractions, could materially impact the key market conclusions developed as a part of this study. As in all studies of this type, the estimated results are based on competent and efficient management of the FFCC and assume that no significant changes in the event markets or assumed immediate and local area market conditions will occur beyond those set forth in this report. Furthermore, all information provided to us by others was not audited or verified and was assumed to be correct. This report has been prepared for the internal use of the City and should not be relied upon by any other party. The report has been structured to provide the City with a foundation of research and analysis to provide decision makers with the information necessary to advance planning on a potential FFCC project and should not be used for any other purpose. *** * * * We hope this information is helpful. Please do not hesitate to contact me should you require any additional information or clarification. Sincerely, , �?�� C�_�,_�-. Bill Krueger � Principal CSL International Dubuque THE CITY OF � All•A�eri�Ciry D�L J�i \I4�\�I�Ak IiNPI � � � ► � � Maste iece on the Mississi i �oo�.zo�z•zo�3 � pp zoi�*zo�g TO: Michael C. Van Milligen, City Manager FROM: Marie L. Ware, Leisure Services Manager SUBJECT: Five Flags Civic Center General Financing and Referendum Information DATE: November 7, 2019 INTRODUCTION The purpose of this memo is to share information related to financing and referendums related to Five Flags Civic Center. DISCUSSION The Summary of Phase 2 for an Expanded/Improved Five Flags Civic Center contained a section of Potential Financing Techniques and Vehicles. A review was conducted between Bill Krueger, Principal of Conventions, Sports and Leisure International, Jenny Larson, Budget and Finance Director, HR Cook, General Manager of Five Flags Civic Center and Marie Ware, Leisure Services Manager of the list of potential financing techniques and vehicles in the Phase 2 Study. General obligation bonds are a typical funding source municipalities use for large capital building projects. Depending upon the specifics of any improvement, renovation and/or new project chosen for the general obligation bond amount, a vote of the community likely is needed with a 60% approval rating of the vote. If this method of funding is used the City Council and Mayor author and approve the language that would be on the ballot. The public then votes for or against the measure. Revenue bonds are bonds that have a revenue stream that is guaranteed to pay the bond payments as they come due. Typically there is a continuous revenue steam, for sales tax or hotel/motel tax. These revenue streams are currently committed to other projects or by vote are going to another entity. TIF funds for the downtown could be a funding source however they are currently allocated to other capital improvement projects. Naming rights are commonly used as is evidenced in similar lowa facilities such as U.S. Cellular Center in Cedar Rapids, lowa and Tyson Events Center in Sioux City, lowa. The Summary of Phase 2 for an Expanded/Improved Five Flags Civic Center outlined the opportunities for naming rights for Five Flags Civic Center. In this study it shared 25 cities and their naming rights package and terms. Many cities put the naming rights package funding received toward their capital building project. Others do not count on it for the building project but use it later in the construction process. If naming rights is considered a decision is made where the funding would be used in the project. The process of naming rights includes steps such as assessing the value of the naming rights, developing a formal RFP for naming rights, establishing the term and the contractually obligated revenue stream with annual payments going to operating or capital expenses. CSL stated "for the purposes of planning, it would be reasonable to assume that the proposed Five Flags Civic Center Project could secure a naming rights partner for approximately $5.0 million over a 15 year term." This was based upon the scenario 4 option. Bond counsel would be consulted to make sure safe harbor rules are met. Grants can always be considered if the grant has applicable timing to the project. These would not be able to be sought until a project and its details are fully established. Dubuque is aggressive in looking for and applying for grants as projects get established. Ticket surcharges are used in communities with proceeds going toward the construction costs. Currently there is a surcharge on tickets that assists with the operation expenses of the Five Flags Civic Center. This surcharge could potentially be raised by $1-2. This surcharge would be for those that are purchasing tickets thus it is direct to the customers of the Five Flags Civic Center. Private donations and/or endowments could be an option considered for the project. The donations could be used for the capital construction. Event parking fees have been used in other communities. A regular use level for parking could be established so that on event days the increment above the regular parking revenue could be used toward the project. This may or may not be an option for Dubuque. As one can see there are options for financing to consider. If a vote is determined to be a direction to go, when the ballot language is determined any ancillary revenues that make up the capital project stack needs to be determined. For example if the project total is $50 million (a make belive project amount for this example) and of that $50 million total there is $5 million of private donations committed then the ballot would be for $45 million. If however there is only $500,000 private donations then the ballot would be for $49,500,000. This review is not a final review but is outlined to give the City Council an idea of the financing options of a project that could be considered. If a project is determined staff can research further these options based upon guidance given by the Council as well as seek expertise from financial experts and bond counsel. 2 REFENDUM DATES AND INFORMATION If the City Council wishes to consider a referendum vote, then timing of a vote is necessary to review. City Attorney Crenna Brumwell has provided two informational memos as a part of this City Council work session packet regarding referendum votes. If the City Council wishes to consider a referendum vote then there are specific timelines set by lowa Code. There are two dates in 2020 and three dates in 2021 that can be used for a vote on referendum issues. In the memo she outlines the latest dates that could be used to set ballot language. As her memo indicates there would need to be time built in prior to the dates the council has determined the vote would be held. The Council would need to determine the project that is to be requested for voter consideration and the dollar figure that would go on the ballot. There would need to be time built in for education of the public on the project that is on the ballot. The timeframe shown is the shortest timeframe possible by Code. The City Council can lengthen the timeframes to accommodate staff work on the details for preparations for a ballot measure as well as education of the public between setting the language on the ballot and the voting date. The other memo is important to review as it outlines for City Council, staff and members of city boards and commissions answers provided to question related to a referendum. CURRENT CAPITAL IMPROVEMENT BUDGET FOR FIVE FLAGS CIVIC CENTER In March of 2019 the City Council approved as a part of the FY20 budget a capital improvement budget for FY 20-24. A review of this capital improvement budget will show that because the Five Flags studies were taking place and ultimate decisions on the future course of action related to those studies was yet to be set, there is extremely limited capital improvements in the first four years of the CIP. Listed in FY 24 was capital improvements totaling $7,535,000. This is important to understand because over the last number of years we have tried to be very fiscally responsible and not install capital improvements that can not be used in another project whether new or renovation or status quo. The FY 20-24 CIP is attached for review. If the Council determines it wishes to place a referendum on a ballot and the ballot passes, there is time needed for bond sale, selection of consultants and design team, design timeframe, bidding and award of bids is an approximate 20-24 month timeframe before demolition begins. During this time the current Five Flags Civic Center remains operations and the building and its infrastructure would need to continue to work. Certain capital improvements might be necessary to help the facility continue in its operation. If the Council determines it wishes to place a referendum on a ballot and the ballot fails, then the FY 24 capital improvements budget outlined will fix the basic deferred maintenance needs of the Civic Center until such time as future Council's determine the direction for the future. 3 ACTION REQUESTED This memo is for informational purposes only. cc: HR Cook, General Manager Jenny Larson, Budget and Finance Director 4 Dubuque THE CITY OF � Ali•Anerica City DuB E l,*:�,, ; � ,�., II Maste iece on the Mississi t zoo��zoiz=zoi3 �P pP zoi�*zoig CRENNA M . BRUMWELL , ESQ:�'� CITY ATTORNEY ` C � To: Mayor Roy D. Buol and Members of the City Council DarE: November 8, 2019 RE: Five Flags Referendum Timeline UPDATE In late 2018 I looked into the timeline related to referendum issues under lowa law. This is an update to that information, with the main change being a 2019 amendment to the State code which modified the allowable dates for special elections. Special elections are held in accordance with the authorized dates contained in lowa Code, Section 39.2(4). The updates to the lowa Code provide for different dates in even years and odd years. As a result, the possible dates for a referendum for 2020 and 2021 could be: 2020 • First Tuesday in March • Second Tuesday in September 2021 • First Tuesday in March • Second Tuesday in September • First Tuesday after the first Monday in November A referendum for the issuance of bonds for a general corporate purpose is governed by lowa Code, Sections 75.1 and 384.26(2-4). A special election cannot be scheduled until the County Auditor receives a copy of the action by the City Council calling for the special election. lowa Code, Section 47.6(3) requires the applicable County official have notice from the City forty-six (46) days prior to the date of the referendum vote. OFFICE OF THE CITY ATTORNEY DUBUQUE, IOWA SUITE 330, HARBOR VIEW PLACE, 3O0 MAIN STREET DUBUQUE, IA 52001-6944 TE�EPHONE (563)589-4381 /Fax (563)583-1040/EMAi� cbrumwel@cityofdubuque.org Here are the time lines for each of the possible special election/referendum dates in 2020 and 2021: March 3, 2020 Special Election January 17, 2020: Ballot Deadline for County January 6, 2020: Last City Council Meeting before ballot deadline As directed: City staff prepares factual information related to scope, cost, and impact of project on taxes, City staff presents to groups upon request, City staff responds to questions. ASAP: Recommend City Council initiate discussion of ballot language if City Council intends to initiate a special election related to the issuance of general obligation bonds for a project at the Five Flags Center. September 8, 2020 Special Election July 24, 2020: Ballot Deadline for County July 20, 2020: Last City Council Meeting before ballot deadline As directed: City staff prepares factual information related to scope, cost, and impact of project on taxes, City staff presents to groups upon request, City staff responds to questions. ASAP: Recommend City Council initiate discussion of ballot language if City Council intends to initiate a special election related to the issuance of general obligation bonds for a project at the Five Flags Center. March 2, 2021 Special Election January 15, 2021: Ballot Deadline for County January 4, 2021: Last City Council Meeting before ballot deadline As directed: City staff prepares factual information related to scope, cost, and impact of project on taxes, City staff presents to groups upon request, City staff responds to questions. ASAP: Recommend City Council initiate discussion of ballot language if City Council intends to initiate a special election related to the issuance of general obligation bonds for a project at the Five Flags Center. 2 September 14, 2021 Special Election July 30, 2021: Ballot Deadline for County July 19, 2021: Last City Council Meeting before ballot deadline As directed: City staff prepares factual information related to scope, cost, and impact of project on taxes, City staff presents to groups upon request, City staff responds to questions. ASAP: Recommend City Council initiate discussion of ballot language if City Council intends to initiate a special election related to the issuance of general obligation bonds for a project at the Five Flags Center. November 2, 2021 Special Election September 17, 2021: Ballot Deadline for County September 7, 2021: Last City Council Meeting before ballot deadline As directed: City staff prepares factual information related to scope, cost, and impact of project on taxes, City staff presents to groups upon request, City staff responds to questions. ASAP: Recommend City Council initiate discussion of ballot language if City Council intends to initiate a special election related to the issuance of general obligation bonds for a project at the Five Flags Center. Ideally, if a special election will be held on the issuance of general obligation bonds related to the Five Flags Center the City would provide the ballot language to the County further in advance of the minimum forty-six (46) days required prior to the vote. If you have any questions, please let me know. Thank you. cc: Michael C. Van Milligen, City Manager Kevin S. Firnstahl, City Clerk Marie Ware, Leisure Services Manager 3 lowa Code Sections 39.2 Special elections. 1 . a. All special elections which are authorized or required by law, unless the applicable law otherwise requires, shall be held on Tuesday. A special election shall not be held on the first, second, third, and fourth Tuesdays preceding and following the primary and the general elections. b. A special election shall not be held in conjunction with the primary election. A special election shall not be held in conjunction with a regularly scheduled or special city primary or city runoff election. 2. Except as otherwise provided in subsection 1 , a special election may be held on the same day as a regularly scheduled election if the two elections are not in conflict within the meaning of section 47.6, subsection 2. A special election may be held on the same day as a regularly scheduled election with which it does so conflict if the commissioner who is responsible for conducting the elections concludes that to do so will cause no undue difficulties, except that a special election for a city, school district, or merged area shall not be scheduled to coincide with the general election. 3. a. When voting is to occur on the same day in any one precinct for two or more elections, they shall be considered one election for purposes of administration including but not limited to publishing notice of the election, preparation of the precinct election register and completion of tally sheets after the polling place has closed. b. If a special election to fill a vacancy is held in conjunction with a regularly scheduled election, the filing deadlines for the special election shall coincide with the filing deadlines for the regularly scheduled election. An election to fill a vacancy in a city office cannot be held in conjunction with a general election if the city election procedures provide for a primary election. 4. Unless otherwise provided by law, special elections on public measures are limited to the following dates: a. For a county, in an odd-numbered year, the first Tuesday in March, the second Tuesday in September, or the first Tuesday after the first Monday in November. For a county, in an even-numbered year, the first Tuesday in March or the second Tuesday in September. b. For a citv, in an odd-numbered vear, the first Tuesdav in March the second Tuesday in September, or the first Tuesday after the first Mondav in November. For a citv, in an even-numbered vear, the first Tuesdav in March or the second Tuesday in September. 4 c. For a school district or merged area, in the odd-numbered year, the first Tuesday in March, the second Tuesday in September, or the first Tuesday after the first Monday in November. For a school district or merged area, in the even-numbered year, the first Tuesday in March, or the second Tuesday in September. 47.6 Election dates — conflicts — public measures. 1. a. (1) The governing body of a political subdivision which has authorized a special election to which section 39.2, subsections 1, 2, and 3, are applicable shall by written notice inform the commissioner who will be responsible for conducting the election of the proposed date of the special election. (a) If a public measure will appear on the ballot at the special election, the governing body shall submit the complete text of the public measure to the commissioner with the notice of the proposed date of the special election. (b) If the proposed date of the special election coincides with the date of a regularly scheduled election or previously scheduled special election, the notice shall be given no later than 5:00 p.m. on the last day on which nomination papers may be filed with the commissioner for the regularly scheduled election or previously scheduled special election, but in no case shall notice be less than thirty-two days before the election. Otherwise, the notice shall be given at least forty-six days in advance of the date of the proposed special election. (2) Upon receiving the notice, the commissioner shall promptly give written approval of the proposed date unless it appears that the special election, if held on that date, would conflict with a regular election or with another special election previously scheduled for that date. b. A public measure shall not be withdrawn from the ballot at any election if the public measure was placed on the ballot by a petition, or if the election is a special election called specifically for the purpose of deciding one or more public measures for a single political subdivision. However, a public measure which was submitted to the county commissioner of elections by the governing body of a political subdivision may be withdrawn by the governing body which submitted the public measure if the public measure was to be placed on the ballot of a regularly scheduled election. The notice of withdrawal must be made by resolution of the governing body and must be filed with the commissioner no later than the last day upon which a candidate may withdraw from the ballot. 2. For the purpose of this section, a conflict between two elections exists only when one of the elections would require use of precinct boundaries which differ from those to 5 be used for the other election, or when some but not all of the registered voters of any precinct would be entitled to vote in one of the elections and all of the registered voters of the same precinct would be entitled to vote in the other election. Nothing in this subsection shall deny a commissioner discretionary authority to approve holding a special � election on the same date as another election, even though the two elections may be defined as being in conflict, if the commissioner concludes that to do so will cause no undue difficuities. 3. a. A city council, county board of supervisors, school district board of directors, or merged area board of directors that has authorized a public measure to be submitted to the voters at a special election held pursuant to section 39.2, subsection 4, shall file the full text of the public measure with the commissioner no later than 5:00 p.m. on the forty-sixth day before the election. b. If there are vacancies in county offices to be filled at the special election, candidates shall file their nomination papers with the commissioner not later than 5:00 p.m. on the forty-sixth day before the election. c. If there are vacancies in city offices to be filled at the special election, candidates shall file their nomination papers with the city clerk not later than 5:00 p.m. on the forty-seventh day before the election. The city clerk shall deliver the nomination papers to the commissioner not later than 5:00 p.m. on the forty-sixth day before the election. Candidates for city offices in cities in which a primary election may be necessary shall file their nomination papers with the city clerk not later than 5:00 p.m. on the fifty-fourth day before the election. The city clerk shall deliver the nomination papers to the commissioner not later than 5:00 p.m. on the fifty-third day before the election. 75.1 Bonds — election — vote required. 1. a. When a proposition to authorize an issuance of bonds by a county, township, school corporation, city, or by any local board or commission, is submitted to the electors, such proposition shall not be deemed carried or adopted, anything in the statutes to the contrary notwithstanding, unless the vote in favor of such authorization is equal to at least sixty percent of the total vote cast for and against said proposition at said election. b. Ballots cast but not counted as a vote for or against the proposition shall not be used in computing the total vote cast for and against said proposition. 2. When a proposition to authorize an issuance of bonds has been submitted to the electors under this section and the proposal fails to gain approval by the required percentage of votes, such proposal, or any proposal which incorporates any portion of the defeated proposal, shall not be submitted to the electors for a period of six months from the date of such regular or special election and may only be submitted on a date specified in section 39.2, subsection 4, paragraph "a", "b", or "c", as applicable. 6 384.26 General obligation bonds for general purposes. 1. A city which proposes to carry out any general corporate purpose within or without its corporate limits, and to contract indebtedness and issue general obligation bonds to provide funds to pay all or any part of the costs of a project, must do so in accordance with the provisions of this subchapter. 2. Before the council may institute proceedings for the issuance of bonds for a general corporate purpose, it shall call a special city election to vote upon the question of issuing the bonds. At the election the proposition must be submitted in the following form: Shall the .......... (insert the name of the city) issue its bonds in an amount not exceeding the amount of $ .......... for the purpose of ..........? 3. Notice of the election must be given by publication as required by section 49.53 in a newspaper of general circulation in the city. At the election the ballot used for the submission of the proposition must be in substantially the form for submitting special questions at general elections. 4. The proposition of issuing general corporate purpose bonds is not carried or adopted unless the vote in favor of the proposition is equal to at least sixty percent of the total vote cast for and against the proposition at the election. If the proposition of issuing the general corporate purpose bonds is approved by the voters, the city may proceed with the issuance of the bonds. 5. a. Notwithstanding the provisions of subsection 2, a council may, in lieu of calling an election, institute proceedings for the issuance of bonds for a general corporate purpose by causing a notice of the proposal to issue the bonds, including a statement of the amount and purpose of the bonds, together with the maximum rate of interest which the bonds are to bear, and the right to petition for an election, to be published at least once in a newspaper of general circulation within the city at least ten days prior to the meeting at which it is proposed to take action for the issuance of the bonds subject to the following limitations: (1) In cities having a population of five thousand or less, in an amount of not more than four hundred thousand dollars. (2) In cities having a population of more than five thousand and not more than seventy-five thousand, in an amount of not more than seven hundred thousand dollars. (3) In cities having a poputation in excess of seventy-five thousand, in an amount of not more than one million dollars. b. If at any time before the date fixed for taking action for the issuance of the bonds, a petition is filed with the clerk of the city in the manner provided by section 7 362.4, asking that the question of issuing the bonds be submitted to the registered voters of the city, the council shall either by resolution declare the proposal to issue the bonds to have been abandoned or shall direct the county commissioner of elections to call a special election upon the question of issuing the bonds. Notice of the election and its conduct shall be in the manner provided in the preceding subsections of this section. c. If no petition is filed, or if a petition is filed and the proposition of issuing the bonds is approved at an election, the council may proceed with the authorization and issuance of the bonds. 8 Dubuque THE CITY QF � u�•��Ne�ah DLJ B E .�.�x�.�� ' �II ��' Masterpiece on the Mississippi z°°'�z°iz 2013•2017 CRENNA M . BRUMWELL , ESQ. CITY ATTORNEY TO: MAYOR ROY D. BUOL AND MEMBERS OF THE CITY COUNCIL DATE: NOVEMBER 'I, ZO'I H RE: REFERENDUM QUESTIONS As City Council weighs options for a possible referendum related to renovation and expansion of Five Flags I've researched the rules and regulations which will apply to members of the City Council, city staff, and members of city boards and commissions. CITY COUNCIL I was asked the following: we discussed we as a City Representatives could not speak for or against Five Flags at goal setting so my question is what is the rule on letters of support from groups like Travel Dubuque who reference that they're being written on behalf of the "Board of Directors" supporting we expand it when some of us may be on that Board? We don't serve as individuals but as city representatives when serving on these boards, so is this considered us giving support if the board in general is mentioned as supporting this within the letter of support? I know we're only receiving and filing that letter but if it is documented as support for Five Flags, I just want to make sure we're not creating future issues for any of us? I'm sure we'll have more instances potentially but the Travel Dubuque letter is on our consent items tonight and I was curious how those instances are viewed and if it would need to somehow notate any city representatives on these boards were not part of that support letter? I could see how this could be interpreted as support by city reps with a broad board reference so just wondering the rule on these things or if the council members on those boards needed to abstain or vote no or something from that item acceptance to reflect their non support or indifference? 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/EMAi� cbrumwel@cityofdubuque.org First, City Council members serving on boards do so pursuant to their membership on the City Council. The role is not as an individual nor as representative of the entire City Council. In the event a referendum will be put to the voters City Council members serving on boards which will take a position on the referendum should abstain from participation in the discussion and voting by the board. Second, outside of board meetings or City Council meetings members of the City Council may take a position in their individual capacity but should be cautious NOT to do so as "Jamie Smith, City Council Member." The lowa Attorney General discussed this topic in a 1982 opinion related to a school principal and making clear actions are in an individual capacity and not as a school official when advocating for passage of a bond issue outside the school building and outside school hours. What we have said is in relation to the official activity of the school. This is not to say that school board members or employees of the school district are prohibited from participating, as individuals, in a campaign for a bond issue. The lowa Supreme Court has stated: The members of the board of directors are not prohibited, because of their official position, from taking an active interest in the election, or from conducting a campaign in favor of the proposition. They did not, by accepting positions as members of the schoo/board, surrender any rights which they had as citizens. Their familiarity with the wants and needs of the district justified them in making such a campaign as they thought the needs of the district demanded. Chambers v. Board of Education, 172 lowa 340, 345, 154 N.W. 581, 583 (1915). See a/so Keokuk Water Works v. City of Keokuk, 224 lowa 718, 277 N.W. 291 (1938); Johnson v. Inc. Town of Remsen, 2151owa 1033, 347 N.W. 552 (1933). 1982 lowa Op. Atty. Gen. 423 (1982). This carries over to social media as well. Upon passage of a resolution putting the matter to a public ballot, city council members are prohibited from taking a position on social media platforms affiliated with their roles as members of the City Council. Personal social media pages may be used to participate and advocate for a proposition. Third, the City Council CAN as a body express an opinion on a ballot measure through the passage of a resolution or proclamation. The City Council is still PROHIBITED from devoting city resources toward specifically advocating in favor of or against said ballot issue/referendum. Use of public money for political purposes is prohibited by state code. The code section is provided in a later section of this memo. Advocacy for a referendum by city council members as citv council members, is prohibited upon passage of a resolution which puts the matter on a public ballot. Passage of a resolution is the proverbial line in the sand triggering certain rules/prohibitions. 2 RESEARCH First, I have included relevant state code provisions governing the usage of public funds and resources. Second, I polled other city attorneys in the largest of lowa cities for their experiences and guidance related to referendum issues. Finally, I asked for guidance from the Ahlers & Cooney law firm in Des Moines as the firm consults with municipalities of all sizes across the state. After receiving information from Ahlers I asked some specific questions for Dubuque to which I received additional advice. The gathered information is included on pages 4-20. 3 RELEVANT CODE SECTIONS (some emphasis/explanation added) 68A.505 Use of public moneys for political purposes. 1. The state and the governing body of a county, city, or other political subdivision of the state shall not expend or permit the expenditure of public moneys for political purposes, including expressly advocating the passage or defeat of a ballot issue. (Crenna Explanation: No city money can be spent advocating for/against a ballot issue) 2. This section shall not be construed to limit the freedom of speech of officials or employees of the state or of officials or employees of a governing body of a county, city, or other political subdivision of the state. (Crenna Explanation: City employee and council members may take individual positions/speech on the ballot issue is allowed). This section also shall not be construed to prohibit the state or a governing body of a political subdivision of the state from expressing an opinion on a ballot issue through the passage of a resolution or proclamation. (Crenna Explanation: City Council as a body CAN express an opinion via resolution or proclamation) 721.2 Nonfelonious misconduct in office. Any public officer or employee, or any person acting under color of such office or employment, who knowingly does any of the following, commits a serious misdemeanor: 1. Makes any contract which contemplates an expenditure known by the person to be in excess of that authorized by law. 2. Fails to report to the proper officer the receipt or expenditure of public moneys, together with the proper vouchers therefor, when such is required of the person by law. 3. Requests, demands, or receives from another for performing any service or duty which is required of the person by law, or which is performed as an incident of the person's office or employment, any compensation other than the fee, if any, which the person is authorized by law to receive for such performance. 4. By color of the person's office and in excess of the authority conferred on the person by that office, requires any person to do anything or to refrain from doing any lawful thing. 5. Uses or permits any other person to use the property owned by the state or any subdivision or agency of the state for any private purpose and for personal gain, to the detriment of the state or any subdivision thereof. 6. Fails to perform any duty required of the person by law. 7. Demands that any public employee contribute or pay anything of value, either directly or indirectly, to any person, organization or fund, or in any way coerces or attempts to coerce any public employee to make any such contributions or payments, except where such contributions or payments are expressly required by law. 8. Permits persons to use the property owned by the state or a subdivision or agency of the state to operate a political phone bank for any of the following purposes: a. To poll voters on their preferences for candidates or ballot measures at an election; however, this paragraph does not apply to authorized research at an educational institution. 4 b. To solicit funds for a political candidate or organization. c. To urge support for a candidate or ballot measure to voters. 5 INFORMATION FROM OTHER CITIES IN IOWA Cedar Rapids Crenna, we have used this in the past. I see that we don't really discuss the notion that disseminating factual information about how money might be spent, etc., is not supporting or opposing a ballot measure. Good luck. Each time that a city election is held we send out a reminder as to the legal issues of using city property or other resources for political purposes. lowa Code Section 68A.505 prohibits a city council, or the governing body of any political subdivision, from spending or permitting the spending of public moneys for political purposes. Political purposes include supporting or opposing candidate for public office, or any ballot issue. The term "public moneys" is not defined in lowa Code Chapter 68A. Using the applicable rules of interpretation, the statute should be interpreted broadly to aid in the effectuation of its purpose which is to prohibit the use of public money to influence a particular outcome of an election. The term "public moneys" should be interpreted broadly as meaning not just money in the strict sense but also to include city property or resources supported by city funds and the work time of city employees. However, this section expressly states that it is not to be construed to limit the freedom of speech of officials or employees of the city. Violation of this law is a serious misdemeanor. In addition, lowa Code Section 400.29 prohibits civil service employees, while perForming official duties, or while using any public equipment, from soliciting in any manner contributions for any political candidate. Additionally, a civil service employee is prohibited from engaging in any political activity during working hours, while performing official duties, or while using city equipment that impairs the efficiency of operations. However, this section also provides that it is not to be construed to prohibit any employee or group of employees, individually or collectively, from expressing honest opinions and convictions, or making statements and comments concerning their wages or other conditions of their employment. As a result of the foregoing, we advise that city officers and employees, including those of city board and commissions, should not use public funds, facilities, equipment or supplies to support or oppose a ballot proposition. City officers and employees, and those of its board and commissions, should not engage in activities in support of, or in opposition to any ballot issue, while working or performing official duties on behalf of the city, or through the use of city resources or equipment. This advice should not be taken as restricting the freedom of speech of city officers or employees. Please communicate this to the officers and employees within your areas. Please call me with any questions. 6 Council Bluffs Council Bluffs was successful at getting a 20 million bond issue approved for a new police station a couple of years ago. We had our social media people stick strictly with facts regarding the dire state of the current police station and what a new police station would do to help with public safety in our community. There was a citizens group that was formed to really push the issue. They put out one mailer that had logos of different businesses and organizations that supported the passage of the issue and they without thinking included the City's logo on it. We were quick to have them change it. lowa City Crenna — the last written memo my office did was 20 years ago in connection with the library expansion but I'll send it to you as it might help get you started. What I have done on several occasions (library expansion in 1999 and sales tax votes since) is forward the informational material to the Director of the Ethics Board for approval before we make it public. Both Megan Tooker, and Charlie Smithson before her, were incredibly responsive. 7 City of �owa City MEMaRANDUM Date: March 20, 1998 To: Susan Craig, Library Director From: Andrew P. Matthews,Assistant City Attorney.�� Re: Legal Opinion on Library Referendum Support Activities I. lssue You inquired as to wnat acuvities library personnel may and may not engage in witf� respect to the kikely library referencEum. Related to this is the question of proper use of City funds regarding referendum acEivities. Additionally, you asked about limitations on campaign contributions for pafitical committees,and reporting obligations for political committees. II. Conclusion Public funds may not be used by the City, or 3ts employees, to support or oppose a ballot measure. City personnel may not engage in activiti�s o� City time to support or oppose a ballot measure. These prohibitions incfude the use of all City resources, be they af staff time, vehicles, space, products or supp[ies, equipment, or material. Library staff or other City employees should not be devoting any of their time or efforts toward the formation of, or activities in,a political committee,while on City time. "Information packets" that do not support or oppose the ballot issue may be developed using City resources. If the City, or the Library, as a City department, wishes to put out an "information packet", such material must be silent as to how one should vote, and informationaf only. For examp[e, if the City were to put together an info pacicet which presents questions and answers giving reasons for construction of a new addition to the Library, including a statement of the anticipated need for additional space,such information would be permissible. Adcfitionally, City Code section 1-9-2A limits total contributions by individuals to $50 and prohibits a political committee from accep#ing more than $50 total from any contributor. City Code section 1-9-2C requires that a committee receiving funds, the original source of which was a loan, shall be required to list the lender as a contributor. There are also a number of reportir�g obligations with respect to political committees under state law that the political committee will need to be aware of and follow. I11. Analysis The City plans to submit a library referendum ballot issue to voters. Library Director Susan Craig has asked the City Attorney's office for guidance as to the limitations placed on activities and on the use of public funds or property in connection with this ballot issue. It is my understanding that the library staff is gearing up for the baElot issue and volunteers will be forming a political committee to advocate on behalf of the ballot measure.With the formation $ Legal Opinion on Library Referendum Support Activities March 20, 1998 Page 2 �f such a political cammittee come certain funding and reporting requirements under state law, which can be found in chapter 56 of the�owa Code. Chapter 56.12A of the lowa Cocfe specifically prohibits the use of public monies for political purposes, including supporting or opposing a ballot issue. Set out in its entirety, it states: The state and the governing body of a county, city, or other political subdivision of the state shail not expend or permit the expenditure of public monies for political purposes, including supporting or opposing a ballot issue. This section shall not be construed to limit the freedom of speech of officials or employees of the state or o�cials or employees of a governing body of a county,city, or other political subdivision of the state. This section should not be construed to prohibit the state or gaverning body of a political subdivision of the state from expressing an opinion on the baflot issue thraugh the passage of a resolution or proclamation. Two lowa attorney general opinions reaffirrn such prohibitions and provide certain guidelines on activities and expenditures. In Opinion No. 91-12-2, December 10, 1991,the attorney general's office reviewed such prohibitions from the perspective of home rule authority, dismissing home rule authority arguments in favor of the underlying policy that expenditures of public funds to promote or oppose a ballot issue would be an inappropriate expenditure of public funds. It noted that public funds can be used to prepare and disseminate information to electors concerning reasons for proposing a ballot issue, but not to advocate a particular side on a ballot issue. It should be no#ed that the lowa Supreme Court, in �eonard vs. lowa State Board of t'on, 471 N.W.2d 815, 817 (lowa 1991} cited with approval the above noted attorney general opinion, assuming that the attorney general opinion represented correct statements of lowa law. The Court determined that it was not improper for the local school board to expend funds to disseminate information to the public concerning the reasons for construction, needs, plans, and anticipated costs. The Court found that such action, in itself, did not amount to promoting a"yes"vote. In another attorney general opinion, No. 92-4-4, April 14, 1992, the attorney general's office opined that public funds may be used fo maintain a charter commission through the date of the election on the proposed charter but that public funds may not be used for expressly advocating support for or opposition to the proposed charter, even though private funds may be so expended. It noted that contributions and expenditure of private funds for express advocacy is subject to separate accounting and reporting under Chapter 56 of the lowa Code. Apart from the prohibitions on #he use of public manies for political purposes found in Section 56.32A of the lowa Code, Chapter 721 of the lowa Code provides further prohibitions in the cantext of the criminal law. Section 7212 (Nonfeionious Misconduct in Office) provides that any public officer or employee who knowingly does any of the following, commits a serious misdemeanor:... (S) permits persons to use the property owned by the state or subdivision o�agency of the state to operate a political phone bank for any of the following purposes: (a) to poll voters on their preferences for candidates or ballot measures at an election; however, this paragraph does �ot apply fo authorized research at an educational institution; (b) to solicit funds for a political candidate or organization; (c)to urge support for a candidate or ballot measure to voters. 9 Legal Opinion on Library Referendum Support Activities March 20, 1998 Page 3 While Section 7'21.2(5 and 8) by their language only apply to "the property owned by the state or a subdivision or agency of the state," and not to "political subdivisions of the sEate" which would specifically include municipalities, it would be prudent for you and your staff to conduct your actions as though they did apply to municipalities, as case law anc! lowa attorney general opinions suggest such conduct, if conducted by a municipalfty, or its employees, would be improper. Section 721.4 prohibits any person to use or permit to be used any motor vehicle owned by the state or any poiitical subdivision for the purpose of transporting any political literature or any person or persons engaging in a political campaign for any political party or any person seeking an elective ofFce. Accordingly, it is recommended that City ve�icles not be used in connection with transporting any political literature which advocates a particular view on the ballot measure, as such activity may alsa violate Section 56.12A provisions prohibiting the expenditure of public monies in either support,or opposition to,a ballot measure. As chapter 56—Campaign Finance—details numerous requirements and prohibitions, I attach a copy of said Chapter herewith to aid you in reviewing its provisions. In brief summary, City resources{including time,space, supplies and the like) may not be used in support of, or opposition to, a ballot measure. City personnel, while on City time, may not engage in activities in support of, or opposition to, a ballot measure, and City property should not be used in support of,or opposition to,a ballot measure. Finally,with the formation of a political committee to urge support for, or opposition to, a baflot measure,comes numerous reporting requirements,obligations,and prohibitions. Attachment cc: Eleanor Dilkes, City Attorney Steve Atkins, City Manager Karin Franklin, Director—Planning and Community Development Marian Karr,City Clerk anCylmeMrraig.dx 10 AHLERS & COONEY INFORMATION � Ahlers&Cooney,P.C. � 1q H L E R S C O O N E Y Attorneys at Law 100 CourtAvenue,Suite 600 A T T O R N E Y S Des Moines,lowa 50309-2231 Phone: 515-243-7611 Fax: 515-243-2149 www.ahlerslaw.com Kristin Cooper 515.246.0330 kcooper@ah le rslaw.com To: Crenna Brumwell Fxoiv[: Kristin Cooper DaTE: September 18,2018 RE: Election campaign limitations This memo provides guidance on two points: (1) WHAT CAN MEMBERS OF THE COUNCIL AND CITY OFFICIALS/EMPLOYEES DO IN CONNECTION WITH PROMOTION OF AN ELECTION? (2) WHAT IS THE PROCESS AND WHAT ARE THE REGULATIONS FOR ESTABLISHING A CITIZENS' COMMITTEE TO PROMOTE A PUBLIC MEASURE? A summary of FAQs related to the above is also attached as a reference. What can the Council,Citv officials and emplovees do relative to the election? The Iowa Code provides: The state and the governing body of a county, city, or other political subdivision of the state shall not expend or permit the expenditure of public monevs for political purposes,includin�expressly advocating the passage ar defeat of a ballot issue. This section shall not be construed to limitthe freedom of speech of officials or employees of the state or of officials or employees of a governing body of a county,city,or other political subdivision of the state. This section also shall notbe construed to prohibit the state or a governing body of a political subdivision of the state from expressing an opinion on a ballot issue through the passage of a resolution or proclamation. Iowa Code'68A.505. This statute provides the boundaries that define the appropriate conduct of governing officials and employees ONCE THE ELECTION HAS BEEN CALLED. Sorting out exactly how this applies can be confusing. Material prepared and distributed by the governing body must not advocate a particular vote on a ballot issue. Officials and 1 11 employees, acting as individuals, may participate in activity to promote or oppose a public measure. It is clear that public funds cannot be used to support or oppose an election. However,a public bodythat decides to place a proposal before the voters will have gone through an ea�tensive process for deciding, far example,that the project or proposal is needed. The Attorney General issued an opinion with respect to distribution of a circular concerning construction of a new care facility. The pamphlet gave reasons for construction of the new care facility,including a statement of the anticipated need of additional beds and new City care facility standards. The pamphlet presented the architect's estimate of cost for the proposed building and a statement of the known alternatives. The Attorney General concludedthatthe dataprepared and circulated inthe pamphlet appeared to serve the purpose to inform the voters,so the cost of printing was a proper expenditure of public funds. The June 24, 1980 opinion,however,makes it clear that if the pamphlet urges a particular vote on the bond issue,it would no longer be serving an information purpose and so would be an improper expenditure of public funds. In a May 24, 1982 letter opinion,the Attorney General was of the opinion that a school sponsorship of a vote "yes" poster contest or a vote "yes" message in a school newsletter is impermissible,but that school officials ar employees were free to wark as individuals to promote or oppose a bond issue. In Leonard v.Iowa State Council of Education 471 N.W.2d 815(Iowa 1991),the Supreme Court of Iowa upheld the findings of these AG Opinions. The concepts in the above opinions were converted to the statute set out above. Informative materials prepared by a governing body must stop short of promoting a"yes" or"no" vote on a particular ballot issue. Public officers and employees "acting under color of such office or employment" are prohibited by the Official Misconduct chapter of the criminal code from permitting the use of government property to operate a political phone bank to poll voters on their preferences far candidates on ballot measures, to solicit funds for a political candidate or organization ar to urge support for a candidate or ballot measure. Iowa Code'721.2(8). The Ethics and Campaign Disclosure Council has recently stated its intent to fine officials who violate the law. However,the second paragraph of Iowa Code '68A.505 quoted above makes it clear that officials and employees, as individuals acting on their own, may promote a ballot issue. We believe that they may individually participate in a campaign on one side ar the other. They may answer factual questions relating to the needs of the governing body and the reasons far the proposition so long as they are not directed to do so as part of official duties and so long as it is done on the officers'or employees'own time and at their own expense. In summary,public money cannot be spent to advocate for or against a ballot proposition. Material prepared and distributed by the governing body must not advocate a particular vote on a 2 12 ballot. Officials and employees, actin�as individuals,may participate in activity to promote or oppose a public measure. Citizens Election Committee. Often public measures draw the support(and possible opposition)of certain factions within the community. One strategy to assist in the education process far a particular proposition is the formation of a private organization to promote public measures. The activity of such organizations is regulated by the Caznpaign Finance Disclosure Act, Iowa Code chapter 68A,as amended from time to time. In addition,the Iowa Ethics and Campaign Finance Disclosure Council has promulgated rules that provide the details far the operation of campaign committees. One important distinction between ballot issues and the election of individuals to public office is thaY corporations may contribute to a campaign in support of ar opposition to a public measure;corporations may not contribute to the campaigns of individual candidates. Based on the discussion above,public funds cannot be used to support these advocacy organizations. When a campaign committee is formed, care should be taken that the procedures are followed in organizing it. Persons who hold responsibility far filing reports,preparing advertising materials and other activity must comply with the statutes and rules to a�oid negative publicity as well as being subject to reprimands or fines. Another word of caution is necessary. Members of a governing body who participate in a citizens'committee should be sensitive to the requirements ofthe open meetings law. If a quorum of the Council is present at a meeting of a campaign committee,the provisions of Iowa Code chapter 21 may apply. 3 13 USE OF PUBLIC FUNDS FOR POLITICAL PURPOSES I. Questions and Answers Related to What Council Members, City Officials and Employees Can Do in Connection with Promotion of a Ballot Measure? Q. Can a public body spend money to advocate the passage(or defeat)of a ballot measure? A. No. Public money cannot be used for political purposes,including attempts to pass or defeat a ballot issue. The Iowa Code provides: The state and the governing body of a county, city, or other political subdivision of the state shall not expencl or permit the e�penditure of public monevs for political purposes, includin�expressly advocating the passage or defeat of a ballot issue. This section shall not be construed to limit the fi�eedom of speech of of�'icials or employees of the state or of officials or erviployees of a governing bocly of a county, city, or other political subdivision of the state. This section also shall not be construed to prohibit the state or a governing body of a political subdivision of the state from expressing an opinion on a ballot issue through the passage of a resolution or proclamation. Iowa Code § 68A.505 (2017) (emphasis added). This statute provides the boundaries that define the appropriate conduct of governing officials and employees ONCE THE ELECTION HAS BEEN CALLED. Q. Can a public body spend money to distribute informational material about an upcoming ballot measure? A. Yes,as long as that information does not advocate the passage or defeat ofthe ballot measure. A public body has the authority to disseminate information to the public concerning the reasons far the ballot issue, such as needs, plans, and anticipated costs. It is important that this information remain neutral and not promote a"yes" or"no"vote. Q. Can a Council member,official or employee campaign for or against a ballot measure? A. Yes.The Iowa Code specifically states that it does not limit the freedom of speech of officials or employees of a governing body. Council members, officials, and employees must be sure they are acting as citizens of the community in promoting their position on the ballot measure. 14 When utilizing social media, it is imperative that the Council member, official or employee is posting, blogging, etc. solely in their role as a citizen, not as a representative ofthe public body. These lines can be easilyblurred onthe recipient- end. Accardingly,use of the utmost of caution is advised. There is no benefit to taking an action that could allow for a challenge to the election to be brought —particularly if the election passes. Discretion is the better part of valor in these situations. Q. Can a public employee,during his or her work hours,advocate that electors vote,as long as they don=t advocate HOW to vote? A. Yes,but read the ne�t question and answer. Q. Can a public employee, during work hours, advocate that electors vote by absentee ballot? A. No. Advocating voting absentee is prohibited by a separate code section that makes it a simple misdemeanor for a public employee during work hours to solicit absentee ballots. However,public employees may advise electors ofthe opnortunitvto vote absentee. The difference is between advising of an opportunity and advocacy. Q. Can a public official or employee wear buttons during the work day which state AVote Yes@? A. An employee, in their individual capacity,may choose to wear a button as long as it is not usually prohibited by the public bocly's policy. The public body,however, may not encourage or discourage the employee from wearing or not wearing buttons. T-shirts are different than buttons. A public body may have a policy which prohibits employees from wearing shirts which contain political messages, advertising or logos. As a result,it is improper for an employee in his/her official capacity to wear a t-shirt either advocating for or against the ballot issue because of their public position of authority and because the public body has consistently enforced its policies,nxles,and regulations regarding the wearing of t-shirts. Q. Can an employee tell other employees to vote yes during a meeting held during the work day? A. No. Public funds cannot be used to advocate for or against a ballot measure, accordingly the public body may not allow the use of any facilities or public funds to support the ballot issue. In this case, one employee would be using his/her position, as well as public facilities,to urge a vote yes position on the ballot issue which is impermissible. 15 Q. Can an official at a non-public body sponsored meeting held outside the normal work day urge a vote yes message at the meeting? A. Yes,but read this answer. Officials and employees are prohibited from advocating for or against the ballot issue in their official capacity. However, officials and employees are free to wark as individuals to advocate for or against the issue. The official or employee attending such meeting and urging a vote yes message should make it very clear that he/she is acting in an individual capacity and not as a public official or in their capacity as a public employee when urging such a message. See May 24, 1982 letter opinion from Iowa Attorney General. Q. Can a public employee use the City=s telephone,e-mail system,fax machine, or website to advocate a vote yes or no position on a ballot issue? A. No,because this is a direct use of public funds to advocate for or against a ballot issue. BOTTOM LINE: Material prepared and distributed by the public body must be neutral. Council members, officials and employees, acting as individuals,may promote or oppose a ballot measure. Given the potential for questions as to which "hat was worn"when action was taken,caution and discretion are always advised. II. Questions and Answers Related to the Use of Public Funds and/or Resources by Individuals or Organizations other than Council Members, Officials or Employees Q. Can campaign volunteers use public property to operate a phone bank, promote a position on the ballot measure,or to poll voters? A. No. The Iowa Criminal Code specifically prohibits the use of government property to operate a phone bank or poll voters,to solicit funds,or to urge support for a ballot measure.See Iowa Code §721.2(8)(201'�. Q. Can a public body-sponsored newsletter advocate a vote yes or no position? A. No,that is direct use of public funds. 16 III. Questions and Answers Related to Identifying the Guidelines for Establishing a Citizens' Committee to Promote a Ballot Measure Q. What are the govei•ning rules for establishing an organization to support or oppose a public measure? A. The Iowa Campaign Disclosure Act regulates these citizens' organizations. See Iowa Code Chapter 68A. In addition, the Iowa Ethics and Campaign Finance Council has established rules far the operation of campaign committees. The specific code sections of importance for ballot issue committees are: • §68A.102(Definitions) • §68A.201 (Organization Statement) • §68A.203(Committee Treasurer) • §68A.401 (Reports Filed with Board) • §68A.402(Disclosure Report Due Dates) • §68A.402A(Information Disclosed on Reports) Q. What is the difference between campaigning for a ballot issue and campaigning for an individual who is running for oft"ice? A. One important distinction between ballot issues and the election of individuals to public office is that corparations may contribute to a ballot issue campaign,but not to the campaigns of individual candidates. See Iowa Code§68A.605(2017). Q. Rule govern campaign committees,what happens if they are not followed? A. When a campaign committee is formed, it is extremely important that the procedures are followed.Persons responsible far filing reports,preparing campaign materials,and other campaign activities must comply with the statutes and rules to avoid negative publicity,as well as reprimands or fines. Q. What if several Council members join the same citizens'committee? A. Council members who participate in a citizens'committee should keep in mind the requirements of the Open Meetings law. If a quorum of the Council is present at a meeting of the campaign committee, the provisions of Iowa Code chapter 21 (Official Meetings Must be Open to the Public)may apply. 01520431-1\10422-000 17 CONCLUSION If additional information is needed throughout this process I am happy to research and seek assistance as needed to properly guide staff actions in accordance with applicable laws. cc: Michael C. Van Milligen, City Manager Cori Burbach, Assistant City Manager Teri Goodmann, Assistant City Manager Marie Ware, Leisure Services Manager Randy Gehl, Public Information Officer Gus Psihoyos, City Engineer Steve Sampson Brown, Project Manager HR Cook, Regional General Manager, SMG/Five Flags 18 PROGRAM /DEPT PROJECT DESCRIPTION FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 TOTAL PAGE CIVIC CENTER DIVISION Culture and Recreation Operations Elevator Upgrades $ 12,000 $ — $ — $ — $ 180,000 $ 192,000 37 Exterior Brick Wali Replacement $ — $ 50,000 $ — $ — $ — $ 50,000 38 Accessibility Building Modifications $ — $ — $ 25,000 $ — $ 200,000 $ 225,000 39 Concessions Digital Menu Boards and Directional Signage � — � — � — $ — $ 25,000 $ 25,000 40 Arena Arena Air Conditioner Replacement $ — $ — $ — $ — $ 225,000 $ 225,000 41 Arena Concert Audio Reinforcement $ — $ — $ — $ 200,000 $ — $ 200,000 42 Arena Air Wali Replacement $ — $ — $ — $ — $ 255.000 � 255,000 43 Arena Concert Sound Equipment $ — $ — $ — $ — $ 255,000 $ 255,000 44 Arena Roof $ — $ — $ — $ — $ 395,000 $ 395,000 45 Arena Stage Deck Replacement $ — $ — $ 255,000 $ — $ — � 255,000 46 Five Flags Building Improvements $ — $ — $ — � — $6.000,000 $6,000,000 47 Total -Civic Center $ 12,000 $ 50,000 $ 280,000 $ 200,000 $7,535,000 $8,077,000 -33- DEPARTMENT: STATE PROGRAM: PROJECT TITLE: YEAR FIRST FY 2009 32 - Leisure Services/Civic 4C -Culture& Recreation Operations - Elevator Upgrades SUBMITTED: TOTAL Center Division PROJECT ACTIVITY NO: 102-2783 COST $ 192,000 2018 2019 EXPENSE BUDGET PROJECT BUDGET 2020 2021 2022 2023 2024 2025 A. EXPENDITURE ITEMS Design & Engineering $ — $ — $ — $ — $ 20,000 $ — Construction $ 12,000 $ — $ — $ — $ 160,000 $ — $ — $ — TOTAL $ 12,000 $ — $ — $ — $ 180,000 $ — B. PROJECT FINANCING DRA Distribution $ 12,000 $ — $ — $ — $ 180,000 $ — $ — $ — TOTAL $ 12,000 $ — $ — $ — $ 180,000 $ — PROJECT DESCRIPTION/JUSTIFICATION This project provides for upgrading the controlling devices, fixtures, cab, and door-operating equipment t�at will be over 40 years old. The elevator became operational in 1979 when the building opened. Malfunctions are steadily increasing; components have become increasingly difFicult to obtain or are not available at all; and it is not compliant to current ANSI a17.1 elevator code. The elevator is old enough that it doesn't have an emergency phone as it was installed prior to that requirement. This elevator is used by patrons and staff as there is no separate service elevator. The elevator at times will stop above or below the landing and the doors are slow to open. In 2020, code changes dictate that elevators in lowa must have a car door restrictor,ADA compliant emergency phones, pit ladders and a keyed stop switch.Additional upgrades would inciude a soft starter and replaces an obsolete computer board control system.Additional technology upgrades would include a soft starter which would replace the obsolete Y-Delta contacts thus being more energy efficient and provide phase protection, and a"104 board" upgrade to replace the obsolete boards which control door functions. This must be completed in FY 2020. RELATIONSHIP TO OTHER PROJECTS This project is not related to other capital projects. OUTCOME Financially Responsible, High Performance City Organization: Service value for taxes and fees. FUNDING RESTRICTIONS This project is restricted to Sales Tax Fund (20%), Greater powntown TIF, and DRA funding. 37 DEPARTMENT: STATE PROGRAM: PROJEC7 TITLE: YEAR FIRST FY 2017 32-Leisure Services/Civic 4C -Cuiture & Recreation Operations-Exterior Brick Wall SUBMITTED: TOTAL Center Division Replacement PROJECT ACTIVITY NO: 102- COST $ 50,000 2018 2019 EXPENSE BUDGET PROJECT BUDGET 2020 2021 2022 2023 2024 2025 A. EXPENDITURE ITEMS Construction $ — $ 50,000 $ — $ — $ — $ — $ — $ — TOTAL $ — $ 50,000 $ — $ — $ — $ — B. PROJECT FINANCING DRA Distribution $ — $ 50,000 $ — $ — $ — $ — $ — $ — TOTAL $ — $ 50,000 $ — $ — $ — $ — PROJECT DESCRIPTIONlJUSTIFICATION This project provides for removing the brick half wall on 4th Street and replacing with secured wrought iron fence. This project would include removal of the brick half wall on the 4th Street side of the facility and replacing it with secured wrought iron fencing.A security assessment performed by Dubuque Police, Fire and Emergency Management, in conjunction with Department of Homeland Security, included a recommendation for this improvement. RELATIONSHIP TO OTHER PROJECTS This project is not related to other capital projects. OUTCOME Financially Responsible, High Performance City Organization: Service value for taxes and fees. FUNDING RESTRICTIONS This project is restricted to Sales Tax Fund (20%), Greater powntown TIF, and DRA funding. 38 DEPARTMENT: STATE PROGRAM: PROJECT TITLE: YEAR FIRST FY 2017 32- Leisure Services/Civic 4C -Culture & Recreation Operations-Accessibility Building SUBMITTED: TOTAL Center Division Modifications PROJECT ACTIVITY NO: 350-2647 COST $ 225,000 2018 2019 EXPENSE BUDGET PROJECT BUDGET 2020 2021 2022 2023 2024 2025 A. EXPENDITURE ITEMS Design & Engineering $ — $ — $ — $ — $ 10,000 $ — Construction $ — $ — $ 25,000 $ — $ 190,000 $ — $ — $ — TOTAL $ — $ — $ 25,000 $ — $ 200,000 $ — B. PROJECT FINANCING DRA Distribution $ — $ — $ 25,000 $ — $ 200,000 $ — $ — $ — TOTAL $ — $ — $ 25,000 $ — $ 200,000 $ — PROJECT DESCRIPTION/JUSTIFICATION This project provides for upgrading the City-owned Civic Center for compliance with the Americans with Disabilities Act. Section 504 of the Housing and Urban Development Rehabilitation Act of 1977, as amended The ADAAct require a transition plan detailing building modifications to make them accessible to persons with disabilities, and a timetable for implementation. This project will address items found in the ADA transition plan for Five Flags. This project also furthers city equity efforts related to persons with disabilities. RELATIONSHIP TO OTHER PROJECTS This project is not related to other capital projects. OUTCOME Healthy and Safe: Continue to become an inclusive and equitable community in which all feel welcome, included, and leaving no one behind. FUNDING RESTRICTIONS This project is restricted to Sales Tax Fund (20%), Greater powntown TIF, and DRA funding. 39 DEPARTMENT: STATE PROGRAM: PROJECT TITLE: YEAR FIRST FY 2019 32-Leisure Services/Civic 4C -Culture& Recreation Concession - Digital Menu Boards and SUBMITTED: TOTAL Center Division Directionai Signage PROJECT ACTIVITY NO: 102- COST $ 25,000 2018 2019 EXPENSE BUDGET PROJECT BUDGET 2020 2021 2022 2023 2024 2025 A. EXPENDITURE ITEMS Equipment $ — $ — $ — $ — $ 25,000 $ — $ — $ — TOTAL $ — $ — $ — $ — $ 25,000 $ — B. PROJECT FINANCING DRA Distribution $ — $ — $ — $ — $ 25,000 $ — $ — $ — TOTAL $ — $ — $ — $ — $ 25,000 $ — PROJECT DESCRIPTION/JUSTIFICATION This project provides for purchasing digital menu boards for the facilities concession stands and directional signage for areas throughout the facility to help guests get around the facility. Five Flags currently uses magnetic panels with vinyl letters for it's concessions menus which were installed in 2007. They are laborious and difficult to adjust from event to event. Digital signage is needed for it's ease of program-ability, ability to change menu items and prices with minimal labor, and ability to display graphics and show food items to patrons. It will look more attractive and increase revenue due to decreased labor costs and be able to draw customers in with it's professional look. Five Flags currently has minimal directional signage for restrooms and the ATM machine. Digital directional signs will aid patrons moving throughout the facility and highlight our current and upcoming events. They may also be incorporated into the ad campaign to generate additional revenues. RELATIONSHIP TO OTHER PROJECTS This project is not related to other capital projects. OUTCOME Financially Responsible, High Performance City Organization: Service value for taxes and fees. FUNDING RESTRICTIONS This project is restricted to Sales Tax Fund (20%), Greater powntown TIF, and DRA funding. 40 DEPARTMENT: STATE PROGRAM: PROJECT TITLE: YEAR FIRST FY 2012 32 - Leisure Services/Civic 4C -Cu►ture& Recreation Arena-Air Conditioner Replacement SUBMITTED: TOTAL Center Division PROJECT ACTIVITY NO: 360- COST $ 225,000 2018 2019 EXPENSE BUDGET PROJECT BUDGET 2020 2021 2022 2023 2024 2025 A. EXPENDITURE ITEMS Construction $ — $ — $ — $ — $ 225,000 $ — $ — $ — TOTAL $ — $ — $ — $ — $ 225,000 $ — B. PROJECT FINANCING GDTIF G.O. Debt $ — $ — $ — $ — $ 225,000 $ — $ — $ — TOTAL $ — $ — $ — $ — $ 225,000 $ — PROJECT DESCRIPTION/JUSTIFICATION This project provides for replacing the arena air conditioning units; Roof Top Units 1, 2 and 3. The air conditioning units were installed in 2005 and have a life span of fifteen years. The units are working, however costs of repairs are rising ever year. RELATIONSHIP TO OTHER PROJECTS This project is not related to other capital projects. OUTCOME Financially Responsible, High Performance City Organization: Service value for taxes and fees. FUNDING RESTRICTIONS This project is restricted to Sales Tax Fund (20%), Greater powntown TIF, and DRA funding. 41 DEPARTMENT: STATE PROGRAM: PROJECT TITLE: YEAR FIRST FY 2019 32- Leisure Services/Civic 4C -Cuiture& Recreation Arena-Concert Audio Reinfarcement SUBMITTED: TOTAL Center Division PROJECT ACTIVITY NO: 102- CO5T $ 200,000 2018 2019 EXPENSE BUDGET PROJECT BUDGET 2020 2021 2022 2023 2024 2025 A. EXPENDITURE ITEMS Design & Engineering $ — $ — $ — $ 2,000 $ — $ — Equipment $ — $ — $ — $ 198,000 $ — $ — $ — $ — TOTAL $ — $ — $ — $ 200,000 $ — $ — B. PROJECT FINANCING DRA Distribution $ — $ — $ — $ 200,000 $ — $ — $ — $ — TOTAL $ — $ — $ — $ 200,000 $ — $ — PROJECT DESCRIPTION/JUSTIFICATION This project provides for purchasing professional line array audio system to support concerts in the Five Flags Arena. The current audio system was installed with hockey games in mind and is not feasible for concert audio reinforcement. SMG rents audio equipment for concerts which is trucked in and set set up for each show then taken down after. These components can cost upwards of$4,000 each day of use when rented, depending on tour specifics. Five Flags will be able to offer better service in-house to promoters, renters, and partners who are seeking professional sound reinforcement for concerts and other events looking for fuli range audio piayback across the entire arena. They will be able to contract the service through Five Flags instead of an outside vendor which would include additional costs such as trucking, hotel nights for drivers and technicians, rigging materials, and services. RELATIONSHIP TO OTHER PROJECTS This project is not related to other capital projects. OUTCOME Financially Responsible, High Performance City Organization: Service value for taxes and fees. FUNDING RESTRICTIONS This project is restricted to Sales Tax Fund (20%), Greater powntown TIF, and DRA funding. 42 DEPARTMENT: STATE PROGRAM: PROJECT TITLE: YEAR FIRST FY 2017 32 - Leisure Services/Civic 4C -Culture & Recreation Arena-Air Wait Replacement SUBMITTED: TOTAL Center Division PROJECT ACTIVITY NO: 102- COST $ 255,000 2018 2019 EXPENSE BUDGET PROJECT BUDGET 2020 2021 2022 2023 2024 2025 A. EXPENDITURE ITEMS Equipment $ — $ — $ — $ — $ 255,000 $ — $ — $ — TOTAL $ — $ — $ — $ — $ 255,000 $ — B. PROJECT FINANCING DRA Distribution $ — $ — $ — $ — $ 255,000 $ — $ — $ — TOTAL $ — $ — $ — $ — $ 255,000 $ — PROJECT DESCRIPTION/JUSTIFICATION This project provides for replacement of the arena air wall and curtain backdrop. The air wall is original to the building, thus is over 40 years old. The mechanisms and tracks are worn out. The typical life for air walls is 20-25 years.A total replacement is necessary. The curtain allows for covering bleachers. This, along with the air wall, creates a room inside of the arena for receptions and events. The air wall is used to make a smaller rental space for the arena. The curtains would be retractable from the ceiling greatly reducing labor and operating costs. Manually hanging ballroom curtains from rafters takes approximately 4 hours with four people. Installing a push-button retractable curtain system will greatly reduce labor costs and make renting the space affordable for clients who wish for an aesthetically pleasing event space. It costs approx. $250 to hang and another$250 to remove arena masking in the ballroom. This is done for multiple receptions and key events throughout the year when the arena becomes a small stage. RELATIONSHIP TO OTHER PROJECTS This project is not related to other capital projects. OUTCOME Financially Responsible, High Performance City Organization: Service value for taxes and fees. FUNDING RESTRICTIONS This project is restricted to Sales Tax Fund (20%), Greater powntown TIF, and DRA funding. 43 DEPARTMENT: STATE PROGRAM: PROJECT TITLE: YEAR FIRST FY 2011 32- Leisure Services/Civic 4C -Culture & Recreation Arena-Concert Sound Equipment SUBMITTED: TOTAL Center Division PROJECT ACTIVITY NO: 102- COST $ 255,000 2018 2019 EXPENSE BUDGET PROJECT BUDGET 2020 2021 2022 2023 2024 2025 A. EXPENDITURE ITEMS Equipment $ — $ — $ — $ — $ 255,000 $ — $ — $ — TOTAL $ — $ — $ — $ — $ 255,000 $ — B. PROJECT FINANCING DRA Distribution $ — $ — $ — $ — $ 255,000 $ — $ — $ — TOTAL $ — $ — $ — $ — $ 255,000 $ — PROJECT DESCRIPTION/JUSTIFICATION This project provides for purchasing and replacing sound equipment used for arena events. This project would replace speakers, amplifiers, mixers, and other sound equipment that will be at nineteen years of the fifteen-year life span.At events like rodeo, City Expo, and trade shows, it is now difficult to hear announcements due to the reduced quality of an old system. The sound system is beyond its useful life. RELATIONSHIP TO OTHER PROJECTS This project is not related to other capital projects. OUTCOME Financially Responsible, High Performance City Organization: Service value for taxes and fees. FUNDING RESTRICTIONS This project is restricted to Sales Tax Fund (20%), Greater powntown TIF, and DRA funding. 44 DEPARTMENT: STATE PROGRAM: PROJECT TITLE: YEAR FIRST FY 2008 32-Leisure Services/Civic 4C -Cuiture& Recreation Arena- Roof SUBMITTED: TOTAL Center Division PROJECT ACTIVITY NO: 350-2378 COST $ 395,000 2018 2019 EXPENSE BUDGET PROJECT BUDGET 2020 2021 2022 2023 2024 2025 A. EXPENDITURE ITEMS Design & Engineering $ — $ — $ — $ — $ 30,000 $ — Construction $ — $ — $ — $ — $ 365,000 $ — $ — $ — TOTAL $ — $ — $ — $ — $ 395,000 $ — B. PROJECT EINANCING DRA Distribution $ — $ — $ — $ — $ 395,000 $ — $ — $ — TOTAL $ — $ — $ — $ — $ 395,000 $ — PROJECT DESCRIPTION/JUSTIFICATION This project provides for replacing the entire roof over the arena. The arena roof was last replaced in 1997 and is outside its warranty coverage. It is very important to keep this roof in good condition so that events are not impacted by leaking roof. In 2018 leaking areas were patched. RELATIONSHIP TO OTHER PROJECTS This project is not related to other capital projects. OUTCOME Financially Responsible, High Performance City Organization: Service value for taxes and fees. FUNDING RESTRICTIONS This project is restricted to Sales Tax Fund (20%) and DRAfunding. 45 DEPARTMENT: STATE PROGRAM: PROJECT TITLE: YEAR FIRST FY 2019 32-Leisure Services/Civic 4C -Culture & Recreation Arena -Stage Deck Replacement SUBMITTED: TOTAL Center Division PROJECT ACTIVITY NO: 102- COST $ 255,000 2018 2019 EXPENSE BUDGET PROJECT BUDGET 2020 2021 2022 2023 2024 2025 A. EXPENDITURE ITEMS Equipment $ — $ — $ 255,000 $ — $ — $ — $ — $ — TOTAL $ — $ — $ 255,000 $ — $ — $ — B. PROJECT FINANCING DRA Distribution $ — $ — $ 255,000 $ — $ — $ — $ — $ — TOTAL $ — $ — $ 255,000 $ — $ — $ — PROJECT DESCRIPTION/JUSTIFICATION This project provide for the purchase of a new concert stage, skirting, and step units for Five Flags Arena. In 2025 the arena concert stage will be over 25 years old and approaching the end of it's life. Over 30 decks are damaged.As time goes on concerts get larger and weigh more as equipment on stage is increased and the total weight load on the stage gets heavier. Stages must be able to handle heavier point loads, be easier to move, lighter and stronger than before. This will assist Five Flags to draw concerts and other entertainment to the area thus increasing revenue. RELATIONSHIP TO OTHER PROJECTS This project is not related to other capital projects. OUTCOME Financially Responsible, High Performance City Organization: Service value for taxes and fees. FUNDING RESTRICTIONS This project is restricted to Sales Tax Fund (20%), Greater powntown TIF, and DRA funding. 46 DEPARTMENT: STATE PROGRAM: PROJECT TITLE: YEAR FIRST FY 2020 32-Leisure Services/Civic 4C -Culture & Recreation Five Flags Building Improvements SUBMITTED: TOTAL Center Divisian PROJECT ACTIVITY NO: 360- COST $ 6,000,000 2018 2019 EXPENSE BUDGET PROJECT BUDGET 2020 2021 2022 2023 2024 2025 A. EXPENDITURE ITEMS Engineering $ — $ — $ — $ — $ 600,000 $ — Construction $ — $ — $ — $ — $ 5,400,000 $ — $ — $ — TOTAL $ — $ — $ — $ — $ 6,000,000 $ — B. PROJECT FINANCING GDTIF G.O. Debt $ — $ — $ — $ — $ 4,800,000 $ — Greater powntown TIF $ — $ — $ — $ — $ 1,200,000 $ — $ — $ — TOTAL $ — $ — $ — $ — $ 6,000,000 $ — PROJECT DESCRIPTION/JUSTIFICATION This project provides for improvements to the building (arena, theater, lobby areas, exterior) and its equipment should a bond referendum for another scenario not pass or it is determined by City Council that Scenario 1 of status quo is the direction. This would be used on the current facility at its current footprint in its current state. The building is in need of wood window repairs, painting of the steel exterior, resealing the ballroom floor, remodeling/upgrading concession stands, carpet and tile replacement, locker shower upgrades, stage dimmer light replacement, dressing room upgrades, orchestra pit electronic lift, placement, refurbishing the stage floor, restoration of theater seats, painting walls and ceilings, satellite ticket booth , theater counter weight and grid system, lighting upgrades and retrofits and other building needs. Equipment replacement needs include the sound system, floor scrubber, tables and portable chairs, water fountains, popcorn popper, concert lighting, pipe and drape, follow spots, lighting consoles, masking equipment, scoreboard and other equipment replacements. New equipment necessary for a venue doing the level of business of Five Flags include wireless internet, point of sale system, metal detectors and wands and more.All projects listed have been submitted previously as individual projects with the oldest continuously submitted in the budget process since 2003 and the majority have been submitted and cut from the budget for 9-10 years and if approved in this CIP would be five more years until completed. Civic Center opened its doors in 1979, alongside the restored Theater paid for by a bond of$3.7 million project.Additional upgrades and renovations were completed in 2005 at a cost of just over$2.0 million. RELATIONSHIP TO OTHER PROJECTS This project is not related to other capital projects. OUTCOME Financially Responsible, High Performance City Organization: Service value for taxes and fees. FUNDING RESTRICTIONS This project is restricted to Sales Tax Fund (20%), Greater powntown TIF, and DRAfunding. 47 � � � � I I �' - � .� rr T � � � � � � �+ '� . � . ��Ii . . . : . � - � -- � � • � � �.,;;�� :' � i � • 1 S � 1� f i : � - 1�1, . ��r o+ ni;,e�^%` .�. ^�� - --��;rv� - �� w: i� - �4.��W,,� �_ Y�,,,y �t_�, -_-��=�:.� � � _"'�a-;'_ �;.....: ;::==_- 1,�� '�' - '- - : : - _ _:��'�:: '-=�=P``e: _ �::� _ _ r �:�:��=�� _ �- ___� _ _ _ �f � � . _ � . =_ �� r'"�^■ _� � - T _ .�,. � � '��'_ �"'��, � ��"`�' - I1 I Y. :.. _�... � . . 3 � .1"M� � ' . . �' �s� _ - �1 t I - . �� i'' ' I I I - _ � •? 1 �� ' . J'' � � ' � �,h �_ � I Uli.}. �. :,t;ti—.. �, III� _ � '��. _ - _ _. _- , � �, ; _ E:'�- i� � ,� ;6:.- "��'�. F :� �.. ��• �� i�� ..� � .�,,,��'. -_ � . ; • . � �,� � - - ^�� ^r: � � 3ai ��- _ i _�.�..- � � �i� _ _— —,,. �„'. ��,I�• - �i`:.;e;��^' �� ■ ��` T�� . 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Identified and analyzed scenarios: • Scenario 1 — Status Quo • Scenario 2 — Limited Renovation • Scenario 3 — Theater Renovation + Arena Expansion • Scenario 4 — Theater Renovation + New Arena Construction � B2tSCIl.H_3GCi�teS Five Flags Civic Center Phase 2 Planning � DUBUQUE, IOWA a:-y FEHC=5IGV 2 , • 2018 Phase 2 Planning: S C O P E O F ' 1 month ti meframe • Scenario 4 focus: C U RRE N� • New 6,000-seat Arena PLAN N I NG • Renovated Theater • Purpose of further concept investigation, evaluation and definition: E F FO RT 1 . Enhanced ro rammatic and architectural detail p g 2. Refinements and more detailed estimates of likely construction costs 3. Further analysis of parking issues 4. Updated cost/benefit analysis 5. Evaluation of funding issues and options • Collaboration with a large number of local and national stakeholders and industry professionals • Core objective was to advance the concept and narrow the understanding of costs � B2tSCIl.H_3GCi�teS Five Flags Civic Center Phase 2 Planning � DUBUQUE, IOWA a:-y FEHC=5IGV 3 • FFCC ARENA FFCC THEATER RE F I N E D ' Designed to fit the historic context. • Renovated lobby in the existing FFCC. • 6,000 seat capacity (full floor event). • New elevator access to the theater PROG RAM • 6,398 seat capacity (end-stage concert). balconies. • Enhanced ADA accessibility and • Enhanced patron amenities including E L E M E N TS elevator service. increased toilet facilities, family toilets, • Premium seating, including club seats, and improved concession offerings. loge boxes, private suites, and club • Enhanced ADA accessibility to main lounge. entrance. • Enhanced patron amenities, including • Exterior brick and stone repairs. increased toilet facilities, family toilets, • Interior wall repair and painting. and improved concession offerings. • Theater flyrail replacement and rigging • Improved sponsorship opportunities. enhancements. • Enhanced Wi-Fi and technology • Exterior window and door replacement. capabilities. • Black box improvements. • Improved backstage and support • Renovation of existing building into facilities. theater support spaces. • Enhanced rigging height and capability. • Improved stage and lobby lighting. � B2tSCIl.H_3GCi�teS Five Flags Civic Center Phase 2 Planning � DUBUQUE, IOWA a:-y FEHC=5IGV 4■ � ; —�� - -� —'-- -��. .i' °�.' 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BASEMENT LEVEL & ARENA SECTION ___�,� ,� -� ��. �� ,� �' ��<<� � — � `"'^'�;. �;�� . .._ - - � _-- �--�— �� , �� _� � -��.-.�._ w�ru� � � �, �' � =—_-- _ - �-I �� -- - ------------------- 4_ — i _ .. � � , � '� � � �'`� rio ck7vuAc��_..___.�_ �� , I �� , �� _ ' '�`ua-� � � ��lt'�p - - ,��., � �w�� _ �_ � I tic�r- �� - - _�.� � � ___-------- ,� � wr�P��. ;y�r �'�7;,_�T �a�P��bp�4�G ; u��rns�P1�1L� � ' I�P� �� ,t��R.��ES �—�l.'T��,4" E• � ��-�-I" " �• �'pw�s!:T ' � � �.�.} r "_—_ —.4-.a. � �{�c�v� �I � �� _" . , T .__ . .,-� ;r�2, .�_ , ,� - - -- - . ,��, _ �, ___ _-- _ , - _ ,r�� •��:��y'..:.:'�� I Ci". I�lD�Q��. r � •` . f �In�� `— � �'I"'-' , � ` _- 22 CEG it�: � � *" � ��1� �; � �� -- ' � 4 } �il-- �' ., ��— �yu f;� �� 4 � ---___ � L.,_s- . .. . ��_ �� .�y „ �W�� I � ��S�N�� ----�� , ; --� : , � , � . ! -�_-_ :, R� � _�,._,�_- ,� I � �� , �� I � F� �i � � � , I �; -'�� ', i ; � �D�'��' � �� , �;�, � I �I � L �'.�p _ ��!�11. _.��e 2�'3� /y�,ylrt — L �Ze6�k � p l 5 1� '�JO I . �� ' � � �-_-- ' � �-- � � � �� _� �� ^T� � B2tSCIl.H_3GCi�teS Five Flags Civic Center Phase 2 Planning � DUBUQUE, IOWA a:-y FEHC=5IGV 16 . A R E N A End-stage Floor Seating Counts by Type Concert Event S EAT I N C Fixed Seating Count: N T Loge Boxes (32) 64 64 Fixed Seats (general) 3,254 CO � � Club Seats (2 sections) 360 360 Fixed Seats (premium) 532 Suites (6) 72 72 Telescopic Seats (max) 2,126 Party Suites (2) 36 36 Total 5,912 Telescopic Seating Behind Stage -- 1 ,182 Fixed Seats Behind Stage (Upper) -- 530 Telescopic Front of Stage (Lower) 982 944 Square Footage By Level: Fixed Seats Front of Stage (Lower) 1 ,652 1 ,652 Arena Level 99,326 Fixed Seats Front of Stage (Upper) 1 ,072 1 ,072 Concourse 61 ,194 Floor Seats 2,072 -- Upper Level 20,960 ADA Seating with Companions 88 88 Total GSF 181,480 Totals 6,398 6,000 � B2tSCIl.H_3GCi�teS Five Flags Civic Center Phase 2 Planning � DUBUQUE, IOWA a:-y FEHC=5IGV PROJECT BU�GET SUMMARY 1 � ■ TOTALS ARENA THEATRE THEATRE SUPPORT I. C�NSTRUCTIaN C�ST $68,689,346 $fi3,934,2fi8 $1,706,449 $2,448,fi29 A. Sitework $6,355,82Q $6,317.817 $a $3$,��3 S U M M A RY O F g• New Construction $51,8D9,460 $51,672,448 $Q $137,D12 C. Renovation $3,593,764 $� $1,547,800 �2,Q45,965 ❑. oeslgnl eid Contingency[5°Io) $3,087,952 $2,899,513 $77,390 $111,�49 E S T I M AT E D E. 5ubtatal of Items A.-Q. $64,846,996 $60,889,779 $1,625,190 $2,332,028 F. Constru�tion Contingen�y�5°lo} $3,242,350 $3,044,489 $81,259 $11fi,fiD1 C O N S T R U C T I O N IA: CQNoTR�CT'N RELATED CQ57 $5,1 fi5,3�4� $4,718,0$4� $444,6T�Q $2,6$D B. Furniture,Fixtures,&Equipment $4,432,337 $4,a06,337 $423,500 $2,5�0 C O�� C. SAC,WAG,5torm Water Fees $0 $0 $0 $0 ❑. 5ite 5urvey,5ail Bor'gs,Haz Mat'I $157,ODD $157,400 $0 $D E. Construction Testing $125,000 $125,a00 $0 $0 F. Theatre 5tructural Study $5,fl�� $5,aD� $fl $� G. IT ConsulYg $65,OOD $E5,000 $0 $D H. CommissioningJ Test Balance $75,000 $75,aoo $0 $0 I. 5pecial Inspections and Other $60,OOD $6D,400 $0 $0 J. Cantingency{5°l0} $245,9fi7 $224,fi67 $21,175 $125 IV. A�MINISTRATIVE C�STS $T,565,524 $T,105,42T $195,645 $254,452 A. Acquisitionl Administration $440,OOD $44D,000 $a $D B. ❑esign Fees $4,�85,361 $3,836,�56 $1Q�,387 $146,918 C. Project Management $275,OOD $25D,400 $25,DQ0 $D D. Expenses $D $0 $0 $0 E. Financing[4°loj $2,723,574 $2,557,371 $fi8,258 $97,945 F. Contingency{5°Io}far $41,589 $22,aD� $� $19,5$9 AcquisitionlAdmin, Expenses V. ESCALATIQN $3,971,483 $3,719,796 $118,2T8 $133,409 A. pesign Escalation ta May 202D $0 $a $� B. Construct'n Escalat'n to May 2021 $3,719,796 $118,278 $133,409 VI. TdTAL PRD.IECT C05T $84,T91,65fi $T9,477,494 $2,465,04T $2,849,115 � BetsohAssaciates Five Flags Civic Center Phase 2 Planning � DUBUQUE, IOWA a:-y FEHC=5IGV 18 . SUMMARY O � ' ' • ' ' ' - � • ' • � Events 103 233 A N N U A_ Event Da s 152 335 v P E RFO RMAN C � Utilization Days 261 540 F�TI M �TF � Total Attendee Days (annual) 155,612 409,921 Non-Local Attendee Days 33,863 94,861 Hotel Room Nights (annual) 4,427 13,620 Operating Revenues $410,000 $1 ,862,720 Operating Expenses $1 ,266,000 $2,167,958 Operating Deficit ($856,000) ($305,238) Direct Spending $2,389,169 $6,099,909 Indirect/Induced Spending $910,680 $2,321 ,528 Total Output $3,299,850 $8,421 ,437 Personal Income (earnings) $1 ,062,529 $2,719,479 Employment (full & part-time jobs) 49 125 � B2tSCIl.H_3GCi�teS Five Flags Civic Center Phase 2 Planning � DUBUQUE, IOWA a:-y FEHC=5IGV 19 . N EARBY PARKI N G ISS U ES L � '� '��!!�� . -�� -� �.- : C ■ � - _ . . 1� y �� •ll�� . �r 1 _ .�/ '.I.' _"'T:.? � � .�:��.��- �� - �� r � � ��p � �. �- ax:�r►..: �.. k + �c. �; _, ' _ . �,,��.. ,_ ;,�:' rt ��, v . F j � (.-� . , � s � ,.. • �, � -�� . ,� ,�•. _ ,'`-- _�. ' - ., � ' , i ' x _ 4`� � ti. �� \ h � y � ��'�';� �� '��. i . �� '�' � "ssi.--�•1:.. ,�li • r'1 •� �r•�• 'r � g V 3• � .�� n�� + �� . . �� . .-' ,ri� '�,�y ` ��r�", ` -.�::.:' T�� .. I - . � _ � _ • ..�y -�.s7��a�.'+'," . .' • . � .� t . 't�� y• �� . �, y� iui-ipi ;?,`�� '°; ��ti �;.��s� 1 � �� ya �� 1�1 ��' - "'+s. �� L. r � � � � .�, -rl - f ' �. . ,��':� , i .; ,� Y.. + J ` � �� ` :� ..�.y if4 �jj��'.!�` _._ � . � +` - c , ��4� _:i�.�� - [ �_ , `41. _ .. i. "1��' h+ll�� '.C- t� � � � � �� - UI.� e _ t�. ,,� � ��■' , „ '�. � r , � !�' -- � �. .j.i - `�`�``�` � " - . - y— ��,.� � C' __ - � `+t .,� .� � ..x� _ � s�:��_� :� � 'a.� � �� C. ,� �'• __ .a9r �1 ' - � t � a ., �, � ��y ..-� 5 " ' ^ ?` ` - ___ - •+*� fFi� � � �' � �f' — 5 .'� `�+ ��_�� r�rr }' �: L #y �, - � }r' i-_ r �x . . ' �3,`'- ^ � ,� �, + � ' � � �� .! � - s �. � �� ,� .�`� � _•� � a � r � � • — �.. -•�� ` f� •. .�, r� � Y-�, -9,a �_� � �� _� . �� ,�sj';,�i _ .:�'� • . �,�, _ y,`•. �� 7=�i �ag �� . y'� '� F �fti�� "�: . � � •�,'� . �"�r, •'. �_ i�� - L.s� � . • i . � `�, � ' �!-` � � } _ .� ,•�� + •�� . '�.� � �/r'r � �� '� �i �� \ . � � • - r:r ��i' . � �� - �1. � l ' _ ' !r.� ti ' ' y-. � � �' • /��,,-Q �� - � �� \ •� _y f � �f+�� R� '.�~ �,1 � .. � -"� Y� �,.•lir�~_ "�� r� _ � � � .. � � a ` � � , '{� � s' � ' 2,222 parking spaces .'.�+�� _ ;;;; ��x. (ramps and surface lots only)within � , Y�,, � approx.2 blocks of a FFCC entrance , � �� r'�"�� •+r..%�� , C � ��J rrr�7R� ��'.a�' �l Cs�'F�. � B2tSCIl.H_3GCi�teS Five Flags Civic Center Phase 2 Planning � DUBUQUE, IOWA a:-y FEHC=5IGV 20 . OVE RALL PARKI N G CAPAC ITY 33 Parking Estimated [e�r � � Seating Spaces Proximate Coverage � 22 82 � � City, State Facility Capacity Needed (1) Supply(2) Percentage $ � �5 55 � ' � � La Crosse, WI La Crosse Center 19,100 6,367 5,369 84% � , 33 � 292 Evansville, IN Ford Center 11,000 3,667 4,000 109% 441 � � . , Corpus Christi, TX American Bank Center 10,000 3,333 4,200 126% �. Bloomington, IL Grossinger Motors Arena 9,146 3,049 2,597 85% � 618 Beaumont, TX Ford Arena 9,000 3,000 5,000 167% rr.. • � s� Bemidji, MN Sanford Center 6,000 2,000 1,200 60% `� - � Prescott Valley,AZ Prescott Valley Event Center 6,200 2,067 3,000 145% Dod e Cit , KS United Wireless Arena 4,935 1,645 1,600 97% 82 >>> 19 �591 + Average 9,423 3,141 3,371 107% � Median 9,073 3,024 3,500 116% � 1 46 513 Dubuque Estimated Supply Within Practical Walking Distance �� Dubu ue, IA 2 FFCC Existin 4,000 1,333 6,500 488% Five Flags Center� 399 ,j q ( � � g� �g � 1080 � Dubuque, IA(2) New FFCC(max Arena) 6,398 2,133 6,500 305% 25 g ' � ' Dubuque, IA(2) New FFCC(max Arena +Theater) 7,098 2,366 6,500 275% iii �� , � �' $ Dubuque Estimated Supply Ramp/Lot Supply Within 2 Blocks � '� Dubuque, IA(3) FFCC(Existing) 4,000 1,333 2,222 167% � 193 ;. ,, . � � , Dubuque, IA(3) New FFCC(max Arena) 6,398 2,133 2,222 104% � � _ • •• • • Dubuque, IA(3) New FFCC(max Arena +Theater) 7,098 2,366 2,222 94% �'+J � i �' (1)Extrapolation based on industry typical recommendation of 1 parking space per 3 seats !�' � i � . � �. � (2)Estimated parking supply within reasonable walking distance,based on conversations with city offcials and/or faciliry management. �� p 3 Re resents core ublic ram and surface arkin su I NOT INCLUDING street arkin or rivate lots within a roximatel two blocks ofthe FFCC. ,�i 13 � � ) P P P P 9 PP Y� P 9 P ) PP Y � B2tSCIl.H_3GCi�teS Five Flags Civic Center Phase 2 Planning � DUBUQUE, IOWA a:-y FEHC=5IGV Original Inflation Adj. Const.Cost L _ Const.Cost Year Const.Cost Per Seat Arena Market (in$millions) Public$ Private$ Public% Private% Opened Capacity (in$millions) Capacity 1 Allen Event Center Allen,TX $52.6 $47.3 $5.3 90% 10% 2009 8,600 $74.9 $8,705 --------------------------------------------------�--...............................----------------------------_............_..........................................................._......................................................-----............................-----�------.... ..........._..........................---------------------- C O M PA RA B L E 2 American Bank Center Corpus Christi,TX $49.6 $49.6 $0.0 100% 0% 2004 10,323 $85.9 $8,320 -- -- - - - - - - - - - - - - -- - - - - - - - - -- - - - - ----- 3 Arena at Gwinnett Center Duluth,GA $91.0 $91.0 $0.0 100% 0% 2003 13,000 $163.9 $12,607 4 BOK Center Tulsa,OK $178.0 $146.0 $32.0 82% 18% 2008 18,041 $263.5 $14,605 --------------�---�------�--......--�------------------------�------�-------------�--��--��--�----------------------------------------..............................................................................................................--�---�--��--�--.........--��--�----------------- -----...................................--�---�------------ A R E N A 5 Bon Secours Wellness Arena Greenville,SC $63.0 $30.0 $33.0 48% 52% 1998 15,951 $138.0 $8,654 --------------------------------------------------------------------------------------------------------------------------------.._...................................--.--................................................._......_......--.----------......................._..----------------- ------................................--------------------- 6 CenturyLink Center Omaha Omaha,NE $75.0 $75.0 $0.0 100% 0% 2003 17,000 $135.1 $7,945 7 CenturyLink Center Bossier City,LA $60.0 $28.0 $32.0 47% 53% 2000 14,000 $121.5 $8,682 N TR TI N ..................................................................................................................................... .. .... . . .. .. . .. . .. .. .. .. . .. ... .......................... ........ .. .. .... ..................... C O S u C O ___8___Chesapeake Energy Arena Oklahoma City,OK $101.0 $101.0 $0.0 100% 0% 2002 18,203 $189.2 $10,392 .....................................................................................................................................................�--��-----� �----............................................--��--�----- 9 Citizens Business BankArena Ontario,CA $150.0 $150.0 $0.0 100% 0% 2008 11,089 $222.0 $20,023 .............. . �� -..........................�- .................................. �� - ...........--�--........... �� ......... ......... �� ......................- � ................. .---.... -................--�-- 10 Covelli Center Youngstown,OH $45.0 $44.5 $0.5 99% 1% 2005 7,000 $74.9 $10,704 COSTS -- - - - - -- - - - - - - - -- - - - ------ - - - - - - - - - -- - - -- - 11 Denny Sanford Premier Center Sioux Falls,SD $117.0 $117.0 $0.0 100% 0% 2014 12,000 $136.9 $11,406 .........................................................��--�-------------�--....................--��--�--��--�--��----------................................................................................................................................................------�--............... .----........................................................ 12 Ford Center Evansville,IN $127.5 $127.5 $0.0 100% 0% 2011 11,000 $167.8 $15,253 ......................................................�-------------�--......................................--�------�---�--......................................................................................................................................................................... ............................................................. 13 GiantCenter Hersey,PA $85.0 $50.0 $35.0 59% 41% 2002 12,000 $159.2 $13,267 14 Huntington Center Toledo,OH $100.0 $100.0 $0.0 100% 0% 2009 9,341 $142.3 $15,237 15 Intrust Bank Arena Wichita,KS $206.5 $206.5 $0.0 100% 0% 2010 15,004 $282.6 $18,836 --------------�---�--------------------��------------------------------------------------------------------------------------...................-----.............................................--�--....................--��---------------------------.......................-------------------- �----..................................--------------------- 16 lowa River Landing Arena(1) Coralville,IA $92.1 $82.1 $10.0 89% 11% 2020 5,100 $85.2 $16,701 --------- -- - - - - ---- - - - ----------------------------------------------------------------------- -- -- --------- -- ---- -- -- - -- -- - - - - - - - - -- - - --- - - -- ------- --- - ----------- 17 Landers Center Southaven,MS $27.5 $27.5 $0.0 100% 0% 2000 10,000 $55.7 $5,571 18 Laredo Energy Arena Laredo,TX $35.5 $35.5 $0.0 100% 0% 2002 9,622 $66.5 $6,910 �_-__-___....._... ........-�---------..................... - -- ....----.....................-�----------�--------- _.... -- -- -- ........ 19 Mid-America Center Council Bluffs,IA $75.0 $38.3 $36.8 51% 49% 2002 9,000 $140.5 $15,608 - -- - - - --- - ---- -- -------- ----------------_----__-- ---- -- - - -................ - -.................................. - - - - - -- -------- - - -................._._..._._.._- --------- 20 Pinnacle BankArena Lincoln,NE $173.0 $100.3 $72.7 58% 42% 2013 15,900 $210.5 $13,238 _ --- ------ -- ------- -._........._.. --- - -....._....._..------ - - - - - - - -....._....................--- -- ------ 21 Reno Events Center Reno,NV $69.4 $69.4 $0.0 100% 0% 2005 7,500 $115.6 $15,407 22 Resch Center Green Bay,WI $50.4 $45 3 � � $5.1 90% 10% 2002 10,200 $94 4 $9,255 _____ _._____ � ____ 23 Sanford Center Bemidji,MN $78.3 $78.3 $0.0 100% 0% 2010 6,000 $107.2 $17,860 24 Sanford Coyote Sports Center Vermillion,SD $66.0 $46.0 $20.0 70% 30% 2016 6,000 $71.4 $11,898 25 Santander Center Reading,PA $36.5 $34.6 $1.9 95% 5% 2001 9,146 � $71.1 $7,774 26 Sears Centre Hoffman Estates,IL $62.0 V$37.2 V $24.8 60% 40% 2006 11,800 � $99.3 $8,412 -- -- --- 27 Stockton Arena Stockton,CA $64.0 $64.0 $0.0 100% 0% 2005 11,800 $106.6 $9,031 28 Tyson Event Center Sioux City,IA $47.4 $35.0 $12.4 74% 26% 2003 10,000 $85.4 $8,536 29 Verizon Wireless Arena Manchester,NH $65.0 $55.0 $10.0 85% 15% 2001 11,770 $126.6 $10,757 30 WebsterBankArena Bridgeport,CT $60.0 $52.0 $8.0 87% 13% 2001 10,000 $116.9 $11,687 31 Wells Fargo Arena Des Moines,IA $90.7 � $90J $0.0 100% T 0% 2005 16,980 � $151.0 $8,894 ______-- -- - - - - --- - - - - -- --........... - -.._.._.._................_....._........ - -- -- -o-- -- - --o- --- - -- -- - - - _._.._....._........._.... - -- - -- 32 XFINITY Arena at Everett Everett,WA $71.5 $37.6 $33.9 53/0 47/0 2003 10,000 $128.8 $12,877 ��----- --........ -- - _._.._.._.._.._._................_ - - - - -- - --_ - - -- -- - --- ._.._._...... - - --- - - - Average $83.3 $71.6 $11.7 85% 15% 2006 11,400 $130.9 $11,720 Note:Comparable arenas exclude university-owned arenas and arenas with professional NBA or NHL franchises. (1)Construction costs represent estimates provided by the construction team of$375 hard construction costs per gross square foot for a 188,974 gross square foot facility. � B2tSCIl.H_3GCi�teS Five Flags Civic Center Phase 2 Planning � DUBUQUE, IOWA a:-y FEHC=5IGV 22 , • Public sector revenue sources are used to fund the large majority of municipally-owned comparable projects. FUNDING • Most likely path forward for a FFCC Project would City issued G.O. bonds. � SSUES • Private sector and non-City sources could assist in defraying City's cost. • Hypothetical funding structure: • $65 million from proceeds via City of Dubuque G.O. bonds. • $5 million in contractually-obligated naming rights fees. • $5 million in dedicated ticket surcharge revenue ($1 .50 per ticket). • $5 million in ticketed event parking fees (in selected nearby ramps). • $5 million in private fundraising (corporate donations, donations relating to arts elements, grants, etc.). • Other issues to consider: • Annual operating subsidy funded by City is expected to be lower (approximately $500,000 per year savings). • Subsequent full design/engineering phase could identify cost savings. • Industry expectation of continued 5% annual inflation in constr. costs. � B2tSCIl.H_3GCi�tes Five Flags Civic Center Phase 2 Planning � DUBUQUE, IOWA a:-y FEHC=5IGV 9 �,;„ I � . � ; r� _ _ € � _ = � � � � - �, _ �- �- � � �_� � � � � i � _ � _ _ _�� , � � _ - _ _ �_ _ _ � i � � - ��-g � '��: �``- -. I , � If � �_.�['�.. � �� - a " IIU N.� '� t-'�,� � �� _. a � � „ � ;� , . i �� ``'�"a. --� �r i� i �� j' - �r �_ , . .. ��. •. - - -�� # �� + ; _� -� �� ;� _` � .� � _ � •��'.a�_� "� �� . �'� � . ii� - �� _ _ � - - "'�'+.-:- - - -� � 1 � � � � � � � � � � � � � � � � � � ��t' •' � � i - -- � . .,. _ - -- - _ -= � � - ..r_ �� - -� � „- _ _�_�' r.� . --- - � �._ � �� 4��,, , � 1�+ �~�.. - � : � ��. � ' .� �'� ' - � � �.�.�,, '� � , �, � � ", � '� ` - �` � �� , ��i�'�1�� .. ,�� `� � � �-",'.� � I I .�„ . , I� 11 ' , -'; � - �� ' `` F� ��rr}�,,r�� .�, J � t ' ' � r , � � ,. r � �� "' 1� �� - �, �' , � �r �._� � � � , � � � t � _ :. ..��,�.��°'�'.�� `� . .�._ _ . I� _ ' i� � ��.:�- i� - � � rA�� -�� i4,,.�.a. _ A.� y�� _ . :�=�'�„ti 1 � � �� ,i:�� ,..�'�:�?`,r ��' � � � �-`� �� - ^' '` �. � ! �� ,(n µ� . r� 'r '� � � � �� ' ��: �. �� r�rrr�" ��- `��, �� .. �6 .. ,� �. _ } �� •� _ ��.� .� � � . .� ,,. w. :,, .. • .. �; " �� ,�p � x: 1 y`'...��"`�' ' � � � 1 - � � . _ ,. - �_� r'� _ � � �- �r.�` . � ;� - � �� . �r � �= '� r � y� Es„n, �Yj; _ -�- � : �,L� � �. �f'��p�' Yr T'. ` _ y}' �:a� - �' '� � -- � : , ,y�. �=.u . .: � . � ... . " '�►� .:��'�,..�. ..� ,� . December 12, 2018 Ms. Marie L. Ware Leisure Services Manager City of Dubuque Leisure Services Department 2200 Bunker Hill Road Dubuque, lowa 52001 Dear Ms. Ware: The purpose of this summary report and supporting documents is to outline the findings of requested additional research, analysis and planning work associated with the proposed Five Flags Civic Center (FFCC) improvement and expansion project. The work outlined herein (referred to as"Phase 2") builds on the work and findings reached in the Assessment and Study Regarding the Future of the FFCC, dated June 19, 2018. Conventions, Sports&Leisure International (CSL),with the assistance of subcontractors Betsch Associates and FEH Design, led both the original study and this current Phase 2 planning effort. It is understood that the City of Dubuque (City) desires to advance planning associated with a potential major renovation/improvement project for the FFCC, in advance of a potential ballot measure in 2019 to secure funding for the project. Specifically,the services to be provided include development of more refined layout, programming and preliminary architectural renderings,along with various research and investigation into estimated development costs and funding issues associated with the proposed FFCC project. Given the expedited timeframe required to complete this work effort, a summary of our work and findings is presented herein. This report outlines the key research, analysis, and findings associated with the contracted Phase 2 advisory effort, and is organized in the following sections: Section Page Number 1. Background and Previous Work ......................................................2 2. Scope and Methods .......................................................................4 3. Facility Design and Layout..............................................................5 4. Parking Analysis .......................................................................... 16 5. Operating Performance Estimates.................................................20 6. Economic Impact Estimates..........................................................24 7. Construction Cost Estimates.........................................................27 8. Analysis of Funding Issues ...........................................................29 9. Conditions of Work......................................................................43 Supporting Documentation (provided separately) Conventions,Sports&Leisure International 520 Nicollet Mall•Suite 520• Minneapolis,MN 55402• Telephone 612.294.2000• Facsimile 612.294.2045 Ms. Marie Ware December 12, 2018 Page 2 of 44 1. Background and Previous Work In 2017, following a competitive bid process, the team of CSL, Betsch Associates and FEH Design was hired by the City to conduct an assessment and study of the FFCC. CSL has provided feasibility studies and planning advisory services for more than 1,000 event facility projects throughout the country over the past 25 years. Betsch Associates is a full-service design firm created to provide its clients with traditional architectural services, as well as complete pre-design services, including strategic planning, land planning, financial feasibility and market analysis. FEH Design, with offices in Dubuque, has operated since 1958 and offers over 360 years of active staff design experience. The FFCC has long-served as an important community asset for Dubuque and its residents. Its long history can be traced back to the mid-1800s with the opening of hotel and theater facilities in downtown Dubuque. Over the years, Five Flags has served as a critical gathering place in Dubuque, hosting thousands of entertainment, performing arts, sports, conventions, and civic events. The two primary elements of the current Five Flags Civic Center are the 4,000-seat Arena and the 700-seat historic performing arts Theater. In the decades since the last major investment in Five Flags, significant changes have occurred within the event facility industry nationwide. At the same time,additional new event,sports and entertainment facilities have been developed elsewhere in Dubuque and in the region. As such, the City was interested in determining the most appropriate path forward as it relates to the Five Flags Civic Center and its ongoing role in Dubuque. Specifically, the purpose of the 2017 study was to assess the FFCC's current physical state and programmatic orientation, and conduct a study of market demand, supportable program, financial, economic, naming rights/sponsorship and feasible development scenarios relating to the future of the FFCC. A high-level summary of the primary conclusions reached by the FFCC Study concluded in 2018 includes the following: 1. Market support exists for both improved Arena and Theater facility products in Dubuque. a) The FFCC has long-served as an important community asset for Dubuque and its residents. b) Local quality of life and economic activity would be negatively impacted without a venue serving these roles. c) The FFCC Theater is an historic asset that should be protected. d) The FFCC's current location is ideal for an entertainment/sports/arts complex. e) The FFCC Arena has exceeded its practical life. f) The FFCC Arena physical product and functionality are below industry standards. g) Significant upgrades to the FFCC Arena product are needed to better compete for and serve spectator and entertainment event segments. h) Investment in FFCC enhancements or redevelopment would be expected to drive new activity and positive impacts. i) The highest-and-best-use of the FFCC asset (building and land) is a multipurpose civic/entertainmenUarts complex. Ms. Marie Ware December 12, 2018 Page 3 of 44 2. Four facility scenarios were identified for further high-level analysis for comparison purposes, including preliminary site configuration and layout drawings: • Scenario 1: Effectively represents a minimum, status quo scenario, recognizing that a certain level of expenditures will be required in the near term and in the foreseeable future on deferred maintenance and future capital repair/replacement items to keep the FFCC safe and operational by current standards. • Scenario 2: Involves a limited FFCC renovation (no expansion of facility footprint). • Scenario 3: Represents a renovated complex with an expanded Arena. • Scenario 4: Involves a demolition of the existing FFCC Arena, improvements to FFCC Theater, and the development of a new, state-of-the-industry Arena via a northward expansion of the FFCC's footprint. 3. Preliminary order-of-magnitude capital costs (in 2018 dollars) were estimated for each of the four identified scenarios: • Scenario 1: $8.7 million • Scenario 3: $25.8 million • Scenario 3: $49.0 million • Scenario 4: $71.4 million 4. A summary of key estimated annual performance metrics for an assumed stabilized year of operation (assumed third full year of operations, in 2018 dollars) included the following: - . - . - . - . .- Events 103 138 194 230 EventDays 152 207 293 333 Utilization Days 261 346 479 536 Total Attendee Days(annual) 155,612 217,348 324,913 386,207 Non-Local Attendee Days 33,863 47,182 73,730 89,122 Hotel Room Nights(annual) 4,427 6,121 10,440 12,820 Operating Revenues $410,000 $570,457 $1,137,160 $1,531,060 Operating Expenses $1,266,000 $1,381,603 $1,798,852 $2,002,457 Direct Spending $2,389,169 $3,055,223 $4,753,391 $5,737,937 Indirect/Induced Spending $910,680 $1,161,888 $1,806,039 $2,185,052 TotalOutput $3,299,850 $4,217,111 $6,559,429 $7,922,990 Personal Income(eamings) $1,062,529 $1,357,070 $2,114,236 $2,554,431 Employment(full&part-time jobs) 49 63 97 117 A detailed written report was developed and presented to the City in the spring of 2018. CSL presented findings to City Council in May 2018. A revised report was delivered to the City in June 2018. The City Council formally accepted the report in July 2018. Ms. Marie Ware December 12, 2018 Page 4 of 44 2. Scope and Methods Subsequent to the delivery of the 2017/2018 study report and presentations, additional discussion among City leadership and project stakeholders continued. The project team was approached by City staff in October 2018 to discuss additional planning assistance. An amended contract for these services was executed between the City and CSL in November 2018. The City directed the project team to focus on Scenario 4 (as conceptualized in the 2017/2018 study) for the purposes of the newly-contracted Phase 2 planning work. The aforementioned Scenario 4 now represents the proposed facility Project of all Phase 2 work outlined throughout the remainder of this document and supporting information. The Project involves a demolition of the existing FFCC Arena, improvements to FFCC Theater,and the development of a new, state-of-the-industry Arena via a northward expansion of the FFCC's footprint. The Phase 2 effort involved multi-day visits by the project team to Dubuque, as well as the collaboration and participation of a variety of stakeholder and industry experts. CSL and Betsch Associates would like to thank the following individuals for their expertise, assistance, and contributions: Marie Ware—City of Dubuque Dennis Jordan-Mortenson Construction Co. HR Cook—Five Flags Center/SMG Randy Clarahan-Mortenson Construction Co. Daniel Holtkamp—Five Flags Center Jason Hopper-Mortenson Construction Co. Ali Levasseur—Five Flags Center Darin Knapp-Mortenson Construction Co. Kelly Sprietzer—Five Flags Center Brant Schueller—City of Dubuque Christy Monk—FEH Design Steve Sampson Brown—City of Dubuque Bryan Blair—FEH Design Wally Wernimont-City of Dubuque Paula Portz—Legends Project Development David Johnson-City of Dubuque Dieter Muhlack—MEP Engineers Gus Psihoyos-City of Dubuque Bob Habel—MEP Engineers Dave Ness—City of Dubuque David Campbell—Geiger Engineers Tony Kress—City of Dubuque Bob Leto—Avant Acoustics Chris Kohlmann—City of Dubuque Steve Young—William Caruso and Partners Renee Tyler—City of Dubuque Emily Smart—Blackstone Environmental Brent Giese—Century Link Travis Haas—Blackstone Environmental Bryce Parks—Five Flags Civic Center Commission Jayme Kluesner—Portzen Construction Lenore Howard-Fly By Night Productions Andrew Noble—Portzen Construction Doug Donald- Fly By Night Productions Ben Roush—Conlon Construction Co. Nick Schrup—American Trust Bank Keefe Gaherty—Conlon Construction Co. Mark Wahlert—Dubuque Symphony Tionna Pooler—Independent Public Advisors William Intriligator—Dubuque Symphony Thierry Gray—SMG A primary objective for this current work is to further investigate, evaluate, and define the identified facility concept to provide for the Project: 1. enhanced programmatic and architectural detail; 2. refinements and more detailed estimates of likely capital costs; 3. further evaluation and analysis of parking issues; 4. an updated cosUbenefit analysis; and 5. discussion of relevant funding issues. Ms. Marie Ware December 12, 2018 Page 5 of 44 3. Facility Design and Layout As previously mentioned, the Project involves a demolition of the existing FFCC Arena, improvements to FFCC Theater, and the development of a new, state-of-the-industry Arena via a northward expansion of the FFCC's footprint. The 2017/2018 study identified the following as market supportable for the FFCC Project: • Arena: o State-of-the-industry, spectator arena o Seating capacity of between 6,000 and 8,000 o Some flexible seating to retain access to flat floor space o Premium seating and other hospitality areas o Enhance patron experience—ingress/egress, WiFi, food & beverage, ADA, etc. o Upgraded back-of-house, load-in/out and other support facilities • Theater: o Retention of historic Theater o Refurbish seating and make 2nd Balcony seating functional o Modest expansion of Bijou Black Box Theater o Address capital improvement project items o Enhance patron experience—lobby, WiFi, food and beverage options, etc. o Upgraded back-of-house facilities As a starting point for this Phase 2 effort, CSL further defined the market supportable program targets for the Arena component of the Project, as shown below. This does not represent the final program that was determined subsequent to the design and costing process by the project team with collaboration by City staff and the construction professionals previously identified in this report. Final identified seat counts are shown on page 14. MARKET Supportable Seating Levels: SUPPORTABLE 4,350 Fixed seats(general admission) PROGRAM 120 Suite seats(12 seats per suite,24 per party suite) 112 Loge seats(4 seats per box) Modern 400 Club seats Multipurpose 1,500 Removable/bleacherseats Spectator& 6,482 Total fixed seats(hockey capacity) Entertainment 7,082 Capacity(end stage concert,including floor seating) Arena Supportable Premium Areas: 6 Private suites(traditional) 2 Private suites(party) 28 Loge boxes 400 Club seats 1 Club#1 (suite,loge box&club seat holders) 1 Club#2(Everyman's Club) Ms. Marie Ware December 12, 2018 Page 6 of 44 For the purposes of definition, the following description provides additional clarification concerning premium seating concepts, as they relate to the Dubuque Project and industry best practices: Private Suites Private (or luxury) suites often feature 12 to 16 seats and include preferred parking, VIP arena entrance, private restrooms, TV monitors, exclusive arena club access and a right of first refusal to purchase tickets for other events in the building. In Dubuque, the suites could be located on one side. Club Seats Club seats are located in optimal event locations, typically in the lower bowl and/or mezzanine level. Club seats are wider, padded and typically provide more legroom relative to standard arena seating. Club seat amenities typically include preferred parking, a private arena entrance and exclusive access to a private club/lounge with private restrooms, upgraded food and beverage service, casual seating areas and flat screen televisions, among other amenities. In Dubuque, the 400 club seats could be located in the lower bowl on one side adjacent to the private club (i.e., a section stretching from first row to top row of lower bowl as close to mid-court/floor as possible without becoming problematic with end-stage setup.) Loge Boxes The emergence of a smaller loge box product has also served to meet a market need for a smaller- capacity premium seating product. Loge boxes, for example, typically have seating for 4 people (versus 12 to 16 seats for traditional suites) with chairs on roller casters that are wider and more comfortable than general seating areas. Loge boxes are typically equipped with a drink rail and flat screen television monitor. Loge box amenities typically could include preferred parking, a private arena entrance and exclusive access to a private lounge with private restrooms, upgraded food and beverage service and casual seating areas among other amenities. In Dubuque, there would be flexibility in where the loge boxes are located. Normally, they would be placed at the edges of the club seating area or in the corners. Club Rooms/Areas Normally, modern areas would incorporate multiple private clubs (for instance, one for club seat holders, one for private suite holders, and an additional one or two). In Dubuque, it would probably be appropriate to think in terms of a single private club behind the club seating area that is also accessible by private suite holders. Additionally, a lower finish "Everyman's Club" area could be included at the concourse level on one of the ends. Clubs would have views of the playing surface with drink rails, stool chairs, and other chairs, couches, furniture, and food and drink service. Over the course of the four-week engagement, including a multi-day site visit, outreach and collaboration with a variety of local stakeholders/participants and national industry professionals, Betsch Associates completed further refinement of the Project's layout, design, programming, and estimated construction costs. The exhibits on the following pages present a selection of some of the new layouts, drawings and renderings developed under this Phase 2 engagement. The full package of architectural documents is provided separately from this report document. Ms. Marie Ware December 12, 2018 Page 7 of 44 � . � � � -�; G �r �, �, .�- �� I � � I.. �� IL; �I F� � -1 -�,:.: �� I I I I 1. I- �� q-- -��ii . --� � �' ,. ___�� _�, -- i� � . � - }- � , �. �:,� � �� ;,` '_1� -- � ��.,.�•#�. ��{:r.;��.�b:,:.-r ��_ �r.3. , , :a-- , `�'_ � ,��?,��r��' � '�� '_r �,,:� �, i I..��:�`�ti= # �� .f � � �- - � � q�� '"'_ -- �1i�='-� _.-� m�`�'� �, , — �� .�. �,. �,� A_ � _ �-,.... -� �� ' ^�'_�" , :_.a'- �si�r-g'�-� ' �, ` ,.. .. ��.: �• . , ��;... :.;'� �. _ ; _ �_'"��.�- t �a: '�`' ,�: k,,. 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' ' .� I •I LLl �I� f� ;� �L�j'1^� . � ` �4� I �1� �� ` � i�•�_ �— � �� 1 ��.: � � I �` � � _ _ �; . � ��, , �� - k} �� - � , _ ,_ ,. r � -_� �.�, ,. ��` _ �` �� r.�� Ms. Marie Ware December 12, 2018 Page 10 of 44 _ A I � �i � �� '1 - � �� ' - _ �� , ��, � ',��;' * � �. �; �, 1. `��r9i�ar"'' � ►�� 4 R < Theater Lobby M �Tale� +. � �� ''� -:� �' :''�� .:� . . � � 1 = � �.- � _ :� �4, �4� ' -�� - � � ,i� E� p � r �� .�� - .. �_� . , y J �� _4, _,�= . � - . �� :. .�.r�"� � .. _,,, �', �;� - ``� - � � '�_ i � �.`-�� '� �� :t.�- � � �� :1= �_ � -. �. �� ' ��'t�::��Y�:� --- a� - Ms. Marie Ware December 12, 2018 Page 11 of 44 � � '� ��-m, __�_ �!� o--,�_ ��°; � � a � �� I� � � o — =�--=' �` �o � _� s , ti �i ; .� .� o � a ��t�' i i ` � ,.t'f'�.`Yl�p_I]�fw�rt�'-1��.-��Y � �� I I� � _ -1` ' o '�� — - I�'��-� �---- ` � � � � , � � -- � �� __-_ �� __�_ --�: ' ��,�r`��,3, - �� _.T � � ' �� \ I � I i " � i� � � ' �� o ` I � #� � �GI E �:,_lA _ � � a i:�.-.,� �i � � 1 �° � � �� r i �� m, I � q � r� o � p �� 4 � � � �_ L11.� . , `�� R � � d o� � � _ =�` �;� � � � _-� �� _ �P � � 6 � —_ �S� �� h � � ° �� i i 1 � � 6 I � �� p . 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' ,�. � � � � � � � a� � , � ,-- ---- -- - -----j r-� oa ' $ � i i a • � � �--t, �-- �- I � o j �r , ��, c� � b � � � — � , '� ,� L �—�_ �-�-� a '� �� `v � j d ; 6: I �'� � ° � ° � �s�- � � — � � , � ° g Q �, � y ---1 � �,� �u � � �� -_�-�=�.��-� & �a � � �, � i ,�o � �� ' � � � � ❑ �� --- �o— — �,�� ;a Q , � � a— . �-� _ � � � ,, � �� o� e� �� ; �� - — � � ' ~'!� � - �� - § � -�� ' �� r � , �__ �� b ��a� � �� II �1 �� z � � � � � �,J��1�� 4� r � � � � G�� • _- -- - - - - _�__� Ms. Marie Ware December 12, 2018 Page 12 of 44 � � � � �. � � - -- � � �� _°` ._ -- _��I�� a —�-_ '�� - a � �— - � tt -- - � � � � _� �s - �� -- � - � Qa� � - � �� -- � � � , � ; � � �t e � � . i, �� ----�� -- - --- —T� , � --- b -- ��_ � � _-_ � �� ___� ---�— - �`� � � g p� �� a �3 � � � � � - '� 6� � �° �� R � 1 � � I n� � � � � � ' � � jf� °��V�d � I y/ � - � � � �� i �1`� � �� -�'i � � � II � 1 -��,,,�� — -- --_�.� � `� � -`;, '� y � i � �� '� � a� � a� r�— - - - � �� - � #� � � � - -__- - --- �� , � � � �' �� '� ;' � � _ � � � �; � ------ - ;� > �. . Ms. Marie Ware December 12, 2018 Page 13 of 44 � �� ,, � � �_.— � � N N a � � � � � �� r— _.— �� ' � � � ar +�' � � 3� �A- �� -- � �1 -, � °� _ �� „ � � � � � _ � �� p � � � � � � � �`_�i � � �II�� 3 �� - � Ms. Marie Ware December 12, 2018 Page 14 of 44 �--�Y ---------_ III =- _--_-- -- _ -��v��' � i.�=�=�.- -- - _`--=__ -I��___---- � k��_.r, `� I ��k Pu�rf'i�^ ,a��.::r--=` ' �`-�� i�tWk[L � � ��n '1- -- �� o��a[�t71dG i Ufl�'R�rlr�P�N.� r�; I+}�I` + .� kdn�iY�S � _.�,, �'IU 4��MG I .� ;_-.- --��"` � `J � ' �n a �1�C�.�S-- --�� iv o � -F�� Evrf �� --� , , � � � _ 22'c+��+er �,L��,, ul —;_�s , � - -�� _::�� r -.� _ I i i R�� I - -�`..•-. �R`krt ` k. +,:i� }�t` , -•��'f � j . _.1� _� . ' I :n : -;�;-•,;zs,�r F�� ?:i��".�, - y - .., ��ail ` I^�f�'�N �'}��f 27J�i° � .r11�J� ?y�`4� ' ; I' . �' S�Of1A7 �T Gd�.d[i��F. �a.=�'o" i - ---. ��E��-r��x�C+�3 rr� �3�r r� r . __ -.---^-- �' _ � . � --- _-__--- �mv�� --- --- --„ -- -__�=�� T � --_- _-j �� .- -�! � �`�s'� ��' _ — , �!� i ' - .,�_, *_. � '�'e�rr�o��. -=�.---=_ � _ �. � i � ! �t��ALL• �!a'o° rE,{�y ei'�fG�lY�5TEE1. I �4N� sQG�"r . r,�--'�dAY..s�1Att� s-; _ ii+��. � ,�I41�1 ;; � c�r��1�DfI�G I � �l�`=�--- -==.:x�"� ,_E��nfE F� I � �SfhTllifr._ i?;•%=`_,_::. '-� .;.-�- "i.�i� I G 106PTf � pr��it, �, � � t w�,,� i � i.��z��tiY�� __� ' F 1c � �89 _l�,r � . I� - ._ -s- .- -T.—�_ , i— --- I , I�rD��G� ;-•••— _-. '.�' � � 1�6'�if'IG��s �, i � i _ I_ , � e �'� i I 'iq�° � I - -- � m - ��Rjh� * i ��GIiD1�P�Tr'.,�1fk1 �GO�. �i'��,0° ; = --- �f��C£-r'S� 6�r�+fhr�cr�rFCS,ING. 1�27•I� L - - Ms. Marie Ware December 12, 2018 Page 15 of 44 A summary of the Project's seating levels, capacity by primary type of event is presented in the exhibit below. As shown, total seating capacity is 6,398 for a hypothetical end-stage concert event and 6,000 for a hypothetical floor event (i.e., no portable floor seats). The seating count includes six (6) private suites, two (2) party suites, 32 loge boxes, 360 club seats, and general admission seats (through fixed, telescopic and floor seats). End-stage Floor Seating Counts by Type Concert Event Fixed Seating Count: Loge Boxes(32) 64 64 Fixed Seats(general) 3,254 Club Seats(2 sections) 360 360 Fixed Seats(premium) 532 Suites(6) 72 72 Telescopic Seats(max) 2,126 Parry Suites(2) 36 36 Total 5,912 TelescopicSeating Behind Stage -- 1,182 Fixed Seats Behind Stage(Upper) -- 530 Telescopic Front of Stage(Lower) 982 944 Square Footage By Level: Fixed Seats Front of Stage(Lower) 1,652 1,652 Arena Level 99,326 Fixed Seats FrontofStage(Upper) 1,072 1,072 Concourse 61,194 Floor Seats 2,072 -- Upper Level 20,960 ADA Seating with Companions 88 88 Total GSF 181,480 Totals 6,398 6,000 Estimates related to the total Project gross square footage (in terms of new construction and renovated space) is presented in the exhibit below. New Construction Renrnated Areas Arena 181,480 SF 0 SF Arena Level 99,326 SF Concourse Level 61,194 SF Upper Seating Level 20,960 SF Theatre 0 SF 3,393 SF Basement 993 Street Level First Balcony Second Balcony Third Balcony 2,400 Theatre Support Areas 0 SF 25,844 SF Basement 3,503 Street Level 10,767 Concourse Level 11,574 Total Conditioned Building Area 181,480 SF 29,237 SF Non-Conditioned Areas 3,957 SF 150 SF Canopies(at 50%) 360 0 Catwalks(at 50%) 2,704 150 Exterior Ramps(at 50%) 0 0 Overhangs/Arcades(at 50%) 893 0 Total Gross Building Area 185,437 SF 29,387 SF Ms. Marie Ware December 12, 2018 Page 16 of 44 4. Parking Analysis As there continues to be discussion as to parking impacts and implications associated with the Project, additional research was conducted to lend more support to the conclusion in the 2017/2018 study that existing parking availability nearby the site in downtown Dubuque is sufficient to adequately absorb demand associated with the Project. Based on industry standards, it is often recommended that one parking space be available for approximately every three(3)seats. Therefore, based on the Project's maximum seating capacity of 6,398 seats, an estimated 2,133 parking spaces could be required to serve the FFCC for high demand events. In a rare situation where all FFCC spaces (Arena, Theater and Meeting Rooms) could theoretically be occupied by maximum-attended activities, total industry standard parking space requirements could rise to an estimated 2,366. The required parking spaces can be provided in a combination of on-site spaces directly controlled by arena management and existing or new parking within a reasonable walking distance (5 to 10 minutes) of the arena. Dispersing parking thorough the immediate area would serve to encourage patronage of area businesses within the downtown area by attendees in connection with FFCC attendance. Provided by the City's Transportation Services Department, the following map outlines key downtown Dubuque parking proximate to the FFCC. 33 . "�-� [D£S� � � , � _ 22 82 $ $ 445 _.., 55 . 1 � � $ 292 33 441 . � $ _ i . 618 - $ �-; 82 � ' � � 111 19 '591 1$ 46 513 =.i-:�:i�� I 'i Five Flags Center� 399 � � 16 $ 1080 ��i�� 25 $ . .� • � $ � iii DE70 � 193 �� ; �, � �o � �� As shown, there are a number of parking opportunities nearby the FFCC. Specifically, there are nearly 7,000 parking spaces within a 15-minute walk of the FFCC (more than 4,000 of which are free of charge after 5:OOpm or 6:OOpm—times after which the majority of FFCC attendees will be arriving for most events). Ms. Marie Ware December 12, 2018 Page 17 of 44 Further, as shown on the map below, even with the loss of approximately 80 existing parking space (Municipal Lot 10) due to the north parcel needed for expansion, there will still be an estimated 2,222 parking spaces through ramps and public surface lots (not including street parking)with approximately two blocks of a FFCC entrance. The northward expansion of the Project site and the creation of a new north end Main Entrance and Plaza will make the 1,000+ parking spaces in the large two nearby ramps to the east much more desirable for FFCC attendees. i �+/��..� �� - �" - � . �`` .� r � ,� ;�r�:,..� �� " �+ ' � "n '..� � � ' ` (' �"; � ' �{w `�i .. � _� � f� � ` _�"�'�'� � � � •��. � � �'►� ' 1 �_ ,+� � 1 �� Y �' � � , � ` r^�v': �!` �,�. i � "�• -.��U�4 , +� • ,tH� � ' �r � �P + �� i� M ,� M1� '�'. r. '� � , r� ��^� . . ��_� y � } r - ��. y ' •' � � w � 'rr , �r' �� r��;�5. :i:�. .� . 'R�'��.� 'ti� � � 4r� - � � �� .��'� . � - � � " ,1 � ,�'�� '�t ` ' s • � .;' � ��5�. 5 � � � . - � �- H� . �� _. :: ��'� "'::��"i '� . " ,,:--- -, '�' . � ;tir. • E . . ��- . - 1;�;L�1• � ��'� �� . ` � y � � ' � • �'� _i , r � i,� '��r' `�• ��er� �� .• " '� � "�•�� ' . -�s � r I '� ��•'r S i � ��•�*f _'/'� ��' r*�• �UiR;�.`� .��.� ' ' .? � � - !�T ' � tii + � ��f� r' •'� �r .T ' -�, * � � �.,� `•,r�J S��'Y �"T" � f i' , �rJ ,l ,�� ' � �,� I.� i_ ' � ' � _ � _ {I ~ ��'� �� 1�� :� r. { '• � liy'1 � � .� f ' �-� . ��, � -- �,�' 2,222 parking spaces . �� + : �y� .. (ramps and surface lots only)within ' ` � �". ' � x-�•�, I approx.2 blocks of a FFCC entrance � r +i•� � ��'"`�x. ,:�� '�'��,r� � � .1' � .�� ;r'•. r��+�' � r � ��l�•S �- -��['�c.�� . 1 � �. '� � � � � • While latent downtown Dubuque parking demand may be moderate to high during daytime working hours Monday through Friday for certain lots, ramps, and street spaces, it is important to first recognize that the vast majority of high attendance events are entertainment/spectator events that occur in the evenin hours or on weekends. This supply and demand pattern is typical for nearly all entertainment/spectator event venues and tends to benefit event facilities that are located in central business districts of downtowns. Ms. Marie Ware December 12, 2018 Page 18 of 44 Shown below, a bird's-eye view aerial rendering (looking north to south)gives a sense as the proximity the two existing parking ramps (lower left) would be relative to the new positioning of the FFCC Project. Demand at these two ramps are low on the weekends and after the 5:OOpm hour midweek-the time periods when most major FFCC events would occur. _- rr ;'. ' �� .T .��1 „ ��+ .�- � �n "'`r., �!4� "�. - '� _�.�y i k ;�� ''�;5� -- . � � -``--� ,�� !��,� _'��+ � �.� --- �'��.: .�`.� ,� � ��-� .' .• 't� 4' :;i,``��„ �� ` � • -ii -:.N,�r �T �•L, ��4� _ �irt�,; `�� _3 ' , .. '' !�■ ■� . ��:��, ��'.::'�: l • �. �;� u �; , �i ,z ••�„ �11� :, ,�. ';�.�; � ��q � � >� ,,: ,� ,� ��=::�� , _� � '»,ii-.. _ �'� � V - ; `_ � t _��.. ;,. ��F � ��. �-.�� ;-�� _��, - } ,_;� . . ;�- ■�'' � _..�.� �-. � � .,x ...� .. , �:-;,�! •�•..�� - � - �� ,_ � i- _ _ �'r� � � _ -- __ v F+�„�i�,�- ,,, _ t ; -_ �'''+ ``,\1 's � J . ''i� ;�,. �R a� r . , `��yn a a 8f► - � � � � � ; � ��_ t' ` � �� - � � JY ,.wI! �� :� �� . � � ,� i � �s � �r-" `� � , .� �i� +I � � � _ _ �� .` _�y� �`�,i - _ - f� - �1 rr ` .�+. -�� r� �� ' �` y s . Adjusted for seating capacity, the parking supply in downtown Dubuque proximate to the proposed Project is more plentiful and less costly than that associated with most comparable arena venues located in other markets throughout the country. The following exhibit presents the estimated parking supply serving some successful comparable venues, with a comparison to the FFCC: Parking Estimated Seating Spaces Proximate Coverage City,State Facility Capacity Needed(1) Supply(2) Percentage La Crosse,WI La Crosse Center 19,100 6,367 5,369 84°/o Evansville,IN Ford Center 11,000 3,667 4,000 109% Corpus Christi,TX American Bank Center 10,000 3,333 4,200 126% Bloomington,IL Grossinger Motors Arena 9,146 3,049 2,597 85°/o Beaumont,TX Ford Arena 9,000 3,000 5,000 167% Bemidji,MN Sanford Center 6,000 2,000 1,200 60% Prescott Valley,AZ Prescott Valley Event Center 6,200 2,067 3,000 145% Dod e Cit ,KS United Wireless Arena 4,935 1,645 1,600 97% Average 9,423 3,141 3,371 107% Median 9,073 3,024 3,500 116°/ Dubuque Estimated Supply Within Practical Walking Distance Dubuque,IA(2) FFCC(Existing) 4,000 1,333 6,500 488% Dubuque,IA(2) New FFCC(max Arena) 6,398 2,133 6,500 305% Dubuque,IA(2) New FFCC(max Arena+Theater) 7,098 2,366 6,500 275% Dubuque Estimated Supply Ramp/Lot Supply Within 2 Blocks Dubuque,IA(3) FFCC(Existing) 4,000 1,333 2,222 167% Dubuque,IA(3) New FFCC(max Arena) 6,398 2,133 2,222 104% Dubuque,IA(3) New FFCC(max Arena+Theater) 7,098 2,366 2,222 94°/o (1)Extrapolation based on industry typical recommendation of 1 parking space per 3 seats (2)Estimated parking supply within reasonable walking distance,based on conversations with city offcials and/or facility management. (3)Represents core public ramp and surface parking supply(NOT W CLUD W G street parking or private lots)within approximately two blocks of the FFCC. Ms. Marie Ware December 12, 2018 Page 19 of 44 Based on industry standards and a review of parking supply in downtown Dubuque, it is not believed that the development of additional parking structures or lots will be necessary for any of the identified FFCC development scenarios. Conversely, downtown Dubuque's volume, availability and pricing of parking supply nearby the FFCC is considered a product strength relative to other comparable venues located throughout the region and country. It would be expected that parking demand with regard to the Project will be further mitigated through the continued expansion and consumer acceptance of ride sharing services (i.e., Uber, Lyft), as well as the much more functional and attractive passenger load/unload areas at the Plaza/Main Entrance for the drop- off and pick-up of FFCC attendees. Ms. Marie Ware December 12, 2018 Page 20 of 44 5. Operating Performance Estimates The market, financial and economic model developed for the 2017/18 study was expanded and revised to consider the FFCC Project under this Phase 2 effort. Based on the program assumptions discussed herein, the exhibit below presents a summary of the estimated annual event levels, event days, and utilization days (move-in days,event days,and move-out days)by event type for the FFCC Project during the startup period and over a cumulative period of years. Estimated FFCC Project Annual Event and Utilization Levels Stabilized Year 1-15 Years 1-30 Year 1 Year 2 Year 3 Cumulative Cumulative Number of Events Community/Religious 5 6 8 115 235 Concerts 21 20 21 314 629 Convention/Tradeshow 5 5 6 88 178 Family/Ice Shows 10 11 12 177 357 Meetings/Banquets 40 50 50 740 1,490 Non-TenantPerformance 18 19 20 297 597 Public/Consumer Show 3 4 5 72 147 Sporting Events 50 55 60 885 1,785 TenantPerformance 26 26 26 390 780 Other 17 21 25 363 738 Total 195 217 233 3,441 6,936 Event Days Community/Religious 5 6 8 115 235 Concerts 23 22 23 338 677 Convention/Tradeshow 8 8 9 132 267 Family/Ice Shows 12 13 14 212 428 Meetings/Banquets 40 50 50 740 1,490 Non-TenantPerformance 42 44 47 693 1,393 Public/Consumer Show 5 6 8 108 221 Sporting Events 61 67 74 1,085 2,188 TenantPerformance 96 96 96 1,438 2,876 Other 5 6 8 108 221 Total 295 318 335 4,970 9,996 Utilization Days Community/Religious 8 9 12 173 353 Concerts 24 23 24 362 726 Convention/Tradeshow 15 15 18 264 534 Family/Ice Shows 14 15 17 248 500 Meetings/Banquets 60 75 75 1,110 2,235 Non-TenantPerformance 48 51 53 792 1,592 Public/Consumer Show 8 10 13 180 368 Sporting Events 76 83 91 1,342 2,706 TenantPerformance 202 202 202 3,023 6,045 Other 24 30 36 522 1,061 Total 478 513 540 8,015 16,119 Ms. Marie Ware December 12, 2018 Page 21 of 44 The exhibit below presents a summary of the estimated attendee days by event type for the FFCC Project during the startup period and over a cumulative period of years. A portion of the total attendee base represents non-local attendees (i.e., attendees that do not reside in Dubuque) and a modest portion of these non-local attendees represent visitors that require overnight lodging. As such, estimates relative to non-local attendee days and hotel room nights have also been presented. Estimated FFCC Project Annual Attendance&Hotel Room Nights Stabilized Year 1-15 Years 1-30 Year 1 Year 2 Year 3 Cumulative Cumulative Total Attendee Days Community/Religious 11,500 13,800 18,400 264,500 540,500 Concerts 61,062 58,154 61,062 913,015 1,828,938 Convention/Tradeshow 11,250 11,250 13,500 198,000 400,500 Family/Ice Shows 21,000 23,100 25,200 371,700 749,700 Meetings/Banquets 10,000 12,500 12,500 185,000 372,500 Non-TenantPerformance 28,350 29,925 31,500 467,775 940,275 Public/ConsumerShow 8,100 10,800 13,500 194,400 396,900 Sporting Events 79,677 87,645 95,613 1,410,290 2,844,484 TenantPerformance 122,241 122,241 122,241 1,833,609 3,667,219 Other 11,156 13,781 16,406 238,219 484,313 Total 364,336 383,196 409,921 6,076,509 12,225,329 Non-Local Attendee Days Community/Religious 1,150 1,380 1,840 26,450 54,050 Concerts 18,318 17,446 18,318 273,905 548,682 Convention/Tradeshow 5,625 5,625 6,750 99,000 200,250 Family/Ice Shows 6,300 6,930 7,560 111,510 224,910 Meetings/Banquets 2,500 3,125 3,125 46,250 93,125 Non-TenantPerformance 4,253 4,489 4,725 70,166 141,041 Public/Consumer Show 2,430 3,240 4,050 58,320 119,070 Sporting Events 15,935 17,529 19,123 282,058 568,897 TenantPerformance 24,448 24,448 24,448 366,722 733,444 Other 3,347 4,134 4,922 71,466 145,294 Total 84,306 88,346 94,861 1,405,846 2,828,762 Hotel Room Nights Community/Religious 230 276 368 5,290 10,810 Concerts 2,748 2,617 2,748 41,086 82,302 Convention/Tradeshow 1,875 1,875 2,250 33,000 66,750 Family/Ice Shows 420 462 504 7,434 14,994 Meetings/Banquets 500 625 625 9,250 18,625 Non-TenantPerformance 638 673 709 10,525 21,156 Public/Consumer Show 97 130 162 2,333 4,763 Sporting Events 1,062 1,169 1,275 18,804 37,926 TenantPerformance 3,667 3,667 3,667 55,008 110,017 Other 893 1,103 1,313 19,058 38,745 Total 12,130 12,596 13,620 201,787 406,088 Ms. Marie Ware December 12, 2018 Page 22 of 44 The exhibit below presents a summary of the estimated financial operating results for the FFCC during the startup period and over a cumulative period of years. Figures are presented in 2018 dollars. These figures only represent the annual operations of the facility scenarios and do not include construction debt service payments, capital repair/replacement reserve funding obligations, or other non-operating expenses. Estimated FFCC Project Financial Operating Results(presented in 2018 dollars) Stabilized Year 1-15 Years 1-30 Year 1 Year 2 Year 3 Cumulative Cumulative Operating Revenues Facility Rent $803,725 $821,009 $864,220 $12,859,594 $25,822,894 Food&Beverage 447,749 462,192 481,450 7,168,791 14,390,541 Advertising/Sponsorships 233,240 235,620 238,000 3,562,860 7,132,860 Premium Seating 165,645 174,848 184,050 2,733,143 5,493,893 Contract Service&Other 80,750 90,250 95,000 1,406,000 2,831,000 Total Operating Revenue $1,731,108 $1,783,919 $1,862,720 $27,730,387 $55,671,187 Operating Expenses Salaries&Benefits $1,193,915 $1,206,223 $1,230,840 $18,401,058 $36,863,658 Contract Labor 72,390 74,676 76,200 1,137,666 2,280,666 Utilities 276,772 279,596 282,420 4,227,827 8,464,127 Repair&Maintenance 66,278 67,735 72,833 1,080,842 2,173,337 General&Administrative 138,594 140,022 142,880 2,136,056 4,279,256 Supplies 65,334 66,710 68,773 1,026,093 2,057,688 Insurance 70,012 70,012 70,012 1,050,180 2,100,360 Other 210,560 215,040 224,000 3,337,600 6,697,600 Total Operating Expenses $2,093,854 $2,120,014 $2,167,958 $32,397,322 $64,916,692 Net Operating Profit/Deficit ($362,746) ($336,095) ($305,238) ($4,666,936) ($9,245,506) As shown in the exhibit, upon stabilization of operations (assumed Year 3) and presented in 2018 dollars, the FFCC Project is estimated to generate approximately$1.9 million in annual operating revenue and $2.2 million in operating expenses, resulting in an operating deficit of approximately $305,000. This indicates that the FFCC Project will operate with a significantly lower annual City-paid operating subsidy that the current FFCC facility(an approximate$500,000 annual improvement over the subsidy provided to maintain FFCC operations today). To provide context for how these FFCC Project operating projects compare to other similar facilities operating throughout the country, the exhibit shown on the following page presents a recent year summary of the financial operating results(excluding debt service and other non-operating items)at a set of recently- built comparable facilities arena and multipurpose event facilities. Based on requests for confidentiality that are commonly made by facilities providing this type of data, the names of the facilities/cities have not been specifically attributed to the data that are listed. As shown, the majority of comparable facilities annually operate at a financial operating deficit(requiring a public subsidy or other funding support). 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N ER � M C� V V V M CO GO �CJ V 6� V M 6) O� 00 M N I� O � � � M � V (O CO � 00 V I� I� 6� O � � �p I� 1� � lf) 00 � N Cfl O 6) V 00 N M � N N M N ER o0 V V N EA N o0 � � K3 lfJ(fJ EA Ef3 (f> l� EA Ef3 (� EA � b4 � � � y.+ i o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ' o 0 0 y o � o o �»�»�r�r�r�r o 0 0 0 0 0 0 0 0 0 0 � Q O � O O O O O O O O O O O O O O N O O O O O O O O O O O O O O O � N V V M N 6� 6> 00 � N M M o0 00 (O N N � ER M I� � EA ER EA ER EA ER N � � EA H3 H3 (A EFJ ER � � .� � � C N � o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o � 0000000c» oo 0 oc� oe» o 0 oE» o � � O � O O O O O O O O O O O O O O O O � N O O O O O O O O O O O O O O O O O � � V � O N � N CO M I� � O �fJ N M �fJ O � C ER EA EA�EA �EA EA EA CO CO � EA � K3 M� O M C ' ER (f> ER � Q L R O O O O O O O O O O O O O O O O O O O O O o � O � O O O O O O O ER O O O O O O O ER O ER O O � O � O O O O O O O O O O O O O O O O O � � y... 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E!} `--' •� O� c0 I� N � CO o0 O O V o0 N O o0 � O N � 6) O o 6� N (O � I� (O V � b4 b4 V CO oO 6� I` M O 1� � CO � � N I.L V � O V M CO M Lf) LfJ O� � N � O� N CD N I� I� O Q � y � M N � I` N N � 00 1� N CO O� CO I� O I� � � � V o0 a0 � � V O o0 M � 6) V O (O N M � N � 00 N EA � EH � (O N � EA � EF3 � EH � (+� � L � �ER ER b4 b4 EfT � � ER ER Ef7 ER EJ? �j �T R es� �-- Es? Ef? Ef-? �--� Q � � V � a � Q w N N (n � � N > W � � � Z � c N co Z ' o W � � N in W z � o � � � N � av'i a� � �" c °� d cN U' in � m � � a�i � �' m .c � '� � w p � a> c a� a� �'ia � � � � � cq Q � Q w � a� � > N � � (n O �j > Co � �� (n °� � � a25 � US o� � H � C.7 W v � � ` U a� O Z � � �i w °t5 � � .� m �c H cn .a� a�ni ccYo � � �° o� � � � a ' � � U Q Z c ai d o i j E i Y � a`� Z co - � '� Q c c � � Z w N J p � -a � 7 (6 N L w (6 � � N O N � � � w �' 0 I..L � Q d (n d v O X Cn � � W � U U` � � W d � W Z O Ms. Marie Ware December 12, 2018 Page 24 of 44 6. Economic Impact Estimates An updated economic impact analysis was also conducted for the FFCC Project under this Phase 2 effort. As presented in the 2017/18 study, the following chart outlines key economic impact concepts and metrics. Economic Impact Analysis Concepts and Metrics ` • • . - : . .. . • • . .. . - - • - - - • - - - - - - - -.. ..- - - - - - - - - .- 1. Direct Spending 1. Direct Spending 1. Direct Spending • Materials • Room&Space Rentals • Lodging • Labor • Food&Beverage • Restaurants/Bars 2. Indirect&Induced Spending • Retail&Merchandise • Retail 3. �UtpUt(direct+indirect+inducedspending) • Entertainment • EntertainmenUGaming • Sponsorship&Advertising • Transit 4. Employment(fu��e.Part-time jobs) • Contract&Other Services • Services/Other 5. Earnings(persona�income) 2. Indirect&Induced Spending 2. Indirect&Induced Spending 6. TaxRevenue $. OUtpUt(direct+indirect+inducedspending) p ( p g) 3. �Ut Ut direct+indirect+induced s endin • saies&use taxes 4. Employment�rUu a Pan-eme�obs� 4. Employment�ruu s Part-ame�obs� 5. E2fIlIIIgS(personal income) 5. E2fIlIIIgS(personal income) 6. Tax Revenue 6. Tax Revenue • Sales&use taxes • Lodging taxes • Excise,gaming&other taxes • Sales&use taxes • Car rental&transit taxes • Excise,gaming&other taxes For purposes of this analysis, results of the economic impact analyses are measured in terms of the following categories: • Total output represents the total direct, indirect and induced spending effects generated by the project. This calculation measures the total dollar change in output that occurs in the local economy for each dollar of output delivered to final demand. • Personal earninqs represent the wages and salaries earned by employees of businesses associated with or impacted by the project. In other words, the multiplier measures the total dollar change in earnings of households employed by the affected industries for each additional dollar of output delivered to final demand. • Emplovment represents the number of full- and part-time jobs. The employment multiplier measures the total change in the number of jobs in the local economy for each additional $1.0 million of output delivered to final demand. The initial spending of new dollars into an economy begins a series in which the dollars are cycled through the economy. The re-spending of the dollars is estimated by using the economic multipliers discussed above and applying them to the amount of direct,or initial, spending. The multiplier illustrates that spending in a defined economy will lead to additional spending until that dollar has completed its cycle through leakage. Leakage represents the portion of a dollar spent in areas outside the designated economy. Ms. Marie Ware December 12, 2018 Page 25 of 44 This analysis onlv considers"net new"economic impact. This impact is derived solely by visitors attending or participating in FFCC events that do not reside in Dubuque. For conservative purposes, our approach to economic impact estimation does not consider any spending by facility attendees/participants if they reside in Dubuque. It has been assumed that any spending by these local residents would represent "displaced"spending, that would have otherwise been spent locally on other products and services. The existing FFCC annually generates economic impact in Dubuque associated the attraction of visitors to the city, and their spending in it, that would have not otherwise traveled to Dubuque if it were not for the event they chose to attend at the FFCC. Further, the construction and the subsequent operations of the FFCC Project will generate significant new economic impact in Dubuque particularly when considering aggregate impacts over time. The following exhibit depicts the cumulative net new economic impacts estimated to be generated by the FFCC Project during the startup period and over a cumulative period of years. Summary of Estimated Economic Impacts (presented in 2018 dollars) Stabilized Year 1-15 Years 1-30 Year 1 Year 2 Year 3 Cumulative Cumulative Construction Impacts Direct Spending $0 $0 $0 $44,550,000 $44,550,000 Indirect/Induced Spending 0 0 0 30,588.838 30,588,838 TotalOutput $0 $0 $0 $75,138,838 $75,138,838 Personal Income(earnings) $0 $0 $0 $25,303,175 $25,303,175 Employment(full&part-time jobs) 0 0 0 534 534 In-Facility Impacts Direct Spending $1,299,135 $1,330,140 $1,383,578 $20,615,783 $41,369,447 Indirect/Induced Spending 537,269 549,618 571,612 8,517.849 17,092,035 TotalOutput $1,836,405 $1,879,758 $1,955,190 $29,133,632 $58,461,482 Personal Income(earnings) $663,527 $679,557 $706,894 $10,532,707 $21,136,117 Employment(full&paR-time jobs) 29 29 30 454 912 Out-of-Facility Impacts Direct Spending $4,262,443 $4,401,665 $4,716,331 $69,976,414 $140,721,383 Indirect/Induced Spending 1,582,267 1,633,690 1,749,915 25,964,858 52,213,590 TotalOutput $5,844,710 $6,035,355 $6,466,247 $95,941,272 $192,934,973 Personal Income(earnings) $1,820,312 $1,879,288 $2,012,585 $29,863,200 $60,051,969 Employment(full&part-time jobs) 85 88 94 1,398 2,811 Total Economic Impacts Direct Spending $5,561,579 $5,731,804 $6,099,909 $135,142,198 $226,640,830 Indirect/Induced Spending 2,119,536 2,183,308 2,321,528 65,071,545 99,894,463 TotalOutput $7,681,115 $7,915,113 $8,421,437 $200,213,743 $326,535,293 Personal Income(earnings) $2,483,839 $2,558,845 $2,719,479 $65,699,082 $106,491,262 Employment(full&part-time jobs) 114 117 125 2,386 4,256 Ms. Marie Ware December 12, 2018 Page 26 of 44 In addition to the more quantifiable benefits, some anticipated benefits related to the construction and operations of the proposed FFCC Project cannot be quantitatively measured. Beyond the economic activity and jobs indirectly provided, these types of non-quantifiable impacts of a project of this nature and scope can serve to elevate Dubuque's profile and brand as a visitor destination and as a quality place to live, work, learn and play. In fact, these qualitative benefits tend to be a critical factor in the consideration of public and private investment in projects of this nature, particularly those involving existing venues with a long history of service in the local community. These include issues pertaining to quality of life (through attracting entertainment events that would not otherwise travel to the area and hosting civic and private events), ancillary economic development facilitation, employment opportunities, community pride and other issues. Potential non-quantifiable benefits could include: • Potential Transformative and Iconic Effects — Elevating the quality, profile, and exposure to national, regional and local audiences of a key local event facility can have important transformative and residual impacts on the Dubuque community and destination, in terms of quality of life, community prestige, perception by visitors and non-locals, and other such effects. • Quality of Life for Residents — New/enhanced event and public assembly facilities provide diversified activities for local residents and families, which can make Dubuque a more attractive and enjoyable place to reside. Quality public assembly facilities can contribute to enhancing community pride, self-image, exposure and reputation. All these items can assist in retaining and attracting an educated workforce, particularly younger adults who often desire quality entertainment, cultural, leisure and recreational amenities. • New Visitation — New visitors will be attracted to the area because of an event in the expanded/improved arena and performing arts facility products. These attendees, in turn, may elect to return to the area later with their families, etc. for a vacation after visiting the area for the first time. • Spin-Off Development— Private sector investment can be induced in the areas surrounding event facilities, such as arenas and performing arts centers, spurred by increased volume of visitors to the event facility, representing additions to the local tax base. Enhanced economic growth and ancillary private sector development near the FFCC could be more likely should the City elect to invest in a major FFCC improvement project. • Anchor for Revitalization — Key event facility project development can often times anchor larger downtown or community-wide master development plans and new development activities. • Other Benefits — Increased synergy with the other local event, entertainment and hospitality facilities can lead to increased tourism activity in communities. Likewise, the proposed FFCC investment would be expected to enhance affordable entertainment, cultural, educational and leisure alternatives for families in Dubuque. Further, this benefit directly links to the economic impact documented in the Arts and Economic Prosperity study which estimated that the Dubuque's nonprofit arts and culture industry generates approximately$47.2 million in economic activity. Ms. Marie Ware December 12, 2018 Page 27 of 44 7. Construction Cost Estimates A construction cost analysis was performed,and preliminary construction budget was created by the Project Team, led by Betsch Associates, with assistance by a number of industry experts, including but not limited to: Mortenson Construction Company, Legends Project Management, FEH Design, MEP Engineers, Geiger Engineers, Avant Acoustics, William Caruso and Partners, Blackstone Environmental, Portzen Construction, and Conlon Construction Company. The exhibit below presents a summary of total hard and soft construction costs for the Project broken down by primary type. Additional detail and supporting calculations are provided in the supporting documents associated with this report. Importantly, as will be discussed in the subsequent section, it should not necessarily be assumed that 100 percent of these costs be borne by the public sector (i.e., City of Dubuque). There will be important opportunities to engage the private sector to assist in defraying the total amount of any hypothetical City funding obligation to execute this type of Project. These figures represent current estimated all-in costs, assuming a late 2020 construction groundbreaking. Further, it is also important to recognize that construction costs have historically risen at a higher rate than standard cost of living based inflation. For instance, industry construction professionals who collaborated on this Phase 2 effort typically assume between 4.0 to 5.0 percent annual increase in construction costs for planning purposes (as compared to approximately 3.0 percent in typical annual cost of living inflation). FiVE FLAGS CEMTER E7(PANSIDM PROJECT 6U�GET SUMMARY TpTALS ARENA THEATRE THEATRE SLlPPORT I. CDNSTRUCTIQN CUST $68,089,34G $63,934,268 $7,706,449 52,448,629 A. Silework 56.355,82� $6.317,817 $0 $38,003 B. New Conslruction $51.809,46d 551.672,448 $0 $137,012 C. Renovation $3,593,?64 $D $1,547,800 52,045,965 D. Designl Bid Cantingency(510} $3,087,952 $2,899,513 577,39� $111,Q49 E. Sublotal of Ilems A-E). $64,846,996 $60,889,779 $1,625,19� $2,332,Q28 F. Constructian Con[ingency{5°I y $3,242,35a $3.044,489 587,259 $116.607 III. CDNS7RUCT'N RELATEa C45T 55,165,3fl4 $4,T18,004 5444,675 $2,625 A. 1°I for Arl 5a $� $0 $0 B. Furniture,Fixtures,&Equipmenl $4.432,337 $4.a06,337 $423,500 $2,50Q C. SAC,WAC,Starm Water Fees 56 $0 $0 $0 ❑. Si[e Survey,Soil Bor'gs,Haz Mat'I $157,Dfl6 8157,DOD $0 $0 E. Construction Testing 5125,DDQ �125,DOD $0 $0 F. TheaFre Structural Study $5,000 55,000 $0 $0 G. IT Cansult'g $65,006 $65,000 $0 $0 H. Cammissioningl Test Balance $75,D06 $75,DOD $0 $0 I. Special Inspectians and O[her $6D,DD6 $60,DOD $0 $0 J. Contingency{5°IoJ 5245,987 5224,fi67 527,175 $725 IV.ADMINISTRATIVE COSTS 57,565,524 57,105,427 Si95,645 5264,d52 A.Acquisitionl Administra[ion $44D,DDQ Sd40,DOD $0 $0 B. Design Fees $4,p85,3S1 $3,836,05fi $102,387 $146,978 C. Project Management $275,DOQ 525Q,000 525,000 $0 ❑. Expenses $6 $D $0 $0 E. Financing[49'of $2,723,574 $2,557,371 5fi8,258 $97,945 F. Contingency{5°IoJ for $41,5$9 $22,DOD $0 $19,589 A�quisitianlAdmin,Expenses V. ESGALA7IQN �3,971,4$3 $3,719,798 �7i8,278 $733,4p9 A. �esign Escalation[o May 2020 $D $0 $0 B. Construct'n EscalaYn to May 2027 $3,719,79fi $118,2T8 $133,409 VI.T�TAL PRpJEGT GOST $$4,791,65B $79,477,494 $2,4B5,047 �2,849,115 Ms. Marie Ware December 12, 2018 Page 28 of 44 As shown on the previous page, based on the program, design and costing analysis completed for this Phase 2 effort, total hard construction costs for the Project is estimated at $68.1 million. Of this amount, approximately $63.9 million in hard construction costs relates to demolition and construction of a new Arena, while approximately $4.2 million in hard construction costs relates to the Theater renovation/improvements. Total soft costs, considering all estimated soft costs (i.e., FF&E, financing, design fees, site costs, demolition, remediation, consulting, project management, contingency, etc.), are estimated to total approximately$16.7 million (or 20 percent). Construction costs tend to vary widely among comparable event facility projects. Many variables exist that influence actual realized construction costs, including type of facility, size, components, level of finish, integrated amenities, costs of goods and services in the local market, location and topography of the site, ingress/egress issues, costs implications related to the existing FFCC site and integration with existing facilities and infrastructure, and other such aspects. Additional architectural costing analysis would be required to refine these estimates during any subsequent full design and schematic phase. These costs are higher than those preliminary estimated for Scenario 4 in the 2017/2018 study due to a number of factors, including: • The construction costs estimated in the previous study (along with all cost/benefit figures in the study)were presented in 2018 dollars. As there was no sense at the time of the original study of if, or when, a project would be advanced and any sense of a timeline (i.e., date of referendum, design/schematics, construction bid, groundbreaking and construction end), costs were not escalated to future year dollars. Conversely, the construction cost figures in this Phase 2 work are escalated through an assumed 2021 completion. If the original study's order-of-magnitude cost estimate was escalated through the now identified 2021 completion, it would add an equivalent of nearly$10.0 million to the assumption in the previous report (using current projected construction cost inflation rates). • The intent of this Phase 2 analysis was to conduct further investigation and due diligence to provide the City with a maximum figure for construction of the market supportable project apportioned with a modern, industry-typical array of functionality,flexibility and revenue generating amenities,within the identified timeframe. As is typical with many projects of this nature, budgetary considerations could certainly lead the City to direct the ultimately-selected Design and Construction Team to modify or eliminate certain elements to reduce costs and meet certain budget expectations for a final project. Additionally, having a maximum figure allows for an evaluation and consideration of the level of private sector contribution which would be necessary to fill any gap in a capital stack. • Since a full set of Architectural Designs and Schematics have yet to be commissioned and undertaken for the Project, the contingency cost for this costing exercise was increased materially over the order-of-magnitude assumption included in the original study. This provides an important cushion for certain items that have been preliminarily investigated, but not yet determined with certainty, such final costs associated with site acquisition, environmental remediation, utilities costs, financing and legal costs, and other such items; • Based on discussions with construction firms that have active arena construction projects underway in other national and regional markets, the most up-to-date projected costs associated with certain construction materials are higher than historical growth would have indicated at the time of the previous study's research. Ms. Marie Ware December 12, 2018 Page 29 of 44 8. Analysis of Funding Issues The purpose of this section is to provide a summary of the sources of funding that have been used within the event facility industries and to discuss certain opportunities for the FFCC Project. The intent of the analysis is not to produce a financing plan for facility development, but rather to discuss certain financing vehicles, as well as public and private revenue sources that could be utilized to fund the Project. Comparable Facilitv Benchmarkinq As the largest cost component of proposed FFCC project, the following exhibit presents an overview of the estimated construction costs associated with a selection of comparable arena facilities that have been built in recent years throughout the country. Summary of Comparable Arena Construction Costs&Funding Participation (dollars in millions) Original Inflation Adj.Const.Cost Const.Cost Year Const.Cost Per Seat Arena Market (in$millions) Public$ Private$ Public% Private% Opened Capacity (in$millions) Capacity 1 Allen Event Center Allen,TX $52.6 $47.3 $5.3 90% 10% 2009 8,600 $74.9 $8,705 2 American Bank Center Corpus Christi,TX $49.6 $49.6 $0.0 100% 0% 2004 10,323 $85.9 $8,320 - -- - - - ---- --- --- ---- ---- ---- -- - --- - - -- 3 ArenaatGwinnettCenter Duluth,GA $91.0 $91.0 $0.0 100% 0% 2003 13,000 $163.9 $12,607 4 BOK Center Tulsa,OK $178.0 $146 0 $32.0 82% 18% 2008 18 041 $263 5 $14,605 5 Bon Secours Wellness Arena Greenville,SC $63.0 $30.0 $33.0 48% 52% 1998 15,951 $138.0 $5,654 6 CenturyLinkCenterOmaha Omaha,NE $75.0 $75.0 $0.0 100% 0% 2003 17,000 $135.1 $7,945 7 CenturyLink Center Bossier City,LA $60.0 $28.0 $32.0 47% 53% 2000 14,000 $121.5 $8,682 8 ChesapeakeEnergyArena OklahomaCity,OK $101.0 $101.0 $0.0 100% 0% 2002 18,203 $1892 $10,392 9 CitizensBusinessBankArena Ontario,CA $150.0 $150.0 $0.0 100% 0% 2008 11,089 $222.0 $20,023 10 Covelli Center Youngstown,OH $45.0 $44.5 $0.5 99% 1% 2005 7,000 $74.9 $10,704 �._ _... ... ._._._ _______.______.______._____.___� ____.______ 11 Denny Sanford Premier Center Sioux Falls,SD $117.0 $117.0 $0.0 100% 0% 2014 12,000 $136.9 $11,406 12 FordCenter Evansville,IN $127.5 $127.5 $0.0 100% 0% 2011 11,000 $167.8 $15,253 13 Giant Center Hersey,PA $85.0 $50.0 $35.0 59% 41% 2002 12,000 $1592 $13,267 14 HuntingtonCenter Toledo,OH $100.0 $100.0 $0.0 100% 0% 2009 9,341 $142.3 $15,237 15 IntrustBankArena Wichita,KS $206.5 $206.5 $0.0 100% 0% 2010 15,004 $282.6 $18,836 16 lowa River Landing Arena(1) Coralville,IA $92.1 $82.1 $10.0 89% 11% 2020 5,100 $852 $16,701 17 Landers Center Southaven,MS $27.5 $27.5 $0.0 100% 0% 2000 10,000 $55.7 $5,571 18 Laredo Energy Arena Laredo,TX $35.5 $35.5 $0.0 100% 0% 2002 9,622 $66.5 $6,910 19 Mid-America Center Council Bluffs,IA $75.0 $38.3 $36.8 51% 49% 2002 9,000 $140.5 $15,608 20 PinnacleBankArena Lincoln,NE $173.0 $100.3 $72.7 58% 42% 2013 15,900 $210.5 $13,238 21 Reno Events Center Reno,NV $69.4 $69.4 $0.0 100% 0% 2005 7,500 $115.6 $15,407 22 Resch Center Green Bay,Wl $50.4 $45.3 $5.1 90% 10% 2002 10,200 $94.4 $9,255 23 Sanford Center Bemidji,MN $78.3 $78.3 $0.0 100% 0% 2010 6,000 $1072 $17,860 ----- ---- ---- ---- ----_ ____. ____. .---- ----- ---- ----- ----- ---- ---- ----- ---- 24 Sanford Coyote Sports Center Vermillion,SD $66.0 $46.0 $20.0 70% 30% 2016 6,000 $71.4 $11,898 ......___. __..___...__.. __..._. .__....._..... ............ _...___.._... ._..__. .___.____.. ..._.....___. ..____.___. __..._ _____.._.... ...._..._. ...._____...... . ...___....____.... 25 Santander Center Reading,PA $36.5 $34.6 $1.9 95% 5% 2001 9,146 $71.1 $7,774 ...................................................................................................................................................................................................................................................................................................... ............................................................. 26 Sears Centre Hoffman Estates,IL $62.0 $37.2 $24.8 60% 40% 2006 11,800 $99.3 $8,412 ...................................................................................................................................................................................................................................................................................................... ............................................................. 27 StocktonArena Stockton,CA $64.0 $64.0 $0.0 100% 0% 2005 11,800 $106.6 $9,031 ____ ...___ _.___......_. .---- ---- -.__... ____. .---- ----- ---- -......- ---- ---- ---- ----- ---- 28 Tyson Event Center Sioux Ciry,IA $47.4 $35.0 $12.4 74% 26% 2003 10,000 $85.4 $8,536 29 VerizonWirelessArena Manchester,NH $65.0 $55.0 $10.0 SS% 15% 2001 11,770 $126.6 $10,757 30 Webster Bank Arena Bridgeport,CT $60.0 $52.0 $S.0 87% 13% 2001 10,000 $116.9 $11,687 31 Wells Fargo Arena Des Moines,IA $90.7 $90.7 $0.0 100% 0% 2005 16,980 $151.0 $5,894 32 XFINITY Arena at Everett Everett,WA $71.5 $37.6 $33.9 53% 47% 2003 10,000 $128.8 $12,877 Average $83.3 $71.6 $17.7 85% 15% 2006 71,400 $130.9 $17,720 Note:Comparable arenas exclude universiry-owned arenas and arenas with professional NBA or NHL franchises. (1)Construction costs representestimates provided by the construction team of$375 hard consMuction costs per gross square footfor a 188,974 gross square footfacility. As depicted in the exhibit, in 2018 dollars, the average comparable arena facility project costs an average of$130.9 million to develop with project costs ranging from a low of$55.7 million for the Landers Center in Southhaven, Mississippi to a high of approximately $282.6 million for the construction cost of Intrust Bank Arena in Wichita, Kansas. The inflation-adjusted construction cost per capacity seat for the average comparable arena was $11,720 per seat. Extrapolating this the FFCC Project suggests an approximate $80 million arena project-consistent with the figures generated within this Phase 2 effort (excluding Theater-related costs, and higher than expected construction costs in future years and a large contingency cost, appropriate for planning purposes at this early stage). Ms. Marie Ware December 12, 2018 Page 30 of 44 The public sector contributed a significant amount of funding towards the development of the arena in each of these comparable markets, ranging from 47 percent to 100 percent of total costs. Nearly half of the projects were funded 100 percent by the public sector. The following is a summary of the specific funding sources for some of the comparable arenas. American Bank Center—Corpus Christi, TX Opened in 2004 in Corpus Christi, Texas, the American Bank Center was constructed at a cost of approximately $49.6 million. To fund the construction of the facility, the City issued $49.6 million in general obligation bonds. Debt repayment for the facility is derived from the revenue generated from a 0.0125 percent sales tax increase, which was approved by voters in 2000. Allen Event Center—Allen, TX The Allen Event Center, located in Allen, Texas, opened in 2009. The Arena's development was the result of a private/public partnership between the City of Allen and the MGHerring Group, a Dallas-based developer. Development costs totaled $70 million, which included infrastructure costs such as a parking garage and street signage. The City of Allen funded $47 million of the project via a bond issue backed by sales tax revenues. MGHerring, who was the developer responsible for the larger `The Village at Allen' project, contributed $23 million to the arena construction. The City of Allen, however, agreed to use additional sales tax revenues to reimburse MGHerring for up to 75 percent of their upfront payment. BOK Center—Tulsa, OK The$198 million BOK Center opened in 2008 in downtown Tulsa, Oklahoma. Approximately$166 million of the BOK Center development costs were funded through Tulsa's Vision 2025 initiative, which is supported by a one percent sales tax increase in Tulsa County for 13 years to fund various projects. Approximately $32 million in private arena funding was secured through corporate sponsorships and premium seating sales, including the sale of naming rights to Bank of Oklahoma for$11 million over 20 years. Covelli Centre—Youngstown, OH Located in Youngstown, Ohio, the Covelli Centre was developed at a cost of approximately$45.0 million. The majority of the funding came from a $26.8 million federal Housing and Urban Development (HUD) grant. The State of Ohio contributed $2.0 million, while Ohio Edison contributed a $550,000 energy grant. The City also paid approximately $4.0 million for infrastructure improvements. To complete the funding of the facility, the City borrowed $11.9 million, which is offset annually by the operating surplus of the arena, food and beverage tax revenue and a 5.5 percent admissions tax the City charges on tickets sold at the facility. Denny Sanford Premier Center—Sioux Falls, SD The Denny Sanford Premier Center opened in September 2014 at a total cost of approximately $117 million (approximately $385 per gross square foot) financed through four sources. The city issued $102 million in tax-exempt bonds to be paid over 22 years at a 3.21 percent interest and $12.5 million in taxable bonds to be paid over 11 years at 1.87 percent interest. The bonds will be paid off with second penny sales tax funds, which is estimated to generate more than $50 million annually. The City of Sioux Falls is expected to pay an average of $7.9 million in principal and interest per year. The city also contributed $500,000 of sales tax fund cash from the city's budget in 2012. The fourth source of financing came from a $2 million donation from Sanford Health. Ford Arena—Beaumont, TX Ford Arena in Beaumont, Texas was developed as part of Ford Park, a $55.0 million sports and entertainment complex, which also includes an amphitheater, festival grounds and a Ms. Marie Ware December 12, 2018 Page 31 of 44 softball/baseball field complex. Arena construction accounted for approximately $32.0 million of the total development cost. The entire project was funded by Certificates of Obligation issued by Jefferson County. The Certificates are backed by general County revenue, not by a specific tax or revenue stream. County representatives indicated that, while a referendum would have been required to issue general obligation bonds, they did not need a referendum to approve the COO issuance. Ford Center—Evansville, IN Located in Evansville, Indiana, the Ford Center was built in 2011 at a cost of approximately$127.5 million. The City of Evansville issued bonds to pay for the facility, which are to be repaid through the City's share of casino (riverboat)funds, Downtown Tax Increment Finance District (TIF)funds and food and beverage taxes. In 2013, the Center's debt service was paid from $3.4 million in riverboat funds, $3.4 million from Downtown Tax Increment Financing and $1.2 million in food and beverage tax revenues. Intrust Bank Arena—Wichita, KS The 15,750-seat Intrust Bank Arena opened in 2010 and serves the Wichita region with concerts, family shows and various sporting events. Located in downtown Wichita,the$206.5 million project was funded without debt through a tax bill authorizing Sedgwick County to collect a one cent sales tax for 30 months while the arena was being constructed. PPL Center—Allentown, PA The$177 million PPL Center opened in September of 2014 in downtown Allentown, Pennsylvania. The PPL Center was funded through the issuance of municipal bonds, which are backed by tax revenues from the Neighborhood Improvement Zone ("NIZ"). A 10-year naming rights agreement with utilities provider PPL was secured prior to the arena opening. Reno Events Center— Reno, NV Located in Reno, Nevada,the Reno Events Center opened in 2005 at a cost of approximately$65.0 million. To fund the facility, the City of Reno issued $120.0 million in 30-year bonds, which are backed by 15 percent of the City's consolidated tax revenues. Of that, $43.0 million was used to retire the National Bowling Stadium debt, $7.6 million was used repay the city for the land the Bowling Stadium sits on and approximately $69.4 million was used to pay for the Reno Events Center. Resch Center—Green Bay,WI The 10,000-seat Resch Center is located in Green Bay, Wisconsin and was built at a cost of$50.4 million. Approximately $35.8 million of the project cost is supported through 30-year tax revenue bonds issued through the Community Development Authority of the Village of Ashwaubenon, backed by Brown County. The revenue bonds are backed by a room tax on hotels. The room tax was two percent prior to the project but was increased to eight percent to fund construction of the arena as well as a new convention center in Green Bay. In 2012, Brown County reached a 15-year agreement with PMI Entertainment Group to continue managing the Resch Center. The deal guarantees an additional $5.0 million more in capital improvements for the facility. PMI pays for all of the operating costs and utility expenses. In turn, PMI keeps all of the revenue generated from the facility including parking fees. Under the agreement, PMI pays more than $355,000 annually in rental fees. PMI funded the Convention and Visitors Bureau until 2011 when a two percent increase (now 10 percent) in hotel room taxes was passed to fund the CVB. The money that PWI used to fund the CVB is now used to pay the increased rent to the county to run the facility. Ms. Marie Ware December 12, 2018 Page 32 of 44 Sanford Center— Bemidji, MN Opened in 2010, the Sanford Center and George W. Neilson Convention Center is a 193,000- square foot event center that is part of the 140-acre South Shore mixed-use development in Bemidji, Minnesota. The event center includes the 4,700-seat Sanford Center arena,which serves as the home of the Bemidji State men's and women's hockey teams of the NCAA Division I Western Collegiate Hockey Association. The complex also includes the George W. Neilson Convention Center,which offers 10,000 square feet of ballroom space, divisible into three separate rooms, and 4,000 square feet of ineeting space. Construction of the Sanford Center cost approximately $78.3 million and was funded entirely by the public sector. Funding of the facility included approximately $45 million from the extension of a half cent City sales tax, $20.0 million in state construction bonds, $3.0 million in state planning funds, approximately$5.0 million from a Tax Increment Financing district established at the South Shore development, approximately$4.1 million from the sale of City land, and a $1.2 million grant from the Department of Employment and Economic Development. In 2010, the City agreed to a 10-year, $2.0 million naming rights agreement with Sanford Health Systems that will pay the City $200,000 annually. In 2012, the Sanford Center generated revenues of$2.3 million and incurred expenses of$2.8 million, resulting in a net operating loss of approximately$417,000. Verizon Wireless Arena—Manchester, NH The Verizon Wireless Arena in Manchester, New Hampshire opened in 2001 and was constructed at a cost of $65.0 million, including $2.8 million in land acquisition. The majority of the projecYs funding consisted of$50.0 million in bonds issued by the Manchester Housing Authority on behalf of the City. The City leases the arena from the Authority with the bonds backed by the City's lease payments to the Authority. The City's lease payments are derived from the City's share of a state-wide tax on hotel/motel rooms and prepared meals. These taxes had been in place for many years prior to the arena's construction. However, due to changes in the way the State allocates the tax revenues back to local municipalities, the City of Manchester experienced an increase in its annual allocation. The City decided to use this incremental tax revenue to fund arena construction. The City's annual rent payment is based on the anticipated incremental revenue that will be received in each year of the lease, starting with $1.8 million in year one and increasing by approximately $450,000 per year thereafter, eventually peaking at$5.6 million per year. Along with these annual rent payments, an additional $3.0 million in cash from tax collections prior to and during the construction period and $2.0 million in interest earnings were contributed toward arena funding. Private funding for the arena consisted of$10.0 million in private debt issued by four local banks and backed exclusively by arena cash flows. The arena's management company receives all revenues from arena operations but also pays all event and operating costs. The management fee was $600,000 plus $150,000 in potential incentives in year one of the management agreement, increasing at an annual rate of two percent in subsequent years. After the management fee has been paid, the remaining revenue goes to pay off the private bank debt. If there is money left over after the debt payment, it funds a capital reserve or is allocated to other debt payments. Sanford Coyote Sports Center—Vermillion, SD The Sanford Coyote Sports Center is a 6,000-seat indoor arena located on the campus of the University of South Dakota. It opened in 2016 at a cost of approximately $66 million and houses the University's Men's and Women's basketball and the Women's volleyball teams. The University secured a $20 million donation from Sanford Health to support a portion of construction costs. According to the construction team, hard costs approximated $295 per gross square foot for the 186,240-gross square foot project. Ms. Marie Ware December 12, 2018 Page 33 of 44 lowa River Landing Arena—Coralville, IA A new 5,100-seat arena at the lowa River Landing is expected to open in 2020. The $46 million arena is part of a larger$190 million development that includes the 53,000-square foot lowa Fitness and Sports Performance Institute, two hotel projects, a parking ram and multiple retail and mixed- use developments. Funding has included a $200,000 grant from Johnson County, a $12 million grant from the lowa Economic Development Authority, $4 million from New Market Tax Credits, nearly $10 million in land sales revenue, naming rights revenue and other sources. According to the construction team, hard costs are expected in the range of$300 to$375 per gross square foot for the 188,974-gross square foot project. Additionally, with respect to performing arts theaters, the following is a summary of the specific funding sources for some comparable theater projects. Christopher Cohan Center—San Luis Obispo, CA The Christopher Cohan Center opened on the Christopher Cohan Center opened on September 27, 1996 in San Luis Obispo, California. Total development costs for the project reached $30 million. The Center was developed under a joint agreement between California Polytechnic State University, the City of San Luis Obispo and the Center's Foundation. The Partnership became a 501(c)3 with weighted representation. Agreement terms included: (1) $20 million was paid for by the State of California for the University through G.O. Bonds as it qualifies as a State-owned instructional building; (2) $5 million came from the City's General Fund; and (3) $5 million was secured against the Foundations' assets, with repayment scheduled to come through ticket surcharges earmarked for debt service. Kentucky Center for the Performing Arts—Louisville, KY The Kentucky Center for the Performing Arts (KCPA) opened on November 19, 1983 after more than ten years of planning and three years of construction. The KCPA was developed through a unique partnership between the state, county, city and private sectors. The $34.5 million final construction cost was partly funded by$23.5 million from the Commonwealth of Kentucky and the use of the site and a parking garage(a$2.5 million benefit)from the City of Louisville. A$13 million endowment fund was raised almost entirely from local private sources to cover the remaining construction costs and to provide future operating funds. KCPA underwent a $4.1 million renovation in 2000 that included adding 3,500 square feet to the north and south lobbies and a reconfiguration of the Main Entrance. In 2009, an $8.9 million renovation included updating the stage floor and the rigging system in Whitney Hall, as well as installing new lighting and dimming systems in its three main venues. Gaillard Center—Charleston, SC The Gaillard Center, located in Charleston, originally opened in 1968 for approximately$6 million. The 1,800-seat municipal auditorium has been undergoing renovations for the past three years with plans to open in October 2015. The $142 million total renovation costs were funded through both public and private investments. Approximately$71 million was raised by the Gaillard Performance Hall Foundation from private donors. Public funding through the City of Charleston included approximately $32 million in revenues from a Tax Increment Financing District; $29 million in accommodations and hospitality taxes and New Market Tax Credits; and $19 million in general obligation bonds. Ms. Marie Ware December 12, 2018 Page 34 of 44 Smith Center for the Performing Arts—Las Vegas, NV The Smith Center for the Performing Arts opened in 2012 and is owned by the City of Las Vegas. The $320 million Center was financed by 53 percent public and 47 percent private funding. The Donald W. Reynolds Foundation donated $100 million through a grant and $50 million through a lead gift. The City of Las Vegas funded $105 million via a City/County/State rental car tax and $65 million through City land, infrastructure and environmental cleanup. Fox Theatre Detroit— Detroit, MI Opened in 1928, Fox Theatre Detroit is a 5,174-seat venue located within the Detroit Theater District in downtown Detroit, Michigan. Listed on the National Register of Historic Places in 1985, the theatre was designated a National Historical Landmark in 1989 following a $12 million renovation in 1988 that was funded by facility owner/operator Olympia Entertainment, which also owns the NHL Detroit Red Wings and the MLB Detroit Tigers. Broward Center for the Performing Arts—Ft. Lauderdale, FL The Broward Center for the Performing Arts opened in 1991 and is located in Fort Lauderdale, Florida. The Broward Center's presenters include Broadway Across America, the Florida Grand Opera, the Gold Coast Jazz Society,the Miami City Ballet and the Symphony of the Americas. The facility is owned by the Performing Arts Center Authority and has a capacity of 2,700 in its main theater. In 2012, the Center underwent a renovation to add new seating and carpeting, upgrade the light and sound systems, construct a new Club Level and build a pavilion and terraced lounge on the exterior of the building. The Broward Center launched a $56 million capital campaign to raise funds for the renovation. The Tobin Center—San Antonio, TX The Tobin Center opened in September 2014, consisting of a 1,740-seat performance hall, 240- seat studio theatre as well as an outdoor performance plaza connected to the River Walk in San Antonio, TX. Totaling approximately $203 million, the funding for the Center was a public-private partnership between the City of San Antonio, Bexar County, and the Bexar County Performing Arts Center Foundation. A 65 percent majority of voters in Bexar County approved a $100 million bond initiative in 2008 to provide the public funding through an extension of the hotel and car rental tax as well as $41 million from the City of San Antonio in land and building donations. The remaining $54 million was raised through private donations, including a $10 million reserve fund. Dr. Phillips Center for the Performing Arts—Orlando, FL The Dr. Phillips Center for the Performing Arts began construction in 2011 at an estimated cost of approximately$514 million. Phase 1 of the project opened in November 2014 and consists of the 2,700-seat Walt Disney Theater, 300-seat Alexis & Jim Pugh Theater, Seneff Arts Plaza, the Dr. Phillips Center Florida Hospital School of Arts in addition to other ancillary spaces. The cost of Phase I was approximately $348 million. Phase II of development includes a 1,700-seat performance hall built specifically for music, ballet, dance and other performing arts that depend on the purity of sound,additional work to the Plaza,and rehearsal,classroom and office space. The anticipated completion date for Phase II of the project is set for 2019, at a total estimated cost of approximately$166 million. Funding for the performing arts center is a public-private partnership including: (1) $134 million in corporate, private and philanthropic contributions; (2) $155 million from the Tourist Development Tax, a 6.0 percent resort tax; (3) $129 million from Community Redevelopment Agency bonds secured by pledged tax increment revenues on downtown Orlando district properties; (4) $81 million in City contributions; and (5) $15 million in State contributions. Approximately$443 million of the total project budget is being used for gross construction with the remaining $71 million allocated to land acquisition and site improvement costs. Ms. Marie Ware December 12, 2018 Page 35 of 44 Potential Financing Techniques and Vehicles The development and financing of sports and entertainment facilities throughout the country in recent years has largely relied on a combination of both public and private sector financing. The enhanced revenue- generating capabilities of new and/or renovated facilities have encouraged more public/private partnerships whereby public sector financing vehicles are supplemented with private sector revenue streams. In many cases, a public sector entity will issue some form of bond to wholly or partially finance the construction of the facility. The annual debt service required to retire the bonds is then sourced from a general fund and/or from various tax revenues including sales, hotel/motel, restaurant, entertainment and other taxes, as well as other revenue sources such as facility-related revenues. The types of financing mechanisms typically used in funding sports and entertainment facilities are summarized on the following pages. General Obligation (GO) Bonds General obligation bonds are backed by the full faith and credit of the local government and paid for through general fund property taxes. This pledge is generally supported by a commitment from the issuer to repay the principal and interest through whatever means may be necessary, including levying additional taxes. The advantages associated with general obligations bonds revolve around the strength of the credit. It typically results in a simple financing that lowers the cost of issuance and reduces the bond size, since a debt service reserve fund is often not required. Also, the strength of the pledge provides a higher credit rating and, therefore, a lower cost of financing the project. General obligation bonds are the most common method of primary financing for comparable municipally-owned and operated sports and entertainment facilities such as the FFCC. General obligation bond financing may also be structured with a lower variable interest rate in the early years of the project with conversion to a fixed rate in later years; however, this could require legislation to be enacted. The primary disadvantage associated with general obligation indebtedness is that the bonding capacity for other capital needs is reduced. Based on conversations with local representatives and a review of prevalent comparable facility funding structures, the most viable option for financing the renovation/redevelopment of the FFCC may be through General Obligation Bonds,which would require a simple majority approval by local government council, as well as an approval by the State Director of Local Finance. Revenue Bonds Another frequently used method of sports and entertainment facility financing is the issuance of revenue bonds. Revenue bonds are special obligations issued by the respective governmental agency for which payment is dependent upon a particular source of funds, such as revenues generated by the project, to provide the amount needed for bond repayment. The issuer of the bonds pledges to the bondholders the revenues generated by the project being financed. No pledge of state or local ad valorem tax revenues is required; however,other taxes may be assessed and/or pledged in whole or in part by a municipality or by the state, often with legislative approval, to provide funds necessary to pay off the revenue bond offering. It may be the case, however, that any change in tax rates or allocation would have to be approved by public referendum. The major disadvantage associated with revenue bonds relates to interest rates that are typically higher than those associated with general obligation bonds. This is largely due to the fact that revenue bonds are not backed by the full faith and credit of the issuing entity. In addition, funding of a debt service reserve and other credit enhancement out of bond proceeds makes the required bond size larger with higher annual debt service payments. Ms. Marie Ware December 12, 2018 Page 36 of 44 Revenue bond financing may be structured in such a way that payments may be tied to a lower variable rate in the initial years of operation and converted to a higher fixed rate in later years. This is often advantageous in situations where the particular revenue stream or streams that are pledged to bond debt service are expected to increase annually. Based on discussions with City officials, revenue bonds would be expected to be less viable of an option than general obligation bonds to finance construction costs for FFCC Project. Certificates of Participation Certificates of Participation (COPs) represent another financial instrument that has been used to finance sports facilities. COP holders are repaid through an annual lease appropriation by a sponsoring governmental agency. COPs do not legally commit the governmental entity to repay the certificate holder beyond the annual appropriations, and therefore do not typically require voter approval. Further, this type of instrument is not subject to many of the limitations and restrictions typically associated with general obligation bonds. As COPs generally offer the issuing authority less financial risk and more flexibility than other financing instruments, they tend to be more cumbersome due to the reliance of the trustee for appropriations while typically carrying a higher coupon rate relative to traditional general obligation bonds. COPs could allow a municipal government to enhance a revenue source with a pledge to make up any revenue deficiencies from other funds. This issue would be subject to annual appropriation. The certificates usually imply that some other security, such as revenue from operations or a sales tax, will be relied on as the primary source of credit worthiness. The primary advantage associated with certificates of participation is that the obligation enhances the issue, resulting in an interest rate more favorable than a standard revenue bond issue. The disadvantage associated with COPs is that primary credit must still be established. Based on discussions with City officials,COPs have not historically been used by the City for project funding and would not be expected to be a viable option to finance construction costs for a FFCC Project. Public Sector Revenue Sources Public sector revenue sources are often used to fund the all or a majority of the capital development or renovations of municipally-owned facilities comparable to the FFCC. City Property Taxes While private sector sources could help contribute to the capital stack for the proposed FFCC Project, based on a review of comparable facility funding sources and discussions with local officials,the most likely path forward for public sector funding of a majority of the construction costs associated with the proposed Project would likely need to consist of a general obligation bond supported by property taxes. This would require a greater than 60 percent affirmative vote via a public referendum for an increase in property tax assessment. Ms. Marie Ware December 12, 2018 Page 37 of 44 Additional Public Sector Revenues Other taxes that have been used for arena, theater and event facility projects in other communities throughout the country to generate revenues, either locally or at the state level, include: • Hotel / Motel Taxes • Sales and Use Taxes • Amusement/Admissions Taxes • Tax Increment Financing (TIF) • Restaurant/Food & Beverage Taxes • Car Rental Taxes • Personal Income Taxes • Corporate Income Taxes and Fees • Gasoline Taxes • Insurance Taxes and Fees • Cigarette/Liquor Taxes • Estate and Lottery Taxes • Other Taxes, Fees and Assessments Most of these are not applicable in Dubuque's case or do not generate significant levels of revenue relative to other taxes(such as property taxes)and would not resulting in meaningful funding levels if incremental taxes were imposed specifically for the FFCC Project. As a result, proceeds from increases in these taxes have not been estimated as part of this analysis. Private Sector Revenue Sources In addition to public sector funding sources, private sector revenue sources are often used to defray public sector funding obligations for development or renovations of municipally owned facilities comparable to the FFCC. These would be items that are not included in the facility operating budget and are instead used for capital funding purposes. For instance, naming rights and sponsorship partner agreements can involve contractually-obligated income that can be used to contribute to the capital stack to pay for construction. The revenue shown in the previously presented financial operating estimates herein include advertising and sponsorship revenue, but do not include revenue/income derived from the sale of a naming rights/sponsorship package to a single private partner. Based on a review of local facility and comparable facility funding sources, the most likely potential sources of private sector funding for the proposed FFCC Project could include the following: Naming Rights & Sponsorship Partnerships Naming rights partnerships are agreements in which a company places its name or logo on a specific venue, and in return, pays an annual fee to the venue's owner or manager. Regional examples of naming rights partnerships for arena and civic complex venues include: • U.S. Cellular Center, Cedar Rapids, Iowa • Dow Event Center, Saginaw, Michigan • Tyson Events Center, Sioux City, Iowa • Indiana Farmers Coliseum, Indianapolis, IN . TaxSlayer Center, Moline, Illinois • Huntington Center,Toledo, Ohio • Grossinger Motors Arena, Bloomington, Illinois • AMSOIL Arena, Duluth, Minnesota Ms. Marie Ware December 12, 2018 Page 38 of 44 Typically, these types of deals are done on a more intermediate or long-term basis (e.g. 20 to 30 years), while renewals typically are done on shorter terms (i.e. 10 years or less). Along with the naming of the facility, a naming rights partner typically receives a variety of exposure opportunities, including landmarks, scoreboard signage, exterior facility signage, digital marquee signage, directional signage,opportunities for activation and product sampling, hospitality benefits, inclusion in the venue's media buy and editorial media coverage. The growth in naming rights can be attributed to facilities and teams looking for new revenues. As properties put a greater emphasis on the importance of naming rights, decision-makers at corporations began to see naming rights as an effective method for achieving specific marketing objectives. Naming rights marketing is particularly valuable because of its effectiveness in introducing new products, helping new or established products contend with competitive brands, and increasing corporate brand awareness. However, the real value lies in the borrowed imagery of a property and the unique media exposure a brand receives through the agreement. A corporation's ability to associate their brand directly to a team, facility or event is an important component in the value of naming rights agreements. Naming and sponsorship opportunities often present with modern arena and event venues include: • Facility Entrance - • Fa�ade Landmark i • Arena Roof =-- • On-CourUlce Logos • Static Scoreboard � _ 7:-i I l:� �^ � � � i:-:. • Backlit Tunnel Signage � r�� .� • Scoreboard Underbelly � � �.• • Arena Seats �� r=— - . — rra�--;= • Concourse Signs -- -= == � • Exterior poor Decal � ___� �� — • Display Area �� .p �� — • Digital Fascia Signage , , __ ! � • Center-hung Video Boards �.E _ -_ _ ��" • Arena Floor Maps -_- ' _ � • Trash Receptacles - � --_- � _ • Staff Uniform ��-' -=�t � � • ATM Machines �_�f� � ��=-r � � ' �'�' ^ � � The naming rights and sponsorship package value that any event venue will be able to command depends, in large part, on the following factors: 1. Profile of sports tenantlsl: One or more high profile sports tenants (major university or minor league professional team) is typically critical in maximizing naming rights values. The sports teams drive media coverage, which in turn, drives demand and the value of the naming/sponsorship opportunity. 2. Comparable deals: A potential partner will analyze comparable deals in collegiate athletics and other sports industries throughout North America. 3. Market size and media coveraae: Sponsors are willing to pay more for naming rights for arenas that generate a considerable amount of inedia coverag�from television, radio, print and online. Larger markets typically generate greater exposure for a naming rights partner. Ms. Marie Ware December 12, 2018 Page 39 of 44 4. Broadcast exposure: National and regional broadcast exposure is often available to successful tenant teams and those in large markets. Sponsors are willing to pay a premium for naming rights to facilities that receive a high degree of such broadcast exposure. 5. Newness of the facilitv: New or substantially renovated/expanded arenas can command higher naming rights fees; these tend to be state-of-the-art and architecturally significant. Properties can face obstacles in renaming older facilities that have been known by a certain name for an extended period of time. 6. Number of events: The more events hosted at a facility on an annual basis,the greater the attendance,the more value to a naming rights partner. The type of events hosted at an arena can also impact the amount a venue can command for naming rights. 7. Historical success: A tenant team's historical success (i.e. number of playoff/tournament appearances)typically has an impact on the overall value of a venue's naming rights. 8. Qualitative value: Qualitative facility factors provide corporations opportunities to align their brand with the image, emotions, popularity and lifestyle evoked by a facility property and product. The term and value of naming rights and sponsorship package transactions associated with comparable arena and civic event facility products have widely varied. To provide some context and understanding of the scope of these deals, the exhibit below presents a summary of 25 comparable facility naming rights transactions. �, � Ricoh Coliseum Toronto,ON 5,600,000 1921 7,851 2003 2018 15 $10,000,000 $1,000,000 Indiana Farmers Coliseum Indianapolis,IN 1,595,377 1939 8,200 2014 2024 10 $6,000,000 $600,000 Santa Ana Star Center Rio Rancho,NM 764,869 2006 7,500 2006 NIA 5 $2,500,000 $500,000 SECU Arena Towson,MD 2,753,149 2013 5,200 2013 2023 10 $4,750,000 $475,000 TaxSlayerCenter Moline,IL 377,277 1993 9,200 2007 2017 10 $4,250,000 $425,000 Dow Event Center Saginaw,MI 209,327 1972 5,500 2014 2024 10 $4,200,000 $420,000 U.S.Cellular Center Cetlar Rapitls,IA 267,799 1979 9,000 2012 2022 10 $3,800,000 $380,000 1stBank Center Broomfield,CO 2,528,842 2006 6,500 2011 NIA 5 $1,750,000 $350,000 Germain Arena Estero,FL 608,182 1998 7,186 2004 2024 20 $7,000,000 $350,000 Huntington Center Toletlo,OH 608,711 2008 9,341 2010 2017 6 $2,100,000 $350,000 Angel ofthe Winds Arena Everett,WA 3,338,639 2003 8,149 2018 2028 10 $3,400,000 $34Q000 MassMutual Center Springfield,MA 688,495 1972 6,900 2005 2020 15 $5,000,000 $333,333 ShoWare Center Kent,WA 3,407,848 2009 6,500 2009 2019 10 $3,175,000 $317,500 AMSOIL Arena Duluth,MN 279,227 2010 6,726 2010 2030 20 $6,000,000 $300,000 CenturyLink Center Boise,ID 637,896 1997 5,732 2005 2020 15 $4,000,000 $266,667 WesBanco Arena Wheeling,WV 144,986 1977 5,400 2003 2023 10 $2,500,000 $250,000 Ford Park Event Center Beaumont,TX 377,991 2003 9,100 2005 NIA 5 $1,250,000 $250,000 Mohegan Sun Arena at Casey Plaza Wilkes-Barre,PA 549,808 1999 9,700 2010 2020 10 $2,375,000 $237,500 SantanderArena Reading,PA 408,000 2001 9,000 2001 NIA 15 $3,000,000 $200,000 Grossinger Motors Arena Bloomington,IL 167,699 2006 8,000 2017 2022 5 $875,000 $175,000 Tyson Events Center Sioux City,IA 143,837 2003 9,000 2014 2024 30 $4,000,000 $133,333 Bojangles'Coliseum Charlotte,NC 1,720,586 1955 9,065 2012 2021 10 $1,250,000 $125,000 FirstArena Elmira,NY 90,413 2000 3,700 2005 NIA 10 $1,000,000 $100,000 CURE Insurance Arena Trenton,NJ 5,855,076 1999 8,600 2017 NIA NIA NIA NIA Big Sandy Superstore Arena Huntington,WV 286,517 1977 9,000 2013 2017 5 NIA NIA AVERAGE 1,336,422 1990 7,602 2010 2022 11 $3,659,783 $342,536 MEDIAN 608,711 1999 7,500 2009 2022 10 $3,800,000 $350,000 � . iii Ms. Marie Ware December 12, 2018 Page 40 of 44 It is important to recognize some important factors that will impact the valuation or (or demand for) a possible FFCC opportunity. The value is potentially diminished due to the lack of a high- profile primary sports tenants (that many of the comparable facilities possess). Conversely, the value may be elevated due to (1) the limited number of existing high-profile corporate naming opportunities in the community, and (2) the inclusion of the historic performing arts theater element with the transaction. Nevertheless, a substantially upgraded and highly visible facility product located in the heart of Dubuque's downtown should present an opportunity for a naming/sponsorship transaction that could either assist in defraying the public sector's funding obligation. For purposes of planning, it would be reasonable to assume that the proposed FFCC Project could secure a naming rights partner for approximately $5.0 million over a 15-year term. Ticket Surcharges A ticket surcharge could be implemented at the expanded/improved FFCC, with the proceeds dedicated to service construction debt. Typical surcharges range from $0 to $4 per ticket sold. It should be noted that the ticket surcharges would be in addition to any facility fees, ticket taxes, convenience or handling charges. Care normally has to be taken to not assess onerous ticket surcharges, as increases in the cost to attend events, even through ticket surcharges, could have negative implications on demand. Any consideration of a new ticket surcharge would need to weigh the total effective impact on the arena event consumer(spectator/attendee) and promoter. Examples of ticket surcharges implemented by comparable arena facilities as a funding source include: • CenturyLink Center in Omaha, Nebraska implemented a$1.50 ticket surcharge set for three years that can be adjusted thereafter. • Ford Center in Evansville, Indiana imposes a $2.00 ticket surcharge for all Evansville events. • Pinnacle Bank Arena in Lincoln, Nebraska has a $1.00 ticket surcharge that can be increased up to $3.00 per ticket if deemed "financially necessary". For purposes of planning for the FFCC Project, it would be reasonable to assume a $1.50 ticket surcharge with proceeds dedicated to service construction debt. Based on the projected ticketed attendance figures for the Project, it is estimated that this type of ticket surcharge could generate in excess of$300,000 per year(or a capital stack contribution of more than $5.0 million). Contractually-Obligated Income Contractually-obligated income has become a popular source of private funding participation. Contractually-obligated income refers to those revenue streams that are secured through multi- year contracts and include revenue sources such as naming rights, advertising/sponsorship agreements, and private boxes. However, given a FFCC Project would be expected to continue to be City-owned, and its estimated financial operating characteristics do not anticipate regular financial operating profitability, it is unlikely that traditional contractually-obligated income streams (other than potentially naming rights and other related sponsorships that were not assumed during Ms. Marie Ware December 12, 2018 Page 41 of 44 the financial operating analysis conducted for this study)would be available to assist in defraying public sector project costs. Private Donations/Endowments Particularly with respect to performing arts facilities, certain communities have succeeded in historical fundraising efforts for various public projects. In these instances, a few high-profile, community-oriented wealthy individuals have provided private donations of capital and/or land to help defray public sector development costs. Private donations from philanthropic individuals and organizations are often critical in the fundraising efforts for performing arts theaters. Local capital campaigns (many times via the establishment of a dedicated endowment fund)tend to be instrumental in establishing seed money and demonstrating local interest in a project. The fact that any improved/expanded FFCC will ostensibly continue to be owned by the City and operating by a third-party private management firm (rather than being owned and operated by a nonprofit arts organization)could potentially pose certain challenges for a capital campaign. Nevertheless, attempts should be made to identify seed money of this nature if a determination is made to pursue a major new/renovation project that involves a substantially upgraded Theater. Other Sources Other potential private sources of revenues could come from local foundations, contributions from a primary tenant, other major facility users, parking surcharges, facility operating profits, sale of brick pavers, investment income and other such sources. With respect to potential parking surcharges, it is understood that a current arrangement has been negotiated between the City and FFCC management to ensure the availability of affordable and convenient parking at specific nearby ramps during certain FFCC events. It is typical throughout the industry to charge for event parking (which often is critical in generating revenue for operations or debt service), and it would not seem unreasonable to consider this in Dubuque should a significant investment be made to substantially upgrade the FFCC product. To minimize the impact on non-event downtown parking consumers, maintain convenience for event attendee egress, and prevent additional costs for the City, one method that could be considered would for be for a small parking charge (i.e.,fixed fee of$5 or less, paid upon entry) be assessed for a few of the ramps closest to the FFCC for ticketed events only that occur after normal parking garage operating hours (i.e., evenings and weekends). The FFCC could provide staff to operate the pay stations for vehicle entry and payment transactions for the period of time after normal parking garage operating hours until one hour after the scheduled evenYs start time. Exit from the ramp following the event would be unabated and not constrain egressing traffic. This revenue could form a dedicated source of funds to contribute to debt service or operations. Ms. Marie Ware December 12, 2018 Page 42 of 44 Conclusions Based on the analysis of funding options, public sector revenue sources are often used to fund the all or a majority of the capital development or renovations of municipally-owned facilities comparable to the FFCC throughout the region and country. While private sector sources could help contribute to the capital stack for the proposed FFCC Project, based on a review of comparable facility funding sources and discussions with local officials, the most likely path forward for public sector funding of a majority of the construction costs associated with the proposed Project in downtown Dubuque would likely need to consist of a general obligation bond supported by property taxes. This would require a greater than 60 percent affirmative vote via a public referendum for an increase in property tax assessment. The analysis suggests that planning for the FFCC Project funding structure could have a reasonable target of 80 percent provided by City of Dubuque sources and 20 percent provided by private sector or other sources. Based on the approximate $85 million estimated hard and soft construction cost estimates (previously discussed herein), a hypothetical structure scenario to meet this 80/20 split might consist of: $65 million from proceeds via City of Dubuque G.O. bonds $5 million in contractually-obligated naming rights fees $5 million in dedicated ticket surcharge revenue ($1.50 per ticket) $5 million in ticketed event parking fees (in selected nearby ramps) $5 million in private fundraising (corporate donations, donations relating to arts elements, etc.) Furthermore, as previously presented, it is estimated that the FFCC Project will operate with a significantly lower annual operating subsidy that the current FFCC facility. Specifically, the annual operating subsidy required of the City is estimated to stabilize at approximately $300,000 per annum in 2018 dollars (an approximate $500,000 improvement over the subsidy provided to maintain FFCC operations today). Lastly, it is important to recognize that the design and construction costing exercise performed for this Phase 2 effort considered a near full build-out of all elements that were both market supportable and indicated through the outreach and concepting work. A higher amount of contingency and cushion was included in the preliminary construction budget to account for some of the less certain cost factors, such as environmental and unexpected renovation events that could be found during the more detailed civil engineering, design and schematic phases of work that would be ultimately be required if the Project is pursued. As such, the project team believes that, if required, a FFCC Project budget may be workable at a slightly lower total figure; however, further investigation and/or design compromises would be required. Ms. Marie Ware December 12, 2018 Page 43 of 44 9. Conditions of Work The information concerning within this document and related supporting documents presents a summary of our work and is intended to assist the City and other related project stakeholders with the information necessary to make informed decisions regarding next planning steps concerning a potential major FFCC renovation/improvement project. The work and information presented in this report and its various appendices/supporting documents are based on estimates, assumptions and other information developed from industry research, data provided by the City and other local project stakeholders, outreach with existing and potential facility users, discussions with industry participants, and analysis of competitive/comparable facilities and communities. The sources of information,the methods employed, and the basis of significant estimates and assumptions are stated in this report. Some assumptions inevitably will not materialize and unanticipated events and circumstances may occur. Therefore, actual results achieved will vary from those described and the variations may be material. The findings presented herein are based on analysis of present and near-term conditions in the Dubuque area as well as existing interest levels by the potential base of users for an enhanced FFCC product. Any significant future changes in the characteristics of the local community, such as growth in population, corporate inventory, competitive inventory and visitor amenities/attractions, could materially impact the key market conclusions developed as a part of this study. As in all studies of this type, the estimated results are based on competent and efficient management of the FFCC and assume that no significant changes in the event markets or assumed immediate and local area market conditions will occur beyond those set forth in this report. Furthermore, all information provided to us by others was not audited or verified and was assumed to be correct. This report has been prepared for the internal use of the City and should not be relied upon by any other party. The report has been structured to provide the City with a foundation of research and analysis to provide decision makers with the information necessary to advance planning on a potential FFCC project and should not be used for any other purpose. *** * * * We hope this information is helpful. Please do not hesitate to contact me should you require any additional information or clarification. Sincerely, . �:� ��-_� Bill Krueger Principal CSL International City of Dubuque Five Flags Debt and Property Tax Impact FY20 FY24 FY20 Policy Guidelines $ 770.17 $ 877.19 Non-Five Flags Change $ 107.02 13.9% Increase 51% of Debt Capacity 5 Years 2.8% Average Increase FY20 FY24 Scenario 1: $5.9 Million Impact Average Homeowner $ - $ - Five Flags Change (Deduct Policy Guidelines) $ - 0% Increase No Change to Debt Capacity 5 Years 0% Average Increase FY20 FY24 Scenario 2: $23,410,000 Impact Average Homeowner $ 770.17 $ 918.36 Five Flags Change (Deduct Policy Guidelines) $ 41.17 5.3% Increase 5 Year High FY20 5 Years 1.1% Average Increase 5.13% increase in Debt Capacity Used related to FF (56.13% of Debt Capacity Overall) FY20 FY24 Scenario 3: $57,890,000 Impact Average Homeowner $ 770.17 $ 979.90 Five Flags Change (Deduct Policy Guidelines) $ 102.71 13.3% Increase 5 Year High FY21 5 Years 2.7% Average Increase 24.67% increase in Debt Capacity Used related to FF (70.22% of Debt Capacity Overall) FY20 FY24 Scenario 4: $85,910,000 Impact Average Homeowner $ 770.17 $ 1,030.37 Five Flags Change (Deduct Policy Guidelines) $ 153.18 19.9% Increase 5 Year High FY21 5 Years 4.0% Average Increase 36.61% increase in Debt Capacity Used related to FF (82.16°/o of Debt Capacity Overall) ESTIMATED City of Dubuque Five Flags Debt Options Exhibit A Debt Schedules A B C D E F G H •. •. . Series: June 2020 Series: June 2020 Series: June 2021 Total Option 2: lune 2021 Project: 5,799,438 Project: 11,530,592 Project: 11,530,592 Project: 23,061,184 Costs: 100,562 Costs: 174,408 Costs: 174,408 Costs: 348,816 Par: 5,900,000 Par: 11,705,000 Par: 11,705,000 Par: 23,410,000 Principal Total Principal Total Principal Total Principal Total Payment Debt Service Payment Debt Service Payment Debt Service Payment Debt Service �. � � - - - - - - - - �. � 215,000 415,516 430,000 827,822 - - 430,000 827,822 �. � 225,000 419,733 440,000 826,255 410,000 855,547 850,000 1,681,802 �. � 230,000 418,523 455,000 829,111 425,000 857,878 880,000 1,686,989 �. � � 235,000 417,014 465,000 826,235 440,000 859,448 905,000 1,685,682 �. � 240,000 415,199 480,000 827,750 455,000 860,236 935,000 1,687,985 �. � . 250,000 418,047 495,000 828,446 470,000 860,221 965,000 1,688,666 �. � 255,000 415,397 510,000 828,299 485,000 859,335 995,000 1,687,633 �. � : 265,000 417,415 525,000 827,336 500,000 857,554 1,025,000 1,684,889 �. � • 275,000 418,935 540,000 825,536 520,000 859,904 1,060,000 1,685,439 �. � � 285,000 419,915 560,000 827,824 535,000 856,184 1,095,000 1,684,007 �. � 290,000 415,368 580,000 829,064 555,000 856,496 1,135,000 1,685,559 �. � 300,000 415,479 600,000 829,286 575,000 855,683 1,175,000 1,684,969 �. � 310,000 415,129 620,000 828,586 600,000 858,776 1,220,000 1,687,361 �. � � 325,000 419,248 640,000 826,824 620,000 855,676 1,260,000 1,682,499 �. � 335,000 417,645 665,000 828,976 645,000 856,434 1,310,000 1,685,409 �. � . 345,000 415,485 685,000 824,836 670,000 855,827 1,355,000 1,680,663 �. � 360,000 417,789 715,000 829,628 700,000 858,826 1,415,000 1,688,454 �. � : 375,000 419,361 740,000 827,959 730,000 860,266 1,470,000 1,688,225 �. � • 385,000 415,186 765,000 824,987 760,000 860,117 1,525,000 1,685,104 �. � �� 400,000 415,440 795,000 825,687 790,000 858,349 1,585,000 1,684,036 �. � � - - - - 820,000 854,932 820,000 854,932 Totals 5,900,000 8,341,817 11,705,000 16,550,440 11,705,000 17,157,683 23,410,000 33,708,123 Notes: (1)Borrowing rates as of December 14,2018 adjusted for credit and timing. Variations in actual credit and market conditions will cause results to vary. (2)Borrowing costs are estimated. Prepared by Independent Public Advisors, LLC Page 1 of 4 Date:12/17/2018;Time:9:41 AM ESTIMATED City of Dubuque Five Flags Debt Options Exhibit A Debt Schedules I J K L M N O P Q R S T •� . •� . Series: June 2020 Series: lune 2021 Total Option 3: June 2021 Series: lune 2020 Series: June 2021 Total Option 4: lune 2021 Project Costs: 28,557,691 Project Costs: 28,557,691 Project Costs: 57,115,381 Project Costs: 42,395,828 Project Costs: 42,395,828 Project Costs: 84,791,656 Costs: 387,310 Costs: 387,310 Costs: 774,619 Costs: 559,172 Costs: 559,172 Costs: 1,118,344 Par: 28,945,000 Par: 28,945,000 Par: 57,890,000 Par: 42,955,000 Par: 42,955,000 Par: 85,910,000 Principal Total Principal Total Principal Total Principal Total Principal Total Principal Total Payment Debt Service Payment Debt Service Payment Debt Service Payment Debt Service Payment Debt Service Payment Debt Service �. � � - - - - - - - - - - - - �. � 1,050,000 2,063,338 - - 1,050,000 2,063,338 1,555,000 3,080,621 - - 1,555,000 3,080,621 �. � 1,080,000 2,064,043 1,010,000 2,141,346 2,090,000 4,205,389 1,595,000 3,076,459 1,490,000 3,190,786 3,085,000 6,267,244 �. � 1,110,000 2,063,155 1,040,000 2,139,127 2,150,000 4,202,282 1,645,000 3,080,044 1,540,000 3,192,510 3,185,000 6,272,554 �. � � 1,145,000 2,065,632 1,075,000 2,140,223 2,220,000 4,205,855 1,695,000 3,081,023 1,590,000 3,191,536 3,285,000 6,272,559 �. � 1,180,000 2,066,282 1,110,000 2,139,425 2,290,000 4,205,707 1,745,000 3,079,326 1,645,000 3,192,794 3,390,000 6,272,119 �. � . 1,215,000 2,064,938 1,150,000 2,141,685 2,365,000 4,206,623 1,800,000 3,079,707 1,700,000 3,191,041 3,500,000 6,270,748 �. � 1,255,000 2,066,544 1,190,000 2,141,665 2,445,000 4,208,209 1,855,000 3,076,927 1,760,000 3,191,031 3,615,000 6,267,958 �. � : 1,295,000 2,066,008 1,230,000 2,139,301 2,525,000 4,205,309 1,920,000 3,081,083 1,825,000 3,192,495 3,745,000 6,273,578 �. � • 1,335,000 2,063,273 1,275,000 2,139,652 2,610,000 4,202,925 1,980,000 3,076,763 1,890,000 3,190,335 3,870,000 6,267,098 �. � � 1,380,000 2,063,150 1,325,000 2,142,477 2,705,000 4,205,627 2,050,000 3,078,849 1,960,000 3,189,460 4,010,000 6,268,309 �. � 1,430,000 2,065,540 1,375,000 2,142,392 2,805,000 4,207,932 2,120,000 3,077,099 2,035,000 3,189,392 4,155,000 6,266,491 �. � 1,480,000 2,065,347 1,425,000 2,139,455 2,905,000 4,204,801 2,195,000 3,076,627 2,115,000 3,190,027 4,310,000 6,266,654 �. � 1,535,000 2,067,807 1,480,000 2,138,737 3,015,000 4,206,544 2,275,000 3,077,607 2,200,000 3,191,273 4,475,000 6,268,880 �. � � 1,590,000 2,067,393 1,540,000 2,140,277 3,130,000 4,207,670 2,360,000 3,079,342 2,285,000 3,188,273 4,645,000 6,267,615 �. � 1,645,000 2,064,040 1,605,000 2,143,523 3,250,000 4,207,563 2,445,000 3,076,550 2,380,000 3,190,502 4,825,000 6,267,052 �. � . 1,710,000 2,067,682 1,670,000 2,143,200 3,380,000 4,210,881 2,540,000 3,079,129 2,480,000 3,192,446 5,020,000 6,271,575 �. � 1,775,000 2,068,044 1,735,000 2,139,229 3,510,000 4,207,272 2,635,000 3,076,847 2,580,000 3,188,782 5,215,000 6,265,629 �. � : 1,840,000 2,065,061 1,810,000 2,141,706 3,650,000 4,206,767 2,740,000 3,079,609 2,690,000 3,189,648 5,430,000 6,269,257 �. � • 1,910,000 2,063,669 1,885,000 2,140,143 3,795,000 4,203,812 2,845,000 3,076,927 2,805,000 3,189,516 5,650,000 6,266,443 �. � �� 1,985,000 2,063,606 1,965,000 2,139,465 3,950,000 4,203,071 2,960,000 3,078,696 2,930,000 3,193,060 5,890,000 6,271,756 �. � � - - 2,050,000 2,139,380 2,050,000 2,139,380 - - 3,055,000 3,189,726 3,055,000 3,189,726 Totals 28,945,000 41,304,548 28,945,000 42,812,404 57,890,000 84,116,952 42,955,000 61,569,234 42,955,000 63,814,630 85,910,000 125,383,864 Notes: (1)Borrowing rates as of December 14,2018 adjusted for credit and timing.Variations in actual credit and market conditions will cause results to vary. (2)Borrowing costs are estimated. Prepared by Independent Public Advisors, LLC Page 2 of 4 Date:12/17/2018;Time:9:41 AM ESTIMATED City of Dubuque Five Flags Debt Options Exhibit B Levy Impact Valuation Growth Estimate 1.00% Median Home Value(Assessed) $139,493 Median Home Value(Taxable) $77,587 A B C D E F G H I J K L M N Option 2 Option 3 Option 4 Taxable Total Associated Av�.Annual Impact to Homeowner Total Associated Av�.Annual Impact to Homeowner Total Associated Av�.Annual Impact to Homeowner Valuation Debt Service Levv Before Homestead After Homestead Debt Service Levv Before Homestead After Homestead Debt Service Levv Before Homestead After Homestead . � � ' 2,833,898,452 - 0.00000 0.00 0.00 - 0.00000 0.00 0.00 - 0.00000 0.00 0.00 . � � � 2,862,237,437 - 0.00000 0.00 0.00 - 0.00000 0.00 0.00 - 0.00000 0.00 0.00 . � � 2,890,859,811 827,822 0.28636 22.22 20.83 2,063,338 0.71375 5538 51.92 3,080,621 1.06564 82.68 77.51 . � � 2,919,768,409 1,681,802 0.57601 44.69 41.90 4,205,389 1.44032 111.75 104.76 6,267,244 2.14649 166.54 156.13 . � � 2,948,966,093 1,686,989 0.57206 4438 41.61 4,202,282 1.42500 110.56 103.65 6,272,554 2.12703 165.03 154.71 . � � � 2,978,455,754 1,685,682 0.56596 43.91 41.17 4,205,855 1.41209 109.56 102.71 6,272,559 2.10598 163.40 153.18 . � � 3,008,240,312 1,687,985 0.56112 43.54 40.81 4,205,707 1.39806 108.47 101.69 6,272,119 2.08498 161.77 151.66 . � � . 3,038,322,715 1,688,666 0.55579 43.12 40.43 4,206,623 1.38452 107.42 100.71 6,270,748 2.06388 160.13 150.12 . � � 3,068,705,942 1,687,633 0.54995 42.67 40.00 4,208,209 1.37133 106.40 99.75 6,267,958 2.04254 158.47 148.57 . � � : 3,099,393,001 1,684,889 0.54362 42.18 39.54 4,205,309 1.35682 105.27 98.69 6,273,578 2.02413 157.05 147.23 . � � • 3,130,386,931 1,685,439 0.53841 41.77 39.16 4,202,925 1.34262 104.17 97.66 6,267,098 2.00202 155.33 145.62 . � � � 3,161,690,801 1,684,007 0.53263 41.33 38.74 4,205,627 1.33018 103.20 96.75 6,268,309 1.98258 153.82 144.21 . � � 3,193,307,709 1,685,559 0.52784 40.95 38.39 4,207,932 1.31773 102.24 95.85 6,266,491 1.96238 152.26 142.74 . � � 3,225,240,786 1,684,969 0.52243 40.53 38.00 4,204,801 1.30372 101.15 94.83 6,266,654 1.94300 150.75 141.33 . � � 3,257,493,194 1,687,361 0.51799 40.19 37.68 4,206,544 1.29134 100.19 93.93 6,268,880 1.92445 149.31 139.98 . � � � 3,290,068,125 1,682,499 0.51139 39.68 37.20 4,207,670 1.27890 99.23 93.02 6,267,615 1.90501 147.80 138.56 . � � 3,322,968,807 1,685,409 0.50720 3935 36.89 4,207,563 1.26621 98.24 92.10 6,267,052 1.88598 146.33 137.18 . � � . 3,356,198,495 1,680,663 0.50076 38.85 36.42 4,210,881 1.25466 97.35 91.26 6,271,575 1.86865 144.98 135.92 . � � 3,389,760,480 1,688,454 0.49810 38.65 36.23 4,207,272 1.24117 9630 90.28 6,265,629 1.84840 143.41 134.45 . � � : 3,423,658,085 1,688,225 0.49311 38.26 35.87 4,206,767 1.22873 95.33 89.37 6,269,257 1.83116 142.07 133.19 . � � • 3,457,894,665 1,685,104 0.48732 37.81 35.45 4,203,812 1.21571 9432 88.43 6,266,443 1.81221 140.60 131.81 . � �� 3,492,473,612 1,684,036 0.48219 37.41 35.07 4,203,071 1.20347 93.37 87.54 6,271,756 1.79579 139.33 130.62 . � �� 3,527,398,348 854,932 0.24237 18.80 17.63 2,139,380 0.60650 47.06 44.12 3,189,726 0.90427 70.16 65.77 Notes: (1)All estimated levies are related to the proposed Five Flags Civic Center only;no other debt or city levies are included. (2)Option 1 is assumed to be TIF funded with no impact to the debt levy,and is therefore not included here. (3)Actual growth in taxable valuation will alter results. Prepared by Independent Public Advisors,LLC Page 3 of 4 Date:12/17/2018;Time:9:41 AM ESTIMATED City of Dubuque Five Flags Debt Options Exhibit C Debt Capacity FY19 Actual Valuation 4,430,255,110 FY20 Estimated Valuation(1%Growth) 4,474,557,661 FY21 Estimated Valuation(1%Growth) 4,519,303,238 FY20 Estimate FY21 Estimate 1 FY19 Actual Valuation 4,474,557,661 FY19 Actual Valuation 4,519,303,238 2 5°/o Legal Limitation 223,727,883 5%Legal Limitation 225,965,162 3 Less GO Debt(As of 7/01/19): (88,790,000) Less GO Debt(As of 7/01/20): (80,980,000) 4 Less Urban Renewal Debt(As of 7/01/19): (19,711,056) Less Urban Renewal Debt(As of 7/01/20): (19,075,881) 5 Less Rebate Agreements: (9,640,109) Less Rebate Agreements: (7,812,824) 6 Less Other Obligations: (3,877,825) Less Other Obligations: (3,794,903) 7 Legal Debt Margin: 101,708,893 Legal Debt Margin: 114,301,554 8 Percentage of Capacity Used: 54.5% Percentage of Capacity Used: 49.4°/o 9 Option 1: Option 1: 10 Additional Debt 5,900,000 Additional Debt 5,685,000 11 Revised%Capacity Used: 57.2% Revised°/o Capacity Used: 51.9% 12 Option 2: Option 2: 13 Additional Debt 11,705,000 Additional Debt 22,980,000 14 Revised%Capacity Used: 59.8% Revised%Capacity Used: 59.6% 15 Option 3: Option 3: 16 Additional Debt 28,945,000 Additional Debt 56,840,000 17 Revised%Capacity Used: 67.5% Revised%Capacity Used: 74.6% 18 Option 4: Option 4: 19 Additional Debt 42,955,000 Additional Debt 84,355,000 20 Revised%Capacity Used: 73.7% Revised%Capacity Used: 86.7% Notes: (1) FY19 Valuation assumed; FY20 and FY21 valuations unknown. (2)GO Urban Renewal Debt figures are based on the amortization of debt outstanding as of December 16,2018. (3)Calculations do not include the issuance of any additional debt not related to the Five Flags Civic Center. (4)Significant increases to capacity use are likely to have a negative impact on the City's credit rating. Prepared by Independent Public Advisors, LLC Page 4 of 4 Date:12/17/2018;Time:9:41 AM f � �. � �f�,-,, , � - �� - # - - `'�- ''lr -� r, r� �t + -�— _ . + . �,/ +�� 7 ' f •_ r!* ��1 . i -� � .'�• _7 �R� . � -� �-1. � . ' C ..► �� r ', I �* �' • .� � � —�� ,M � � _ I � , _�� I'��+ �, T,� 11!'��: " , �r �i1 � !11 'j � . ��r�.� 1 ��r •��+ #`'�� r "- i� � �'"� '�� '. _ _ .r" � _ � s ,�=r� .'�~ - �.}*` '' . � �� t � �' {}�} ,� •�r �' 1. �� a� � �} ' �" - �` � � �� ri ��! 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'rl '� _ __ _ _ _ _ � , 1 �" � � I� .. � z �_ r�:-,iagir�g,'.Substanifard F,;a�ilit��N�atively�ffec�s Event Levels: —. . - " _ — � � � -�-_�_—� �• C , �� .� / ,. i - — � - - ,� }� G i �, � - Never#helesys„ thie FF�C�� ttrac �,lpwer'than avera e level of event activit in bo��l the Th a a�'d rena r��l,a�i� tQ.-_�_ _ � - ;. �� ''� --.-. - - ------ g- - - �1 � �- - r, �T � 1.' .S �`��omparabl ,fa�rli#y`a�r ��s, w "'c�i`_v�g�rd be expected, given the FFCC's age, substandard ,p 1 sical �o_ �t"� _� �� ccommod ted event r�i�, � rictic�naUmarketabilit challen es. -' � --- �- � s - ` � r •y �� M . I � � __ � � � � I I'� �- I � �� C. Critical Ph, sical Produ�� akness & Challen es: � �', ' I=-� ��`.� "'�' _ ,. , g ; i - 'i�- .� `^ I . .- - -�here ar� num�r of i,rrT�o nt weaknesses and challenges with the exis ph , ical facilitX pr uct t r�e�g�i��r ; � _ impa,c�m�r eta�i�y, ev'en� accorrwnodation, delivery of services, attendee erie e, and, o�er g r� �. j � � � -- - �- ,-� , m ni�i s thro�gf�o t -e ion a�, d countr continue to invest in new, an and im rov ev '' ' ' ucts. , � � , o � � �� , _ .. y -� �- pa �--- .. � �� T " te� ,,f-the�dustr�'f��n rr'�nns of pr-,�duct quality, layout, amenities, an�functionality co�in to rise_ 'I � I ; - -� � D. Ef ici t � �r i�7e��`� j... �an--AA-�ti.ga#� �esrl-i-ne�-but�hal-�er-a�.es- Co ino�e t�I M t: �� '�� i� j �ti � �� - _ _ — L �i � w � F C a;na_ `�t h s der�n�nstr�t�d cr� ivi y�a - fficie -y 1-n 1ts�ppr�a - att t e�7ent ma�Ci�izin ,,r��er�'u�, ,; ar� c� t�ini-ng p �se�vwitli� ar�ag��an re�a�si su �ndard faci ' uc�� I � e �om�titiv��ven c�lity ,.--� e � irc�men��,(re on�l,y and r�a vv�e.) � ea� _ , p�1, in.e�.estr.��r�t; th� � - �I-le�nge� �I �, i a in�ffi�iencie,�-b'ecori� more �rk - , �,_ -��t-#? - {��', � ig�te'd or � 'u � ��'.�r�; wit I� � � _ -'t �� ,' `1'� ,� ;� � i �;� -- � I � �, omp en�� nd �reative m;��nent te�m. � - . n .___,�-� r �� I {� � J i � � - • ' � ''' � �� 1� �� I �'�- ��_I { V j`, 1Qr' `� � � I � � , T ` 4 � � II I �� I�I11I i � . � /� � i I � ,` f + i f{ � _� � �R `ti� � � e �•l' ,�l � i'�li .� y�: � �V� :h � � ��!��; �1 �BetschAssociates � . � � •� FEHDESIGPJ 4 Q (p� i yti � � �� , `� �. ,�'� ,►,�r1�_ �� f , I �t��r�ti� _ ..� � �; —� p � � ,',�..,� i .��n�1 h�.A— 1 �. i � � ''r"•'';�`: � � � � � � � �� i �.-- '�� W '�� D D = � a � r I� � �`�te v i�t a n d o�rs � _ , o, 1 ' �, 4 � � �, - u -� � � a �y`� �► � .� ti. --- — --��- - _-�--J d , * In ' ^e'r ,on int -i:�v�i,� ==d�f local rou s and i � � idual ,� � � g p I:' � I' _2 ,� . i� ' — __�.� ---�—. _ _� _—_ —_ ' � C '` • �II `�= - - , -- � � . � � ov� u te� h�n� �e-r��v�r�s- � �- � � � � � � . � � � --tZ., -,�" �� .'� • __�_ - ---- - -- -- — - - - � - - r- -� � '1 � �=•t � �r--_t ''� '� >�' � n � 1 _ _ ! `� ,.r . r f _ ` . � � �,��COrI'1 tlrf�� ,Q�7 res onses -�� :�--. -A�� . Y��(- ' p ) � .x= - - ` � �� -' " `r o � � ; ( � .� - , � • Sury ys ith ��'�o _ n�tial event planners �40+ �nte��e �: � �; �� . .- - � ; � � - `� � �: � r„- --. ; . , �� . � . �� - � � � uri en��rtair�_ir..��n� event promoters � I, � �. a � �. � , =� � _l_ . _ � � � _.� �C �__= �. i , 'L; cal �erfo�rr�� `� r�� or'g�a-i�a�ions - — - - - _ . _ � 1 — � � •� � � `- _ � � �►� , r. �� ► ... � ,,,, r--__ � : � �' i i � ' � • i�.4L L� I, ►F1�'` t r` ��it� la - -_- . ' a- � � !,-- ' -�.' ,,:� v � �-.<�� . ; �, � �� I -t jf` �s �..� %� � � �� -f i �S e td -& arti�: _ �ntV c� 't s�nn�rs �, � s � �` � � � p p ��Y �' , . , � i, _ -- .�.. � -:� ; - :3�__ _�— - - -�.r _�.� .-� , � I t'' `� � ::. � �— _ _ �,. ——,, - � I i � y � p I �� I i I � 7 L p r c D r d � =, a a � � � � � � ��, �" � j �! � ` � ' ` � � —� �,'' 4 � � �� . �� J � � 1 } � � � � �.-t ° � ° � �''' r�� : .�� '� `� � =,��'� '' +'J l l l'�".� , �BetschAssociates � � � � • • � •� FEHDESIGPJ � � � i � I� I `��°\� , � ,� . d� f �`-- , ; �j '�� *,''t � .�'�� '�� • '►� �jri , -� � �, � \ , ,< � � ' , � �► .-. -- r,�.M M � 1 . ark� Support for`��th�Ar.e ��h�ate� Components: � .� ,�-�:�..~ � _ _� �. � � � ' � ark�t analy ' conclu � �� s��in � te tf1�t man�d e�cists f�or 4th tbe arenaaa perf�rming a�ts theater; � t�cti�s��in� =-�� I' ub ` e tha�e FFC rovid �.� +� � iti � g-�x � r have im t r6� �' �n�� e af.�� b � � - o p �� . �° ;i Dubuq`'Z.into�e fo ;�� abl�f e� - -iits''��c�or�mi�-��ac s-ca�'b �,h new/e ,�' ced*_ acil�t� . � ? a, „ , �. ,_.� �� d� -f� � � � � , � � � �. n�� . 3 , '; �: •'' _i;- ; I �� 2. ;�ocal ualit�►, of Life &��ono�c Activity Would Be Negativel �pacted Witho a Ver�ue rvi�� se R �: � � z , �..� _ --,----- _- - _ -- - - _-- _- - ,�, '°� -` � C ��,`Tfie � CC has IQ�g se a�d tl'�s r�le i.�Du��que_,_accommodating a significant p. rtio f loc� sp , _ nt�,rt nm�rrt ,�� _ � _ � / �._ i , - - � , 1 �T " " _perfor�ning �rts,��vent , ' d, in`�I-ud��i�g ce ain activity that other local event f� , ilitie ould n - �c w �I�7-�not, r ,t. -i�:_-. . - -�.. � _ _ .' ' [� � , �.__� _ _ — " — ' ' _ �r" i --- y, i� —_—__ �`�� ecommo ��n ,��?�vent ; ent - ainment o ortunities, attendance, an�communit ex sure u�'be los� and � �� -�,. p � pp Y - - � . � - � - ,� • . ;�egatively i pacted wi�im'u��ith�r�of �'hese types of facilities. Should the FFCC �e decom�i�s�oned -8� n.a�her � `�'� , �' � -� � replaceme ts a�e dedelop� t�er local venues would not be able to suffic tl accommad ''te F F� t�splaEe � tivi� . -- � ,, ; `�'° y �, ;_`_ , -,�."� y �,�. 3.- - �.FCC Th�,e ter is�n Histari�Asset That Should Be Protected: � ' �' � � � � � f - �� _ _ __._,_ The �F FC� �I heat�con�ir�ues �o serve an important market niche for a sma 'xed�ating vef��ue ac ubi�-«�i - ,y It has + u1 t � � ' � .1 n� d bntinu t s --a � an important asset to the local performing a . I veme ts to t FF k�e not , �� , , � �- :, �� : , � ex e, d �,,signi antly�;in��r � rraarke�share or.attendance; however, imp�actful improveme�rits uld be made t �p rt �i s c as�sc�iat�-d_wit tb�e`� er ta-_im rove its efficienc financial ' erformance and mar �eta ' t . � -~�: .'; ; � � ' � � '�� -� -- � �-; � fl.o��:- x --p— - . .- -- - y'- - - - - --p-- - - �� - ' o. � � Y , �-�`,� � � '''� o -'�- -a - , __ � - �� .___ 4. Si np ant �'�� Ar�� a Up�rade's�leed �o B,�et r Co - -e#�o�- &- �pec9�at /Er�'tert�nm�r� Se �n�t�: _ _ - ,, ti . � , � � W ile e;F�'C r � a w�s o`ri�i.i�all�sig t� �c m a �wide v i � f ev��it pes' an�se��ode+r�i�d �� st __ ex e timn�,n ' n_ �.e hav� I �`-�t�o�ra�r� _ r � � e ize - ur os =t�a �ece � _ �J--- - �� 9 _- - �, , �� p� ;� � � � � y, r��u�iu u��,k��'s par��ally re gnd�d-- , tr-��-� I��h�,��lo t a� ' nd River� en _�.:. ; �' '� ; � . �� conW ti 'o�s m�etings/exk�tio�s) and �he Myst�que Arer�a (i s�rts and�r ). The`� ' � is that-�pe,�ator/e�er�aiq�me ;, ; %�: �; _� ; ;' ' :.. _ � � ' � 1 �; i __ ��! • C ~ .^ :_, _ even�s rer��ain� �he�ce ��curren�nd potential future target e nt segment f� FFC� ;, , , ; I � i�e T -�,, ;"-- �;. ,,,�;,�i . ` ' r —i � -' — — ---� — .. e � - � r - „ ; ' �-:l i �� d �i�;�� ;.' 1+ �1 �ti � ;� 11 ��— �� ; � :�v� ,O �i� . � �.._l�� :hl�� "Illl �I � 11 �BetschAssociates •` FEHDE�IGP! � , � , • • � � \ , . � �� 4I 4� �� 1� `�� -� �`�' �'�r��-_ � , * � � M. �� -i�`r"'. � _ :` .T . ..� , -, ,i„� ,�,. � N1 M ` .,.� ..�;, � � ; � 5. �he �CC Arena ha`s- �e� its p�ract�al life: ; r Q _ '� �� '� _ , •-- �i.�, >.� _... ��; �t a�.inimurr�signific ifives � , ,�'�`r,ea�ired �o �hift tlie f�ility"close� to s ?c�°the-in u�try stand �-'��tor,�iddr��s'' p e deferr�capii�l rep�P/ plac � �`��it ` _ �;��perating e�fiFici�nc�� ion� i y;a d allow it to , , tinue �' � ` ; a �c c o mr l�o c�a t-i�g e x i s t i n�e .� �i v�f y a n d g r o w f u t u r e m a r k e t s h a '.�a i l u r e t o;d o s i l l-f i k�l y r u l� c o n t i�e'd� �', � ;�rosio � o f m�ke t s hare , di�s hing even t, pe r formance an d ance lev,e ls a he F F C C n�'r �u er, a, �, I . f`L I r. ,. • � s�_ -- -- � - � -- - - � - �- .�i z �.,�in� m capi;tal-r�pair/ e�ilac�rr�;tit ��end.itures wiii be necessary in the near=�erm j t to a�fdre lif� s�f is�ues-�'r�,_ � C - m�'int�in mi "jm��n o �at� al fu �oroalit � } � � �" � „` _ �_ , p � �je y. - - - - -- - - -� � � ' �- ' �.�. L- � .� �� `�� I ' . _ - •}: . , -�-- ---- - - ' - �� -.— -i;' _- - �`.;� , , � .�- __i :y y' > _ �-� , . 6. �F�C- Are ��`�t�r�sii�l �r�luct�& "�u�ctionality is Industry Substandard: � _, �,-�' �- -�_, ; _ '�' , . ��.- ��ier� ar� any aspects of the xisting FFCC Arena that do not conform or re substandard ;�elati� � s� te-of,the= � � o �� ' � - - ;, � ►, � 1- - = � industry ar nas (in the comp�titi°,Ve environment and nationwide). In many pects, the F�� Arena ��s,_a,�ri��ites � .�., i � . .--- .t�aat are m re cor�stent witl�a multipurpose flat floor exhibition facility than ith a odern sp�ct r/e nmen� � � �, ,� ; .,,- ` _ y d , � � - � � _ _ _ ._ �_ aren�� `� r � , ; � � � , � � 7. 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Arena ace rooftop packag C unit and upgrade s 1 �$80 , $1,600,000 . gpQ000 $0 $0 $0 �� $0 $0 � $0 . $o $o $o v 'I"�'bl .~ 5 $Soo,oqg� � I i 3 Improve quilding efficienc �� Arena Q�lace arena lighting w immable LE fj�s � ,000 $600,00� . + � ^ � \ + � '� �'� ^g�3oo,000 $o $o $o 0 0 $o $o So saoo,000 �-� So sb� sb � So� � O I� � - - - - - -- - I 4 Improve b�,�ailding efficiency Hret�a ep ace hard wire �hn system :/ � 4$000 $48,000 gqg,000 $0 $0� $0 $0 $0 $0 0 50 � 0 50 _ $o� i 0 $0' �' � 5 Improve l��ailding envelope j+�Arena �eplace arena roof �,.� .^ $30Q000 $600,000 $30Q000 $0 $0 $� $0 $0 $0 $0 � o So � $o _I i- $o -� d 5300,000; I ��i 6 Improve building efficiency Arena eplace emergency generatoy�r}$lural gas ' �n 10 years $125,000 $125,000 $0 $0 $0 $0 $0 $0 5,000 0 � $0 0 $o�� + � � 7 M'prave l6uil�effipiency ' Arena %�Rem6ve e�Cisting fuel oil tank�in 1•d years -�2A�"BBf��rY6 , -- - � -- - � �`� � � -�rr =$o �" $o - $o =�o-=-� $o 00o so o s a �--�a-, , 8 I�nprove�Duilding envelopg Arena .� Tuck point brick on ar � ' %, �$4(33QD00 i $700;D00- '$'q06,OQD $0 $0 $0 � - $0 -$U $0 $0 0 0 0 5 J � 50 5300,000 � .� 9 Improve ilding envelope Arena � -Insulate;walls and roof� , _ ', $40Q000 $400,000 gqOQ000 $0 $0 $0 $0 $ $0 $0 $0 0 50 \ • $0 $0 �� . _ _ •$�1'��'� 1 � � , _ t , .5' � .� _ . _ � � Improv�6 i ing envBTqpe Arena bfd � fter and drains at enGy' � '• . �Q000 $60,000 � .r- __ . .� �" $3Q000 $0 $0 $0 $0 $0 $0 $0 $0 $0 530, b�B- - $0 `�� "$0 •SO $0 �11 Improve b Iding Girculation ' Arena ��F�'pl2�eklevator t¢�ring up to cotic and to incre e load�capaci � $15Q000 $200,000 - : $�so,000 $o $o $o $o $o � _$a $o_ �o:�so,000 ��- =sb r . sa So so • I � _ ' �1�2 Improve.fi�ishes Arena Paintinteriorofarena ( �� ^_ � � $30Q000 $600,000 $30Q000 $0 $0 $0 $0 $0 $0 $0 �50 $300,00� IO �� ' $0� � SO $0 �� 13-�It•pRrove finishes`�� M Areh- Repair concrete on arena floor � � -' -" $6Q000 $120,000 � �'� ' _ _ $6Q000 $0 $0 $0 $0 $0 $0 $0 SO $60,000 . 0 $ $0� $0� $0 � � � 14 Improve finishes Arena� Replace stage curtains � j, � $3Q000 $30,000 $3Q000 $0 $0 $0 $0 $0 $0 $0 t$d $o = � � � � So $o �. .� i 15 Improve building signage 7heatr Install mar /awning at�ext��io�entr $6Q000 $60,000 $6Q000 $0 $0 $0 $0 $0 $0 $0 -$m $o 0 5 r 5 � � So $o ,i 16 Improve building�efficiency Th�ea Replace o� al flyrail �i • �• � $30Q000 $450,000 �- ��S� $� � � � $300,000 $0 $0 $0 $0 $0 0 $0 $� $150, 0 $ -r + �1 _ ` 17 Improve building effi�iency The�tr$ Prepare s_ ral grid study �-; ,� - � $7,000 $7,000 $7,000 $0 $0 $0 $0 $0 $0 �}p 5 � SO I SO $0 _� 18 Improve u ing envel p The tr Repair b ent stone on the tre - � $SQ000 $50,000 $SQ000 $0 $0 $0 $0 $0 0 $0 $0 0 $ $0 �SO $0 Y � �T � 19 Improve buildi envelpp The h� Tuck i �ck onTtheatre ithi�q,10 ye �` ��`�, $30Q000 $300,000 $0 $0 $0 $0 $30Q000 $0 � $0 $0 �� - -'S � "$0 0 $0 20 Improve buildin envelop �� The�atr Replace�{re roof � � • - 1�_ 75,000 $150,000 g75,000 $0 $0 $0 $0 $0 $0 $0 �$� So $0 50 �0 5,000 �� 21 Improve buildin efficienc Theptre��,�� Replace stage lighting and pr ide�D he9tre lobb.�r - $40Q000 $550,000 ' � � • - y ' ) � � _ $40Q000 $0 $0 $0 �. $0 $0 $0 $0 .50 $150, � $0 �.~�0 � i$0 $0 22 Improve buildin efficien Thqatre �';i� Rep oftop'p �2 H unit d r systBiT �_ ��1Q9,000 $100,000 $0 5 �0 ` 0 �' I 0 $0 �� --$o --� ----$o --�:--�o oo�--- � � � 23 Improve buildin efficien Th�atre '�Repla lightin�dimmers �~� `"=$3�,000 =$�4Q.Op0��0 ,000 - $� _$�_- $ � 4o C o o � o 0 24 Improve finishe ! Th atre la e indow wo� rk and wood�s uctu ' $SQ $75,000 y ' � � '. � �� ' -_ - -r�%. 000 $0 $0 $2500 $0 $0 I II $0 $0 I�� 25 Improve finisl�e � � Th� e� Repl age cG ains ° $5Q 80,0 0 �, ' I �' �'� �-. $0 i $0 $ �Sa - S o - So a I 26 Improve finishe � Theatre Repla� age wooM�loor - - $25,0 $25,0 0 � � ; ' � T- r� _ �_ I I 1 � $o_ $o $zs `30 $o �b-• �$o '� `$ $o o il 27 Improve finish8 Th atre.�'•�]P_aint erior of-t�+eatre and repair plaster� ` ��120,9e0 ` � -" '�'r - '� ��+ - �c - . � � _ $60 000 $0 $0 $0 $0� $0 '$9'� $0 5b - '$60 000' . � 0� - $0 CONSTRUCTION COST $7,595,000 $4,075,000 $0 $0 $0 $425,000 $0 $25,000 $325,000 $0 $96Q000 $280,000 $0 $0 , $0 $1,505,000 jl FEES,FF&E,SOFT COSTS,CONTWGENCY $1,139,250 $611,250 $0 $0 $0 $63,750 $0 $3,750 $48,750 $0 $144,000 $42,000 $0 $0 $0 $225,750 �� TOTAL $8,734,250 $4,686,250 $0 $0 $0 $488,750 $0 $28,750 $373,750 $0 $7,704,000 $322,000 $0 $0 $0 $1,730,750 �' I 'Z.��' � '' I � ' . ' S _, �J ' � -; -�,..- ---�' � ,'� _ CJ ^�'.'��._ � I 1 ,: �---r--..;.I I, c . ,� � I� �. . ;/ 1�� `_�---�} � ` � ° � �9 � �''' '�I � � I!�, tL� ' �1 �� . 1� ;i�i;. � ti ♦ S � �� , ► � � t i� . i �BetschAssociates •` FEHDE�IGP! , • ' , • • • , � � � ��,1 �� a�y�'�`D ��rj�� I `1� �j;',,,_,'.�''�L Jy�J,� I � � _ y y p � � -� � •-�---` MMN1� �'''�`t��'�'`_ � U- front Capi�ta�i�;C:os - ` _ � � � ;� . . . . � � � ~ • • - �►� a a � cl Ex y�ion/Co ruction ;:;_ � _ $0_� $33,9� 2,865 $55,06 , '��7 ' � � � a � aP —-a =-�--- -- -;. - - -��QIID ^� $1,�� '� �' , Defer$,��Maintenance $4,070,000 $4, ,(�0 'I, Life afet / . de Com lian � "� $0 $4 I $35 00 � $ 0, 0 � � : �;' i �I y � p � 1 � ' Sec �ity '� $0 $4�,� i $30 , 00 ; $3m;'0, , ' �� ., � � , - � --- ---- - -- _----- � ,, � Z. ��'� ��v�nt Market�abilityr � , " - '$3�15,500 �y $1,98 0 � $6 �2, -- �� C - -}. tPat�on Amer,?it�es:�: � i T $0 $5,297,500� �—�j? $79 00 � $4�,'7, D � � � -�' Operations �i,� ; ; ` - -_ . _ _ , . $5,OOD _ $2,102,5Q0 '.� $1,010,000 � �1,0��,OQ�O_ � ��,_ -- - - � �,�-' Hard Construction Costs $4,075,000 $16,204,500 $40,132,365 $59,579,217 , _� _ � it' '�Soft Construction Costs $611,250 $2,430,675 $6,019,855 $8,936,883 �_--�=• . ;�� -- . Total Construction Costs $4,686,250 $18,635,175 $46,152,220 $68,516,100 � �-' r o �.. � �- . -- i � ' � � ► �-, �- -_ �� ; 1 --�=-n �� '_.' - '' v � I i I � � I � � � � ^� � � � � i I Co'�ts l�l�ru Year '�5 , � � ' �-� . . . . � �! � ,� . : . . . � � i� Ez nsid,n/C1`onstruction �, �, - � � - � � $0� - � - �� $�0 �'j$33,982,865 � �55,0 , 7� . � � De red,Mai;nteria�ic`�--- �--=�� 7 590,�000 =_ ___ __ $7,590,000__ _ _ � $3, ,00� $3,Oa7, 0 �� Lif afety/ 4bde __ p�'dnce� 1�— � �583,000 ___ � $4 ,0(�. $4�5 0 � S��,rity ' :_-_�s-�y ��:�� $580,000 � $4 ,0� �� $4d0, 0 �.�" � Ev M etabili � �t �i-k � '. � � �; ' ' S $4,440,500 � $2,4 ,5 ____1,10�', . 0 �-.� �I Pat�n A�nenities �� c -�.,`�*��f� �_ ��.�� ' �$6,.8Q0,000 V-� $1,2� ,5�_ � ' T� '$�� p� n • -- �'C '� "._--� ��5;QD0--_�"— $2,�`67'-�(f'r'"- ' '"a$1,''�5;60�- ��--- $1 1� 00 � � i � � O tio s- `' � 595 000 $22,461 000 $42 639 865 $62 086 717 `' ' Hard Construction Costs $�, , > > > � � I' � i Soft Construction Costs $1,139,250 $3,369,150 $6,395,980 $9,313,008 � � Total Construction Costs $8,734,250 $25,830,150 $49,035,845 $71,399,725 �� v � 1t � -�� + ,�_� p � , � � -_-_�;- ..�-- --, -� �� ,�i� j � � . � �� :�/ fl - - — -�� i ° 1 ` .n�� ,O .�`. . .�.� I I __I�, �� lh � l ��;. �BetschAssociates •` FEHDE�IGP! , , • • • � � !�� i �� : � : � �-,,� `• AR �I ' , 'S YEAR UMUL E � . �+'►�f�S f 11I�- � . . . . . . . . ` Nlfi�fBER OF EV TS �`�'Y1�,,�`. + I � I i• ~ Corrlrnunity/Relig' w � 6 �� 7 � a + Or � 10 �`� �10� �� '�rts � 15 _ 1 _ 20.__�j /� 225 2 �$ ,i`6�"' c � p a � -�� -- -* . � C-on�e�tjon/Trades�ow � � ��. `�__- ��_ ,f==6�l-� 6-- 30� _ 60 9 r . 9b • � � a � Familyllce S�iows P �- 5 7 10 7 - S� 18Q = �i + }; Meetin '/Banque� � -.r� 8 15 30 . � 120 2? 0 � ��:750 . �' I 'I Non-T nant Perf' ance 6 10 17 � 90 15 � . 300 74� � Public Consume w � 2 � _--�_ _ �JT ' 30 45 5 t!'S 75 � �; I z � _.. _Z__`_� - _ - -- :, � C Spo�ting Events _�-___� - � ;:�� 40 52 60 465 6 p 904 �' �" �.. . �, }Ten�nt Perfor r1�r�.7� .� i T 20 - - �_ 26� � 26 I � 240 � 3� �' 3�p � � 39Q' ., }� Other� - =�_t= � 18 22 ^ 24 1 � 240 270 3 36 � �_.... _ _ _ �IL,� �� ota! �•�;� �� 10 138 194 230 1,545 2,070 2,9 , _ .'� ' ,�5b' �u #- , - � �`,�,��.' `� �,� ��-v� - - -- �l -w_ �- _ ��' �, `'�'� �'EVENT DAY � , i �,. � , �L ,Cc�irrlunit ligious � ___ r 4 6 7 7 60 I 9�0 ►�_ ' 5 � 105 �;�� , ` C o n c e rt s r, � . �� , - 1 4 1 6 2 0 2 2 2 1 0 � 2� 3 �� ..3 2� �, � Convention/T adeshow � 3 6 9 9 45 90� 1 � Y- ��. 1S� Family/Ice S ws , 6 8 12 14 90 � 126� 1 21� �� Meetings/� uets � Q } 8 15 30 50 � 225i � 4 -,7� � Non Tenank rformanc _ ., 14 23 40 47 3� r�DOI Q "-�. Pub on u er Show � �, 3 5 8 8 � ' 6$ 11' �) I ..,]_13 -� � Sp� Ev��h�ts `', �;38 49 64 74 OL 735 9 '�1�� `^ I � s � -�- - �_ . ::��-�r- '�`' !i� Ten PerFc�nance p - ��`--'S� 74 96 96 '� 885 1,10�r 1,4 1,438 � I � ' Ot� '� $ -- "�,. "ti 3' J� -- 5 � 8— --r- --$ - - -• 45 � `- 113 113 �-. � to� �' - �� 5�' I ' 207 � 293 333 j i � � 2,280 3,100 4,3� - �-_; ti995 rs � � � p� •� � -_�. .- ._ � p II �; �� /,�� i ' UTI ATIQN D' YS �__- - 1�-_ — .�, U � -",i� I Cq nityl/Reli t,` , fs 6 ,� � 11 �11 90 � 135� � 1 � '.1-5��,� , Con�tr s '�==' `' �y'`�� " � 1� `, 22 23 �j 225 y` 26Q � 32� �46 � � Cor�ntior�/Tradesho �,` � !; � 1 ' � 1� � 'I 8 � 90� S 18p ��.-� � y��p � I Farr�lce�Shows �7,11 ,1�� _ 14 _ - ]� v�� 10� � 14y �� -�-�_ � Me�s/�atr�i;fets: ,;- ° 12 p"^` 2� � �� "a 18 1 33�� i�. 1�f2� ;- I, � co �� ._ _ i: ' Non T�nanf Performance ,�� -- -- �-_--=_-�o-�--=-� �+� -'- �24 400 ' I $ �DO_ - � . �_ ,. o �, :=� \ ,r� � ! --_+ I Publ� on��mer�Sha� � 5� � '►,� 13 I� 75 � tii �11r � ; � � � � -8-1 �� • -�' S�orti g EY'e�_ ,Y _ �� 47 61 79 �1 � 705 n �-910 ', *; '1,18 � I �- � Tqna Per�rnancq,�`�'� '�=i 124 155 202 202 - 1,860��,_��3�?� � '"� '�'_„3,f]�3 � � � � v �' Other � 4'� q 8 �- 4 c'� '' 5�` l l�',!� I � . ,� - , j ;��_--_23 - - — 2� _ 32 35 � 3c�5 38' J 1� Total ,� _y � ,� 26�"� � 47� � 596 �." , 3,9'1�5 '-" 5,194 �.- �- 8;(?��, � ��i I�� li �BetschAssociates � •� FEHDESIGPJ � � � � � !�� i �� : � : � �-,,� `• AR �I ' , 'S YEAR UMUL E � . �+'►�f�S f 11I�- � . . . . . . . . ` A NDEE DA �`��Y1�,,�`. + I I i� �_ Corrlrnunity/Relig' w � , �, 10,800 ' 14,700 � 16,100 � a 06,8 0` 16 0(� 220,50 r � 2�1j50p �� ' rts y� 0 14 538 � �'.35 8D8_ _ 51 92_ __-u $ 077 537 11 , � 7�5 3$�T�' c � p a i� � � --, �- -- - -� l �F�n� _ ..2, �, �' Conve�tjon/Trades�ow � � ,!�,�3, ��2Q�i.�_-_ 11,25�__,!_ 13,5,p0_ 3�„� 8,375 '• 63,000 168,75 -7-� 2�2,50b - � � a Familyllce S�iows P � , 8 11,760 18,000 23, • � 1 ,12 ^ --'Y�;� 270, 3 40Q z �i + N Meetin '/Banque� -.r� 1,699 3,750 7,500 12,5 � 5,485 56,250 12, 0 � 1�,500 . �' I �� Non-T nant Perf' ance 8,463 15,167 26,775 31,5 � 1 6,945 227,500 01, � 72,50q � �„ Public Consume _ w� � 5,081__��_�1-654)_ _ __12,70'� 12�7 _ ____ _�6,208 114,750 90,5 b C'y� 90,519 I z l . Z_�_. _ , _ _ �� c Spo�ting Events _�___ � 4$,3$T _ 68,646 81,166 93,653 7 5,812 1,029,67 17, � 04,79� �" � �• F � . �, }Ten�nt Perfor r1�r�.�_� .� 8,�69" J i 73,750 105,463 115,050 I-�`- 8�'7,035 � 1,106,2� 81,9�� 1,725,75Q, � }� Other� - =�_t= _i .4 548. 7,088 11,550 15,750 � � 8,217 106,313 ' 73,2 236,25 � �"..]-.... - _ _ �IL,� �� ota! �.:,�,� y55,61 17,348 324,913 386,207 � , 4,179 3,260,217 4,873,6 , _ `�, 10�' `y" ;, ��`�a �f\ / t-__ y - W �' � � .�'.�� K� � � �'ATTENDEE YS(NON-LOCAL) I � � E} _� - _ � -� � ,--=^ '- ! � � , � , L ,Cc�nrr1unit ligious __ �713 1,080 1,470 1,610 10,689 16,2q0 r_22, 0 � 24,150 �; ` Concerts �, � Q � i ' 3;302 4,362 10,742 15,508 49,528 6�,4?� 161,T 5�_� 2�3�,61� �, � Convention/T adeshow � 1,613 2,100 5,625 6,750 24,188 31,500� 84,3 �"-; �1Q�.,25b Family/Ice S ws , 2,282 3,528 5,400 7,128 34,236 52,920� 81,0 � 106,92� �� Meetings/� uets � Q } 425 938 1,875 3,125 6, 14,063� �28,1 4F,8� � Non-Tenank rformanc _-�- 1.,269 2,275 4,016 4,725 � 19, 34,1�� 60, � �6�s'� "-�. Pub on u er Show 1;524 2,295 3,810 3,810 22, 3�,425 57,1 ,1 Spb Ev��,hL�ts- 4 �� 9,.677 13,729 16,233 18,731 OL 14�, _ 20�,935 43,4 ;�� f I I � T e n P e r F_ a n c e p � - :�1-1;6�J 4 1 4,7 5 0 2 1,0 9 3 2 3,0 1 0 '� 1 7 5,4 0 7 2 2 1,2 5�,r 1 6,3 3 5,1 5 0 ,� ' Ot� , �'I $ -- "�.1,364� �126 . 3,465__ __r _ 4,Z25 _ _ _ _.20,465 31,8 41 �51,975 70,875 '� ` � � � to� �' - �� ' t 33, 63 I '47,182 73,730 89,122 1 507,950 707,735 05,9� - 1;� 826 j� � I � � � ��-= �------. �- -- - -- �__ _ � I � �i '" l/ i = � '�� HO RQOM GH _ �:�-_- �- - - - '�. � c �-"L� i' --�_ ,=--t I Cq nityl/Reli 't,,` , �` �143 21�j � 294 ---312 ~ 2,138 �- 3,24Q 4,41�0 � �83��,i ', Con�trs �=-' �y'`� �" 65Q , 1,611 2,326 �j 7,429 y` 9,813 �24,171�� 92 � � Cor�ntior�/Tradesho . � ,' �70 i' ,87� � 2,250 �I 8,063� 510,500 _,��8 �'; `�;�50 � Farr�lce�Shows «�r. ?�� _ 36 - __ 475 �2,282 � 3,52�' 5,� �-�12$ ,- � _�� 2,$1•,�`� ' 5, 9�37_� '- I �� Me�s/�aCrqi;fets: ,;- � 85 "'�- '�8� u`"_ 375 6�`1��`�Y'�__ , „�,27�"�-- � �� _ , � � NonT�nanfPe�ormance ,�� 1 -- �4�:--=fiQZ-- -==7fl9 - --_-``,�'- �,85 3'!119 � � 4 9,Q37. 10FF39_ _ ' Publ� on��mer�Shc�vf� 61 9 1�2 1�2 ! 914- , :9;37 � � i �, '2,� � , -6-1 �� li 1� _ � - � n� - ' � • -�' S�orti g E�'(e�_ _,Y _ �� 645 915 1,082 1,249 I 9,677I r �72� ', *�1'6,2�3�. 1�1 _I �- V � Tqna Per�mancq�`�'� '�=i 1,754 2,213 3,164 3,452 26,311 � �,_�31�� '"� '� 47,4�8 � 51� � � Other � `� ;��==-364 56� 924 Q 1,260 � 5,4��-�-� 8,5P75J �� 13,�6 c� 1 900 � 1 1��,!� I � 1� ' Total �� _„ � ,� 4,427�`-��1 , ; � 10,44� � 12,8P0 = , 66,4�3 '-'. 91,811 15�, ,� �- 19�2� ' , ( i�i I�� li �BetschAssociates . � , � � •� FEHDESIGPJ � � 4 Q / �� I d� p a ��. ,� �� • ��f�� - � � � � ..-, -L-- r,�,Mt�n � ��` ' � � �'' '-,� �' -- -- ' � � � � _�,��- � .-- w BILI�ED YEAR � - � a , 0 5 EAR CUMUL/�3�� l � • • • • • • • • e � 4 � � �� , a � ' - ---- _ ' � ° P � � OP�RATING V � ' 4 ; ; � � � ' � i� � � � � , 1 :� - ; � Fa�i�lity Rent � 5,000 $339,81� $595,350 $81 � �$3,675, $5,097,2 ��8,�0, . �1�2,�6,�00 � � I � - ; ' ,' � od�,&Bever�ge -Z=�,r� 0,000�--=��=-�4�i3O�€� -�48�-- _-� 1,950, 2 770,9 ,5, ' 0, 0 ��.,�9,�00-.,; C _ � ? �.Advertising/Sponsors -'':�:j� � �0 '0 - - ' ;25,00� �-` "rQ5,00� `� 135,000 � 300,�0 �375,0 " I 1, 5, 0 y�, 2.p�25,000 . ��, � � ��'� Preh'�ium Seating ��^'�-}_- ' ;� ; 0 `, �__`, _ _0_____. � 45,000_ __ _ 110,000_� , 0 a_ � 5,000 �-: �,`�,�G56;OOQ - � I � . ' _ _ T,.� i i. . V• '_'I i+� Con�ract Ser�iGe & r�?�, r� + -- 1�,ODQ;� 20,912 45,750 57,000 225,000 _3 673 ._ 68�;�50._ 855,000 .�..� � ...:�L, �° Tgtal Operating R enue � 4'�0,00 $570,457 $1,137,160 $1,531,060 $6,150,000 '$�f55�,84�„ -$'�17,�,4U0- $ 65,900 -•'•rc� .. ._ i _ _ � i r _ � , �, c. ' �r o . � s � - - ' •�:� �. - �.. 1 1. ..,, i � OPERATING EXPE� SES � 'i r� ` =�=� ��,; �{ � '�� I_.,.. 1 �I ` � I �I . _.___ Sal�ies & Benefits i � 780,000 $828,672 $1,009,710 $1,130,220 $11 00,000 $12,�30,08 $ , 0 �1 63,300 � � I Contract Labor �'� � ° ii 35,000 47,145 63,350 70,980 5,000 � ;��07,� ,�5 ' � 4,700 � _ _ � i i � h � - - ,� �� tltil�' s ' . ' 1$0,000 201,240 251,388 282,420 � 0,000 ' 3,'018,6 ,$!2 6,300 -� ; I -� �. � �� , Repair� M,a na� p � 4 _ '.� 3p,00t�,. 39,570 60,600 64,560 � -� 59;OOo-- �- ';{93,5 �`b�� ,�0 , � � �� > f � Gener &A�inisl�r , ive .- `75;D00 %-�.$'L,1�0 , __112,0�0_ __�_120 105 j __ __ _�}i 1,125,000 1�,1217, 1,680,750 a1, � Suppli� '� '' �2b,00'0.�_ ,�4,880 45,840 48,160 i 300,000 373,2� � 87,6(�0 •i~� 7$2, 1 Insura ce , � � 46�, � �,�___'-5U;6�4��' 'I- ��,8'f�"-70,0'I'£� ,-- 69 00� 59, ��2,210 �� `'�1,0�0, �� - - L-�- -- _ - - -. - -� � � r � Other ,� I y ' '�,` , 100, � 8,300 191,100 21�,000 ^ � 1,50 0 1,624, �2 6,500 � - ,2?�0, �� Tota�l pe�ng �Cpense �', $1'�66,�� $1 03 'ti ,852 �2,00�,457 � 18,99� 0 � $20;�124�0� $26`,. 2,780� � ,0�6,$55=„_._.� � � , �- i oL ' � �,, � � �- ---� t�_ � � �<- i 'r• t � � t�- a�+� - - :J �� - - ---�---_- --��G:r- _- . � � �-_L . ` i - --, �-�_�_ �. NET q ER�NC�RR� IT � ( 6,�� ($811,147� ($661,692) ($471,397) ($11,8�000�($12,�6`�7;198)' ��,92��),�'$f;U70,955 � r, ' �' V � �-�..Q-=^i.+_- - - -- __-- -' ----�.�. - � -c-•,.� .. _r � � _ ,� _ i �• if- V •� �. - ��:� - � j I� I � � � p � - D � Q � � _ D I i I � 'i� 'S ' � ,l , � L-� �ti � �� _ _ � '� ,� � - O 4 O l S � �� - � �I I �� le I ��i� � � . , � _ � _ �.-T � �ns'4 � �''' r�� = � � �! , ., l �'�i�� lf �BetschAssociates � � •� FeHOEsiGr� � � � � � I 4 Q / �� I d� p a ��. ,� �� • ��f�� - � _� � � � ..-. -L--- M.M M � .:.�` � �� 4 � � 'y - - -- -.,�=_ � .-- 11� ' TABIL�ZED;YEAR - a YEAR CUMUL.�71'� . - . - . . . - .� . . �'� � , . ' �° 1( C�NSTRUC IMP�S Oo, � .. — ---- --d_"_"��- - -� _ -.-- --� � ' � j � � a, y� Di�,ect Spendi �--, � „�.s $0 $0 $0 $3,93 � 13 ^ $.11,623, � 2?,�066,1�#It . ' $3 29,876 � � l, Indirect/Induc d Spend�+g 0 0 0 , 2 69 93 7 980 F 1 D � , 2 6 956 ; � Z�� .,_`Tc�tal,Qutput -, , ,� � $0 __: _- - $Q-___ _$0 � � _ _ _ —.�`_� $6,62 5 $19,604 �$37�5�1 36 �� $5�19 ,832 � , P.�rsonal�hS�o�ne (earn'�ngs) ; - � .�� T $0- -� --- $0 _ $0 , _ $2,23 66 �6,601, _� $1 3 55 � $'18%2� �� , Emplo�tmen�y(full & p tt-time jobs) �C � � 0 0 0 47 ,� � 264 1�. •�` _ 3&5`,� -'� � �Z ' ' i � ^� . � ' � ` � � ��' ' • - -� � � r _- �;�`` ; '� , �� - ----- - - -- — - . _ �, I k�- I'---g .,,�`,_ ii IR1,�4CLIT1F IMPA '7 � r . ; �� - > � ��-_` I � �' ..-��-.�'.. :kL. I'-'-- .Y: � ;:- Direct�pending � $�118,9�9 $556,898 $981,891 $1,261,536 -$�84;23�--; �5,353,4�4 ��$14�72�3� J, ,923,038 �_ I►�c�r,gct/In�.uced Sp ding �i 175,071 231,217 405,107 523,757 2,626,072 � � 3 468 2 ` '6,076',610 ; ' n7,856,361 �` � Total Output � o , i s �, $594,020 $788,115 $1,386,999 $1,785,293 $8,910,304 i $1�1,821,728 ^��:$2L�804,980 ;-' �f779,Ci99 � � Personal Income (e rnings) � � $213,230 $284,059 $501,893 $643,484 $3,198,446 ��1,260,889 �i$7�;3�6 �� $�p'652,256 'I-*� _Em�loyment(ful4,& art-time j� , 9 12 22 28 136 � � i 183 325 l' `" I 414 � _.. � � � ;, � � � � � i T-OF-F ILI� Q � � r i � _ _ _ ._ MPACT� L' � . � I�I �- � v� '1 ' � � � � Di t Spe�n g � -��1;970,220 $2,498,325 $3,771,499 $4,476,402 � $�553,304 , $37,474, 2 $ , 4� 7�,146,023 Indir Intl S��ding � � 4 _ ,�'� 3� 5,6�8 930,670 1,400,931 1,661,295 � i11,�34.135 �- _ 3960 -1-0�3�� 1 22 � Total utpu ' "1}, $ _ �, $'2,705,829'� 3 428,996 $5,172,430 $6,137,696 $40,587,439 $5�1",43 , 9 $77,586,456 2,p6 4 r �-- _ . I Perso al Ih e (�ear��iings) - �+ �$8.49;�99 $1,073,011 $1,612,343 �$1,910,94$ �� $12,739,491 $'16,095, � ,185;1�--�28,66 13 Empl' mer►�full & pat�-time��1-�n-� �,..�pL •-T �:�_4��--�_--51 ,_ _ 76 89 -- ---- ' � �60� I � i�� 1,13 ��i;i ; 42 �l � � O � � __ _ __ L� �� ' � `zl �� . `; . H'" . .Q� ` c= ----, L _ -- -- - - � n7 '�. .- _ � l—� �� i TOTAL ECONOMIC IMPACTS �� Direct Spending $2,389,169 $3,055,223 $4,753,391 $5,737,937 $39,767,949 $57,451,919 $93,366,988 $118,198,937_� Indirect/Induced Spending 910,680 1,161,888 1,806,039 2,185,052 16,358,899 25,409,268 42,241,584 54,836,739 �I TotalOutput $3,299,850 $4,217,111 $6,559,429 $7,922,990 $56,126,848 $82,861,187 $135,608,572 $173,035,675� �I Personal Income (earnings) $1,062,529 $1,357,070 $2,114,236 $2,554,431 $18,170,303 $26,957,921 $44,246,488 $56,565,355: Em loyment(full & part-time jobs) 49 63 97 117 788 1,082 1,724 2,141� i � i i I - - i - - .� ` � - _ 0 � C , I= � - L �_ � �',I � , � � `�- .�.� �-, �/; `�` � � , � ,+-� i '; � - �,-_� ,^ v � � _ _ � - , � 4 S �. �� - I� � �� I ��i� j � . � �'` ��, • � 1� ; � '�F — e e ' � i �� ;�� _ � _ •.-T V' �i.�� '�i� .� � �_ � :�1lti , .,� li �BetschAssociates •� FEHDESIGPJ • • / � � 4 Q 1,� i � 1I � p a �'�'. ,�L �� • r� ` � _1::.__ �'r�'" � � �MM F , . '� ' • • • .—. �i QU�NTIFI�LE COST � I ; .• -• . . .• -• • . .. -• . . .• -. • . ti, I' Capltal Co�t�� „� �, I� - � Hard Constfu��ion Cost� a ` -- $7,595,000.� -- $22,461,000 _ -- $42,639,865 -- $62,086,717 � a �I Sdit Construc�or�osts o' � -- 1,139,250 -- 3,369,150 -- 6,395,980 -- 9,313,008 � ; + 5 P!�vate Contri ution � -- 0 -- 0 -- 0 �� -- 0 ; � �� iTotal Cos -- $8,734,250 -- $25,830,150 -- $49,035,845 � -- $71,399,725 ' � ��,. � - ._ � _Z_�_� _ - - � --- C II:� �—, - �—��♦ � On�JoinglOperations: �=��3� �` - � � - � ' O erating F�evenues ' L }j �_ $410,000 $6,150,000 $570,457 $8,556,848 $1,137,160 $17,057,400 $1,531,060 $22,965,900—�. � � �� .-_• ' ' 1,266,000 18,990,000 1,381,603 20,724,045 1,798,852 26,982,780� � 2,002,457 30,036,855 � � .�Jperating:Expense ' .,'� , �� '� TotalOperati E�s+�•;.�,;,� $856,000 $12,840,000 $811,147 $12,167,198 $661,692 $9,925,380, $471,397 $7,070,955 ;- •, '- :r � �;.Qng7��ng Corsts: =- Debt Service � ' Q $475,000 $7,125,000 $1,404,000 $21,060,000 $2,666,000 $39,990,000 $3,882,000 $58,230,000 �I. � Operating Deficit ' 856,000 12,840,000 811,147 12,167,198 661,692 9,925,380 471,397 7,070,955 ,� -- ----�etal Annual';C sts $1,331,000 $19,965,000 $2,215,147 $33,227,198 $3,327,692 $49,915,380 � $4,353,397 $65,300,955 � .; � " � � i _ i - a i . -� F— . - 9 —` � � II � � . � � � � I 4 �- � �-�l� I; I � p � _ , � I �j � �, � QUAN, IFIA�E B�EN'�FITS • • • • ' ' �� r---- .. -. . . .. -. . . .. -. . . .. -. . . Ongoin Qu ifia�le ��ene� -3 __� _ � Direc Sp¢ i g ; , �r- " $2,389,169 $39,767,949 $3,055,223 $57,451,919'- $4,753,391 $93,366,988 $5,737,937 $118,198,937 � Indire Ulnd�ed ��tling ' � 910,680 16,358,899 � 1,161,888 25,409,268 1,806,039 42,241,584 — 2,185,052 54,836,739^� Total Outp'�t i $3,299,850 $56,126,848 � $4,217,111 $82,861,187� $6,559,429 $135,608,572;T $7,922,990 $173,035,675 � , :� i Z I -.`�`��: Persl� nal 1rrs�me,F�arning�) .:�='� • $1,062,529 $18,170,303^�, $1,357,070 $26,957,921� $2,114,236 $44,246,488 � $2,554,431 $56,565,355 Em ym�n full� pa�-tirr�e jobs) 49 788 ' 63 1,082 97 1,724 117 2,141 li � � � � � � ' -.;.�- , - ,� � � , � �--�, ,f--� i � � c �` `�_+ V � i � � �_� ;� 4 r� � ii i- � _...��{ �� I�'t- 'I � 't,�!� , E . i e � � �R `ti� � 4' � ��i"� � � i'�li .� i i l�V� ,h �l �1!�1�!� � �BetschAssociates •� FEHDESIGPJ � � � � � � � � I 4�0 � ` �� . v� ii �-� �,� I � I� I .et . - �.11�---;,` �, i4' � � p _ �i�r��" ��. �; �M�� t'`��tl�r--- I� � •,� ';1 . � - .- � . , _r, � •1--�.- ;� • F�cilit� Entra ce ��';"��;� � � _ _ _ � ; �' ,�-'�' � � , ��I�1�1�� " - ' !� • F��a�.�. 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Ricoh �oliseum �}i T _ ��Q�,i 5,600,OOQ 1921 7,851 _2003 2Q1� 15 , $10,000,0�9 $1,000,000� ! d Indiana Farmers Coliseum Indianapolis, IN 1,595,377 1939 8,200 2014 2024 10 $6,000,000 $600,000 �' � ' � Santa APi��S�tar Centeu- %;., k ��Ri�l'�incho'yD1�=y-=- �Ofi#',66'� =2066- -- a,�0- - �=� �=�,AI/A ,•.�_�`_.� $2,500,rp�0 $500,000� ' ' a y A a r SECU Arena Towson, MD 2,753,149 2013 5,200 2013 2023 10 $4,750,000 $475,OOOL' � ' '� TaxSlay¢�-Center �� j�� Mo�re, IL 377,277 1993 9,2Q� p,r 2007 2017 � 10 '� �+�25(Y,'�00 $425,000�� i i Dow Event Center Saginaw, MI 209,327 1972 5,500 2014 2024 10 $4,200,000 $420,000=� � Z `��;�.'U.S`Gell�ularCen�� „��,� ,�'�Ce�FRapids;IA� 267,799 --1979 �' 9,000 ---2Q'12- --',2022 �'10 � �-800LQ00 $380,000,�_�' � � . _ 1stBank Center Broomfield, CO 2,528,842 2006 6,500 2011 N/A 5 $1,750,000 $350,000 '� � r�. Germain�Arena,{��-�, JL-� �' Ester.� FL� � , , 608,182 1998 7,186 , , 2004 ; �024 20 � �`000,(�p0 $350,000�=� � -- - _-__ "��Huntington Center _ . _ Toledo, OH 608,711 2008 9,341 2010 2017 6 $2,100,000 $350,000 , � Angel of the Wi�ds�'�eRa'��-�. .�:� _ Ev�rett, WPy� 3,338,639 2003 8,149 2018 2028 10_T �;i� $3�,400�OD $340,000 � MassMutual Center Springfield, MA 688,495 1972 6,900 2005 2020 15 $5,000,000 $333,333 ' ' � � � �hoVlrare Cen�r o , �j i Q n Kejnt,"WA " 3,407,848 2009 6,500 200� 2019 10 �, �� $�'175�Q0 $317,500_ � � „ ; i AMSOIL Arena Duluth, MN 279,227 2010 6,726 2010 2030 20 $6,000,000 $300,000 i�.,,� CenturyLink C�'nter � �; }�, �' Boise, ID 637,896 1997 5,732 200,��.' 2020 15 , $4,OOO,d,�O, $266,667� ;� �� -�- -WesBanco Arena � Wheeling, WV 144,986 1977 5,400 2003 2023 10 $2,500,000 $250,000 'I Ford Park Ev�rj�Center � � �' �Beau�nont,.TX 377,991 2003 9,100 200� N/�, 5 �� "�250,�1� $250,000 _� `� � �" �,_ Mohegan Sun Arena at Casey Plaza Wilkes-Barre, PA 549,808 1999 9,700 2010 2020 10 $2,375,000 $237,500 ��ant�r�r Ar�� _, � C. � � _�eading, RA 408,000 2001 9,000 200�� aDJ/�'- 15 i_ �� 000,�� $200,000 � � I Grossin er Motors Arena Bloomington, IL ` 167,699 2006 8,000 2017 2022 5 $875,000 $175,000 � T�rson �nts CQnter ,�'__ ��,"��lix.Ci�y,.IA ; , --1�3;837 � 2003 - � 9,OD0 � ' 2014 ' 2024 30 �� ,OOO,OQl� $133,333� i C� Bojangles' Coliseum Charlotte, NC 1,720,586 1955 9,065 2012 2021 10 $1,250,000 $125,0001 F�rstAr�r,ia ; �';', p,�-'r -�� '�L',E�mira, l� � "___�- 90�413 200� � 3,700 � 2005-.�'N/A � � � �OOO,OOC� $100,000�� CURE Insurance Arena Trenton, NJ 5,855,076 1999 8,600 2017 N/A N/A N/A N/A�; �g Sar�y S�1p�Fstore na:�`�=��'�H��ingt�` 2�6;51 1977 9,000 �`j �2017 � i � N%�T N/A � � � �- � � �- � ��' �� s ��.� � �� - . .� .-, �� .� � , i, , `: , AVERAGE 1,336,422 1990 7,602 2010 2022 11 $3,659,783 $342,536' � I � I'. '✓v��T�'-�•� � � •_ _ _- _ ' __.' �' L •' ,��___ Y , s , �' ��/? �J � I MEDIAN 608,711 1999 7,500 2009 2022 10 $3,800,000 $350,000 � � �, � � '�' ,-' � ` � � � ° r ' L � t " i-, � !1 . . � . . • • i � � � v f � � Q/�� 1 � �i� j � . , , , , ; � L..°-.1j � i t t � N ��I� ° � ° � li,. r��i .� � ..� ; � ;i�l! l.� �I�� BetschAssociates . � • � / � . � � . . � � •� FEHDESIGPJ � � � � � `� , � : � _. _. r �- � � � ��.� , �� p ' -, � ' , Mt„�' . •-_ . . - . . . • . - - . , . . . . . Moheg�n Sun Are t Casey PIa�1 '. ��i + A 549,80¢ 1999 9,700 _ 2010 2Q2� 10 , $2,375,0�9,-} � �,237, I ' Huntington Center y � Toledo, OH� 608,711 2008 9,341 2010 _ � 2017 6 $2,100,000 $350,000 � � ' � a !y TaxSlay�'C�enter �► �, k ��MQ,(i�, I�, _��i�-="9A'7',��- =9�J63- - 9,200 2@9�=� �.01Z��=1II__.� $4,250�U� �$42�,Ob� r Ford Park Event Center Beaumont, TX 377,991 2003 9,100 2005 N/A 5 $1,250;000 $250,000_�, ; ' N Bojangle�' Coliseu�,i Ir�,�j� Ch.�otte, NC 1,720,586 1955 9,065 - 2012 �2021 � 10 '� �Z5(xT}00=:= ��'$125,-00�� i� U.S. Cellular Center Cedar Rapids, IA 267,799 1979 9,000 2012 2022 10 $3,800,000 $380,000=� � Z `._ ��.'Sanfar�d�r Arena�:=�=-� ,,��,�/ ,�'�Re�Fng, PA�` � 408,000 -2001 9,000 - �0�'r -;'N/A �15 ,1 �-000,�Q00�� $20i0,Qb0��__ � � „ . . _ CURE Insurance Arena Trenton, NJ 5,855,076 1999 8,600 2017 N/A N/A N/A N/A:; '� � 1 r._Big Sandy Supe�o�e,Arena --�� ' Hunti�gton, V1IV __, . 286,517 1977 9,000 2013 ; �017 5 � V� �1JA�`� _ �_ ,,`N/A�1 - --- - -_--- �-Tyson Events Center _ Sioux City, IA 143,837 2003 9,000 2014 2024 30 $4,000,000 _ $133,333 . � Indiana Farmer��o�seli.fli�• �� -�, .�� _ Ind�anapoli�;�IN 1,595,377 1939 8,200 2014 2024 _ 10_T �,i�` $�Q00�(TO- _` €:$fi00,�0 T Angel of the Winds Arena Everett, WA 3,338,639 2003 8,149 2018 2028 10 $3,400,000 $340,000 �' ' -� � `� �tossinger Mq�rs Ar�na , i i` n Blmomington, IL 167,699 2006 8,000 201� 2022 5 �, '� $$7�Q0� � ��.�175,�100_ � 1 _ � ; i Ricoh Coliseum Toronto, ON 5,600,000 1921 7,851 2003 2018 15 $10,000,000 $1,000,000, I Santa Ana Star�Center � �� !�., �' Rio Rancho, NM 764,869 2006 7,500 200,� N/A 5 , $2,500,�0y- F � $50j0,Q� , � �- � -Germain Arena Estero, FL 608,182 1998 7,186 2004 2024 20 $7,000,000 $350,000� � MassMu�ual C�nter � �, � �Springfield,MA 688,495 1972 6,900 200� 20� 15 �� "�000,�,1�� ,�3�,� � -`" --"�,_ AMSOIL Arena Duluth, MN 279,227 2010 6,726 2010 2030 20 $6,000,000 $300,000, '�tBar-�[Cent��;; � � r. { ��roorrlfield;'�O 2,528,842 2006 6,500 201� �Jl��- 5 t_ �� ^750,��'l -;i��1,�Q� � I ShoWare Center Kent, WA 3,407,848 2009 6,500 2009 2019 10 $3,175,000 $317,500 i � (�entUr�i k �er1'�er ,�_. ,��e,.�a . �� i 637;896 � 1997 - 5,732 � 2005 ' 2020 15 �� ,OOO,O.Q� - � �f$2�C,,1��; i Dow Event Center Saginaw, MI 209,327 1972 5,500 2014 2024 10 $4,200,000 $420,000� V�/esBa�oArena'�� ,/�`�� eelin�,�W�___� �144�986 1977 5,400 2003-.� 2023 � � � �500,OpC1� �$��E�00�� SECU Arena `` Towson, MD 2,753,149 2013 5,200 2013 2023 10 $4,750,000 $475,OOOr; F rst�1r '�a - ="=" (x��7 ':��-��"�E�ra, �� 0;41�2000 \ 3,700 �``j �N/A � i $�OOO,Of�Q� �OO,bO� i f � 3 �f ^ � P `!._ � �� I V N �l7 � ��'Y I \� �� .--t f! �,� L�-1 � AVERAGE 1,336,422 1990 7,602 2010 2022 11 $3,659,783 $342,536' � ,i � I:;-"';�`1� /� ':;,\ - _ .. _� _ .. ,r-.f--� . .. . ..f- i. �- �' I �_ ,c�- �- -, MEDIAN 608,182 1999 8,149 2010 2022 10 $3,400,000 $333,333 � � • - - - Y ;��-. � � , - = a 4 n � _-.;=. r - i- �• �, ,_. �_, � . . . . • • � i � � V �, � Q � I , � �e � ��i�� e � � H •�I� � 4' e � i'�li .� r � i �� i�� BetschAssociates •� FEHDESIGPJ � � � � � � � � � � � � � `� , � : � _. _. r �- � � � ��.� , �� p ' -, � ' , Mt„�' . •-_ . . • . . . • . - - . . . . . . . CURE�nsuranceA a � T . c��1,�J'r;,, � 5,855,076 1999 8,600 _2017 f�W/� N/A , IV�Py-� � �,_ �, PJ� ! d Ricoh Coliseum Toronto, ON 5,600,000 1921 7,851 2003 2018 15 $10,000,000 $1,000,000 = � ' � ;i ShoWar��nter �. ��, k ��K�i�WA ._--�= 3,407,848- =2060- -- �6�)0- � �=� �'=�2D1��=1g-_-� $3,175�L1� �317,�0� a � Angel of the Winds Arena Everett, WA 3,338,639 2003 8,149 2018 2028 10 $3,400;000 $340,000_� � ' N SECU Aq�na �� 1�,�/�� Tor�sgon, MD 2,753,149 2013 5,29� � 2013 �2023 � 10 '� �15(�7}00�= ��'$475,OO�j� i I' 1stBank Center Broomfield, CO 2,528,842 2006 6,500 2011 N/A 5 $1,750,000 $350,000=� � L � � -. . � r_�-1.,� / - -- --_��- --' - - - v.' Z •._ ��.:Boj�ra�es Colise�_.::s ,,,; � ;�'Ch�btte, N2� � 1,720,586 1955 9,065 2�1� ;2021 �10 � �250�Q00� � $125,Q00��__ � ,- . Indiana Farmers Coliseum Indianapolis, IN 1,595,377 1939 8,200 2014 2024 10 $6,000,000 $600,000:; _r� Santa_Ana Star(��n�e� ,' �-�� '� Rio ,F�anGfio,�NM _ 764,869 2006 _ _ 7,500 , , 2006 ; jN/A 5 ' � ��500,�po�`� _ ,�5ao;oob`1� - -- - -_--- '� "`�-MassMutual Center Springfield, MA 688,495 1972 6,900 2005 2020 15 $5,000,000 _ $333,333 . � CenturyLink Ce�te`r��'''�� =��-�, .�z , Bo.�se, ID --;� 637,896 1997 5,732 2005 �028 - 15--_ �;i�' $�,QOO�OD- �` €:$266,�7 -r Huntington Center Toledo, OH 608,711 2008 9,341 2010 2017 6 $2,100,000 $350,000 ' , � � _�.� �ermain Aren�� o . i„ � Esitero, FL 608,182 1998 7,186 200� 2024 20 �; �' $/r,�a0�Q0� ', `'�35Q,�Op_ � 1. - �, ; i Mohegan Sun Arena at Casey Plaza Wilkes-Barre, PA 549,808 1999 9,700 2010 2020 10 $2,375,000 $237,500, I SantanderArer{a � '�, �' Reading, PA 408,000 2001 9,000 20Q}�. N/A 15 � $3,OOO,QJJOy- { �r$20[O,Q� , �" �-� � `Ford Park Event Center Beaumont, TX 377,991 2003 9,100 2005 N/A 5 $1,250,000 $250,000� � TaxSlay,�r Cqnti�r � � r� �Moline, IL � 377,277 1993 9,200 200� 20'�. 10 i� '�Z50,�B�� ,�p2�,� � i"� -� ��. Big Sandy Su erstore Arena Huntington, WV 286,517 1977 9,000 2013 2017 5 N/A N/A� '�/IS¢f�lAren�;i �, � C• 1 � �ulutf�, MfV'„ 279,227 2010 6,726 201� a9�'- 20 t_ '., �000,�'� =i�t�$3�,d�Q� � I U.S. Cellular Center Cedar Rapids, IA 267,799 1979 9,000 2012 2022 10 $3,800,000 $380,000 i � C9ow E�'ir t C�nt�r ,:, ��inaw; MI � 209,327 � 1972 - � 5,5D0 � � 2014 ' 2024 10 �� ,,200,Q�10� . ; .�$42Q�0; i Grossin er Motors Arena Bloomington, IL 167,699 2006 8,000 2017 2022 5 $875,000 $175,000! V'�/esBa�o Arena',',, p`.,�-'� -�� eeling�J�/V�____ � 144,986 1977 5,400 � 2003--.�'2023 � � � �500,OpC1� �$��f�00�� T son Events Center Sioux Cit�r,`IA 143,837 2003 9,000 2014 2024 30 $4,000,000 $133,333i; F rst Ar x�a =="=-`� �':4�l �'�-.�`"�E�'r�a, �� 90,413`�` 2000 3,700 ��N/A l•]}�.`j� � ;i $�j000,OfZD� �_OO,bOd� ' � ' . \ 9 `t-_ . �� I V N � � � �� I ll 1 \� �� T� .-� f! �; `� �� AVERAGE 1,336,422 1990 7,602 2010 2022 11 $3,659,783 $342,536' � ..,_.�. / - _ . ,�.,, � . . . .�- �, - I '� �5 I,; �"- � -�;;• � �:__ _ . _ . _� _:. ,r-.�-__� � �.�.�. ��-_- ,- , MEDIAN 608,711 1999 8,000 2010 2022 10 $3,400,000 $340,000 � • - - - ;�_. � � _ - cT = a e� n �( �+= L - '� � � Y . _�� l: �_ •-, r . • � � � 1 1 1 � v ��' ' {Q�..� �y I I ! � �e ��i,�� e � � K •�I� � �l' � �,1� � i'�li .� r � i �� • ��i�� BetschAssociates � � • � � � � � � •� FEHDESIGPJ � � � Ii ' �:�-�'"'� o�� ; � 1f _�--y - �-�-� � --- l� �1 ,1 1 � v�„r:_— ,,,.-, �{_ _ ��_ 'r� ' �.1,.��. . —., , �. . .—. , , � _. _,, � . , - �, ��. ��: �a �. �'�� ,� ,s , �_.� -- � q'��.�� , � � _ �� '- ■ x. � i ' ;� - — - _ - - . ` �. _ ^� � �-:�,Fy � �� 'ti:. �. `^ � " - Y. �- � - � � - � ` �`. 1 _ �� .�:. 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'� - S , . �. r.FrSY��-�1:��I y� ti" � . �_?k '�� : �.t� .� 'i' �a ��r _ . _rr� ! .�. �� ` � I June 19, 2018 Ms. Marie L. Ware Leisure Services Manager City of Dubuque Leisure Services Department 2200 Bunker Hill Road Dubuque, Iowa 52001 Dear Ms. Ware: Conventions, Sports & Leisure International (CSL), in conjunction with Betsch Associates and FEH Design, has completed a report related to an assessment and study for the Five Flags Civic Center (FFCC). The attached report presents our research, analysis and findings and is intended to assist the City of Dubuque(City)and other related project stakeholders with the information necessary to make informed decisions regarding the future of the FFCC. The analysis presented in this report is based on estimates, assumptions and other information developed from industry research,data provided by the City and other local project stakeholders,surveys of existing and potential facility users, discussions with industry participants, and analysis of competitive/comparable facilities and communities. The sources of information, the methods employed, and the basis of significant estimates and assumptions are stated in this report. Some assumptions inevitably will not materialize and unanticipated events and circumstances may occur. Therefore, actual results achieved will vary from those described and the variations may be material. The findings presented herein are based on analysis of present and near-term conditions in the Dubuque area as well as existing interest levels by the potential base of users for an enhanced FFCC product. Any significant future changes in the characteristics of the local community, such as growth in population, corporate inventory, competitive inventory and visitor amenities/attractions, could materially impact the key market conclusions developed as a part of this study. As in all studies of this type, the estimated results are based on competent and efFicient management of the FFCC and assume that no significant changes in the event markets or assumed immediate and local area market conditions will occur beyond those set forth in this report. Furthermore, all information provided to us by others was not audited or verified and was assumed to be correct. This report has been prepared for the internal use of the City and should not be relied upon by any other party. The report has been structured to provide the City with a foundation of research and analysis to provide decision makers with the information necessary to strategically plan for Dubuque's future in the events and public assembly industries and should not be used for any other purpose. This report, its findings or references to CSL or its subcontracted team members may not be included or reproduced in any public ofFering statement or other financing document. We sincerely appreciate the assistance and cooperation we have been provided in the compilation of this report and would be pleased to be of further assistance in the interpretation and application of our findings. Very truly yours, CSL International Conventions, Sports&Leisure International 520 Nicollet Mall• Suite 520• Minneapolis, MN 55402• Telephone 612.294.2000• Facsimile 612.294.2045 TABLE OF CONTENTS Executive Summary............................................................................. ES 1-8 1.0 Introduction................................................................................................1 2.0 FFCC Situation and Operations Analysis..........................................................4 3.0 Analysis of Local Market Conditions .............................................................12 4.0 Competitive and Comparable Facilities and Markets.......................................21 5.0 Market Demand Analysis ............................................................................44 6.0 Analysis of Development Options and Concepts.............................................62 7.0 Cost/Benefit Analysis..................................................................................72 8.0 Naming Rights and Sponsorship Opportunities Analysis..................................84 Appendix A: Comparable Facility Case Studies Appendix B: Comparable Market Demographic Data Appendix C: Community Survey Responses Appendix D: Architectural Concept and Layout Renderings Appendix E: Capital Cost Estimates FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY TABLE OF CONTENTS , i �E{L;_..�„�� :� Betsch... ,. : 1� EXECUTIVE SUMMARY Conventions, Sports and Leisure International (CSL), in conjunction with Betsch Associates and FEH Design, was retained by the City of Dubuque (City) to conduct an assessment and study of the Five Flags Civic Center (FFCC). This summary outlines the key findings associated with the study. The full written report should be reviewed in its entirety to gain an understanding of the study's methods, limitations and implications. Introduction and Background The FFCC has long-served as an important community asset for Dubuque and its residents. Its long history can be traced back to the mid-1800s with the opening of hotel and theater facilities in downtown Dubuque. Over the years, Five Flags has served as a critical gathering place in Dubuque, hosting thousands of entertainment, performing arts, sports, conventions, and civic events. The two primary elements of the current Five Flags Civic Center are the 4,000-seat Arena and the 700-seat historic performing arts Theater. In the decades since the last major investment in Five Flags, significant changes have occurred within the event facility industry nationwide. At the same time, additional new event, sports and entertainment facilities have been developed elsewhere in Dubuque and in the region. As such, the City of Dubuque is interested in determining the most appropriate path forward as it relates to the Five Flags Civic Center and its ongoing role in Dubuque. Specifically, the purpose of this study is to assess the FFCC's current physical state and programmatic orientation, and conduct a study of market demand, supportable program, financial, economic, naming rights/sponsorship and feasible development scenarios relating to the future of the Five Flags Civic Center. The study process consisted of detailed research and analysis, including a comprehensive set of market- specific information derived from the following: ✓ Experience garnered through more than 1,000 event facility and mixed-use evaluation and planning projects throughout the country. ✓ Local market visit at the outset of the project, including communiry and site tours. ✓ Visual physical facility inspection and condition assessment of the FFCC. ✓ Research and analysis of local market conditions, existing facilities and infrastructure, and industry trends. ✓ Benchmarking research and analysis of facility data and interviews conducted with management of over 30 competitive and comparable arena and theater facilities located throughout the region and country. ✓ Comparative analysis of socioeconomic data from competitive/comparable facility markets. ✓ In-person interviews, meetings and public forums with Dubuque area individuals, including representatives of municipal government, visitor and event industries, local companies, event producing organizations, and community groups. ✓ Online survey of over 1,087 Dubuque and community residents. ✓ Completed telephone interviews with more than 30 representatives of organizations and groups that represent potential users of multipurpose arena and theater facility space in Dubuque. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Executive Summary Page ES-1 Y i��E i L;_c:�„i•� yj� :�. Betsch... ,. .,� � Current Five Flags Civic Center The FFCC has long-served as an important community asset for Dubuque and its residents. The two primary elements of the current Five Flags Civic Center are the 4,000-seat Arena and the 700-seat historic performing arts Theater. The FFCC is owned by the City of Dubuque and is managed via contract by a leading national third-party private management company, SMG. On a per square foot and per seat basis, the FFCC's recent annual financial operating performance is consistent with or slightly better than the average comparable facility located in similar markets, despite industry substandard product characteristics. Event and attendance attraction are showing favorable trends in recent years and financial operating performance is stable, which is indicative of an experienced and efficient management team and approach. Nevertheless, the FFCC is attracting a lower than average level of event activiry in both the Theater and Arena relative to comparable facility averages,which would be expected, given the FFCC's age, substandard physical product, accommodated event mix, and functional/marketability challenges. There are a number of important weaknesses and challenges with the existing physical facility product that negatively impact marketability, event accommodation, delivery of services, attendee experience, and operating efficiency. Communities throughout the region and country continue to invest in new, expanded and improved event faciliry products. The ��state-of-the-industry", in terms of product qualiry, layout, amenities, and functionality continues to rise. Current FFCC management has demonstrated creativity and efficiency in its approach in attracting events, maximizing revenues, and containing expenses with an aging and increasingly substandard facility product. In the competitive event facility environment (regionally and nationwide), with each passing year without major capital investment, the FFCC's challenges and inefficiencies become more stark and impactful, and ultimately will not be able to be mitigated or countered even with a competent and creative management team. Local Market Conditions The strength of the local market, in terms of its socioeconomic and demographic attributes, can provide an indication of a community's ability to draw and accommodate large numbers of sports, entertainment, convention, arts, cultural, civic and other spectator event attendees. A community's hospitality infrastructure in terms of hotels, restaurants, entertainment and other such factors contribute heavily to the potential success of event facilities. Throughout the country, spectator/entertainment/arts event venues, such as the FFCC, are often located in downtown central business districts. These locations often provide the highest density of walkable visitor amenities, such as restaurants, bars, nightlife, retail with character, and other such items. The FFCC's location on Main Street in the center core of the downtown is considered the ideal location for this type of venue in the Dubuque destination. The recent addition of local supply of high-quality, specialized event facility products (through the development of the Grand River Center and the Mystique Community Ice Center) is consistent with trends seen throughout the country relating to the development of more specialized facilities to better serve certain tenants and event types, thereby delivering better experiences and greater value to specific consumers (attendees, exhibitors, spectators and participants). The FFCC Arena, like many multipurpose facilities of its vintage, was designed for maximum flexibility, which allows for the technical accommodation of a wide FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Executive Summary Page ES-2 ' ,. ',. i��E{L;_c:�;;i•� �� :�. Betsch.. variety of event types and uses. However, given that facility and amenity requirements differ significantly among specific event types/segments, the result of the FFCCs flexibility is that a number of event types/segments are not optimally served relative to modern industry standards. The development of quality convention and ice facilities in Dubuque has relieved the need for the FFCC Arena to accommodate much of its former flat floor and ice events/usage that were critical in previous years. These issues are important in considering future FFCC program and development opportunities. Competitive&Comparable Facilities While the nearest competitive fixed-seat entertainment venues are located approximately 75 miles away in Cedar Rapids and the Quad Cities,the competitive environment within Iowa and the regional area for arena venues that compete for touring entertainment acts is considered moderate to moderately-high. A number of quality arena venues exist in the regional area that are attractive for touring shows. Dubuque's population within a short driving distance is lower than average among the competitive and comparable set, which will always serve to govern the upside potential for attracting levels of promoted touring entertainment event levels relative to larger markets. It is believed that the largest regional markets will continue to host a significant level of non-local event activity, but Dubuque and the FFCC—even while possessing significant facility limitations relative to modern facilities—have demonstrated that Dubuque can compete for a number of these events. Eighteen comparable arena facilities and 17 comparable theater facilities were analyzed in order to draw inferences for a potential expanded/improved FFCC. Dubuque generally ranks among the lower tier in terms of several demographic variables and performance metrics; however, limited competition in the immediate region and historical successes in event attraction (despite an aging and substandard FFCC product) suggest that a number of events are sustainable and it is able to draw attendees from further distances to a greater degree than other comparable markets. Market Demand Three of the City's five initial requested scenarios to be considered under this study involve either the permanent removal from service of the FFCC Arena or its relocation to an alternate site elsewhere in Dubuque. Based on the entirety of the research, community outreach, and analysis conducted for this study, there are not any obvious and compelling reasons to demolish the FFCC Arena and redevelop the site for an alternate use. Important reasons for this rationale include: a) Market demand exists for a multipurpose entertainment/spectator arena in Dubuque. It is clear that a such a facility is desired by many citizens and viewed as an important quality of life element. b) There are important efficiencies involved with the co-location and co-management of the Theater and the Arena at the current FFCC site. Costs to operate the FFCC Theater alone (without the synergy and benefits of the FFCC Arena)would be higher than the operating costs that are currently attributed to it under its shared operating model. c) The FFCC's current location in the core of the downtown central business district is the ideal location in Dubuque for such a faciliry. The location maximizes synergy from an attendee and an economic perspective, leveraging a pedestrian-friendly environment with a density of nearby visitor amenities, attractions and transportation/parking infrastructure. It serves to draw people into the downtown core, enhancing the downtown's overall health. The prospect of abandoning an ideal arena site, that has benefitted from decades of product/infrastructure investment and branding, to rebuild elsewhere in a less desirable location in Dubuque is not logical. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Executive Summary Page ES-3 � ,. ',. i��E{L;_c:�;;i•� �� :�. Betsch.. d) Under a scenario where the FFCC Arena is demolished and no replacement facility is developed elsewhere in the community, the Dubuque market would lose many, if not the majority, of the events hosted at the FFCC, and the associated economic activity generated in the downtown and throughout the community by their attendees. Further, it would be expected that more Dubuque citizens would elect to leave the community to attend entertainment and sports events in other communities, as a result (thereby resulting in further erosion of local economic spending). e) In cities larger than Dubuque, properry values and demand for developable land parcels located in downtown central business district cores are often significantly higher than that presently exist in Dubuque's downtown. Current downtown land supply, demand and prices do not suggest that the costs and lost economic impact(quantifiable and intangible) for the Ciry related to demolishing the FFCC Arena and disposing of the land asset to a potential private party would be mitigated by sale proceeds and the benefit generated by any ultimate alternate private development. As a result of these factors, it is believed that the highest-and-best-use of the FFCC asset (building and land) is a multipurpose civic/entertainment/arts complex. As such, the emphasis of the remaining concept development and cost/benefit analysis focused on FFCC Arena and Theater improvement, expansion and/or redevelopment scenarios. Key conclusions associated with the detailed market analysis include the following: 1. Market support exists for both Arena and Theater components. Market research and analysis conducted for this study indicates that demand exists for both the arena and performing arts theater functions in Dubuque that the FFCC provides. These types of facilities would be expected to continue to have important roles in the Dubuque marketplace into the foreseeable future. 2. Local quality of life and economic activity would be negatively impacted without a venue serving these roles. The FFCC has long-served an important role in Dubuque and the region, accommodating a significant portion of local sports, entertainment and performing arts event demand, including certain activity that other local event facilities could not, or would not, accommodate. Important events, entertainment opportunities, attendance, and community exposure would be lost and negatively impacted without either of these types of facilities. Should the FFCC be decommissioned and no other replacements are developed, other local venues would not be able to sufficiently accommodate the FFCCs displaced activity. 3. The FFCC Theater is an historic asset that should be protected. The FFCC Theater continues to serve an important market niche for a small fixed-seating venue space in Dubuque. It has been and continues to serve as an important asset to the local performing arts. Improvements to the FFCC Theater are not expected to significantly increase market share or attendance; however, impactful enhancements could be made to support spaces associated with the Theater to improve its efficiency, financial performance, and marketabiliry. 4. The FFCC's current location is ideal for an entertainment/sports/arts complex. The existing location maximizes synergy from an attendee and an economic perspective, leveraging a pedestrian-friendly environment with a density of nearby visitor amenities, attractions and transportation/parking infrastructure. It serves to draw people into the downtown core, enhancing the downtown's overall health. In most cases, cities who are planning new arena and/or theater facilities first look to their downtown central business districts for available development parcels, given the high density of amenities and a walkable environment. 5. Sianificant upgrades to the FFCC Arena product are needed to better compete for and serve s�ectator and entertainment event segments. While the FFCC Arena was originally designed to accommodate a wide variety of event types and uses, modern industry expectations nationwide have led toward the development and gravitation to more specialized-purpose facilities. In recent FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Executive Summary Page ES-4 Y i��E i L;_c:�„i•� yj� :�. Betsch... ,. .,� � years, Dubuque has partially responded to these trends, through the development of the Grand River Center (conventions/meetings/exhibitions) and the Mystique Community Ice Center (ice sports and rec). The result is that spectator/entertainment events remain as the key current and potential future target event segment for the FFCC Arena. 6. The FFCC Arena has exceeded its practical life. At a minimum, significant investment is required to shift the facility closer to state-of-the-industry standards to address deferred capital repair/replacement items, improve operating efficiency and functionality, and allow it to continue accommodating existing event activity and grow future market share. Failure to do so will likely result in continued erosion of market share and diminishing event, performance and attendance levels at the FFCC Arena. Further, a minimum capital repair/replacement expenditures will be necessary in the near-term just to address life safery issues and maintain minimum operational functionality. 7. The FFCC Arena physical product and functionality is industr�substandard. There are many aspects of the existing FFCC Arena that do not conform, or are substandard, relative to state-of- the-industry arenas (in the competitive environment and nationwide). In many respects,the FFCC Arena possess attributes that are more consistent with a multipurpose flat floor exhibition facility than with a modern spectator/entertainment arena. As will be discussed further in the subsequent chapter, given the existing FFCC's footprint and structural elements, it likely would be significantly challenging—if not impossible—to renovate the existing FFCC Arena structure into a state-of-the- industry sports/entertainment arena. An expanded site area and a major redevelopment likely would be necessary to meet minimum requirements for a long-term sports/entertainment venue solution. 8. Investment in FFCC enhancements or redevelopment would be expected to drive new activity and positive impacts. A distinct opportunity exists for Dubuque to capture new sports, entertainment and performing arts events with a new/improved event facility product—specifically, through a modern arena venue that is more consistent with state-of-the-industry standards, allowing it to protect existing business and compete for new business. 9. The highest-and-best-use of the FFCC asset Luilding and land) is a multipurpose civic/entertainment/arts complex. Based on the entirety of the research, community outreach, and analysis conducted for this study,there are not any compelling reasons to demolish the FFCC Arena and redevelop the site for an alternate use. There is not believed to be any apparent compelling alternate use or more attractive economic opportunity for the City and its citizens to consider permanent retirement or relocation of a long-standing, productive community asset in the heart of Dubuque's downtown. These findings are also consistent with the Arts and Culture Master Plan that was previously adopted by the City Council. Development Options &Concepts Based on the market analysis, key attributes of a market supportable program for a FFCC arena include: • State-of-the-industry, spectator arena • Seating capacity of between 6,000 and 8,000 (5,000 to 7,000 fixed seats) • Some flexible seating to retain access to flat floor space • Premium seating and other hospitality areas • Enhance patron experience—ingress/egress, WiFi, food & beverage, ADA, etc. • Upgraded back-of-house, load-in/out and other support facilities FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Executive Summary Page ES-5 � ,. ',. i��E{L;_c:�;;i•� �� :�. Betsch.. Based on the previous analyses undertaken, key attributes of a market supportable facility program for a FFCC theater include: • Retention of historic Theater • Refurbish seating and make 2nd Balcony seating functional • Modest expansion of Bijou Black Box Theater • Address capital improvement project items • Enhance patron experience— lobby, WiFi, F&B, etc. • Upgraded back-of-house facilities In order to accommodate an industry standard event facility complex that meets the identified market supportable programmatic elements, the optimal solution would involve an expanded site and redevelopment of the FFCC Arena. A renovation of the existing FFCC arena would not deliver a state-of- the-industry product, nor could a desirable renovation solution be executed without expanding the FFCC's footprint. Whether the solution to address the FFCC Arena is to expand or redevelop, the logical expansion direction would be northwest across West 5t" Street. Based on these market and program analysis conclusions, along with collaboration among the project team and the City, four primary facility investment scenarios were identified for additional analysis. • Scenario 1 effectively represents a minimum, status quo scenario, recognizing that a certain level of expenditures will be required in the near term and in the foreseeable future on deferred maintenance and future capital repair/replacement items to keep the FFCC safe and operational by current standards. • Scenario 2 involves a limited FFCC renovation (no expansion of facility footprint). • Scenario 3 represents a renovated complex with an expanded Arena. • Scenario 4 involves a renovated complex and a fully redeveloped Arena (including new street-side retail opportunities). Scenarios 3 and 4 both represent northwest expansion projections that would involve a block-long closure of West 5t" Street and development on a significant portion of the block opposite the current FFCC across West 5t"; however, neither scenario would require the relocation of Ecumenical Tower. Based on industry standards and a review of parking supply in downtown Dubuque, it is not believed that the development of additional parking structures or lots will be necessary for any of the identified FFCC development scenarios. Conversely, downtown Dubuque's volume, availability and pricing of parking supply nearby the FFCC is considered a product strength relative to other comparable venues located throughout the region and country. CostlBenefit Analysis A detailed cost/benefit analysis was performed for each of the four identified FFCC scenarios. Results conclude that each of the scenarios would be expected to provide quantifiable benefits to Dubuque (with the greatest impacts generated by Scenarios 3 and 4). These quantifiable benefits often serve as the "return on investment" of public dollars that are contributed to develop these destination and constituent facilities. The exhibit on the following page presents a simplified summary of return-on-investment, casting total economic output (direct, indirect and induced spending) against total costs (upfront and ongoing) assumed to be borne by the public sector to implement each of the four analyzed FFCC scenarios. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Executive Summary Page ES-6 � ,. ',. i��E{L;_c:�;;i•� �� :�. Betsch.. The comparison includes the total estimated costs that will likely need to be borne by the public sector to implement each of the four scenarios, for a stabilized year of operations (assumed third full year of operations), as well as cumulated costs over 15 years of operations. Benefits have been presented in terms of annual total economic output(a sum of direct, indirect and induced visitor spending) in Dubuque. Costs have been presented in terms of construction debt service (assuming the entire construction debt would be bonded debt)and operating subsidy needed per scenario. Specifically, a 30-year term and a 3.5 percent tax exempt annual interest rate have been assumed for the hypothetical debt associated with each scenario. However, importantly, there may be an opportunity to utilize funding sources and financing mechanism (in part or in full) that would not require the issuance of traditional public sector bonded debt (in part or in full). In that event, the cost of capital would be reduced and overall annual costs would lower. Likewise, in the event that other non-public sector funds are contributed to the project to defray costs, the annual costs estimated to be borne by the public sector would also be lower than indicated. Summary of Key Estimated Costs and Benefits by Scenario (in 2018 dollars) QUANTIFIABLE COSTS - � • • . • - � ' Capital Costs: Hard Construction Costs -- $7,595,000 -- $22,461,000 -- $42,639,865 -- $62,086,717 Soft Construction Costs -- 1,139,250 -- 3,369,150 -- 6,395,980 -- 9,313,008 Private Contribution 0 0 0 0 Total Cost -- $8,734,250 -- $25,830,150 -- $49,035,845 -- $71,399,725 Ongoing Operations: Operating Revenues $410,000 $6,150,000 $570,457 $8,556,848 $1,137,160 $17,057,400 $1,531,060 $22,965,900 Operating Expenses 1,266,000 18,990,000 1,381,603 20,724,045 1,798,852 26,982,780 2,002,457 30,036,855 Total Operating Costs $856,000 $12,840,000 $811,147 $12,167,198 $661,692 $9,925,380 $471,397 $7,070,955 Ongoing Costs: DebtService $475,000 $7,125,000 $1,404,000 $21,06Q000 $2,666,000 $39,990,000 $3,882,000 $58,230,000 Operating Deficit 856,000 12,840,000 811,147 12,167,198 661,692 9,925,380 471,397 7,070,955 Total Annual Costs $1,331,000 $19,965,000 $2,215,147 $33,227,198 $3,327,692 $49,915,380 $4,353,397 $65,300,955 QUANTIFIABLE BENEFITS �� ' '' 1� �� Ongoing Quantifiable Benefits: Direct Spending $2,389,169 $39,767,949 $3,055,223 $57,451,919 $4,753,391 $93,366,988 $5,737,937 $118,198,937 IndirecUlnduced Spending 910,680 16,358,899 1,161,888 25,409,268 1,806,039 42,241,584 2,185,052 54,836,739 TotalOutput $3,299,850 $56,126,848 $4,217,111 $82,861,187 $6,559,429 $135,608,572 $7,922,990 $173,035,675 Personal Income(earnings) $1,062,529 $18,170,303 $1,357,070 $26,957,921 $2,114,236 $44,246,488 $2,554,431 $56,565,355 Employment(full&part-timejobs) 49 788 63 1,082 97 1,724 117 2,141 As shown, aggregated annual costs (debt service plus operating subsidy) for the four scenarios over 15 years range from $20.0 million for Scenario 1 (status quo) to $65.3 million for Scenario 4—or a difference of$45.3 million. An investment in FFCC renovation/expansion/redevelopment will represent new economic impact to Dubuque and the surrounding region, particularly when considering aggregate impacts over time and more significantly for Scenarios 3 and 4. The exhibit also depicts the cumulative net new economic impacts estimated to result from the construction and operations of the FFCC scenarios estimated for a stabilized year (third full year of operations) and in the aggregate over a 15-year period. Over a 15-year period, the cumulative economic output (new direct, indirect and induced spending) over the 15-year period is estimated to range between $56.1 million for Scenario 1 (status quo) to $173.0 million for Scenario 4—or a difference of$116.9 million. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Executive Summary Page ES-7 Y i��E i L;_c:�„i•� yj� :�. Betsch... ,. .,� � Importantly, while not specifically estimated under this analysis, it is believed that an approximately equivalent amount of Scenario 1 economic impacts would be annually lost to Dubuque should the FFCC be demolished and not replaced. In this eventuality, many of the major entertainment/sports/spectator events held in the current FFCC would be lost to Dubuque if the FFCC was demolished and not replaced. However, some events (particularly smaller events, meetings, civic, etc.) may find other host venues in Dubuque. The result will likely be that much of the Scenario 1 economic impacts would disappear under a demolish/no replacement scenario. Further, the"lost"impact of local residents now having to leave Dubuque to travel to other regional cities to attend entertainment events (due to the loss of the local market's primary spectator event facility) has not been quantified, but would also represent reduction in economic impact. The net, incremental result of combining these two factors would likely roughly approximate, or even exceed, the total loss indicated by the Scenario 1 economic impact figures. It is important to recognize the quantifiable economic impacts associated with the annual operations of entertainment/spectator/arts facilities, such as the FFCC, measured under this type of analysis are typically lower than other types of event facility products, such as convention centers, that emphasize generating nonlocal events and hotel room nights. A community's decision to invest in arena and theater facility projects are often driven in large part by a recognition of the importance of providing quality entertainment and arts and culture options for community residents. Many of these reasons relate to enhancing qualiry of life, education and culture, and serve to elevate the community's profile and brand as a qualiry place to live, work, learn, play and visit. In fact, these qualitative benefits tend to be a critical factor in the consideration of public and private investment in projects of this nature, particularly those involving existing venues with a long history of service in the local community. These include issues pertaining to quality of life (through attracting entertainment events that would not otherwise travel to the area and hosting civic and private events), ancillary economic development facilitation, employment opportunities, community pride and other such issues. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Executive Summary Page ES-8 ' ,. ',. i��E{L;_c:�;;i•� �� :�. Betsch.. 1.0. INTRODUCTION Conventions, Sports and Leisure International (CSL), in conjunction with Betsch Associates and FEH Design, was retained by the City of Dubuque (City) to conduct an assessment and study of the Five Flags Civic Center (FFCC). Study Overview&Objectives The FFCC has long-served as an important community asset for Dubuque and its residents. Its long history can be traced back to the mid-1800s with the opening of hotel and theater facilities in downtown Dubuque. Over the years, Five Flags has served as a critical gathering place in Dubuque, hosting thousands of entertainment, performing arts, sports, conventions, and civic events. The two primary elements of the current Five Flags Civic Center are the 4,000-seat Arena and the 700-seat historic performing arts Theater. � e�=, _ � �. �� .� �-- -- -- _ - -- -- . . � . . :. . .. . _ ,� __ ___ __ _ �� . .� _ . _ . _ � �� : n�� . _-- .:� � __� r�� ` _ -- � __ � �� , 1�" � --p� r �� F = "`' _ `�`°'. 5 ti _'_ _ — � ' - 4�' - -- � �t t ' � - _- . __ � �- _ �� ti�- �,�-:rNrrN ------_-=_=-::_=-_ -- � �� iii � �� . __, "" =:_�: >::: � _ - � __--_�--.�. �_ �� ----�=;�_,`:- _ _ - .�.., �_ �$iM �� - �'�� p � �,�� ' . �'�1��_'. ,'. � � - ' . ' �i41 � � °` ��f� �� -- �„ � _-`� - � ` .�,i � ~ •,�,i V .. 7 �F ��xj- ... ' . � ��j � .�¢'• _ :. �� . _� ��M�i �..y;.:: �� - �,{ - w��,��a_ ��r ca ��- � ' � i..-. '� �F .,�� s � ;\.�4xx~ '.�H � � � � � .. � _ _ %r� � _ .:':ti�':.di:�.„�i"•i . . n..,.r In the decades since the last major investment in Five Flags, significant changes have occurred within the event faciliry industry nationwide. At the same time, additional new event, sports and entertainment facilities have been developed elsewhere in Dubuque and in the region. As such, the City of Dubuque is interested in determining the most appropriate path forward as it relates to the Five Flags Civic Center and its ongoing role in Dubuque. Specifically, the purpose of this study is to assess the FFCC's current physical state and programmatic orientation, and conduct a study of market demand, supportable program, financial, economic, naming rights/sponsorship and feasible development scenarios relating to the future of the Five Flags Civic Center. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Introduction Page 1 '.- ay. FEN�ESIGN 6etsch,:,-c:�= =�r�:_ At the direction of the City, these scenarios include: 1. Demolish Five Flags Civic Center except for the historic theater to allow for redevelopment of site. 2. Redevelopment/ leasing of Five Flags Civic Center except for historic theater for private tenancy or ownership. 3. Renovation of current footprint of Five Flags Civic Center buildings. 4. Renovation of the existing buildings with expansion of square footage either current or expanded footprint. 5. Relocation of existing Five Flags Civic Center to another location fitting with current sustainability and growth plans for the City of Dubuque. An important objective of the study is to provide the City and stakeholder decision-makers with a thorough study relying on defensible, factual research and analysis of the existing FFCC, its future potential, and market supportable options that will best serve to protect the interests of the City and its citizens. Study Methods The study process consisted of detailed research and analysis, including a comprehensive set of market- specific information derived from the following: ✓ Experience garnered through more than 1,000 event facility and mixed-use evaluation and planning projects throughout the country. ✓ Local market visit at the outset of the project, including community and site tours. ✓ Visual physical facility inspection and condition assessment of the FFCC. ✓ Research and analysis of local market conditions, existing facilities and infrastructure and industry trends. ✓ Benchmarking research and analysis of facility data and interviews conducted with management of over 30 competitive and comparable arena and theater facilities located throughout the region and country. ✓ Comparative analysis of socioeconomic data from competitive/comparable facility markets. ✓ In-person interviews, meetings and public forums with Dubuque area individuals, including representatives of municipal government, visitor and event industries, local companies, event producing organizations, and community groups. ✓ Online survey of over 1,087 Dubuque and communiry residents. ✓ Completed telephone interviews with more than 30 representatives of organizations and groups that represent potential users of multipurpose arena and theater facility space in Dubuque. Conclusions of a particular event facility project's feasibility can be assessed in various ways, including: • Market feasibilitv — the facility's ability to attract and support levels of event activity and patronization that are consistent with or in excess of industry standards. • Financial feasibilitv—the ability of the facility to"break-even"or generate an operating profit focusing only on direct facility-related operating revenues and expenses. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Introduction Page 2 '.- ay. FEN�ESIGN 6etsch,:,-c:�= =�r�:_ • Economic spending — the facility's ability to generate new spending activity in the local community (i.e., direct and indirect spending that is attributable to out-of-town visitors that would not otherwise occur in the local area). • Tax generation —the ability of the facility to generate new tax revenue for the local area (i.e., tax revenue resulting from direct, indirect and induced spending that is attributable to out-of- town visitors that would not otherwise occur in the local area). • Costs/benefits/return on investment—the facility's ability to generate new revenues(i.e., from taxes, operating income and ancillary facility-related revenues, etc.) in excess of quantifiable facility-related costs (i.e., construction costs, operating costs, marketing costs, public sector contribution, etc.). • Intangible benefits/public good —the ability of the facility to represent an important resource for the local community, regardless of financial or economic concerns. These types of benefits add to the local community's "quality of life" in the same way that libraries, museums and recreational parks do, without consideration of the economic impacts that the facility might generate. When evaluating the feasibility of a public assembly facility, such as multipurpose event facilities, communities throughout the country have differed in the specific criteria that best reflects the definition of "feasible"for their community. For instance, one community may focus more on the ability of the project to be operationally self-supportive or require below a certain threshold of public sector contribution, rather than the intangible "public good" aspects the project would provide local residents. The research, data, information and analysis provided through this study is intended to allow the City and other community constituents to draw their own informed conclusions concerning the"feasibility"of public sector investment in the FFCC. This market and economic assessment provides a foundation of research to give the City and other decision- makers the information necessary to strategically plan for Dubuque's future in the event facility industry. Importantly, this research provides direction not only as to the facility components that may be supportable from a market demand perspective, but also the visitor amenities surrounding Dubuque's primary public assembly facility, including hotel support. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Introduction Page 3 '.- ay. FEN�ESIGN 6etsch,:,-c:�= =�r�:_ 2.0. FFCC SITUATION & OPERATIONS ANALYSIS The purpose of this chapter is to inventory and analyze key elements of the current FFCC product, its current market orientation, and its historical operating performance. Understanding the current strengths and challenges of the existing FFCC product, along with current and historical utilization levels, event mix and other such characteristics is important to provide a basis from which to evaluate short and long-term market demand characteristics for Dubuque and the FFCC, and to help make informed decisions regarding the optimal business plan for the future of the facilities. Five Flags Civic Center History The FFCC began as a hotel on the corner of Fourth and Main Street named the City Hotel in the 1840's. In 1862, William G. Stewart purchased the building and began converting it into a theater. Over the next 45 years, the venue endured a number of different owners and name changes, until the original structure was destroyed in a fire in April 1910. The existing theater was designed and built by C.W. and George L. Rapp of Chicago, who were highly regarded as some of America's premier theater architects. The theater continued to operate in a variety of capacities until 1969 when it was earmarked for demolition as part of Dubuque's 12-block downtown urban renewal program. Those opposed to the demolition believed the facility was an irreplaceable treasure, and began obtaining private donations to combine a restored theater with a new exhibition-arts facility for an all-purpose civic center on the block bordered by Fourth, Fifth, Main, and Locust Streets. A steering committee officially launched a fund drive in December 1971 to renovate the venue and build an adjoining arts arcade and exhibition hall. In November, 1972, the Orpheum was placed on the National Register of Historic Places. The theater was restored in 1975, renamed the Five Flags Theater and reopened March 13, 1976. Shortly thereafter, a bond referendum was held for the construction of the Five Flags Civic Center, to be attached to the existing theater. An overwhelming 70 percent majority approved of the project. The development included necessary theater support room improvements, upgrades to the locker rooms, storage space and administrative offices. The complex was connected to and designed to complement the restored theater. The new Civic Center opened its doors in 1979, alongside the restored Theater on Fourth and Main taking up a full city block. The bond was a $3.7 million project. Additional upgrades and renovations were completed in 2005 at a cost of just over $2.0 million. In August 2003, an analysis of Five Flags took place to determine what could be done to hold the line on expenses or reduce the properry tax supporting that operation. After weighing the advantages and disadvantages of all options considered, the City contracted SMG in April 2004 to privately manage Five Flags Civic Center. The current management agreement ends June 30, 2019 and has a possible five-year extension clause with SMG. An important clause implemented with the Management Agreement that remains today is that the FFCC will not compete with the Grand River Center for conferences, conventions, dinners, banquets, meetings, receptions and flat floor events. A later amendment added a non-compete clause that included national political events. Additionally, in October 2009, the FFCC entered into another non-compete agreement, this time for ice-related events that were otherwise able to be held at the newly constructed Dubuque Ice and Recreation Center. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY FFCC Situation&Operations Analysis Page 4 F� ,�y. FEH�ESIGN Betsch,:..-.,:�= _��,::: Over its lifespan, the FFCC has served the Dubuque community and surrounding region as a site of thousands of sporting events, concerts, theatrical performances, family shows, ice shows, civic events, religious events, and other such events. Analysis of Current Product& Recent Operations The Five Flags Civic Center is a City-owned multicomponent event facility, presently managed via contract by a leading national third-parly private management company, SMG. In terms of common event industry vernacular,the FFCC primarily consists of an arena and a performing arts theater. The FFCC also integrates some smaller flat floor space for meetings, banquets and other types of activities, as well as a black-box theater, but these spaces are secondary to its function/role as an arena and theater venue. Specifically, the FFCC consists of a 4,000-seat Arena, a 711-seat Theater, 1,950-square feet of ineeting space and a 1,700-square foot black box theater. ''T' �p.�' .- , - -� _�= �'a" � .f. .�.Gy �'' I L',�•.., .' � iM1�,.4r' - . . ' [` � � �$.. �"+� ��Tl4�a�_.��YY .,,, - - �r 1 f . �; y� :��,s.j . � �'-�+ '�.• ':i=,�,��. � ,�� -�.� ' � �--��•��'�:=�� f�� . � � '� r ' [ . I�'. � �T,�� '�; �` .. : - o ,� i _� .�"$ � � 5 :,�� ;� : : ,- . . _ —•_=�: .. � � w •�•• , i :.� .i• yn�:N......y F�I� . - , `e I .:�._ ,i��,_ .._ •� .,, ` � �-----a . •II �! .�.�.1i••tP �'� • '•�I:i 1� `9'.� � ._.�� . .. .. � `� � � 1.'Ti`�x,. .. �� .� �� A� a : � � r _ � � � 7.�,.��,�--ac'�� . . ... . . ... .. : • . - .. .. �� : � .. . . . ..- .� - � . - . . �� . Working with the Ciry and FFCC management, a wide variety of information was collected regarding the FFCC product and historical operations. A facility-wide summary of annual number of events, event days, utilization days and attendance for the fiscal years 2012 through 2017 is presented in Exhibit 1 on the following page. The exhibit presents the number of events and event days that took place within event space at the FFCC during each of the past six fiscal years. Utilization days represent the total number of days that event space was occupied at the FFCC, including move-in/out and event days (the total number of days some event space was utilized at the FFCC, removing duplicate data for days in which multiple event spaces were used). Calendar Day Utilization is then calculated by dividing the number of Calendar Days Utilized by the total number of days in a given year. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY FFCC Situation&Operations Analysis Page 5 F� ,�y. FEH�ESIGN Betsch,:..-.,:�= _��,::: Exhibit 1 Historical FFCC Operations Analysis— Summary(FY 2012—FY 2017) � , , . , � � Tota I Number of E�+ents 94 96 67 76 86 1�3 Total Event Oays 153 158 113 117 109 17fl Tohl Utilization days 255 �55 198 189 139 261 Calendar�ay LAilization 69.9°/0 69.9°/n 54.2°Io 51.8°� 38.1°� 71.5°.6 Attendance 89,977 91,404 74,833 9(1,4D9 88,207 93,344 � i i • � � � Tatal Number of E�+ents 55 55 4D 45 59 68 Total Event�ays 67 70 47 53 76 86 Tatal Utilization Days 89 89 65 67 102 1a5 Calendar�ay Utilizatian 24.4°/0 24.4°/0 17.8°Io 18.4°/a 27.9°/0 28.8°/0 Attendan�e 66,631 67,552 57,031 67,539 71,840 69,473 i i i • � � � Tatal Number of Eutents 30 32 24 28 23 32 Tatal Event days 60 55 45 49 33 68 Tatal U5lization Days 127 114 96 95 41 125 Calendar Day Utilization 34.8°/a 31.�°/0 26.3°Io 26.0°/0 19.2°/0 34.2°/0 Attendance 21,80D 22,72D 18,453 24,483 19,982 27,677 Between fiscal years 2012 and 2017, overall event activity at the FFCC has varied from a low of 67 events in FY 2014 to a high of 103 events in FY 2017. Furthermore,Calendar Day Utilization percentages fluctuated between 38.1 percent(in FY 2016)and 71.5 percent(in FY 2017). Overall,the number of events increased from FY 2012 to FY 2013, with a significant decrease in FY 2014 and steady increase from FY 2015 through FY 2017. The decrease that occurred in FY 2014 can be attributed in large part to the departure of the Eastern Iowa Outlaws Roller Derby, as well as a decrease in usage by the Dubuque Soccer Club, among other events. The Arena has hosted an average of 54 events between fiscal years 2012 and 2017. Sporting events such as Dubuque Soccer Club, Eastern Iowa Outlaws Roller Derby, Dock Dogs Championships and Pinnacle Combat MMA have accounted for the largest number of Arena events, averaging approximately 67 percent of total events for the fiscal years reviewed. Fiscal year events at the Theater have ranged from a low of 23 events in FY 2014 to a high of 32 events in fiscal years 2013 and 2017, averaging 28 events. Tenant performances,such as the Dubuque Symphony Orchestra and Rising Star Theatre Company have accounted for the largest portion of event activity at the Theater, averaging 38 percent of total fiscal year events for the years reviewed. Non-tenant performance, such as the Colts Youth Organization and Studio 5678 accounted for approximately 24 percent, followed closely by concerts with 17 percent. Utilization days at the FFCC remained steady in fiscal years 2012 and 2013 with a total of 255 utilization days, declining through FY 2016 to a five-fiscal year low of 139 utilization days, and nearly doubling in FY 2017 with a total of 261 utilization days. Tenant performances accounted for the largest number of FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY FFCC Situation&Operations Analysis Page 6 F� ,�y. FEH�ESIGN Betsch,:..-.,:�= _��,::: utilization days, with sporting events and non-tenant performances also making up a large share of FFCC utilization days between FY 2012 and FY 2017. Arena utilization days average approximately 86 days between fiscal years 2012 and 2017, with a low of 65 days in FY 2014 and a high of 105 utilization days in FY 2017. Sporting events accounted for the largest share of fiscal year utilization days, with an average of approximately 60 percent of total utilization days. Theater utilization days peak in FY 2012 with a total of 127 utilization days, fluctuating through fiscal years 2013 and 2016, rebounding in FY 2017 with a total of 125 utilization days. Tenant performances accounting for the largest portion of activity, followed closely by non-tenant performances. Event attendance at the FFCC has remained fairly consistent ranging from a low of 74,800 in FY 2014 to a high of 93,300 in FY 2017 despite the decrease in overall event activity. Sporting events have drawn the largest attendance levels among event types at the FFCC, accounting for an average of 50 percent total attendance at FFCC events during the fiscal years reviewed. Similarly, attendance levels at Arena and Theater events have remained relatively steady with Arena attendance averaging approximately 66,700 and Theater attendance averaging 22,500 between fiscal years 2012 and 2017. In addition to analyzing historical event activity, we have analyzed the historical financial operations of the FFCC. Exhibit 2 below presents a summary of FFCC operating revenues, expenses and resultant net operating deficit for each of the past six full fiscal years. Exhibit 2 Historical FFCC Operations Analysis- Financial Operating Results(FY 2012-2017) � � . � � - � � Operating Revenues Facility rent $ 243,157 $157,104 $113,671 $109,115 $108,063 $118,488 Food service(net) 125,590 91,976 63,948 85,280 80,556 78,707 Contract service/other 21,470 56,660 59,128 62,404 62,979 45,785 Total Operating Revenues 390,217 305,740 236,747 256,799 251,598 242,980 Operating Expenses: Salaries and benefits $ 786,824 $722,932 $646,006 $630,215 $638,091 $609,349 Contract labor 33,980 31,667 29,467 34,015 25,341 25,887 Utilities 177,562 183,324 186,702 184,036 166,079 162,282 Repair&maintenance 30,552 24,575 18,362 27,055 20,837 37,537 General&administrative 75,276 74,625 70,080 71,970 74,695 67,654 Supplies 22,330 14,505 13,942 13,767 15,125 13,611 Insurance 45,632 45,188 42,248 38,392 26,293 22,151 Other 82,571 78,638 82,000 86,454 105,075 108,300 Total Operating Expenses 1,254,727 1,175,454 1,088,807 1,085,904 1,071,536 1,046,771 Net Operating Deficit (864,510) (869,714) (852,060) (829,105) (819,938) (803,791) FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY FFCC Situation&Operations Analysis Page 7 F� ,�y. FEH�ESIGN Betsch,:..-.,:�= _��,::: As presented, the FFCC has operated at an annual deficit ranging from approximately $803,800 in FY 2012 to nearly $870,000 in FY 2016. Like the FFCC, the large majority of publicly-owned arena, theater, convention center, and civic center facilities located throughout the country generate an annual financial operating deficit. On a per square foot and per seat basis, the FFCC's annual financial operating deficit is consistent with or slightly better than the average comparable facility located in similar markets, which is an indication of management's emphasis on operating cost containment and/or City budget mandates. However, the FFCC is attracting a lower than average level of event activity in both the Theater and Arena relative to comparable facility averages, which would be expected, given the FFCC's age, substandard physical product, accommodated event mix, and functional/marketability challenges. Current Challenges While the FFCC has long-served as a productive community asset and economic generator, there are a number of important weaknesses and challenges with the existing physical facility product that negatively impact marketability, event accommodation, delivery of services, attendee experience, and operating efficiency. Communities throughout the region and country continue to invest in new, expanded and improved event facility products. The��state-of-the-industry", in terms of product quality, layout,amenities, and functionality continues to rise. �— -_ - `�+==C- ;�;,'�•�''r.�� -,�'-- R - ' +►.. '��.".x•., i • ..� . _ = 1�a.' . � rt�"= _ - . — —_ .. . •�t' . _ , � � � 'Mh ' .a. 4 , '-� ,..- • _ - . .. ... - - :f'�. • • .�r�',:�»�.i� ' -1 '_' -.�_- _ .: ��i�� -�-, � � ,I�� „� � ,� . '.n+5�' �!'ec,�' .�;� , , � �I � �� u.,.. � `�� ! �' �'�- i_f�N ' �+J 't� � _�i Y 1'1 `�'�• x � - �t�� rY�� _ _ �. '� �`�I� .. • , _ �I -�.._'.: �-_ _ � ,= +i '_' '� .^ _ . +��'��J y ...1 �:J� � ' � �` s_ r+ ��' � �-. - ��y �: L �• ' ' � � - -- - � � � Current FFCC management has demonstrated creativity and efficiency in its approach in attracting events, maximizing revenues, and containing expenses with an aging and increasingly substandard facility product. In the competitive event facility environment (regionally and nationwide), with each passing year without major capital investment, the FFCC's challenges and inefficiencies become more stark and impactful, and ultimately will not be able to be mitigated or countered even with a competent and creative management team. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY FFCC Situation&Operations Analysis Page 8 F� ,�y. FEH�ESIGN Betsch,:..-.,:�= _��,::: The Project Team conducted tours and a visual inspection of the FFCC at the outset of the study. Interviews were conducted with FFCC staff, including key management, sales and marketing, booking/scheduling, and operations personnel. The following key challenges were noted during this process and represent key concerns associated the existing FFCC product. Challenges are organized into four categories: (A) life safety concerns, (B) issues affecting operating efficiency, (C) issues impacting patron experience, and (D) issues impacting event marketabiliry. The following represents a summary of the key issues/concerns noted: A) Life Safety Concerns Reviews of the existing infrastructure and FFCC facility setup have revealed concerns that pose a potential risk among attendees of arena and/or theater events. There are numerous safety concerns with the existing exterior footprint of the FFCC that presents a risk to event attendees. The current building setback offers limited sidewalk space and there are no protective bollards around the building that protect patrons pre- and post-event. Additionally, building entrances/exits present a challenge with events that draw a large attendance. Issues with ingress/egress pose a potential safety risk in the instance that attendees need to evacuate the FFCC quickly. Within the exterior, safety concerns with the limited space within the lobby and gathering areas present challenges during inclement weather, exacerbated by insufficient shelter space within the FFCC. 8) Issues Affecting Operating Efficiency In addition to safety concerns, current inefficiencies with the FFCC hinder the ability of the facility to operate at its full potential. From an event planner perspective, there is only one ten-foot door available for them to load and unload their equipment. The lack of dock or multiple doors to load-in/out can be constraining. Additionally, the lack of storage and back stage areas pose issues for events that require space to store equipment containers while utilizing the facility. For multipurpose facilities,food and beverage sales account for a large portion of revenue. Current issues such as the limited storage space and placement relative to point of sales, the lack of a full kitchen and food prep areas as well the poor concession stand design do not optimize food and beverage revenue generation. Further challenges include the additional time and labor required to lay down decking under the west side of seating, inefficient electrical and lighting systems as well as an inadequate exhaust system. C) Issues Impacting Patron Experience In today's environment, the experience provided to event attendees is critical to the success of a multipurpose facility. As such, current conditions at the FFCC do not provide an ideal experience FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY FFCC Situation&Operations Analysis Page 9 F� ,�y. FEH�ESIGN Betsch,:..-.,:�= _��,::: that many competitive state-of-the-industry facilities offer, putting the FFCC at a competitive disadvantage. Things such as a mailing address that better aligns with the main entrance of the FFCC, better identification of the location of the main entrance and box office, a larger/enhanced promenade and a lobby for the Theater would create an easier and better arrival experience for patrons. Other issues such as the lack of restrooms, lack of ADA accessible locations, WiFi access and Theater acoustics are important to address as they greatly affect the overall patron experience. Additionally, the lack of traditional premium seating in the current FFCC represents a missed opportunity in terms of revenue, marketability, and patron experience. Creating premium seating areas or hospitality areas would not only provide a better experience to event attendees, but could provide critical additional revenue streams for the FFCC. D) Issues Impacting Event Marketability The marketability of a multipurpose facility to attract national and regional touring events is important given the highly competitive environment throughout the region. There are multiple challenges with the FFCC Arena that decrease its desirability among competitive venues. The limited seating capacity and challenging configuration for shows with more than 3,500 seats make it difficult to market the FFCC to large national touring events. The low ceiling height as well as the rigging capabilities are not ideal and more expensive to produce large shows. The Arena cannot create ice during warm-weather months (June through August). During the months when it is possible, ice making is expensive to execute and maintain, and requires the approval of the Dubuque Community Ice and Recreation Center,Inc. Board (DICE), per agreement. The historic Theater also presents challenges for events considering the Dubuque market. There currently are no points above the stage in fly space to rig speakers as well as no wing space within the Theater making it difficult to produce performances that require sufficient space for speaker systems. Other Center challenges include a lack of state-of-the-industry green/dressing rooms for performers and no existing product/merchandise display space. Conclusions The FFCC has long-served as an important community asset for Dubuque and its residents. The two primary elements of the current Five Flags Civic Center are the 4,000-seat Arena and the 700-seat historic performing arts Theater. The FFCC is owned by the City of Dubuque and is managed via contract by a leading national third-party private management company, SMG. On a per square foot and per seat basis, the FFCC's recent annual financial operating performance is consistent with or slightly better than the average comparable facility located in similar markets, despite industry substandard product characteristics. Event and attendance attraction are showing favorable trends in recent years and financial operating performance is stable, which is indicative of an experienced and efficient management team and approach. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY FFCC Situation&Operations Analysis Page 10 F� ,�y. FEH�ESIGN Betsch,:..-.,:�= _��,::: Nevertheless, the FFCC is attracting a lower than average level of event activity in both the Theater and Arena relative to comparable facility averages,which would be expected, given the FFCCs age,substandard physical product, accommodated event mix, and functional/marketability challenges. There are a number of important weaknesses and challenges with the existing physical facility product that negatively impact marketability, event accommodation, delivery of services, attendee experience, and operating efficiency. Communities throughout the region and country continue to invest in new, expanded and improved event facility products. The "state-of-the-industry", in terms of product quality, layout, amenities, and functionality continues to rise. Current FFCC management has demonstrated creativity and efficiency in its approach in attracting events, maximizing revenues, and containing expenses with an aging and increasingly substandard facility product. In the competitive event facility environment (regionally and nationwide), with each passing year without major capital investment, the FFCC's challenges and inefficiencies become more stark and impactful, and ultimately will not be able to be mitigated or countered even with a competent and creative management team. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY FFCC Situation&Operations Analysis Page 11 F� ,�y. FEH�ESIGN Betsch,:..-.,:�= _��,::: 3.0. ANALYSIS OF LOCAL MARKET CONDITIONS The strength of the local market, in terms of its socioeconomic and demographic attributes, can provide an indication of a community's ability to draw and accommodate large numbers of sports, entertainment, convention, arts, cultural, civic and other spectator event attendees. A community's hospitality infrastructure in terms of hotels, restaurants, entertainment and other such factors contribute heavily to the potential success of event facilities. An analysis of these attributes was conducted as they relate to the market potential for an enhanced FFCC product in Dubuque. Location and Transportation Exhibit 1 illustrates the location of Dubuque and its regional markets and the approximate drive time to/from Dubuque. Additionally, the exhibit demonstrates the markets and land area captured within 30-, 90- and 180-minute estimated driving distances. These rings will be utilized throughout the report while analyzing and comparing demographic and socioeconomic variables. Exhibit 1 Location&Transportation—Driving Distance to Regional Cities � .,.,,, �_,., � MimryaL : �. � . u.we�� [Pa�l � � � '. ' ' Minneapolis.MN �udd Cit2S.�A 1.1� :� � „_ sro�.F.i3:,so Cedar Rapids,IA 1:1$ 72 .�.,a� �� MIIw��krr,5'!I hnlwaukee,WI 250 i72 � siouxcin.�n w�f�� „WN•� "°P`� i„u Chicago:IL 3:38 1I9 ' °•�•� ,.�- i *� _...,.... � � � Des Ah�ines,IA 3�02 201 '�,;,, � � cn��.90�� Mnneapdis,h+Y�1 a:a6 25D " amaha.NE �nw ^ 9 � 5ioux City,IA 4'46 3Dd � OesMolnes,lA qypdCilies.lA rr^� ,� i°°'^ St.Louis,MO 4:53 335 Lincoln.NE ,,.. QT7�ha,� 5.04 3�0 � l• 4[ansasCiry.MO a Indiampalis.�N �'�'"'°"" Indianapdis,IN 5:34 379 i i TW" '" Clncinna�,ON �""' Lincdn.NE 5:44 3�6 e' � „��.�� `,4 °10� I(ansas City,MO 5;45 394 �� .. �`"'""�---.. � �� F�anAloi Sioux FallS,S� 5:55 397 � �� y St.Louls.h10 w� � �a�im LealwAl�,4(Y , ....."n ..�_..�rr. Cincinnati,OH 7:19 477 Louisville.KY 7:2� 492 " Y_. .,,_ `' �i Source: Goagle Maps,Esri.2017 As shown, Dubuque is located at the confluence of Highways 20 and 61, connecting the city to Waterloo to the west, Davenport and Moline to the south and Madison to the northeast. Other population centers located within 400 miles include Milwaukee, Chicago, Des Moines, Minneapolis, St. Louis, Omaha, Kansas City, Indianapolis, Sioux Falls, Louisville, Cincinnati and Lincoln. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Analysis of Local Market Conditions Page 12 ►�'. FEH�ES1GN � �etsch;:;-.,:;�,ar�_ �.+��:. Demographics Specific demographic and socioeconomic information that can provide an indication of the ability of a market to support a multipurpose event facility includes population, age, household income and corporate base. Promoters/planners of spectator events (and other events that tend to draw largely from the local driving area) often consider these factors when selecting the appropriate markets for their events. Exhibit 2 provides a summary of key demographic characteristics estimated for the city of Dubuque, Dubuque County, markets captured in 30-, 60-, and 180-minute drive time rings around the city of Dubuque, the state of Iowa, and a United States benchmark. Exhibit 2 Demographics-Dubuque Area Summary Du6uque pemagraphic Variable pubuque Caunky 30•Minute 90•Minuke 980-Minuta lawa U.S. Population{20QOJ 59,338 $9,143 17$,d93 7,152,67$ 7,032,854 2,926,324 2$1,421,9Q6 Population(2074) 58,058 93,653 12A,584 7,212,579 7,491,742 3,046,355 308,745,538 Populakion(2017} 60.595 99,21fi 131,119 1.2B1,089 7,644,187 3.173.649 323,580.fi26 %Change(2QDD-2D97) 3.9% 97.390 9a.7°lo � 9.4Wo 8.&% 8.5% 95.0°Jo Population{�022est.} 62,433 103,374 135,295 1,P91,940 7,771,841 3,P80.109 337,325,118 %Cha�ge(2d17-2022} 3.0% 4.2% 3.2% 2.4% 9.7% 3.95� 4.2% Avg.Househdd Inc.(2017) 562,900 $fi9,509 567,825 $74,73$ $74,576 $74,345 577,008 Avg.Househdd Inc.52022 est.} $69,540 $76,148 $74,435 $$4,248 $81,393 $77,701 $84,027 %Cha�ge[2aT7-2d22} 9.0% 9.5% 9.7% 72.7% 9.i% }0.5$� 9.7% Median Age(2477,in yearsJ 38.6 39.3 38.5 40.1 38.6 38.7 38.4 Businesses(2�17) 3.129 4,584 fi.223 50,505 320.914 145,-204 13,207.211 Employees{2Q17} 51,509 56,7fi7 82,�94 731,046 4,339,553 1,$03,022 162,998,347 EmployeelResidential Pop.Ratio 0.85:7 4.67:1 0.63:7 4.54:1 0.57:1 0.57:1 0.54:1 Source:Esri,2017 The population of the city of Dubuque is approximately 60,600, while future projections based on U.S. Census data estimate Dubuque's population to be approximately 62,400 in 2022. The estimated population within a 30-minute drive of Dubuque is approximately 131,100, which is an estimated 10.7 percent increase over the 2000 population within that radius. This growth is slightly higher than the estimated 8.5 increase throughout the state of Iowa though slightly lower than the 15.0 percent increase for the United States as a whole. The population base within the 90- and 180-minute drive time rings is estimated at 1.3 million and 7.6 million, respectively. Average household income among Dubuque residents approximates $62,900, which is approximately 18 percent (approximately $14,100) less than the national average, 11 percent (approximately $7,400) less than the state average, and 10 percent (approximately$6,600) less than the average in Dubuque County. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Analysis of Local Market Conditions Page 13 ►�'. FEH�ES1GN � �etsch;:;-.,:;�,ar�_ �.+��:. Local Event Facility and HotellLodging Inventory A community's hospitality infrastructure, in terms of hotels, restaurants, entertainment and other such factors, contributes heavily to the potential success of an event facility. The marketability of any event facility increases when there exists the support of amenities and infrastructure within close proximity. This supporting hospitality infrastructure also plays a key role in generating the desired economic impact of added event space, particularly when considering an events center project, such as the potential renovation/redevelopment of the FFCC. A paramount component of this hospitality infrastructure is the local inventory of quality hotel properties. As such, the primary hospitality infrastructure within Dubuque is outlined in Exhibit 3. Exhibit 3 Lodging—Dubuque Area Hotels �'� � , � y� CF77 � 'R z.. , : a„ - ��: Cxand Na•bor Reso.�t&4'Vaterpa•k 19� �.. -�g, � Noliday Inn�uGuque;Gaiena 1g3 _" "•'9,NV $ ��.�'i Oays Inn-�u6uque 162 �"'�•`�'^� �� ` '�"� Best Western Plus Hotel&Conf.Ctr. 150 ` `y � �� %,,N`d` ��,� - {t� Hotel Julien�ubuque 133 � Hiltm Garden Inn�ubuque�owntown 916 -- " �` • ` '° Hampton Inn 97 ��-i ,nsu�,ryl � ,s. Hdiday Inn E�ress Ho[el&Sui[es 87 � ;� Baymont Inn&Suites 82 � MainStay Suites 75 � _ - - Country Inn R Sui[es 69 � _ '�~- _ ~, hAotel6 62 �.- . - - Fc ._: �., �..:�:... . Super S 61 _ _ - ' " ,.' e Fairfield Inn 5fi r � Canfield Hotel 55 i �' Ecana Ladge Inn 8 Suites 55 � Qualily Inn 57 ,� r ti � i J�' ;r. + Source: Dubuque CV6,Google Maps,2017 r -r � 1 � ...� w�..-.. !i . � + .� � i �� i i As shown, there are 17 lodging properties in Dubuque with 50 or more sleeping rooms, six of which offer more than 100 guestrooms. Overall, Dubuque offers nearly 1,700 total hotel guestrooms; however, only three of these properties (offering 519 total sleeping rooms) are located in downtown Dubuque. The majority of the sleeping room inventory is located along U.S. Route 20, west of downtown Dubuque. The properry closest to the FFCC is the 193-room Holiday Inn Dubuque, which is situated directly across Main Street and connected to the FFCC via underground tunnel. The 133-room Hotel Julien Dubuque is also located within close walking distance. The 193-room Grand Harbor Resort & Waterpark and the Grand River Center located on the Mississippi River's shoreline is within moderate walking distance. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Analysis of Local Market Conditions Page 14 ►�'. FEH�ES1GN � �etsch;:;-.,:;�,ar�_ �.+��:. The number of potentially competitive event facilities capable of hosting local or touring spectator event performances is an important consideration with respect to the overall viability of a potentially renovated/redeveloped FFCC. Exhibit 4 outlines the key facilities throughout Dubuque with elements of fixed seating. Exhibit 4 Dubuque—Key Existing Event Facilities p12 � sY i � ArenalErAsrtainment Venue a � � i�i., �. I.'�'S7q..r,.".n-...ir..•r L•r..:'.^.rrr 3.SCC o i NenRi�RJ \:• �"' §' ti,�'.`;� FNe Flags Arens 6,000 u,•�r._ q___ 'I � . � Performng Rr[s Center7Auditonum ..7, e �� L�`� ; " .ms �, 11u�,wisilynl:l�itir:�c-fx�iAe,:;r;:r:-L�Cdi-fl:,ll 1i1f%; s: " .. - •t,s ilie C;raiid b,�ein House 622 75�:� � Jansen Musc Hell et Glarke llnvers[y 23T ��A��ry • � o lJnryersity vf Oubupue Fkrrtspe Ce�er 9yck 9ex Thed,er 2IXF E+cii Tarer Thcatcr �73 �L _�^ � � Sprnpismin ihentei al H�-�sl Weslernl'lus 103 �' -� , Flve R�7Manr T71 ��.. y i.;.�::;��' _ J'� /, ., . , •�` Source: Duhuque CV6,Google Maps.2817 = .�'�r +i � � � � , � ' � a� � ��! r � 1 � i r ! 1' f f ' I � ! �'. � f I �...� .-.. Gi.- ! 1 � .... f ! �. � ' I . � I ! �� , t As shown, there are six existing theaters and one arena within the Dubuque area with capacities greater than 100 that may present some level of competition for hosting promoted concerts, theater performances and other touring events in Dubuque. Additionally, the Mississippi Moon Bar at Diamond Jo Casino and the Q Showroom at the Q Casino are host to touring concerts and events with approximate capacities of 600 for general admission standing room. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Analysis of Local Market Conditions Page 15 ►�'. FEH�ES1GN � �etsch;:;-.,:;�,ar�_ �.+��:. Exhibit 5 summarizes facility offerings within the Mystique Community Ice Center, the University of Dubuque Heritage Center and the Grand Opera House. Exhibit 5 Dubuque—Summary of Key Existing Event Facilities � ;�-F { _• � �f S!�� • ��. �� -1 .. . S 3 :y iy i � i...� f�4��3��.�■ r � ■ �•�r�.:�.. �'�f_,r�--' '.. ��. � a �1 _ r.. . . �+,i'' - ��'!+�".�� F � I � - ;�,4 0�'�.� W��'�'' v.l � �, �.�, . . � �� l f� - � �:= i i '! ` ' - I I 'ir:i� �� _ . �� #�, �� R _�_... .. ��`• ��.� J �.. `. r = � . . �;�{'� .�- ��J,. i��,� . ..� • .,Y 1. ti .. _ Y _ ' , s - R'� ��: � ` �' r,,,,r � r +�+ �. _. !.. � .. _ . = f`�� i . . . . . ''/��_ — ��1�c�- ' �:: ' + r ` - �� -- i -- - �'� �-� � - �-r � , _. � .. - _..,.. _ . � r� _ ��` �� . � ,��, ,_ �� •�,.�� 5�� .�� _�;'�'�f�,,�.,. _ _ � �.:. � - - �-----� _ _ - _--,_=� FACILITY: MYSTIQUE COMMUNITY ICE CENTER FACILITY: HERITAGE CENTER rtiuu i�: THE GRAND OPERA HOUSE Owner. City of Dubuque Owner: University of Duhuque Owner: The 6rand Opera House Foundation Ope�ator: Dubuque Community Ice&Rec Center,Inc. Operator. The Grand Opera House Foundation Operator: UniversityofDubuque KeyFatility • 1NHLicearena KeyFatility ' 80,OOOsffacility KeyFacility • 622seatingcapacity Components: ' 3,079fixedseatingcapacity Components: • 3,500 max seating capacity Components: � 1,000-seat Main Hall • 11 luxur suites 200-seat Black Box Theater Y Other Notes: • Opened in 1890 Other Notes: ' Opened in 2010 at a total cost of approximately Other Notes: • Host to University performances,local and • Host to local performances such as mncerts, $7.1 million. touring shows(such as Third Eye Blind,Cantus plays,etc. • Funding through P3 including a$1.1 million Vocal Ensemble,Paul Reiser,etc.�,and other contribution from the Dubuque Racing events. Association(Mystique Casino);533 million from Northem Lights Hockey,LLC;owners of the Fighting Saints and other individual and corporate donors throughout Dubuque • HometotheDubuqueFighting5aints. The Mystique Community Ice Center is currently home to the Fighting Saints hockey team, a previous tenant at the FFCC. The Heritage Center and the Grand Opera House are theaters that compete for certain local and non-local event and utilization activity with the FFCC Theater. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Analysis of Local Market Conditions Page 16 ►�'. FEH�ES1GN � �etsch;:;-.,:;�,ar�_ �.+��:. In terms of facilities offering sizeable flat floor meeting/exhibition space, the Dubuque area currently offers a number of event facilities, including meeting space within hotel facilities and event space at specialized area facilities that would compete for conventions, meetings, amateur sports and recreation usage, and other events. Exhibit 6 presents a listing of the primary Dubuque area facilities that offer flat floor meeting space for rental. Exhibit 6 Local Facilities-Dubuque Area Meeting Facilities � � � � �_$ _ P� . � � Grand Ri�er Center �� Hotel Julien�ubu ue �xc�.w.�a `�; ti'� F p � � �"� Clarke Uni�rsity K� �� 6iamondJo Casino A�� "''"' Best Western Plus Hotel&Canf.Ctr. I-._ � T-� � r� � Holiday Inn DubuquelGalena - ,i� ��;'I QCasina _ _ _ _ - - � ',�j �=� . . _ - - ; - - , ,+t3 � �` j-�`� +t � :..°� �� ` : �3 . rr, ,� - - . Grand River Center 30.000 52.D00 12,000 54.00D 30,000 t2.Dp0 30.D00 6 193 Hotel Julien�ukwque 0 6,900 6,300 13,200 fl 6,300 6,300 5 133 �iarke University 0 9,200 0 9,200 5,6D� 0 5,60� 5 - Diamand Jo Casirro 0 800 5,000 5,800 0 5,OOa 5,000 2 - Best Wes�ern Plus Hotel&Conf.Ctr. 0 d,20fl 4,000 8,200 0 d,000 4,000 5 156 Holiday I nn DubuquelGalena 0 12,500 0 12,500 0 0 3,100 16 193 Q Casirlp 0 5.400 0 5,400 0 6 2.800 2 116 Average 30,0a0 7,300 6,800 15,504 17,80Q 6,800 5,100 5 160 Ff�e Flags Cl�tc Cerrter 24,500 3,70D 5,D6D 33,200 24,5D0 5,000 24,50D 3 i93 Source: Du6uque CVB,Google t.�aps.2017 As presented, there are seven primary meeting facilities that exist in the Dubuque market that offer more than 5,000 total square feet of flat floor space. Overall, the downtown Dubuque market offers nearly 108,000 square feet of ineeting and flat floor event space. The Grand River Center is the largest facility in the market. Detailed information of the Grand River Center is provided on the following page. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Analysis of Local Market Conditions Page 17 ►�'. FEH�ES1GN � �etsch;:;-.,:;�,ar�_ �.+��:. The Grand River Center(GRC) opened in 2003 at a total cost of$51.3 million. The Grand River Center was constructed in 2003. The project was funded publicly and privately with $51.3 million. Nearly$20.0 million came in the form of a grant from Vision Iowa, a state fund created to assist projects that provide recreational, cultural, entertainment and educational attractions. The City of Dubuque contributed over $5.0 million via issued debt and the remaining cost of $25.0 million was covered by private developer, Platinum Hospitality Group. The Center project was part of a larger $188 million development initiative that was spearheaded by public and private enterprises to revitalize and develop the Port of Dubuque. 4�.,`,�� yI � �� - -� � � _ _� - � ',' � -_ '��!' .• � -• . �4_• � ' � �L! . ••.. J •i_" .. ..� .. ___-'.. 'F +� .^_ „ 'fl �-�'�.��y-,� ,� �„:. '','^• , � � •'.p�S. -�::y: xi}�� <• t•�.�.-• , ,. 3.:�,�a ._'.��=t. -. : ii��t'�' �r.�^':i � ��.+�� y �� i� y r� Ii.ti. =�' ' 'r' ; F- ��:�. '��`- � y�x� � .- C �� Y.�`""'-;� _ ��_ �� .;,-- '��=�� '�.i. ;� } ��..-. - ' � ;� ,. v� �-��.�'� �1��!I�f 1�9da� � � -�-`�' +. ��' .��~Yl, � '� , �_ ,� _�� i:�.si ��7�Ft7 ' � '� J --_ w,'� � . �.' ... ----. .»�._�,}_�,'�cSi •r�f i�Nr�� I� � .M��~ ' "`?^i.''�, . _ . .. •�;_� • ■� ' - '�'c '•:�:'.�;�� -� �,j4'� �' �.. �..� R � �'.- ,.V"�� . �- _i .�":� +1�'�— . The Grand River Center offers a total of 54,000 square feet of total sellable space that includes 30,000 square feet of exhibit space, 12,000 square feet of ballroom space and 12,000 square feet of ineeting space. The Grand River Center's largest contiguous space is approximately 30,000 square feet. The connected Grand Resort and Waterpark offers 193 guestrooms. In recent years, the GRC has hosted an average of more than 800 events and nearly 174,000 attendees annually. An important clause implemented with the Management Agreement that remains today is that the FFCC will not compete with the Grand River Center for conferences, conventions, dinners, banquets, meetings, receptions and flat floor events. A later amendment added a non-compete clause that included national political events. While this policy (and the similar non-compete clause implemented for the Mystique Community Ice Center) is reasonable and important to protect the public investment in the City's other newer facility products, it has had certain important impacts on event levels/mix and financial operating performance of the FFCC since their implementation. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Analysis of Local Market Conditions Page 18 ►�'. FEH�ES1GN � �etsch;:;-.,:;�,ar�_ �.+��:. The marketability of any event facility increases when there exists the support of amenities and infrastructure within close proximity. This supporting hospitality infrastructure also plays a key role in generating the desired economic impact of facility upgrades and enhancements. The following exhibit presents an aerial overview of the available hotels and restaurants within one-half mile of the FFCC. Exhibit 7 Existing Visitor Amenities Within�/z Mile of the FFCC " a �,,R' -��..� � a� :� - � .-� "�, �-1 .� (..= `. • �� '�` .-'� � � � �� .� r•. '�. ► :� {,,`�.�� ` 5 � Hotels � �._ •F� ' '� �!�, �'� � • ��`_t�,�+�; • � 1. �� Restaurants ��',, �-.;�� ' 4�;`�� „ �'Y� . .� ♦ '�` '� f'��. � l�. -�'`ft �� r� 1ki�. r'� (r ` S �� . � . � r i � � �i 4 �� _ f . � ` - l�. r. I r� _ � .r '� � • �� "�" �/*� :� �f � +� ,�,+� �� -v -i ��y 1� ( ` �' r+ - � +.,j�r� � ' �.� Y . -- f �7,_ . �J3�$:- "s� �� i.y'• � �` � s i I � 4�.� _ �q!�� ,�"' � ` �:"'�'.�' ' 'o• �( � �` �FFCC ��'f � .� / ��1� .� .�� ' �t � q��.,-` . ,i.. �x� �� . . ��g � � �� '' �:. K .��«+, i� �,.� �, r -�+ - -i�� ,,i: � _s�� • .� �rG��,__ � - !a` ��►.al[��'�. a �s ti:. � , �}� '� ( 3� ' •t .� ,` .. r� � � �,,� f-��`,�� t�: . �" �.. -� - ,F c � �� • - �-...` �:-�"r -��~ �[ � '� .. ,,. �fA . } �r, �"`x�+� _ , _ �� -;�.:�; .... �E� �':��,��`�- �' � '� � '*�:� - _ `��. `�� , In addition to the approximately 500 hotel rooms, within one-half mile of the FFCC, there are more than 20 full-service restaurants. These, in addition to other nearby bars, nightlife and entertainment establishments provide patrons with things to do pre- and post-event. Throughout the country, spectator/entertainment/arts event venues, such as the FFCC, are often located in downtown central business districts. These locations often provide the highest density of walkable visitor amenities, such as restaurants, bars, nightlife, retail with character, and other such items. The FFCC's location on Main Street in the center core of the downtown is considered an ideal location for this rype of venue in the Dubuque destination. From an industry best practices standpoint, many modern event venues actually integrate street-level retail and restaurant space within the actual event venue itself to capture additional income streams and best utilize valuable street-level square footage in dense downtown environments. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Analysis of Local Market Conditions Page 19 ►�'. FEH�ES1GN � �etsch;:;-.,:;�,ar�_ �.+��:. Conclusions The strength of the local market, in terms of its socioeconomic and demographic attributes, can provide an indication of a community's ability to draw and accommodate large numbers of sports, entertainment, convention, arts, cultural, civic and other spectator event attendees. A community's hospitality infrastructure in terms of hotels, restaurants, entertainment and other such factors contribute heavily to the potential success of event facilities. Throughout the country, spectator/entertainment/arts event venues, such as the FFCC, are often located in downtown central business districts. These locations often provide the highest density of walkable visitor amenities, such as restaurants, bars, nightlife, retail with character, and other such items. The FFCC's location on Main Street in the center core of the downtown is considered the ideal location for this type of venue in the Dubuque destination. The recent addition of local supply of high-quality, specialized event facility products (through the development of the Grand River Center and the Mystique Community Ice Center) is consistent with trends seen throughout the country relating to the development of more specialized facilities to better serve certain tenants and event types, thereby delivering better experiences and greater value to specific consumers (attendees, exhibitors, spectators and participants). The FFCC Arena, like many multipurpose facilities of its vintage, was designed for maximum flexibility, which allows for the technical accommodation of a wide variety of event types and uses. However, given that facility and amenity requirements differ significantly among specific event types/segments, the result of the FFCC's flexibility is a number of event rypes/segments are not optimally served relative to modern industry standards. The development of qualiry convention and ice facilities in Dubuque has relieved the need for the FFCC Arena to accommodate much of its former flat floor and ice events/usage that were critical in previous years. These issues are important in considering future FFCC program and development opportunities. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Analysis of Local Market Conditions Page 20 ►�'. FEH�ES1GN � �etsch;:;-.,:;�,ar�_ �.+��:. 4.0. COMPETITIVE AND COMPARABLE FACILITIES AND MARKETS This chapter provides an analysis of various physical characteristics and resources of both competitive and comparable facilities and communities. The data helps place the Five Flags Civic Center Arena and Theater within a competitive and comparable market context with respect to facility space and other related community features. Data was compiled and analyzed on a set of competitive and comparable arena and theater facilities to obtain insight into the physical and operational characteristics of these facilities. The research and analysis presented in this chapter is divided into the following sections: • Competitive Facilities • Comparable Arena Facilities • Comparable Performing Arts Theater Facilities Competitive Facilities The market potential of the FFCC is affected by the number and type of facilities competing for the finite supply of events,spectators and participants within the regional marketplace. In order to better understand the competition faced by Dubuque and the FFCC, information was collected on the physical and operational characteristics of select venues in the regional area that may compete with the FFCC for events to varying degrees. Exhibit 1 presents the 15 regional arena facilities identified as competitors, their total seating capaciry and their location relative to the FFCC. Exhibit 1 Competitive State/Regional Arena Facilities N.� ......i .. .i..� � v : � "�;"" "`p"°°,,;°" Alls[ate Wena RasemonL IL •.18.500 . ' c� Wells Fargo Arena �es Manas,IA 18,900 . G� Caruer Naxkaye Arena Iwra Ci[y.L4 15,560 Mesaac�h Hil4xi C4�S2um M�25.IA 14�356 neee�s❑� Q uuwa�rker � 5earsCantre FlofMran Es��x IL 11,800 Peoria Civic Cende� Aearia,IL 11,334 -"��'"` iWirele�Csntar Nlofne,IL 9,200 � 9uhuque.lA � W kcnasho � U.$.Cellular GenOer Cerkr RapidS,IA 8,600 � . � La Crosse Centar l.a Gosse,WI 8,000 BM4 Hanis Bank Cmter Rockfad,IL 7,200 I�W A •��n��ntr•�, �� McElroy Rudtorium Waterloo.IA 7.000 � Ma �� ua�,w�n. � ICM9 ArEnO COrOAdIIB,IA fi,216 e � � � '� p Mayo GHc Center Rachester.MN 5,200 _ Da+� Cetlar Ftapid5lCeAferld Cz[Idr Rdpds,lA 4,000 �II � m Buccaneer Arena lkbendale,IA 3,-068 � � � � FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Competitive and Comparable Facilities and Markets Page 21 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: Exhibit 2 Summary of Competitive State/Regional Arena Facilities ., Allstate Rrena Rosemont, I L 163 198fl 18,500 Wells Fargo Arena �es Nloines, IA 193 2065 16.980 Gar�r Hawkeye Arena lowa City, IA 87 798312�11 15,560 Hilton Coliseum Ames, IA 182 1971 14,356 5ears Centre Hoffman Estates, IL 146 2006 11,80� Peoria Civic Center Peoria, IL ifi7 i982 11.330 iWireless Center hRoline, IL 76 7993 9,2�0 U.S.Cellular Center Cedar Rapids, IA 72 1979/2013 8,600 La Crosse Center La Crosse,WI 118 i980 8.000 � BMO Harris Bank Center Rockford, IL 92 9981 7,2�0 McElroy Auditvrium Waterlvo, IA 93 1919 7,000 lowa Arena Coralville, IA 85 2019 6,216 N1ayo Civic Center Rochester, MN 15T i938 5.200 Cedar Rapids Ice Arena Cedar Repids, IA 74 2a�0 4,0�0 Bu�caneer Arena Urbandale, IA 199 1961/2008 3,408 A�erage 128 1981 9,823 Median 118 1982 8,600 Fi�e flags Areria - 1979 4,004 As shown, the capacities of the identified competitive arenas range from a low of 3,400 seats at the Buccaneer Arena in Urbandale, Iowa to a high of 18,500 seats at the Allstate Arena in Rosemont, Illinois. It is important to note that the average maximum seating capacity among competitive arenas is approximately 9,800 seats, more than twice the size of the maximum capacity currently available within the FFCC Arena. Additionally, the Iowa Arena in Coralville, Iowa is currently in the final planning stages and will be open in 2019. The estimated 6,200-seat arena may offer some additional competition for touring events in the future. The only two arenas to have opened since 2000 are the Wells Fargo Arena in Des Moines (IA) and the Sears Centre in Hoffman Estates (IL). The Buccaneer Arena in Urbandale(IA)was renovated in 2008. A summary of recent event activity among a select number of arenas reviewed are presented below and on the following page. • Wells Fargo Arena (Des Moines, IA) —Site of large regional tournaments including NAIA Track and Field Championships, Mid-American Conference Volleyball Championships, USA Volleyball Junior Men's Training, and Penn State versus Ohio State Men's Volleyball. Hosted approximately 145 events in a recent year. • Tyson Events Center (Sioux City, IA) — In recent years has hosted an average of 120 events, drawing attendance of approximately 192,000 annually. • La Crosse Center (La Crosse, WI) — In recent years, the La Crosse Center has hosted an average of 200 events annually drawing an average attendance of 90,000 annually. The Center will soon undergo a $40 million renovation and expansion project. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Competitive and Comparable Facilities and Markets Page 22 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: • Mayo Civic Center (Rochester, MN) —In 2015, the Mayo Civic Center had an estimated $48 million economic impact on the Rochester Community with approximately 265 total events, 40,000 hotel room nights generated, 288,200 attendees to the Civic Center and 17,000 jobs associated with the MCC. • Sears Centre (Hoffman Estates, IL)—In recent years, the Sears Centre hosted a total of 83 events with total attendance of approximately 306,200. Comparable Arena Facilities In order to identify comparable facilities throughout the country, it is useful to understand the seating capacities of arenas currently operating in markets of a similar size to Dubuque. Exhibit 3 summarizes the capacities of arenas located in markets with CBSA (core-based statistical area) populations ranging in size from 30,000 to 500,000. Dubuque and the capacity of the FFCC Arena are plotted and highlighted in the chart below. Exhibit 3 Seating Capacity vs. Population �5eaGng Capacity �CB5A Population 25,000 • 509,000 460,UU0 zu,oaa aav,auo 3B0,9a0 75,W G 360,UG0 260,da0 ia,o-oa — — xo-o,aao 760,060 5,OOG io-o.aao 5a,�9a 6 d } 0 Y Y � 6 � � J �2 �2 y F J s !C Q � � F � � F � a p 2 � 7 4 � 2 J J F J 2 � � 4 7 {� {S � � �- � � I � 2 � d LL c Q ° � ° � $� �v � °� � � - -�4 n � g m � u { � � � E o m � m m o a °i iE � o Y. }� 10 b C � � 4 W L � � �' G 6 T Ei " Ei �Y � ° b � > j � � v ee r � � Q a $ m j a U = m � � W ° m o � �e m � ' � E a E U � � ° 'm .c r � � � N �' m ~ a o V tir m a $ � � � � � I � � � � 'o '� � a � �n s, m � r 'c4 � � � } � � 8 � � � N � N Y J fA m I �5 ''j L7 � N u F � i � z � � n a N V � - � o - Y C U 9 Q U y C q d 4 t N The total average seating capacity among the markets presented in above is approximately 8,200. Of the 94 markets and facilities plotted, Dubuque ranks 90t" in terms of CBSA population size. When organized by seating capacity, Dubuque ranks 815t. Although there are several examples of large arenas in smaller cities, as well as small arenas in metropolitan areas, there is a general trend to have larger capacity venues FIVE FLAGS Livi��iv i�rc,vS��i�IENT AND STUDY Competitive and Comparable Facilities and Markets Page 23 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: in more densely populated areas. Relative to comparable markets throughout the country, the seating capacity of the Dubuque Arena ranks at the low end of the spectrum based on the market's CBSA population as well as arena seating capacity. Certain inferences can be made by reviewing arena facilities operating in markets throughout the country of a similar size or geographic positioning. Each of the 18 listed facilities is located in a market that is similar to the Dubuque area, with respect to population size, geographic proximity to other metropolitan areas, and/or facility size/characteristics. As available, physical facility and operational data was obtained and analyzed from these facilities. Exhibit 4 summarizes key characteristics of each comparable facility. Exhibit 4 Comparable Arena Facilities—Summary - ..- - Infinite Energy Arena ❑ulufh; GA 1992 13,000 Ford Center Evansville, IIV 2Di 1 11,Ofl0 American Bank Center Corpus Christi,TX 2004 10,fl0� Kay Yeager Coliseum Wichita Falls, T7t 2D03 10,fl�0 Tyson Events Center Sioux Ciiy, IA 20D3 9,657 Ford Arena Beaumont,T7t 2�03 9,0�0 Propst Arena at V8C Huntsville,AL 1975 9,fl00 US Cellular Coliseum Bloomington, IL 2D06 8,fl00 Mid-Ameri�a Center Council Bluffs, IA 2Q02 8,000 La Crasse Center La Crosse,WI 1980 8,flfl0 8udweiser E�ent Center Loveland, CO 2Q03 7,200 Sih+erstein Eye Centers Arena Independence, Ma 2D09 7,flfl0 5wiftel Center Brookings, 5� 2Q01 6,500 Verizon Wireless Center Mankato, MN 'f995 6,5fl0 Prescott Valley Event Center Prescott Valley, AZ 2006 6,20� Sanford Center Berridji, MN 2D10 6,0�0 United Wireless Arena Dodge Ciry, K5 2011 4,935 Central Natianal Bank Center Enid, OK 2D13 3,78� A�erage 24a2 8,Ofl0 Median 20Q3 8,a00 Fi�e Flags►Arena 1975 4,flU0 As shown above, each facility displays the location, year opened and maximum seating capacities. The 4,000 seats at the FFCC is most comparable to capacities available at the United Wireless Center in Dodge City(KS) and the Central National Bank in Enid, Oklahoma. Excluding the FFCC, with the exception of four, all of the comparable venues have opened since 2000. The average seating maximum seating capacity among comparable arena facilities is approximately 8,000 seats, two times the current maximum capacity of the FFCC Arena. The FFCC Arena ranks second to last among the identified comparable facilities in terms of maximum seating capacity offered. Case study information pertaining to a selection of these facilities is provided at the conclusion of this report in the Appendix A. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Competitive and Comparable Facilities and Markets Page 24 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: Demographic Benchmarking A primary component in assessing the current success of the FFCC Arena as well as the potential success of a renovated/redeveloped arena in Dubuque is the demographic and socioeconomic profile of the local market. To gain an understanding of the relative strength of the Dubuque market area, it is useful to compare various demographic and socioeconomic characteristics among the comparable markets supporting similar arena venues. Exhibit 5 summarizes the population, average household income, median age and corporate base present within the city, 30-minute drive time, 90-minute drive time and 180-minute drive time of the venues in the 18 comparable markets, as well as where Dubuque fits in relative to those comparable markets. Exhibit 5 Comparable Arena Facilities-Demographics Summary . �: : � - - �. . � � . � ..- -� . -� . . Population City 14,3�� 332,4p0 177,40a fi3,00� 61,1Q� 34°Io 11 3aMinute Drive 38,2D0 1,7D5,3D� 243,200 299,100 134.3�0 55°I� 13 9�Minute�rive 16T,60fl 6,520,500 662,60D 1,5D5,4D0 1,2T6,9Qa 193°k 1fl 18D-Minute Dri� 1,261,6Dfl 18,4fi�,9D� 2,423,500 5,987,200 8,539,2d0 352°k 6 Ar►erage Household Ineome City 551,9�0 $86,8�� $55,10� �64,100 563,7QD 11fi°Ia 1Q 3aMinute�rive 563,904 $95,100 $70,OOD $68,600 569,3flD 99°I� 10 9aMinute�rive 561,500 $82,000 $74,50D $71,500 ST5,30a 101°0 8 18D-Minute Dri� 567,7D0 $84,3D� $83,900 $70,700 �79,500 95°1n 7 Median Age Clty 25.1 44.7 35.3 35.8 38.9 110°Ia 4 3�Minute�rive 3D.6 39.3 35.4 35.8 38.9 11D°W 3 9�Minute�rive 34.5 43.Q 36.7 37.3 4D.1 10996 4 18D-Minute Dri� 33.8 39.1 37.8 37.7 38.8 1�3°In 2 Corporate Base c�ry �,�aa ��,oao z,600 z,zoa z,aoo 108°la �a 3�Minute�rive 1,50fl 72,400 5,30D 1ff,30U 5,64D 106°W 11 90-Minute Drive 8.600 239,800 27,0�0 37,100 51,3fl0 190°10 10 18D-Minute Dri� 52,4D0 640,6D� 267,300 208,80U 324,500 120°Io 4 Source: Esri�emographic Report.2017 As shown, the average population within a 30-minute drive of the comparable arena facility markets is 243,200. Dubuque has a population of approximately 134,300 within a 30-minute drive. When considering city and 30-minute drive times, Dubuque ranks below the average comparable facility market, but consistent with the median comparable market. However, the estimated 8.5 million population within a 180-minute drive of Dubuque ranks more favorably among the markets reviewed. Average household incomes, median age and corporate base are also displayed to help better demonstrate the market conditions of Dubuque relative to the 18 other comparable facility markets. The average household income within the City of Dubuque and corporate base is slightly higher than the average among the markets reviewed. These factors are important when considering the potential disposable income among residents and sponsorship/naming rights opportunities among local businesses. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Competitive and Comparable Facilities and Markets Page 25 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: Event Level Benchmarking In addition to the surrounding market demographics, it is also useful to analyze event and attendance levels of comparable arena facilities. Exhibit 6 presents the event and attendance levels at 13 different comparable facilities for which data was made available. Exhibit 6 Comparable Arena Facilities—Recent Year Event and Attendance Levels Total Total . . .. � . • Events Attendance Faciliiy A 39 17 2 25 71 55 209 685,200 Facility B 57 23 16 22 45 9 172 675,686 Facility C 38 50 19 0 0 24 131 334,305 Facility D 36 13 17 8 39 3 116 297,647 Facility E 40 9 6 15 19 23 112 326,127 Facility F 0 20 7 72 5 0 107 441,251 Facility G 33 12 11 17 10 20 103 383,300 Faciliiy H 42 14 17 5 12 11 101 357,881 Facility I 45 17 3 6 21 8 100 826,289 Facility J 38 16 23 7 4 11 99 384,521 Facility K 54 13 8 3 9 8 95 362,909 Faciliiy L 5 7 20 20 15 26 93 215,113 Faciliiy M 36 12 1 5 0 1 55 328,407 Average 36 17 12 16 19 15 115 432,203 The average comparable facility hosts approximately 115 events annually. This level is nearly two times larger the 66 events that were held at the FFCC Arena in FY 2017. Among the average 115 annual events of comparable facilities, approximately 31 percent were Tenant Sports, 15 percent were Concerts, 10 percent were Family/Ice Shows, 14 percent were Non-Tenant Sports, 17 percent were Civic/Religious events and 13 percent were Other events. The FFCCs lower event levels relative to the identified comparable facilities is due in large measure to its lack of a major primary sports tenant and industry substandard condition of the facility. In consideration of this, it is our opinion that FFCC management has done well to attract the events and attendance that it has in recent years. The comparable venues analyzed generated an average of approximately 3,760 attendees per event, resulting in approximately 432,200 attendees annually. The FFCC Arena in comparison generated an average of approximately 1,050 per event (72 percent less) and approximately 69,500 total attendees, which ranks last among compared arena facilities. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Competitive and Comparable Facilities and Markets Page 26 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: Penetration Analysis Another helpful exercise in identifying a market's seating venue capacity and appropriate positioning is a market penetration analysis of select comparable facilities and their capacities in relation to their market population. The exhibit below presents each selected comparable facility and total capacity relative to their market size within a 30- and 90-minute drive time compared to the FFCC and Dubuque market. Exhibit 7 Comparable Arena Facilities-Population Market Penetration � : . �� _ . Ratio of fiatia o# Total Population Population Market Facilrty Capacity Popufation ta Capaaty Papulation to Capacity �ulum,GA Infinite Energy Arena 14,8Q0 1,7Q5,318 115 6,520,544 441 Independence,MO Silvers�in Eye Centers Arena 9,167 1,173,�14 128 2,&72,710 306 Council BlufFs,IA Mid-America Center 11,TT0 83D,085 71 1,5�5,375 128 Lo�eland,C� Budweiser Errent Center 9,000 59i,185 86 3,959,Q25 44U Corpus Christi,TX American Bank Center 9,341 4fl7,640 44 736,345 79 Huntsv�lle,AL Propst Arena at VBC 6,539 4fl5,547 62 1,555,971 238 Beaumrnt,Tx Ford Arena 10,000 3i48,702 35 3,333,928 333 Ewnsville,IiV Ford Center 13,0�0 299,101 23 1,004,563 77 5ioux City, IA Tyson Events Cen�r 7,DD0 243,159 35 662,627 95 Bloomington, IL lJ5 Ce9lular Cdiseum 9,146 192,852 21 1,686,981 184 Wichita Falls,TX I(ay Yeager Cdiseum 13,295 152,335 11 636,660 48 La Crasse,WI La Crosse Center 19,100 13&,610 7 fi51,376 3�4 �ubuque, IA Five Flags CiHc Center 4,000 134,327 34 1,275,858 319 Prescatt Valey,AZ PrescottValey EventCenter 9,996 132,021 13 1,851,785 185 Mankato,MN Verizon Wireless Center 15,900 111,061 7 1,91D,272 12� Enid.OK Central Natianal Bank Center 15,951 66.504 4 993.372 B2 8emidji,MN Sanford Center 14,8�0 45,501 3 187,550 11 Braokings,S❑ SwiRel Center 13,OQ0 44,675 3 497,412 38 �odge City, KS LJnited Wireless Arena 23,50� 38.246 2 179,043 8 Average{1] 12,52D 384,fi40 40 1,7D3,090 760 Average{2) 13,120 175,020 2il 964,15a 90 30-lufinute Market Penetration[1) 3,�0 N�te:Ratiosindica[ethe ratio of pep�ation to sea[inp,�apa�ity.The 30-ininuteand 40-minute radii represent�on�entri�ringsfrom ea�h 30-Ninute Market Penetration(2) s�� market'seventfa�ility. 90-luSnute Market Penetration{1) 7,�0 [1)Exdudes�u6uque 90-hlinute Market Penetration{2) '�4,�9� [1)Fxduding�u6uque and marketswitha 30-minutedri�e populativn AVERAGE $��] �ver500,�00and1vr94minutedrivepopulatianover2,000,00U. Saurce:Esri2D17 As shown, the average arena capacity among comparable markets approximates 12,520, and 13,120 when excluding markets with a 30-minute drive population of over 500,000 and/or 90-minute drive population over 2.0 million. Utilizing the ratio of population to capacity among markets reviewed and applying this to Dubuque's 30-and 90-minute drive populations respectively, it is estimated that an arena venue in Dubuque could support a total capacity ranging from 3,360 to 6,720 based on the population within 30 minutes of the FFCC, or between 8,000 and 14,200 based on the population within a 90-minute drive. Importantly, the analysis in Exhibit 7 does not take into consideration demand specific to the Dubuque market, local or regional competition for events or other such factors, and is purely presented here to provide context for a discussion on potential supportable capacities at a new or expanded arena in Dubuque. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Competitive and Comparable Facilities and Markets Page 27 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: State-of the-Industry Arena Facilities The following information has been assembled to highlight key nationwide industry trends as they relate to modern arena facility design, functionality, amenities, and aesthetics. The difference between the current condition of the FFCC and these modern facilities that have been built throughout the region and country begin to bring into context some of the competitive challenges the FFCC increasingly faces for retaining current and attracting new events and attendees. A) Entry In today's modern event facility design, facility entries are more than mere portals to exit the outdoor elements. They are showpieces that tell an attendee"you've arrived."They are identifiable at a significant distance so that attendees are not left wondering where they should enter the building; entries typically include significant glass elements that permit significant lighting for the interior, but also provide those outside with glimpses of the exciting activities going on inside. There should always be ample plaza space for gathering and queuing, and ideally there exists a vestibule to help in maintaining the interior temperature and humidity levels. Examples of state-of-the industry entries, in comparison to the current FFCC entry, are provided below. Exhibit 8 Comparable Arena Facilities— State of the Industry Comparison—Entry _.� xR .... r r- '�� :.I _�q�� "' —=�. . � - '�J!'_._;��•'--�---��=o�l-�_ ... ' � . � .; ��a`.,`',_„�.?�.�:..x __ , , -"" Ifll�:4�� '� �: � � , � � � � rdC��:._ .`r��+� ..��. . i ��, •r_:�` . ... _dj�� i � -:,j.. .�'.. �..•,...��:5 . �n r R.� . .' . '�'`- "P' :.t.i �,.' �q., -.�-: � ..1 _ .�;; ��:�, `�.' . � �■ ,tit� � � ��N�' yPqQ�'�' - ... . ., �� ^� r��' �tr �. , . . � � �� : � a ./ .� A v�� -�" Y� ' �'��f . / � ��,�� -�, I ` I ' I -' �' � : , , . .'=�:� � : : � . .��R�+- , � ,, . — :��,i- � M�'��.. a ' ' f ��r�w;' 1.v � 1 ► r�I^�..- �� ,e� � . �- �lA�� ' . �:� , ' ' `r ' • ^ s_ . �:=�',:3:°5:� ---�� - iniii��ia • ' .f�l�� .:,�� -.� �� r.J . � i _ . _.� � -- As shown, the current entries for the FFCC are undistinguished, as they are in the middle of the structure with limited noticeable signage. The entries consist of aging storefront glass with no architectural or lighting enhancements, reflective of a typical industrial and utilitarian design of the FFCC's vintage. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Competitive and Comparable Facilities and Markets Page 28 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: B) Entry/Lobby Modern lobby design includes areas that are spacious, well appointed, well-lit with natural light as well as LED fixtures, and display informative and visually pleasing signage. Finishes are more upscale nowadays, and the generous amount of space provides for not only significant gatherings, but also can double as its own event space, offer areas for sponsor displays (revenue generation), and provide enough space for event producers to host their own sponsors, merchandise sales, or other promotional activities. Exhibit 9 provides examples of these designs. Exhibit 9 Comparable Arena Facilities— State of the Industry Comparison—Entry/Lobby �� y � `�`'��E #��--� ,i I "�`]l�[`� ' ' � . ' ��°�� I'f'�K 1.. ...y�•, �� I F� � -��.._. -�4 t I � r_ � � � � ' r � �� f i � . �+.1� � �� , � � � , �. • ' �__ ' r � ... .._ '_- . � � f �+•'.c .r�� °""'°�•� �. ;" � r: ,tr _ � 1 , � -+' ' :�� : � � _ .� i � y. \ _� . t �. . � --- � r "�'.. � t .►�"f�p''.'1 �: -.. � !a ' � •� � �� '� - - � _ _ �� ,� .�`i `"-r�r.,� � ++ �� ', - i f i.. i� � �1E�i � �'��'�v ,h �;] �� _ �. .�. � - } j.., .ti �� `rp + R`� �..� c-•- f -- �-- � ..� . .�l .. . The FFCC offers an outdated lobby that does little to enhance the overall guest experience, relative to more modern and state-of-the-industry venues noted above. In the FFCC, there is no clear "front door" and, given the compact overall site, functionality and layout is considered industry substandard. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Competitive and Comparable Facilities and Markets Page 29 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: C) Concessions Food service is continually evolving and becoming an increasingly critical element to facility operating profitability or cost containment. All-inclusive pricing that includes admission ticket, parking and food and beverage is gaining traction, necessitating the design of buildings that create neighborhoods or zones conducive to facilitating different levels of seating, price points and amenities. Mobile apps are being used to order food and beverage from your seat that may be either delivered by the arena staff or picked-up in a special line, bypassing the general concession crowds. Digitized menu boards are being used to employ dynamic pricing and/or food offerings depending on demand. The fare being offered at sports and entertainment arenas has expanded considerably from hot dogs, hamburgers, popcorn, nachos, sodas and beer. Today, sports and entertainment arenas are offering a much more diverse food and beverage menu that offers farm-to-table concepts, local craft beers, partnerships with famous chefs and other concepts to drive value for the food and beverage experience. Exhibit 10 displays some examples below. It is important to note that not every arena should feel compelled to do everything mentioned here, but should consider what would work best in their particular marketplace given the event activiry, tenant partnership, and available resources. Exhibit 10 Comparable Arena Facilities— State of the Industry Comparison—Concessions � � " _ .. � -��` I ^il~ F k . �� _ "1 t� �` ~� —' �� L : � KM$}�1!' . �1. _� �' •. _ '-r . �� f::-�'� � - � _ � r..'� ,�� _ -- , �� hir� ° �^�y�5.5_�� .� �� —-� '' - f'r.�'... .. _:P�:=F � A � � ��:- �: � l � � � ��-. � . � _ _. . - — - - � '�-�►.�� - .�ri r.a.� . . , � _ _ - � �tr w t - ; e •� � ;�, � v - .,e. eP + AiJSal1;]i�lr��71J�R��'�J�� . Updating food and beverage and other hospitality-related options offers the FFCC a significant opportunity for future attendance growth and revenue generation. The FFCC Arena offers fewer points of sale and lacks many of the technological and sponsorship/branding implementations that other modern arena venues in operation throughout the country do. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Competitive and Comparable Facilities and Markets Page 30 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: D) Capacity/Seating Many arenas are being designed with state-of-the-art retractable seating in the lower bowl to provide flexibility to provide larger floor space for certain events such as motor sports, equestrian events, consumer shows and youth athletic sport tournaments. Many acts in the concert industry are moving towards a general admission floor seating model for small to mid-sized acts. Retractable seating that can expand the general admission floor capacity on an arena floor increases the marketability of the venue for additional concerts. Retractable and fixed seating is also cushioned with cup holders for each seat. Newer and renovated venues are typically designed to include state-of-the art curtaining systems that allow arena management to effectively reduce seating capacity of the venue by curtaining off the upper bowl or providing half-house or theater-style configurations within a larger arena. The rigging capacity requirements for sports and entertainment venues are increasing as concert and other entertainment event shows become more elaborate, requiring more sound and lighting equipment to be hung from the structural support. Modern arenas typically have rigging capacities often exceeding 100,000 to 125,000 Ibs. Exhibit 11 shows multiple examples of state-of-the-art seating bowls as well as the FFCC Arena to provide a basis of comparison. Exhibit 11 Comparable Arena Facilities— State of the Industry Comparison—Capacity/Seating - - T��-� =w '� ,/°� - �, --- ....-. ��,_-. -.�.. _ - - ...• - � - �;." .�� `r�a,� ,�- ..� , �� -�.:� . ..` .,.. y . . . . .:�� ' �P�nti�;:� -r.. . .*pA�. • - �-� _ - � }.�.�'� k :��,�,:..: � � �` _ ._ :�:� .�, '�... .F � � .,;, . .�_ .� ��-' :� : � , i �.` z y ��,�IJ� ��'j�' �� ;. ; •�i, '-•-• � " • i � } {} L tiz:' �� • ` _. �'.. xti�(�7��1y1i1 �� • �d . �� ' ��`��' ae. .�r� . � ,�� `.C� � -"rFs '��;' 's:J � ��, � R..'.: •,' L':•�``�.�4-"."'� � � " �.Y_ �� F. .,R �'..� �Lryf.:r �� ` ��` rr.,'''.- }P:'�, r , ;�'�`yl- .�-' :�[� �l� I'�� _..�.-..--,�,�.41�•��f r°� ' ''� "`ti -, � , .�,�,. 'P � � ��'" '� ��.' �� ..�:.!.�; a�i.t i.� ' �•. fi., t; � ,�, ��i _ � a ,s -� �� ••-• �`��.�.• • �";�� e � +�' I •��.: ,r•� l ��Rkfµ�,H . �fH/1Ht� p�°P.a.�-��'i��m., � c� � �� '::I-.: - -�'�� '+�[f-� ��'�� --'te �' i��'` �R� t.,. - *-� f i :�.. n — � � .�� - �� - � Lf.ii� I �- :mr, �� Ly� � ' _._._.._.._�I:wr..:.��"�- `� :�:.:;_;. �il �ar:a,�+��.�.: rA , *�"..� �.:.r:�'_• � `z', t � •.�� .��;:o,., _.�.. IMs+; �;1 � ,_x�s,,,'.-;-'._.:��,..,., a , ��*,, l � �� ,. :��s, ,�- �.. �:� i ��, .:r,�r��.s. ,��.:�.�`�-" �:� 1�--� ' �. . .��?�r ,;�. s._ - - --�d�i_ .�- � ..�,��: :iG�. �i lF-:. -- r _ r. }�, � __��'.�4�Y ' �,'•� � (� �� - _ _ '.,� 1 �� I }' 4��4 I r ~� r� _ t ��Y Sy. ' r ` �f` ' 4 .; -�r- � . s ; .�i��: � •�;=�i � t�-� - � ,.. + ' � _ ''':� �r�'.r:l� . ,. ,:;�,- - -- .� � � FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Competitive and Comparable Facilities and Markets Page 31 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: E) Premium Seating & Premium Areas Diversification of premium seating products from more traditional suites and club seats to include loge boxes, theater boxes, ledge tables, courtside clubs and other products that provide a broader spectrum of experiences and price points to more effectively penetrate the market and maximize revenues. Past conventional wisdom designed premium seating on an exclusive mezzanine-level seating area. Now premium seating patrons are demanding the best seats in the house and premium inventory is being designed in the lower seating bowl and at courtside/on-ice locations. Bunker suites, courtside clubs, and clubs seats in the lower bowl are all designed to bring the highest-paying customers closest to the on-court or on-ice action. Exhibit 12 provides examples of premium seating options in newly built arena facilities. The FFCC presently lacks premium seating and could be an important consideration with any new/expanded Arena venue in terms of enhancing revenue streams and positioning the venue to potentially attract one or more minor league sports tenants. Exhibit 12 Comparable Arena Facilities— State of the Industry Comparison—Premium Seating � � � � � �• � � i � ��. + ��!` � �� . . � r . �-._ ` � i � � ' � ��'. ,� � � � � . . . 'I:�'=.. � �� _ � l=l E ��.��!��:� i ,. �. _�-- �-. ��s�`�_...__a� 'u. . -r� �.-:= .•��• . , I � - - r''.��• -- _ ,J...�� I �� '�� j :4�„ ` � ' _ 4�: � + ■� - _ � y�� w�.�� „ � �--:r� � . ,�, ` _ �• �/'�, :� � . _ �� '��.'�` ,,: :; . . _ . '��.kl.. ■ r w' -�'.r��i_V , _ � . ��r�.�,' 1k:i�1�''''\Fr: FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Competitive and Comparable Facilities and Markets Page 32 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: Incorporating a founder's suite program or building signature partners into the design of a facility is being done to maximize private revenues raised to fund the construction of public assembly facilities. Even on a more simple note, having a club or other entertainment space for the highest paying ticket holders is now the standard in modern arena designs, a few examples are shown below in Exhibit 13. These areas will have upscale finishes, restrooms, food and beverage offerings, multiple television screens, and well attired and engaging wait staff. Ideally there is a view to the bowl, but in a situation when this is not possible due to design or space constraints, this club or entertainment space is within a short walk of the premium seats. Exhibit 13 Comparable Arena Facilities— State of the Industry Comparison—Premium Areas r�� . _ � y1 -=.�� '1l�t �1� �..� � f: ':� I.�' � �� T X�., ' r -,�l`� 1 �t ^ � � ��: •�� L l�� y � _ - �-- . �:�� .�.�. Y �� `� �'� � .�, .� �� `� _ �� _ -; ��"=,�s �_ � ! !. . �� I rry�4 ' . . rr p �',-- � � 7Yg� ��..1��Y`;� ..,:�...� �� ..-�. � �.. � ��r� P'- ',.��w �`: �� -A '��. yy,r�� L� ., . i i�� —� �� -- - ��--- � e . _ � _ ��- � - - { _"� '� .� :- - � �r - r � i `.,�{`��f .,.iFs�tN��. ^ _ ' ' :-�:� -��.� �� .•• i t , ,� ��_ � �� L� iJ�. � �:--- r..�� ° FE'Ff.t'e'c � . �r.�yr�_' � 6 � " .�— — � i = ;.,�.� � � � �- _ ��`��.._. �c. - .��.'�r: -. °r:- .. _ ,�.,�,; -, i �.�— _ ��. � � x'�'x— � - � ri.a� �- �.. �,_" __ �5�;;�' � � _ , � . - , ., g�-.;� �T r ili . �r��ii- i':� r�irll - .'. G � �'' . f T� � . � FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Competitive and Comparable Facilities and Markets Page 33 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: Comparable Theater Facilities Additionally, certain inferences can be made by reviewing theater facilities operating in similar-sized markets throughout the country. The facilities reviewed were selected based on their characteristics, mission/market orientation,total seating, and the size and location of the markets in which they are located. Exhibit 14 summarizes the key characteristics of the 17 selected comparable facilities and markets analyzed. Exhibit 14 Comparable Theater Facilities—Summary . .- - - ❑urham Perforrring Arts Center ❑urham, NC 2�08 �,712 I[ay Yeager Coliseum Wichita Falls,TX 1927 2,700 Ameri�an Bank Center Cvrpus Christi,T7C 1979/2004 2,5flfl Adler Theater ❑avenpart, IA 'f931 �,400 Coronado Performing Arts Center Ro�kford, IL '[927 2,31fl Event Center at Verizon Wireless Center Mankato; MN 2�1E �,100 Rialto 5quare Theatre Joliet, IL 1926 1,966 Mark C. Smith Concert Hall at V8C Huntsville, AL '[975 1,955 Wagner No�l Performing Arts Center Midland,T?C 2011 1,800 The Georgia Theatre Aihens, GA 'f977 1,Oflfl Barrymore Theatre Madison, WI 1929 800 Peery Egyptian Theater �gden, U"f 1924 800 The Bijou Theater Knoxville,TN 19D9 75fl lnfinite Energy Theater ❑uluth, GA 20Q3 708 Paramount Theatre Saint Claud. MIV 1921 70� Oshkash Grand flpera House Oshkosh, WI 1883 688 Sioux Falls Orpheum Theatre Center 5ioux Falls, 5D 'f913 688 A�erage 1945 1,B00 Med ian 1928 1,800 Fi�e F1ags Theater 1910 111 The facilities listed above comprise a broad range facilities—from historic theaters to recently- constructed/renovated theaters, some also share a facility with an adjoining arena venue. These theater facilities are analyzed to help benchmark the operations, event levels and financials of the current and potential future scenarios of the FFCC Theater. The total seating capacity ranges from 688 in both the Oshkosh Grand Opera House in Oshkosh, Wisconsin and the Sioux Falls Orpheum Theatre Center in Sioux Falls, South Dakota to 2,712 in the Durham Performing Arts Center in Durham, North Carolina. The average total capacity is approximately 1,600 among the select theaters. As a historic theater with an emphasis on local arts productions and uses, the FFCC Theater ranks near the bottom relative to the comparable set of facilities reviewed. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Competitive and Comparable Facilities and Markets Page 34 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: Demographic Benchmarking A primary component in assessing the current success of the FFCC Theater as well as the potential success of a newly constructed/renovated Theater in Dubuque is the demographic and socioeconomic profile of the local market. To gain an understanding of the relative strength of the Dubuque market area, it is again useful to compare various demographic and socioeconomic characteristics among the comparable markets supporting similar theaters. Exhibit 15 summarizes the population, average household income, median age and corporate base present within the city, 30-minute drive time, 90-minute drive time and 180-minute drive time of the theater facilities in the 17 comparable markets, as well as where Dubuque fits in relation to those comparable markets. Exhibit 15 Comparable Theater Facilities-Demographics Summary - - - . Population Ciiy 30,000 332,400 145,90D 129,800 61,10D 42°Io 16 30-Mi nu[e Drive 111,�00 1,705,30d 499,100 353,2D0 134,30fl 27°� 17 90-Minute�ri�,e 559,900 9,&63,106 2,996,900 2,231,9a0 1,276,900 43°k� 14 18aMinute Ori�e 1,489,200 18,&77,10U 9,56D,400 8,674,7D0 8,539,20fl 89°� 1� A�erage Household Incvme City �54,400 $90,606 568,300 565,OU0 563,700 93°k� 11 30-Minute�ri�e $64,100 $95,300 577,9�0 576.3a0 569:300 89°Io 15 90-Minute Dri�+e $61,800 $97,500 577,800 $75,460 575,300 97°Io 10 18aMinute�ri+�e $63,800 $86,'f06 577,20D 580,560 579,50D 103°/0 10 Median Age Giiy 26.7 38.9 33.7 34.4 38.9 116°Io 1 30-MinuEe Drive 31.0 39.8 36.0 35.8 38.9 11}8°� 4 90-Minute�ri�,e 30.2 42.2 37.5 37.7 40.1 167°k� 3 18aMinute Drive 30.5 40.3 37.1 37.8 38.8 1p.5°� 3 Corporate 6ase City 1,600 12,006 5,900 4,660 �,800 47°k� 15 30-Minute�ri�e 4,50� 72,40U is,zoa 12.4a0 5:60fl 3t°Io 1B 90-Minute�riue 20,400 33fi,000 107,700 77.660 51,30D 48°Io 13 18�-Minute�rive 54,800 645,40Q 334,1�D 330,30� 32Q,5�D 96°/0 10 Saurce: Esri,2�17 As shown, the average population within a 30-minute drive of the 17 comparable theater facility markets is just below 500,000. Dubuque's population of approximately 134,300 within a 30-minute drive of the Dubuque area is at the bottom of comparable markets. Additionally, Dubuque ranks near the bottom for city, 30-, 90- and 180-minute drive times based on population size among comparable markets. Average household incomes, median age and corporate base are also displayed to help better demonstrate the market conditions of Dubuque relative to the 17 other comparable facility markets. r1VC rLHbJ l.1Vll.I.CN I CK HJJCJJI°ICN I HNU J I V UY Competitive and Comparable Facilities and Markets Page 35 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: Event Level Benchmarking In addition to the surrounding market demographics of the selected theater facilities, it is also useful to analyze event and attendance levels of each venue. Exhibit 16 presents recent year event and attendance levels at eight different comparable theaters in a recent year. Exhibit 16 Comparable Theater Facilities—Recent Year Event and Attendance Levels Total Total • • • • Events Attendance Facility A 7 39 66 29 141 412,000 Facility B 20 28 5 31 84 65,711 Facility C 24 32 16 6 78 174,594 Facility D - - - - 74 66,667 Facility E 4 21 12 24 61 77,313 Faciliiy F 25 21 9 1 56 100,000 Facility G 20 11 6 - 37 60,814 Faciliiy H - - - - 25 30,387 Average 17 25 19 18 70 123,436 Among the comparable facilities reviewed, there was an average of approximately 70 events each year, of which, approximately 24 percent were Tenant Performances, 36 percent were Concerts, 27 percent were Non-Tenant Performances and approximately 26 percent were Other events. FFCC Theater in comparison to the other facilities ranks eighth in total number of events in FY 2017, a total of 38 less events than the average. The comparable venues analyzed generated an average of approximately 1,780 attendees per event, resulting in approximately 123,400 attendees annually. The FFCC Theater generated an average of approximately 870 per event with a total attendance of 27,680, approximately 78 percent less than the average of comparable theater facilities. r1VC rLHbJ l.1Vll.I.CN I CK HJJCJJI°ICN I HNU J I V UY Competitive and Comparable Facilities and Markets Page 36 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: Penetration Analysis Another important measure of a market's seating venue capacity and position is a market penetration analysis of select comparable facilities and their capacities in relation to their market. The exhibit below present each selected comparable facility and total capacity relative to their market size within a 30- and 90-minute drive time compared to the FFCC and Dubuque market. Exhibit 17 Comparable Theater Facilities-Population Market Penetration � :. � �� : .. Ratio of Ratio of Tota{ Population Populatian !�lFarket Faeility Capaeity Papulation to Capaciky Pvpulation to Capaeity Dululh,GA Infinite Energy Theater 7D8 1,T05,318 2,409 6,520.544 9.210 �urham,NG Durham Perfarming Arts Cerrter 2,712 1,Q39,832 383 4,328.171 1.596 Knoxville,TN The Bijou Theater 754 6�9,186 812 1,664,193 2,219 Dgden,UT Peery EgyptianTheater 899 567,331 7D9 2.643,155 3,304 Madison,WI Barrymorelheatre 800 517,033 646 3.342,9TT 4,779 Corpus Christi,l7( American Bank Center 2,50D 407,640 163 736,345 295 Huntsville,AL Mark C.5mith Cancert Hall at VBC 1,955 445,547 267 1,555,971 796 �a�enpar� IA Adler Th�ter 2,440 341.446 142 1,328.774 554 Midland,T)C Wagner Noel Performing ArtsCenter 1,840 328,992 183 559,861 311 �shkosh.WI Dshkosh Grand Opera House 688 299,835 436 2,553,438 3,711 Athens, GA The Georgia Theatre 1,09� 264,224 264 4.D14,593 4,p15 Sioux Falls,S� 5ioux Fals Orpheum 1?le3tre Center 688 �A3,159 353 652,627 963 Saint Gloud,MN Paramount Theatre 704 244,89U 293 3.551,547 5,�74 Wi�hita Fal[s,TX Ka Yea er Caliseum 2,TOD 152,335 56 636,66a 236 Duhu ue,lA Five Fla s Theater 711 134,327 189 1,275,858 1,796 Mankata, MN Event Center at Verizan Wireless Center 2,1Q0 111.061 53 1,910.2?2 910 Average{1y 1,490 479,880 47U 2,400,B1U 2,49Q A�erage{2y i,540 274 384 78� I 1 367 75a 1 140 3(!-Minute Market Panetration(1} ?QQ N�[e:Raciosindica[etliera[ioof populationtoseatingcapacity.The39 3Q-Minute Market Penetration�2} 7r� �n��[eand90-m�nuteradiirepresen[concentri�ringsfromeachmarkei's ent faeili[y. 90-Minute Market Penetration�1} 518 �eliExd�des0�huq�e 90-Minute Market Penetration(2} T,120 (21E.duding�ubupueandmarke[swi[ha30-minu[edrivepopulaFionorer Snn,r]oO a nd�or 96min u Ee d r ive populatlon wer 2,�OO,DoO. AVERAGE BZfl Scurce Esr12017 As shown, the average theater capacity among comparable markets approximates 180, and 1,140 when excluding markets with a 30-minute drive population of over 500,000 and/or 90-minute drive population over 2.0 million. Utilizing the ratio of population to capacity among markets reviewed and applying this to Dubuque's 30- and 90-minute drive populations respectively, it is estimated that a theater venue in Dubuque could support a total capacity ranging from 290 to 750 based on the population within 30 minutes of the FFCC, or between 510 and 1,120 based on the population within a 90-minute drive. As previously noted, the analysis does not take into consideration demand specific to the Dubuque market, local or regional competition for events or other such factors and is purely presented here to provide context for a discussion on potential supportable capacities at an arena in Dubuque. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Competitive and Comparable Facilities and Markets Page 37 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: State-of the-Industry Facilities As was shown with respect to arena facilities, the following information has been assembled to highlight key nationwide industry trends as they relate to modern performing arts theater design, functionality, amenities, and aesthetics. A) Entry In today's theater design,facility entries tend to be signature pieces that are visible from a distance, clearly indicating to the arriving guest where to go. Exhibit 18 displays a few examples of this. They may be large, modernistic glass edifices, or they could be a stone fa�ade with arched openings leading to the entry doors. There are many times canopies protect arriving guests from the elements, while a marquee above the entrance both informs patrons and acts as a beacon for arriving guests. There may even be lighting elements that highlight the area, indicating to guests their destination. Ideally there will be a vestibule at the entry that will allow better control of interior environmental conditions. Exhibit 18 provides examples of state-of-the-industry theater entrances relative to the FFCC Theater entrance. Exhibit 18 Comparable Theater Facilities— State of the Industry Comparison—Entry � - :�. �i. - -�_ � `. , � �.� I �� : �� , ' �� K P(�, . r 4f;�•• �. '� __. -- ' i ��' •�_R I ��. '+�. _ ,.�8 �F--�-- � � � �� i ,8€,��i' [E� ,......,„ - � � ,'+�r- r.�,+, . .� �� .�__ �. ��.. • ,i� �.� . • �f �"� ,,;;< ' e.!�a �� r�_ I.�� "�-�- � ! 1.�,�; _ � =:�-�,-,..•. - �.. . -'=---' - T . � `!�_r� -�. �,F•,- � ^ " —' J� � �_�_ -_ "� � _ _ �� _. Yy �_rti��_� .r �- l- - i'--. . ,� .�� _ __ �- _ _.- - � _.,.r�..� �,,. - - - �- � i =';i`•. .a=��' .�. :'•!°�;�:�- . ' ;�; :"�.., r _ .. � - � �. '�1: � � ;��.. -- -- �� i. "_.'- 'i"�• I;�,� i � '� �1�I:.�� i''��us- r �'�r- :� -- �.1 �-� � 1 .... T I i��^ . . .��.. �, ' f., •i•:.:-�- �..f>>� - ..},..a i � :�-i�a�*"?+�.�.^` !� I .r +'� � ;x:�� ' �,alJkfill�� '4��.:��1� „� .p;w.. '�" _ ,. "� � Y� 'Y'�!�4 '�� .._ _ � -,�� _ . � � _... �.-�- '� - �� l■ I" - _ r_.� The historic facade of the FFCC Theater's exterior and entrance is iconic and represents signature elements that would not be desirable to disrupt under any expansion/renovation scenario. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Competitive and Comparable Facilities and Markets Page 38 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: B) Entry/Lobby Modern lobby design includes areas that are spacious, well appointed, well-lit with natural light as well as LED fixtures, and display informative and visually pleasing signage. Finishes are more upscale (carpeting, glass, stone), and the generous amount of space allocated provides for not only significant gatherings, but also can serve as an event space, ofFer areas (either wall space or floor space) for sponsor/donor recognition, and provide enough space for circulation to restrooms, concession stands and bars. Examples of this can be seen below in Exhibit 19. Exhibit 19 Comparable Theater Facilities— State of the Industry Comparison—Entry/Lobby �- � �` � � `� � � -- . � ��' � : . l l ,� � �� w� � ��_� A =. -�.,��.s� � � �� _ `�'�-f' �.: �!, - � • ' __ �,��—y=�� t' _} _, ��:.,� '�-�. "�- 1 �'�" � �,�'�� _- �„ ��' �-- � � - ' - �' _ �° � �, R,,.�r '� 6� _�` i i��_ - - d - i�y �� . - � `� �� _ �, � . � a,::=�I•�� ' - ��`; �R!..��— �� ,�;� �-, �.��''• ��_ .,��, _ '------�°��. - ---- _,T_tL -�� .. , � .. -� �- -�.,:. � � � ��.. ;J: - = �:-�;,_ �.x- �i _ � �i�: _ ' ��: - g} � -�``�-`�'^°-—�Q �� _ .'::.� � f� ^ ^ �`'� _ + �� ,� � - p� ^ii ` - '�' O,�T g F� �. ► � �� _:� � �� 'I Currently, there is very limited lobby space available within the FFCC Theater, which is important not only to the safety of event attendees but also for the overall patron experience. Given the FFCCs current constrained site and positioning of the FFCC Theater entrance immediately fronting Main Street, it does not appear that it would be practical to materially expand the FFCC Theater's lobby volume. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Competitive and Comparable Facilities and Markets Page 39 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: C) Box Office Box office and ticket window design today includes constructing windows that are easily accessible from a parking area (even if short-term parking), that are located such that guests cannot enter the building without authorization from the ticket window area, that are protected from the elements, that have windows ADA height with appropriate communication devices, and are secured from possible theft (e.g. bullet proof glass). Additionally, there is electronic signage that can easily change from event to event. Exhibit 20 displays state-of-the-art box office offerings at comparable theater facilities in respect to the box office of the FFCC Theater. Exhibit 20 Comparable Theater Facilities- State of the Industry Comparison-Box Office � , � � _ I � -... � a � _ .� - 6 . � 4 -�� », .. �� _ • . � ,� _... y � �--��--�. � � r ti� �`� , . b� .F 1'-�.�, `�'_,;�- .�,�. i.�.,.��.� � - !��_ - �— � y� i�J�� . � r : Q�� _ s,.� � ' s �f,� �, � -�r � .'► ' �� ,F,�e , `� + R �i., �r�i� ` I� ' � �1 j L_— � �� _ ' ' _ "_ '! � � — I::�'I� �, � —�i�:— �. _ _ _ _'�• � � The FFCC Theater's box office is located in the shared lobby space with the Arena and is relatively non- descript and utilitarian in nature, lacking some of the modern aesthetics and advertising elements that newer facilities offer. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Competitive and Comparable Facilities and Markets Page 40 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: D) Concessions In theaters, foodservice has typically included a very limited and basic menu, due to the fact that events are not"come and go" like one would find in sporting events (with breaks between periods) or concerts (breaks between acts and intermissions). Also, since many venues do not permit food and drinks in the theater, items must be consumed quickly. Therefore, we have found offerings to include beverages, prepackaged foods, and items requiring limited cooking requirements like popcorn or pretzels. Today's foodservice design includes the acceptance of credit cards at all points-of-sale, and many venues of this type offer a pre-order option so that guests do not have to wait in line. Also, it is preferable to offer something of local flavor. Today's design standards dictate all counters would be at ADA height so as not to highlight the difference in patrons' physical abilities, as well as be able to serve all patrons at all points of sale. Exhibit 21 presents examples of modern concessions within comparable theater facilities. Exhibit 21 Comparable Theater Facilities— State of the Industry Comparison—Concessions � � - - � �' �` �`:�„ ys� - �a,-� �'.'."'��`" ' " � �' �„� •- _ _ - •��' '�t' _� 1� - -_' � -_ •-.:•_.4.Fr�ri�� ' _ ' �_ _ � I.� . � �� r�`�Y�� . '-' I � "' . �,.,ti..r..� '1 � I � � h__- ` i � !' 1 �1 = � ._ _� .5ti 4.y r � i�: i. .� � '.� }� # � _ _ . i � „�� ^'��+ {• .r . e � �• L Limitations with the FFCC Theater's food service offerings is largely a function of the lack of available lobby, pre-function, and circulation space immediately in the Theater, negatively affecting the venue's ability to drive revenues and enhance guest experience. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Competitive and Comparable Facilities and Markets Page 41 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: E) Capacity/Seating Seating in state-of-the-industry performing arts facilities is designed to be cushioned and upholstered, set on a slope that offers ideal sightlines, is constructed with reliable seat lift mechanisms, maintains adequate legroom between rows, and offers some degree of flexibility by having some seats closer to the stage be removable. Also, there are premium seats in box-type settings in order to accommodate sponsor, donors, or others who have the resources to pay a premium for private seats and access to other amenities, as shown below in Exhibit 22. The premium seats become more critical when there is a regular tenant where guests may seek to attend every performance. Exhibit 22 Comparable Theater Facilities— State of the Industry Comparison—Capacity/Seating �' _. ,-. '�� ; �� b. ,� � � , _ ..� _ _ _ -_- � ,, _ _ _�. - -�� - r- _ r -��:. � . . _` - � �;� � : -,_ _��,�;.:i�•'''-�'� __ :-- . - _- ��=-_=.'-.'` '� j�� w . .rr� -T:�`.:i r�� :�• - �"-��_�_F�r�Y:.1_ --�� yt �FMt.�_k' s.F�s-t� - ��'r'�.F �.__ ". �..�� " -� - - _ - # �. fi-}II -- _ _Ve�a� _ia.`I �i 1} .. . � .. . } �. ... � �� . � L�� .�. ��.�.rY�•--� �I �-;_ . � ��F�. y ` _ —�` } ._ � } �4��t�,"� .� �� .w`.- ` .�.�1� � �,t�.;,•�,qkS'�r �� y�`�T .� � �� i �'�... :� + ��•,�'t`% ' . � , , ` '��l�.`,' ■ �-�'i; � �1 i - ,, ..'_�� • .,�.� .i a�,.�,� �i . � I� i� i � i ''��.� , ri+Ll:r:{'Irl�.i:r -... . � . . ��iLi�1'�� . , 1�� I' i��-.]._i._�� r �^ � � •� � �� • � � �,f ��'Z ,]� � �� i,� � � �i.'t+� ..��"�5,� • � r_ •�. �' - —�:,.'�ti:��-; � ' . + ;�: � � +' .-. ��'�� :� �� . ,� �,. _ .. . - - - - - _ 'a�=1s ,��'`��,' '■ ,. �- #` � �-=� ��.� µ�',.+ �,� � � y r + 5 4. :� } ��` ��.1�� ti �� .,.�! �s ..�\.�"•`Y�'.`:3�.► ��;r�'s. :_�+�. .�'�.s�"� � t Y�i• �:�. t I Although the seats in the Theater have some age and wear, they are cushioned, upholstered, and offer good sightlines. There is a noticeable absence of premium seats or boxes, however, which represents the potential for lost revenue. The top level balcony seats have not been in service and available for events for many years. While this seating area has some important sightline and accessibility limitations, the unused top level balcony could represent a renovation item that could add some additional seating capacity and associated revenue under an expansion scenario. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Competitive and Comparable Facilities and Markets Page 42 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: Conclusions While the nearest competitive fixed-seat entertainment venues are located approximately 75 miles away in Cedar Rapids, the competitive environment within Iowa and the regional area for arena venues that compete for touring entertainment acts is considered moderate to moderately-high. A number of quality arena venues exist in the regional area that are attractive for touring shows. Dubuque's population within a short driving distance is lower than average among the competitive and comparable set,which will always serve to govern the upside potential for attracting levels of promoted touring entertainment event levels relative to larger markets. It is believed that the largest regional markets will continue to host a significant level of non-local event activity, but Dubuque and the FFCC—even while possessing significant facility limitations relative to modern facilities—have demonstrated that Dubuque can compete for a number of these events. Eighteen comparable arena facilities and 17 comparable theater facilities were analyzed in order to draw inferences for a potential expanded/improved FFCC. Dubuque generally ranks among the lower tier in terms of several demographic variables and performance metrics; however, limited competition in the immediate region and historical successes in event attraction (despite an aging and substandard FFCC product) suggest that a number of events are sustainable and it is able to draw attendees from further distances to a greater degree than other comparable markets. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Competitive and Comparable Facilities and Markets Page 43 +;� FEH�E�I�N � 6etsch,::.-:,:,: _,.:r: 5.0. MARKET DEMAND ANALYSIS The purpose of this chapter is to evaluate the market demand associated with the FFCC. The overall market analysis consisted of detailed research and analysis, including a comprehensive set of market- specific information derived from the following: ✓ Experience garnered through more than 1,000 event facility and mixed-use evaluation and planning projects throughout the country. ✓ Local market visit at the outset of the project, including community and site tours. ✓ Visual physical facility inspection and condition assessment of the FFCC. ✓ Research and analysis of local market conditions, existing facilities and infrastructure and industry trends. ✓ Benchmarking research and analysis of facility data and interviews conducted with management of over 30 competitive and comparable arena and theater facilities located throughout the region and country. ✓ Comparative analysis of socioeconomic data from competitive/comparable facility markets. ✓ In-person interviews, meetings and public forums with Dubuque area individuals, including representatives of municipal government, visitor and event industries, local companies, event producing organizations, and community groups. ✓ Online survey of over 1,087 Dubuque and communiry residents. ✓ Completed telephone interviews with more than 30 representatives of organizations and groups that represent potential users of multipurpose arena and theater facility space in Dubuque. The types of facility products serving the events industry are diverse. Communities of all sizes throughout the country are home to event facilities that serve a wide assortment of event segments, attendees, exhibitors, participants, and spectators. Beyond broad variation in the physical facility products offered, there are a multitude of differences in structure/approach to operating mission, policies, procedures, sales and marketing, funding, financial/economic performance goals and other such items. As the public assembly and multipurpose event venue industries continue to evolve, facilities continue to expand the types of events they are able to accommodate. This diversification is increasingly important in generating incremental revenue for the facility, driving economic activity for the community and mitigating risk associated with fluctuations(both seasonal and cyclical) in demand inherent to different types of event activity. However, different types of events can have very different preferences and requirements with regard to facility characteristics. For example, conventions typically place high premiums on high quality finish of event space (including carpeted space), adjacent/proximate full-service hotel rooms and other visitor amenities (i.e., restaurants, retail, entertainment, etc.) in close walking distance, while sporting events typically focus on large seating capacities, premium seating and amenities, and plentiful parking. This discussion begins to lay the groundwork for some important issues that will likely afFect the rypes of events that may be attracted to a potentially renovated/redeveloped FFCC. The type, level of finish, configuration, and amenities of the space offered in any potential faciliry will play a strong role in determining the ability of the FFCC to attract and accommodate certain types of events and their corresponding attendees. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Market Demand Analysis Page 44 ��'"� FEH�ES1GN � getscha=sac+arE:: �.:, _ �o. The exhibit below illustrates how specific types of industry-typical event facilities fit within the framework of events that traditionally consider utilizing event space at a multipurpose event venue such as the FFCC. As shown, event facilities situated near the top of the diagram tend to be facilities that are more spectator/ entertainment event-oriented, while those facilities located near the bottom of the diagram tend to be those that do not integrate fixed seating and are instead flat floor venues that focus on conventions, meetings, tradeshows and other such events. Exhibit 1 Traditional Event Types SPECTATOR I • ENTERTAINMENT- FOCUSED . - � � .. - ... =- ' ' - -- . .. - FLAT FLOOR/ BUSINESS- FOCUSED While facilities employ varying degrees of flexibility and multipurpose space, allowing them to technically accommodate events from all three general categories (for instance, arenas and civic centers), any event facility will possess attributes that will allow it to better compete/serve certain event types,while being less competitive/efficient/effective in other segments. As such, it is critical to determine the primary event segment(s) that present the greatest opportunity for driving event activity at a renovated/redeveloped FFCC. We can then analyze the physical and operational elements required to attract these events and measure the opportunity and likelihood of attracting incremental activity from secondary and tertiary event segments. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Market Demand Analysis Page 45 ��'"� FEH�ES1GN � getscha=sac+arE:: �.:, _ �o. The focus of much of the remainder of this chapter is focused on the data obtained from the four primary surveys/interview techniques deployed for this study: 1. The Online Community Surve� Web-based interactive survey advertised by the City, FFCC, and various other Dubuque-based groups and open to any participant. Information gathered largely represents opinions by Dubuque citizens, most of which have attended numerous FFCC events in the past. 2. User Group Survey—Spectator and Entertainment Events. Telephone interviews were completed among promoters/representatives of touring concerts, family shows, theatrical productions, non- tenant sporting events and other promoted shows. 3. User Group Survey —Amateur Sports Organizations. Telephone interviews of representatives of amateur and youth sports organizations, clubs, programs, and leagues were conducted. 4. User-Group Survey — Flat-Floor and Other Event Space Users. Telephone interviews were conducted among a variety of consumer, civic, cultural, special event, and other such events that represent the segment of demand that cannot be accommodated within the Grand River Center. A summary of the market demand research, key organizations interviewed, and analysis and conclusions for facility type is provided below and on the following pages. Community Survey Analysis The purpose of this section is to provide a summary of the survey research conducted with Dubuque-area community members concerning the current and potential future FFCC. A primary objective of the survey was to ascertain interest levels and opinions of Dubuque community members and other local stakeholders regarding likes and dislikes of the current FFCC and opinions as to the future of the facility. With the assistance of the City of Dubuque, Dubuque Area Chamber of Commerce, Dubuque Main Street, Greater Dubuque Development Corporation, Travel Dubuque and the management of FFCC, a link to an online survey was distributed for the purposes of gathering direct feedback on the proposed project. The online survey remained open from June 15, 2017 through June 27, 2017 and a total of 1,087 responses were received. Additional detail concerning Community Survey questionnaire and responses received is provided in Appendix C. Community members were initially asked a series of questions in order to form a demographic profile of respondents. Highlights include: • Approximately 25 percent of respondents reside within the Ward 1, which represents southwest and west Dubuque. Approximately 33 percent of respondents live either within the first ring of zip codes or further outside of Dubuque. The remaining respondents were fairly well distributed among Wards 2, 3 and 4. • Nearly 50 percent of respondents are between the ages of 25 and 44. • The average household size among respondents is 2.8 people. • Approximately 41 percent of responding households have children under the age of 18. • Nearly 60 percent of responding households indicated an annual household income between $50,000 and $149,999, evenly distributed between three stratifications of $50,000 to $74,999, $75,000 to $99,999 and $100,000 to $149,999. • Approximately 93 percent of respondents are Caucasian. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Market Demand Analysis Page 46 ��'"� FEH�ES1GN � getscha=sac+arE:: �.:, _ �o. Following these and other introductory questions, respondents were asked whether they had attended an event at the FFCC Arena,Theater or both in the past 12 months. Responses are summarized in the exhibit below. Exhibit 2 Five Flags Civic Center Events—Past 12 Months Five Flags Center 270� ARENA only Fi�e F�ags Center ,17o,p THEATER oniy Both 25°/0 None oFthe a6o�e 32°/0 Note:Resultsshawn representalivevF1,087surveyrespander�ts. Source:CSLComm�nity Sur�ey.2017 As shown, approximately 68 percent of respondents have been to an event at the FFCC within the past 12 months. An estimated 52 percent of respondents have attended an event at the FFCC Arena, while 42 percent indicated having attended an event at the FFCC Theater. Among respondents having attended an event at the FFCC Arena, approximately 48 percent attended just one event, with 29 percent of respondents attending two events and 11 percent attending three events. Similarly, approximately 46 percent of respondents indicated having been to only one FFCC Theater event within the past 12 months, with 24 percent having attended two events. Approximately 15 percent of respondents have been to five or more Theater events within the past 12 months. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Market Demand Analysis Page 47 ��'"� FEH�ES1GN � getscha=sac+arE:: �.:, _ �o. Respondents were then asked why they have not attended more events at the FFCC, responses are presented below. Exhibit 3 Reasons for NOT Attending More FFCC Events Not interested m the e�ents bookedlscheduled �8°�° Familyohligationsltime conflicts 35°/a Cost to attend 24°Ia Difficulty parking 17°/0 Seai comfort 1 sightlines - 13°/0 OEher _ $°/o lack of quality facility ameni[ies - 7°/0 [i.e..restroans.cancessions,etc.] Li�e too far away ■ 4% Incon�enient ar inaccessihle facildy , �o� location Securi[ylsafety concerns ' 2°/a Traffie ' 1% Note:Results shown representati�e of 7,087 survey respondents. Saurce:CSL Community Survey.2017 As shown, nearly 70 percent of community members do not attend more events at the FFCC because they are not interested in the events being booked/scheduled at the FFCC. Among responses that can be addressed through a renovated/redeveloped FFCC are the respondents indicating that cost to attend was a factor(24 percent), difficulty in parking (17 percent), issues with the seat comfort/sightlines(13 percent) and the overall lack of quality facility amenities (i.e., restrooms, concessions, etc.; seven percent). FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Market Demand Analysis Page 48 ��'"� FEH�ES1GN � getscha=sac+arE:: �.:, _ �o. To better understand the user experience within the FFCC, respondents who have attended either an Arena ora Theater event at the FFCC within the past 12 months were asked to rate their satisfaction on a scale of 1 to 5,with 1 being"very dissatisfied"and 5 being"very satisfied", with certain elements of the complex. Responses are summarized below. Exhibit 4 Five Flags Civic Center Facility and Location Satisfaction Ratings 5ecurity 1 5afety a.2 PrelPost Event Things a.1 To Do Near6y Facility Entranoe 1 Exiting 3.9 Vehicle Traffc Flow 3.8 Paricing Acoess 1 Con�enienne 3.2 Note:ResuRs shown representalive vT 1.08T survey respondents. Source'CSL Cammunity Sur�ey,2917 Typically, ratings exceeding 4.0 indicate a relatively strong/positive overall ranking among respondents (indicating a relatively robust set of 4's and 5's from respondents), while rankings between 3.5 and 4.0 typically indicate somewhat more moderate or indifferent views (a few more 3's and somewhat fewer 5's). Anything below a 3.5 rypically indicates a product or service that is in need of added attention. Overall, the FFCC received relatively high marks with respect to securiry and safety, while the downtown area was viewed highly as having good access to things to do pre- and post-event, with both receiving average scores in excess of 4.0. However, improving the guest experience as they access parking around the FFCC is an element that could be addressed with any future facility improvements. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Market Demand Analysis Page 49 ��'"� FEH�ES1GN � getscha=sac+arE:: �.:, _ �o. Respondents where then asked about their satisfaction of ofFerings specific to the FFCC Arena, as summarized below. Exhibit 5 Five Flags Civic Center Satisfaction Ratings—ARENA Events ExteriorlOutside Arena Appearance 3$ Cleanliness of Restrooms 3.8 Seat Sightlines 3.6 hlumber ef Restrooms 3.6 Cellular Co�erage 3.5 Numher of Concession Stands 3.5 Interiorllnside Arena Appearance 3.5 Quality of Sound System 3.4 4uality ofConcession Offerings 3.4 Seat Price 3.3 Wifi Co�erage 3.3 Seat Comfort 3.3 Variery of Concession Offerings 3.2 Note:Results shown representativeaF962 survey respondents having been[o a Fi�e Flags Ci�i�Cen[er e�entwithin[he past fve[5]years. Source:CSL Cammuni[y Survey,2017 Overall, the FFCC Arena received moderate to poor rankings in terms of the overall satisfaction with the venue, suggesting a desire among local stakeholders in improving/renovating the facility and its offerings. Guest experience and hospitality-related elements received the lowest overall average rankings, with items such as sound system quality, concession qualiry and variety, seat comfort and Wi-Fi coverage receiving some of the lowest rankings. Importantly, offerings such as the exterior Arena appearance and cleanliness of restrooms received relatively high ratings among attendees of FFCC Arena events. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Market Demand Analysis Page 50 ��'"� FEH�ES1GN � getscha=sac+arE:: �.:, _ �o. A similar rating exercise was also completed with attendees of FFCC Theater events, as summarized below in Exhibit 6. Exhibit 6 Five Flags Civic Center Satisfaction Ratings—THEATER Events Ex[eriorlOu[side Theater Appearance 4.1 Interiorllnside Theater Appearan�e 4.0 Quality of Saund Sys[em 3.8 Cleanliness af Resfrooms 3,$ Seat Sightlines 3,7 Cellular Cwerage 3.6 Seat Priee 3.5 Wifi Co�erage 3.4 Seat Comfort 3.4 Numher of Concession Stands 3.2 Quality of Concession Offerings 3.2 Numher of Restrooms 3.2 Variety af Concession Offerings 3.1 No[e:Resul[s shown representative of 962 survey respondents having 6een to a Fi�e Flags Ci�ic Center eventwi[hin the pastfi�e[5y years. Saur�e:CSL Community Survey.2017 As shown, there is a fairly consistent ranking among Arena and Theater attendees, with slightly higher satisfaction with the historic fa�ade and interior of the Theater. It will be important to preserve these historic and iconic elements with any potential renovation and redevelopment of the FFCC Theater. The relatively low rankings among hospitality and food service options are a staple of more modern theater and arena event venue, and are indicative of the evolving preferences among event attendees. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Market Demand Analysis Page 51 ��'"� FEH�ES1GN � getscha=sac+arE:: �.:, _ �o. As previously discussed, approximately 68 percent of respondents indicated that the reason they do not attend more events at the FFCC is due to their lack of interest in the types of events occurring at the FFCC. As such, respondents were asked to rank their level of anticipated interest in attending or participating in a variery of potential events and types of events. Exhibit 7 summarizes the level of interest noted among respondents. Exhibit 7 Level of Interest in Attending Events—by Event Type Touring Cvncert Acts 4.1 eroadwayn�usicais 3,7 TheatricalslPlays 3.5 Civic Events I Festivals I Fairs 3.3 Farn il y sh ows 3.1 Public ShawslExhi6itions 3.1 Profess�analRvlinorLeague SpoRs 2.8 SYm Ph on Y 2.$ Gonventivns!Conferences 2.5 Ice Shows 2.5 Graduations!Commencements �,5 Sallet!Dance Productions 2.4 Rodeas 2.3 Opera 2,2 Manster Trucks 1 Motacross 2.i Note:Results shown representativeof 1,087 survey respondents. Source:C5L Community Survey,2017 Touring concert acts, Broadway shows/musicals and theatrical plays received the highest overall average ranking among respondents, while events such as rodeos, operas and monster truck/motocross generally received low overall interest levels. We discuss the opportunities and likelihood associated with attracting these types of events, assuming a redeveloped/renovated FFCC, in the subsequent sections of this chapter. With the overall low fan experience currently perceived by the community, it is important to gauge the interest in future investment in the FFCC. As such, respondents were asked whether they felt renovating/redeveloping the FFCC Arena and Theater was necessary. Exhibit 8, on the following page, summarizes these responses on a scale of 1 to 5, with 1 being not needed whatsoever and 5 being absolutely necessary. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Market Demand Analysis Page 52 ��'"� FEH�ES1GN � getscha=sac+arE:: �.:, _ �o. Exhibit 8 Importance of Renovating/Redeveloping the FFCC Arena and Theater Arena Theater 5- 5- Absolutely 32% Absolutely 17% Necessary Necessary 4 27% 2 12% 3 25% 3 30% 2 7% 4 21% 1 -Not 80�0 1 -Not Needed Needed 20% As shown, approximately 59 percent of respondents ranked the importance of renovating/redeveloping the FFCC Arena as a 4 or higher, with an overall average rating of 3.7. Conversely, 41 percent of respondents rated the importance of renovating/redeveloping the FFCC Theater a two or lower, with an overall average ranking of 3.0. Tenant Sports Minor league and/or collegiate sports tenants often provide significant utilization and revenue for major spectator/entertainment arena throughout the country. In past years, the FFCC has hosted several minor league sports tenants, including the Saints(Tier 1 junior hockey team of the USHL, now the Fighting Saints) who relocated to the Mystique Community Ice Center. There are a wide variety of professional and junior level sports and leagues throughout the country—representing many sports, including hockey, basketball, indoor football, indoor soccer, futsal, lacrosse, volleyball, and other such sports. There are no local university/college candidates with men's and women's athletic programs that could serve as a logical candidate for a major sports tenant at an improved or new FFCC Arena. Given the size of the Dubuque market and its geographic location, the number of candidates in the minor league sports realm is limited—particularly, without a modern arena facility with critical amenities such as premium seating, sponsorship/signage, VIP areas, and sufficient ceiling heights and center hung scoreboards, etc. Should a new state-of-the-industry arena be developed to replace the FFCC Arena, attracting a minor league sports tenant would be possible, and could contribute positively to event levels, attendance and revenue generation, but should not be relied upon as a permanent anchor in a new or improved arena facility in Dubuque. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Market Demand Analysis Page 53 ��'"� FEH�ES1GN � getscha=sac+arE:: �.:, _ �o. Spectator and Entertainment Events Market-driven events are defined as those events that are affected by local market forces and characteristics. The number of market-driven events in a given community is typically a function of the size of the marketplace and the number of available facilities to host these events. Promoted and touring shows such as concerts, comedy acts, family shows, rodeos, sporting events and competitions, motor sports, and other ticketed events were analyzed as part of this research effort. A sample of the organization contacted are presented below. AEG Li�Nation Retro Rewind Car Show Buzz Entertainment Group LMG Rising Star Theater Company Colts Mammoth Entertainment Roberts Group Dancing with the Stars Monster Truck Entertainment Rocklands Entertainment Dubuque Symphony Orchestra Moscow Ballet Se�n Four Promotions Dueling Dogs/Dock Dogs Mossbruker Rodeo Stonebridge Productions Famsworth Entertainment Music Men Barbershop Quartet Top Billing Entertainment Feld Entertainment Inc On Cue Entertainment Traxxas Monster Truck tour Fly By Night Productions Outback Comedy Vstar JDIFF Pinnacle Combat MMA WWE Raw Concerts Concerts often represent some of the most highly visible and well-attended events at multi-purpose arenas and, in certain cases,theater facilities. In addition to the FFCC,the region currently features several venues capable of hosting mid-to-large sized concerts including U.S. Cellular Center, iWireless Center, Carver Hawkeye Arena, BMO Harris Bank Center, La Crosse Center, Wells Fargo Arena and Mayo Civic Center, among other venues. When choosing a routing pattern among a competitive set of venues and market such as these, concert and live entertainment promoters tend to consider the following factors: ability to sell tickets, ability to generate ancillary revenue (e.g., through alcohol, other food and beverage, and merchandise sales; through enhanced opportunities for sponsorships, etc.), backstage space/amenities, accommodations from local event staff, event space and configuration, rigging capacity, venue ticketing system and other such factors. Interviews were conducted with concert promoters representing a wide range of music and live entertainment genres to gauge the market potential for concerts to be hosted at a renovated/redeveloped FFCC, relative to the competitive set of facilities identified. Overall, concert promoters indicated limited to moderate levels of demand for the Dubuque market due to the large number of existing facilities within the state and region that can accommodate larger touring acts. However, it was noted among promoters that if the FFCC Arena were to be renovated/redeveloped and offered state-of-the-industry accoutrements, some opportunity exists for a more intimate sized facility. Importantly, respondents who had previously hosted events at the FFCC indicated a high desire to return to the Dubuque market, suggesting that a renovated/redeveloped FFCC Arena that could generate interest from new promoters and promoted acts may present significant and lasting effects in the market. Interviews among promoters with a potential interest or history in utilizing FFCC Theater space also indicated a somewhat moderate overall level of demand for renovated/redeveloped theater space in Dubuque. Promoters noted the small capaciry of the Theater as a governor of the rype and size of event candidates, but cautioned against any changes that would affect the intimate atmosphere and historic nature of the venue. Some demand was noted for additional performance space in the form of flexible, black box theater space. Assuming renovations were made to the FFCC Theater, promoters indicated a potential opportunity to moderately increase the number of annual performances and/or attract a slightly larger audience for the average FFCC Theater event. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Market Demand Analysis Page 54 ��'"� FEH�ES1GN � getscha=sac+arE:: �.:, _ �o. Family Shows Family shows cater to spectators of all ages and include events such as the Harlem Globetrotters, Shrine Circus, Sesame Street Live!, Marvel Universe Live! and Disney on Ice (i.e., Frozen, Princesses and Heroes, Finding Dory, Toy Story, etc.). These events are usually held over consecutive days, with between one and three shows per day and two to six total performances per stop. Family show touring seasons often run between October and May and depending on the market and facility capacity/availability, generally draw a few thousand spectators per performance. In order to understand the market potential for attracting additional family shows to the FFCC, several leading family show promoters were contacted. Typical drawing power for family show events extends somewhat further out from the typical drawing radius of concerts or other promoted events, with families generally accustomed to living further on the periphery of a given market. Additionally, key facility needs among family show producers include rigging capabilities that allow for the cast to"fly-in"stage props and a large event floor (minimum 85' x 200') to accommodate stages, floor seating and in some cases, circus rings. Most family show events require a minimum of 3,000 seats but usually prefer more and look for markets with at least 100,000 or more residents. Markets with younger median ages and appropriate venues tend to host a more robust family show schedule than older markets with less favorable demographics or host venues. Similar to discussions with promoters of concerts, family show promoters indicated a limited to moderate level of demand, largely due to the population base of the Dubuque market. It will be important to demonstrate that a renovated/redeveloped FFCC Arena is capable of drawing well for family shows. It is likely that initial runs of family shows will offer a limited number of dates to minimize promoter risk; however, this directly affects the incentive for promoters to route shows through Dubuque rather than more established markets throughout the region. The FFCC Theater is too small a venue for most family show promoters to consider using on a consistent basis. Other Promoted Events Other promoted events typically hosted at arenas include a variety of events including, but not limited to motorsports, professional wrestling, dog/cat shows, and rodeos, among other events that on average draw from 30 to 50 miles away. While events such as wrestling are generally one-time performances, other events such as rodeos and motocross events have the potential to conduct ticketed performances over several days at each tour stop. These types of events often find success in niche markets and other events may have the ability to draw non-local patrons, and therefore may not have the same population or demographic requirements of certain other events. If a rodeo or motorsports event finds success in a market one year, they are more likely to return the following year and potentially include additional event days. Particularly with events such as motorsports or rodeos, many lower level seats are often removed from circulation due to safety requirements. While the FFCC Arena can currently accommodate some motocross events, AV, seating and guest experience enhancements are necessary to keep this group returning. Further, larger motorsports (e.g., monster trucks) require additional seating capacity (minimum of 6,000 fixed seats) to provide an opportunity to generate the necessary return-on-investment for promoters to consider the market. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Market Demand Analysis Page 55 ��'"� FEH�ES1GN � getscha=sac+arE:: �.:, _ �o. Amateur Sports TournamentslEvents Another core event market for a renovated/redeveloped FFCC is indoor amateur/youth sports tournaments and events including basketball, volleyball, wrestling, gymnastics, martial arts, dance and indoor soccer. Key representatives from local and non-local youth sports organizations, as well as regional and national tournament organizers were interviewed in person and/or by telephone to assess their potential interest in utilizing a renovated/redeveloped FFCC. A summary of the market surveys conducted is provided below and on the following pages. A sampling of organizations contacted as part of this study included: AAU-Boys Basketball lowa AAU Taekwondo Championship Netlynx Sports AAU Gymnastics lowa Amateur Athletic Union Performance Volleyball AAU Junior Olympic Games lowa Games Studio 5678 AAU Volleyball lowa Games-Basketball The Experience-Elite 100 Toumament AAU Wrestling lowa Games-Martial Arts Tri-State Elite Basketball AKKA Karate lowa Games-Volleyball United States Youth Volleyball League Dubuque Dance lowa High School Athletic Association Uni�rsal Cheerleaders Association Dubuque Gymnastics Club Junior Volleyball Association-National Uni�ersal Dance Association EYAS Gymnastics Lee Pamulak Middle School NaYI Duals USA Gymnastics Heart of America Volleyball Mid America Youth Basketball USA Wrestling IA State Boy's basketball tourney Midwest Starz Dance Competitions USSSA Basketball lowa AAU National Cheerleaders Association USSSA Taekwondo lowa AAU Folkstyle State Duals NCAA Wrestling National Champs Winter IA Games lowa AAU Girls Basketball Reg.Tourney NCAA Wrestling Regionals Youth Volleyball Association There were varying degrees of demand among event organizers representing the various sports organizations and interests surveyed in terms of utilizing the event space within a renovated/redeveloped FFCC for their tournaments, meets, competitions, etc. It was noted that there is a general lack of a single indoor facility in the greater Dubuque market capable of hosting large state and regional tournaments. Further, amateur sports event organizers generally noted the accessibility of the Dubuque market to the communities throughout eastern Iowa, southeastern Minnesota, southwestern Wisconsin and northwestern Illinois, as well as relatively good access to large metropolitan markets in throughout the region as a strength of the community. However, the general lack of hotel rooms within close proximity to the FFCC, accessibility issues of the facility within the downtown core, preference for major destination markets and pricing relative to other regional indoor sports facilities were noted as potential challenges with increasing the FFCC's presence within the sports tourism market segment. Specific demand by sport are provided below and on the following pages. Basketball Demand Basketball is the leading participatory team sport in the U.S. Based on national statistics, there are approximately 25.5 million individuals that participated at least once in basketball last year. Of this amount, approximately 22 percent (5.7 million) were considered frequent participants, having participated 25 or more days in the last year. Tournaments typically feature 10 to 12 athletes and coaches per team, and 1.5 spectators per athlete. In order to be able to host most basketball tournaments, access to a minimum of 6 to 8 courts is necessary (however, like the FFCC Arena, most modern arena facilities are only able to accommodate 2 to 3 full-size basketball courts on the arena floor). Typical sizes for youth/tournament basketball courts range from approximately 5,000 square feet per court, up to nearly 10,000 square feet for championship court requirements (which incorporates additional surrounding space for seating, scorer's tables, benches, etc.). Additional requirements include temporary/bleacher seating for 20 to 40 people per court, bathroom FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Market Demand Analysis Page 56 ��'"� FEH�ES1GN � getscha=sac+arE:: �.:, _ �o. facilities, space for temporary concessions, lobby/registration space, small meeting facilities, dividing walls/curtains for courts, and at least five feet of distance between courts. Further, it was noted that planners prefer a facility that would offer reasonable highway access and be within 15 minutes of at least 150 to 200 hotel rooms. Conversations with basketball organizers suggest that the majority of existing facilities are well suited to accommodate local community demand; however, the lack of a critical mass within each of these facilities limits the opportunity to market and attract larger regional and national tournaments. State and regional basketball planners noted a moderate level of demand in utilizing a renovated/redeveloped FFCC, with low interest levels noted among national basketball organizers. Volleyball Demand There are approximately 10.1 million individuals in the United States that participated at least once in volleyball within the past year, of which approximately 34 percent (3.4 million) were considered frequent participants, having participated 25 or more days in the last year. Approximately 70 percent (7.1 million) played volleyball at least 13 times last year. Volleyball participation rates continue to grow among young girls, and many communities have introduced youth boys'volleyball teams and leagues as well. Typically, it is possible to fit two youth/tournament volleyball courts within one youth/tournament basketball court. Volleyball tournaments typically consist of teams with 10 to 12 players per team, and can attract 60 to 70 teams within a 6 to 8 court facility and an average of 1.5 spectators per athlete. Volleyball organizers from regional and national levels indicated an overall moderate level of demand for additional court space in the greater Dubuque area. One prominent regional tournament organizer noted that they would consider hosting a regional volleyball tournament that could attract 1,500 athletes within a renovated/redeveloped FFCC that could accommodate a minimum of 16 volleyball courts. Other Indoor Sports Demand There are a variety of other indoor sports that typically require a critical mass of flat floor space and accompanying seating in which to host large tournaments, meets, competitions, exhibitions and other such events. Currently, the FFCC hosts a number of annual amateur wrestling events. Event organizers surveyed generally indicated that the potential exists to attract additional wrestling meets and tournaments to a renovated/redeveloped FFCC. One particular example noted that the current FFCC space offerings are adequate for smaller tournaments, but limit the ability to grow these tournaments. Should sufficient space be made available, there is an opportunity to host at least one or two additional tournaments drawing up to 2,000 participants per event. Wrestling tournaments tend to last two to three days, and are typically start either Friday night or Saturday morning, and run through Sunday. Gymnastics presents another potential opportunity for hosting meets/competitions in a renovated/redeveloped FFCC Arena. The gymnastics season typically runs from October to May with meets typically requiring at least 20,000 square feet of contiguous flat floor space to host tournaments, but prefer closer to 40,000 square feet for larger meets and competitions (e.g., four teams or more, hosting both boys and girls gymnastics programs, etc.). In speaking with organizers of one regional gymnastics competition promoter, the space available at the FFCC is adequate for hosting their smallest event, but has limited their ability to grow the meet. If the FFCC were to be expanded, opportunity exists to nearly double their participation from 400 to 700 competitors, as well as presenting an opportunity to extend the competition with one or more additional day. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Market Demand Analysis Page 57 ��'"� FEH�ES1GN � getscha=sac+arE:: �.:, _ �o. Conversations with dance tournament organizers noted that there is a potential to attract one or two annual dance competitions that could draw between 300 to 1,000 participants. The minimum amount of space needed in order to accommodate their event is approximately 20,000 square feet of space, with preference for two separate spaces offering between 12,000 to 20,000 square feet of space each. However, this is a market segment that can be accommodated within the Grand River Center's event space, suggesting that any potential FFCC Arena or Theater space usage would occur only when specific dates are not available at the Grand River Center. Another opportunity is presented with martial arts organizations, which run year-round programs, typically with a greater emphasis during the summer months. However, organizers of martial arts tournaments noted that Dubuque is generally too small of a market to host regional or national events which are typically held in large convention centers located in major destination markets. Indoor Soccer Demand Another important segment of potential indoor amateur sports space demand originates from the Dubuque Soccer Association, which currently utilizes the FFCC for practice during the winter months. Local soccer groups indicate the need for a large indoor space with some type of synthetic turf would allow for increased usage during winter months, and provide an opportunity to host state and regional soccer events. While sufficient demand likely does not exist for dedicated indoor turf space within the FFCC at this time, consideration could be given to investing in a rolled turf option to be able to accommodate this market segment. Importantly, consideration would also have to be given to providing adequate storage space for this turf during other FFCC Arena functions. Flat Floor Events Beyond concerts/entertainment events as well as indoor amateur sports tournaments, multipurpose arenas such as the FFCC are commonly used for flat floor events. Dubuque currently has a state-of-the-industry convention center in the Grand River Center with an operational mandate of generating room nights and local market protected status within the convention event category. As such, events such as consumer/public, civic, special events, and large community events often receive a lower booking priority and require event space elsewhere in the market at a venue not directly tied to generating overnight stays. Having identified a significant number of these event promoters, we completed in-depth phone surveys with organizations that utilize flat floor space for their events, including: Apparel Markets Colts Mary Kraus Promotions City Expo Kwik Trip Midwest Pharmacy Expo City of Dubuque lowa Home and Patio Show Miller City Spirit Lunch lowa Meat Processors Association Mission of Mercy Dental Clinic Central IA Gem and Mineral Show Just Between Friends Consignment Sale Retro Rewind Dubuque High School Mac Shows Toys for Tots The overall survey data indicates a moderate level of interest among flat floor event organizers for a renovated/redeveloped FFCC with high local interest, moderate interest among regional events and low interest among national events. The majority of the market of events with a potential interested in utilizing FFCC Arena flat floor event space could be accommodated with approximately 30,000 square feet of contiguous exhibit space. While this would position the venue to be able to attract groups in excess of 2,000 attendees, the majority of events would average 400 attendees. Nearly all interested events noted FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Market Demand Analysis Page 58 ��'"� FEH�ES1GN � getscha=sac+arE:: �.:, _ �o. demand for breakout event space and an on-site catering option (or at least kitchen facilities) to better facilitate hospitality provisions for events. Among event planners not interested in the Dubuque market, concerns primarily centered around the limited regional population immediately surrounding Dubuque and its location on the eastern border(rather than the center) of the state. Those who expressed a positive interest in Dubuque and a renovated/redeveloped FFCC, identified as a strength its location in downtown Dubuque, including the variety of downtown entertainment, retail and food offerings available nearby. Alternate Uses 1 Redevelopment of the FFCC Arena Site Three of the City's five initial requested scenarios to be considered under this study involve either the permanent removal from service of the FFCC Arena or its relocation to an alternate site elsewhere in Dubuque. Based on the entirety of the research, communiry outreach, and analysis conducted for this study, there are not any obvious and compelling reasons to demolish the FFCC Arena and redevelop the site for an alternate use. Important reasons for this rationale include: a) Market demand exists for a multipurpose entertainment/spectator arena in Dubuque. It is clear that a such a facility is desired by many citizens and viewed as an important quality of life element. b) There are important efficiencies involved with the co-location and co-management of the Theater and the Arena at the current FFCC site. Costs to operate the FFCC Theater alone (without the synergy and benefits of the FFCC Arena)would be higher than the operating costs that are currently attributed to it under its shared operating model. c) The FFCC's current location in the core of the downtown central business district is the ideal location in Dubuque for such a facility. The location maximizes synergy from an attendee and an economic perspective, leveraging a pedestrian-friendly environment with a density of nearby visitor amenities, attractions and transportation/parking infrastructure. It serves to draw people into the downtown core, enhancing the downtown's overall health. The prospect of abandoning an ideal arena site, that has benefitted from decades of product/infrastructure investment and branding, to rebuild elsewhere in a less desirable location in Dubuque is not logical. d) Under a scenario where the FFCC Arena is demolished and no replacement facility is developed elsewhere in the community, the Dubuque market would lose many, if not the majority, of the events hosted at the FFCC, and the associated economic activity generated in the downtown and throughout the communiry by their attendees. Further, it would be expected that more Dubuque citizens would elect to leave the community to attend entertainment and sports events in other communities, as a result (thereby resulting in further erosion of local economic spending). e) In cities larger than Dubuque, property values and demand for developable land parcels located in downtown central business district cores are often significantly higher than that presently exist in Dubuque's downtown. Current downtown land supply, demand and prices do not suggest that the costs and lost economic impact(quantifiable and intangible)for the City related to demolishing the FFCC Arena and disposing of the land asset to a potential private party would be mitigated by sale proceeds and the benefit generated by any ultimate alternate private development. As a result of these factors, it is believed that the highest-and-best-use of the FFCC asset (building and land) is a multipurpose civic/entertainment/arts complex. As such, the emphasis of the remaining concept development and cost/benefit analysis focused on FFCC Arena and Theater improvement,expansion and/or redevelopment scenarios. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Market Demand Analysis Page 59 ��'"� FEH�ES1GN � getscha=sac+arE:: �.:, _ �o. Conclusions Key conclusions associated with the detailed market analysis of the FFCC include the following: 1. Market support exists for both Arena and Theater components. Market research and analysis conducted for this study indicates that demand exists for both the arena and performing arts theater functions in Dubuque that the FFCC provides. These types of facilities would be expected to continue to have important roles in the Dubuque marketplace into the foreseeable future. 2. Local quality of life and economic activity would be negatively impacted without a venue serving these roles. The FFCC has long-served an important role in Dubuque and the region, accommodating a significant portion of local sports, entertainment and performing arts event demand, including certain activity that other local event facilities could not, or would not, accommodate. Important events, entertainment opportunities, attendance, and community exposure would be lost and negatively impacted without either of these types of facilities. Should the FFCC be decommissioned and no other replacements are developed, other local venues would not be able to sufficiently accommodate the FFCCs displaced activiry. 3. The FFCC Theater is an historic asset that should be protected. The FFCC Theater continues to serve an important market niche for a small fixed-seating venue space in Dubuque. It has been and continues to serve as an important asset to the local performing arts. Improvements to the FFCC Theater are not expected to significantly increase market share or attendance; however, impactful enhancements could be made to support spaces associated with the Theater to improve its efficiency, financial performance, and marketabiliry. 4. The FFCC's current location is ideal for an entertainment/sports/arts complex. The existing location maximizes synergy from an attendee and an economic perspective, leveraging a pedestrian-friendly environment with a density of nearby visitor amenities, attractions and transportation/parking infrastructure. It serves to draw people into the downtown core, enhancing the downtown's overall health. In most cases, cities who are planning new arena and/or theater facilities first look to their downtown central business districts for available development parcels, given the high density of amenities and a walkable environment. 5. Sianificant upgrades to the FFCC Arena product are needed to better compete for and serve s�ectator and entertainment event segments. While the FFCC Arena was originally designed to accommodate a wide variety of event types and uses, modern industry expectations nationwide have led toward the development and gravitation to more specialized-purpose facilities. In recent years, Dubuque has partially responded to these trends, through the development of the Grand River Center (conventions/meetings/exhibitions) and the Mystique Community Ice Center (ice sports and rec). The result is that spectator/entertainment events remain as the key current and potential future target event segment for the FFCC Arena. 6. The FFCC Arena has exceeded its practical life. At a minimum, significant investment is required to shift the facility closer to state-of-the-industry standards to address deferred capital repair/replacement items, improve operating efficiency and functionality, and allow it to continue accommodating existing event activity and grow future market share. Failure to do so will likely result in continued erosion of market share and diminishing event, performance and attendance levels at the FFCC Arena. Further, a minimum capital repair/replacement expenditures will be necessary in the near-term just to address life safery issues and maintain minimum operational functionality. 7. The FFCC Arena physical product and functionality is industry substandard. There are many aspects of the existing FFCC Arena that do not conform, or are substandard, relative to state-of- the-industry arenas (in the competitive environment and nationwide). In many respects, the FFCC Arena possess attributes that are more consistent with a multipurpose flat floor exhibition facility FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Market Demand Analysis Page 60 ��'"� FEH�ES1GN � getscha=sac+arE:: �.:, _ �o. than with a modern spectator/entertainment arena. As will be discussed further in the subsequent chapter, given the existing FFCC's footprint and structural elements, it likely would be significantly challenging—if not impossible—to renovate the existing FFCC Arena structure into a state-of-the- industry sports/entertainment arena. An expanded site area and a major redevelopment likely would be necessary to meet minimum requirements for a long-term sports/entertainment venue solution. 8. Investment in FFCC enhancements or redevelopment would be expected to drive new activity and positive impacts. A distinct opportunity exists for Dubuque to capture new sports, entertainment and performing arts events with a new/improved event facility product—specifically, through a modern arena venue that is more consistent with state-of-the-industry standards, allowing it to protect existing business and compete for new business. 9. The highest-and-best-use of the FFCC asset (building and land) is a multipurpose civic/entertainment/arts complex. Based on the entirety of the research, community outreach, and analysis conducted for this study,there are not any compelling reasons to demolish the FFCC Arena and redevelop the site for an alternate use. There is not believed to be any apparent compelling alternate use or more attractive economic opportunity for the City and its citizens to consider permanent retirement or relocation of a long-standing, productive community asset in the heart of Dubuque's downtown. These findings are also consistent with the Arts and Culture Master Plan that was previously adopted by the City Council. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Market Demand Analysis Page 61 ��'"� FEH�ES1GN � getscha=sac+arE:: �.:, _ �o. 6.0. ANALYSIS OF DEVELOPMENT OPTIONS & CONCEPTS The purpose of this section is to build on conclusions reached with regard to market demand to analyze and identify improved/expanded FFCC scenarios that are market supportable in Dubuque. Pursuant to direction provided by the City, these scenarios include varying levels of investment and physical facility renovation, expansion and/or redevelopment, for the purpose of comparison. Driven by the conclusion that an event venue complex is needed in Dubuque that services both arena and theater roles, a market supportable program of the physical FFCC facility product is outlined herein, based on industry best practices for arena and performing arts theater complexes and market demand that is unique to Dubuque. This program is translated and adjusted as required for the size, location and geographical constraints imposed by, or likely for, each scenario, to be subsequently discussed. Potential construction costs and site issues are also assessed for the scenarios. Market Supportable Program Based on the previous analyses undertaken, key attributes of a market supportable facility program for a FFCC arena include: • State-of-the-industry, spectator arena • Seating capacity of between 6,000 and 8,000 (5,000 to 7,000 fixed seats) • Some flexible seating to retain access to flat floor space • Premium seating and other hospitality areas • Enhance patron experience—ingress/egress, WiFi, food & beverage, ADA, etc. • Upgraded back-of-house, load-in/out and other support facilities Based on the previous analyses undertaken, key attributes of a market supportable facility program for a FFCC theater include: • Retention of historic Theater • Refurbish seating and make 2nd Balcony seating functional • Modest expansion of Bijou Black Box Theater • Address capital improvement project items • Enhance patron experience— lobby, WiFi, F&B, etc. • Upgraded back-of-house facilities FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Analysis of Development Options&Concepts Page 62 ►�'. FEH�ES1GN � �etsch;:;.-.,:;c,ar�:: ��. Analysis of Development Scenarios In order to accommodate an industry standard event facility complex that meets the identified market supportable programmatic elements, the optimal solution would involve an expanded site and redevelopment of the FFCC Arena. A renovation of the existing FFCC arena would not deliver a state-of- the-industry product, nor could a desirable renovation solution be executed without expanding the FFCC's footprint. Whether the solution to address the FFCC Arena is to expand or redevelop, the logical expansion direction would be northwest across West 5t" Street. Any expansion/redevelopment solution in this direction would most likely involve closure or reroute of West 5t" between Locust and Main to accommodate the project at grade. Exhibit 1 illustrates the existing FFCC and the hypothetical expansion area/direction. Exhibit 1 FFCC Site Layout and Theoretical Expansion Opportunity T �y ��_�� , ' � ■ � � � � ! . ..� � 's.i � , � ?� ` �I " . J y '. � � �t � �- ■. �' K � _ ...,,,b,b�� ` � � J �: ' . � �f r t ��+� � �L �' � s': � ' . v.�� '- - , r � r ' � �-. �� ,- - : . ,._. .�:�f� �"�� _ "" , � � ^ * R~ 'y' _S �� ' � � ,� � * 3 �� 1 �M . � �� S— `� �� . �•."1�. + � �~ r . � ��. � i � S.. r ��1'� ,• ` :.� � f � ' � 1 + - � � � � < < �--" � s F � ' � � s � ., , i�_ �� {� F " �� ° • � r • ��t� ; .�� =4�� '�... ~ a �r � { � �� -w �tl`'t� � .�. � - i ' � �.�; � _� .�� j � f� r�� .r ` -�� ' s /' i- � r ■i � ; I _ � .�.. '1 �..�� .� `` � ' - R �_- � � 1 � � -. ` •y - - �- � - y- �. : - �� "' • , �,A• �;:�a�. lr - ��. ' J�Y � 1' r.. �� _ � ' ; , � � � � S ! � . � � , . �i ., h•. _7r— �'�• .--, .. V��i. � � �� f i�F".�� FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Analysis of Development Options&Concepts Page 63 F�� FEH QE51GN � �etsch;,.-.,:;c,arE:: �" Nearly all modern spectator/entertainment arenas throughout the country are larger than the FFCC Arena (and the total FFCC itsel�. In fact, modern arenas with capacities less than 10,000 seats often occupy sites two to four times larger than the FFCC's current footprint. Exhibit 2 illustrates examples of the footprints of three comparable arenas superimposed over the current FFCC Arena (and theoretical expansion parcel). Exhibit 2 Modern Arena Footprint Examples Tyson Events Center Ford Center US Cellular Center Sioux City, IA Evansville, IN Cedar Rapids, IA Opened 2003 Opened in 2011 Opened in 2006 '�� . ' ' � �� I�� . �.. . � � . � ��'� J • ' � � 4 � �_ . -v, �7 -v, ,� ,�, �- �� :� r '�k �1• �e . ' e .. '4�� ' � �,�=� . & � „ � � ,,� , ,` „ �_ � � 1 7 � � 3 � s •'k• y � -.r. ' ' • _-w. : � : ' . 6 � ,.� � ! �' � r �; i: � � �';� �' �'"� ��;� !' �' � :.� ��' '� -; � "�� "� ' : '� � �. ;� � r} �� .�t � ^ r� °Y• � . ' t �"�' �1• .� t �� ,� �: , , • r - �: , , •�� - ,,, '` _ ,,`.� - , t - , t . - ��• . �� .� _ ��- _ '�'� _ ��- �y�'1 9,700 seats 11,000 seats 8,600 seats Therefore, based on these market and program analysis conclusions, along with collaboration among the project team and the City, four primary facility investment scenarios were identified for additional analysis. Scenario 1 effectively represents a"status quo", or minimum, scenario in the analysis, as a certain amount of expenditures will have to be made in the near term and in the foreseeable future on deferred maintenance and future capital repair/replacement items to keep the FFCC safe and operational by current standards. Scenario 2 involves a limited FFCC renovation. Scenario 3 represents a renovated complex with an expanded Arena. Scenario 4 involves a renovated complex and a redeveloped Arena. • Scenario 1: Status Quo with Deferred Maintenance (4,000 Arena seating capacity) • Scenario 2: Deferred Maintenance and Limited Renovation (4,000 Arena seating capacity) • Scenario 3: Deferred Maintenance,Theater Renovation and Arena Expansion (5,600 Arena seating capacity,4,600 fixed seats, 4 private suites) • Scenario 4: Deferred Maintenance,Theater Renovation and New Arena Construction (6,000 Arena seating capacity, 5,000 fixed seats, 8 private suites, 2 party suites) FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Analysis of Development Options&Concepts Page 64 F�� FEH QE51GN � �etsch;,.-.,:;c,arE:: �" In collaboration with CSL, Betsch Associates and FEH Design developed layout and concept schemes for the identified scenarios, along with programmatic detail and preliminary construction cost estimates (to be outlined in the subsequent chapter). This information is summarized below and on the following pages. Appendix D provides larger illustrations of these concepts, along with alternate concepts that were initially developed by the Project Team, but were determined not to be viable/suitable for additional consideration. Scenarios 1 and 2 Scenario 1 is based upon addressing the deferred maintenance items for the theatre and arena to continue the operation of the existing Center and restore worn out building systems. It includes major items such as the necessary replacement of the theatre and arena HVAC package units, arena lighting system,theatre stage lighting and dimmers, theatre and arena stage curtains, arena and theatre roofs, the elevator, and general repainting. The floor plans for the existing FFCC are contained in this study. Exhibit 3 displays an overview of the existing FFCC, with the street level floor plan presented in the center, and the concourse level plan shown on the right. Scenario 2 is based upon adding some limited renovation to the arena and theatre to the deferred maintenance in Scenario 1. The renovation items are planned to address life safery and code compliance, to improve building security, to enhance event marketabiliry and patron amenities, and to make building operations more efficient. It includes better ADA access, improved fall protection, elevator access to all levels, a new security and surveillance system, updated box office,air conditioning and heating in the locker rooms, new operable walls, new telescopic seating, new theatre dressing rooms in the basement, black box theatre upgrades, existing toilet renovation, replacement of concourse finishes, updated wi-fi system, concession stand renovation, fixed arena seating replacement, theatre seating replacement, arena and theatre sound system replacement, increased electrical system capacity, and replacement of the theatre steam HVAC system. However, it did not include an increase in the seating capacity of the arena. Exhibit 3 Scenario i&2(Existing FFCC, No Significant Physical Facility Changes) �,�;.• , �� - , �-., I :.�: I' L� ,,s. ,�— - ��- � ,- - i E�"��.. �xi,� _ ffe�-N,�, ; � � � R � � 4_; � + �' II^ �-_] . � � � t � � � � � � i ,I K � �. ■.� x ' I � --- ��:� j ";�. I �� 1[�. ,::�� f : i : I � L.' I � , K C: a , :��l � � �,� , � � e ` � � � j�._�1 J. � �l� � - .-.+� � . ;� '. � �; ;�_ �� , �x . _ �-_�- I -'` r �' ' ��._ �' . --� __ L� � �n _,� � �- ; G[ �� , �� - , N . t� " �_) . N ' I... �_ � . i � J _ � F��W •,;R[i� - vi��4 .i«r.• S 5 T. .• . _ — _ " J + _ __ _— , -•I 1� ' �=:.�L'?��: �-----r—��t.�• . •� +� , T r-� �'�.�, � , �'. :�., ��- ��r I l;. :�,.,,�. ,� i. ' a � � .� �� i ' . �� ;;� ��. .�� d � ,� ,��, ; i� }.��' �� r I�I�I �; ; _, n�_;� . �w%..w� .�''__ f-'� I "�'S'_�� :�R -._��.,...-•-_i.�I E TkGRM� ':�''�s.i.eY.YNa.�_.:�;:�-. :vr.:M:lf,q! � � i. - .' '�'^� ;3 • ' we+.. � � . • � ' . •.�-,�,�.f{�' 'uN l�l.�E'.'rli.:'h• � *y�� ,.�NS �'�'r- .e�wwum.� �ID. �� °=r� �r,,..,�w,. F{-,�'h CL� s'F:��-'-V�r"{ Rn rsae w�� '$6' jiw��:." nr ir..� . �- I.LI �nmrr�.`w" � .��'wa.' E . �.Mr +mucae�xw. �i,�,�� -:�.-. L� ` .-'..�w �. S '�-� . . _` ��_ y 4 ..,t,_„ ... - ._.l _ _ .. �. � , _ .—. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Analysis of Development Options&Concepts Page 65 ►�'. FEH�ES1GN � �etsch;:;.-.,:;c,ar�:: ��. Scenario 3 Scenario 3 involves an expansion of the FFCC Arena, renovation of the FFCC Theater, and addressing remaining applicable deferred maintenance items. Exhibit 4 Scenario 3 (Theater Renovation and Arena Expansion) . _. .. � — - - , _ 9�.Y�a��r+. �.yN:� - rGnwr�:r-�...... � .. ' I -. �-� .- -.�, � . � � � I m+wr�.n ra� `y'''�� . � _ - ]+� � ..�: ,. 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I.�l . � � � � ,_ �� I .,�T-"'a" ;i,. :ra u��u,� t �..,.K �,� ,i.�F awsx:E u�riwa� 'Fx nw�;s� — � , i i ,�;ti k:�.{��.k��'-i- '" :._ �r-*�;vw�� - .:a.,.�.,�iY:�.y"`�' xw+�wu 1 �au ir� ,L.L' � � -- .�.n�.r-�_iC�' .+�Trr• .� � .....� . � ..�i e s�µ'� rni:nx��`�`. I ��1-.,�•K. � ;iI'd°R s � __ 6 i';.�.N ,r .,.�... � __ •_ � �— _ ��. —_ �!� - � �� - �--- — • -— " ;�,`w:;�-`- . �-,�,t�f _ � '``* F , �_ �� - L� - �+ �.,- sr+.�� - -- f� :� --.:�_,.�.V ��'r,, r,� � •,,: _ - �, � _ _ . .- - =�' , :.�, =''"�=-� e.,..� K.-: . � __ --��T`- _ i, ti • , liy..f,� __ lr" i ' -_ -_} - ` • . F �� ti`n`� � f� .il�-.' , -- Y.�+ �--r� --__=�� - '�. . c. It�G:�.-:!� .:� _ _ _ �- I "- � � 4�`"� ..a�� '�� j ' - - - f. ,Y..,, ;7 .• .., �f'. r.'"� ... w '': f .} .t � , �3F._ . ' �r r- "�-" "fi�'ir�" 'i�,"' .. � A� - - 1 ry�,��Q��;��'�:::.� �� -��,�u.�;,QyiV :��+.:�" -yi'- "t i.. '� .h�.!-� -�4 - .n;�- '1�- �r� � - - .� � �-� � 1T _ `";.•..' T��.� _ �F, . I� '':��5._ �:.�';_,. `.�V' - - ...ic. - �,� •'d.: -ci � '"�'..�. :'C�: :=�3..-x ilf. ' � •'L:�. "..3�'.•">::F•`::�-' "' . .. ��'. :5,�� r��._�- - �� rV��_; I. _. �� . .A�,i�� .... ! ... ' . . �' . . .�.� '�V ..'�'J::. •. �'- u� ::s�� '�.� �. . --- . .�ST . •.: .�. - .. _ r.� A. ' , "'q�W - ._ . - .�S"�-�i� ... � _ T A �; . _ . +�- �.gr °` z.� � '' ��x� - � ,;��:; , ,,�;; . �a,�'-�. �t. :,;� a':��•--'� .. ' '� �• - '� �rt� - •'`"" - ; - . '�� - -• } _ FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Analysis of Development Options&Concepts Page 66 ►�'. FEH�ES1GN � �etsch;:;.-.,:;c,ar�:: ��. Exhibit 4, on the previous page, displays an overview of the Scenario 3, with the street level floor plan presented on the left, and the concourse level plan shown in the middle, and the upper level plan displayed on the right. A preliminary exterior concept rendering of this scenario is also shown, indicating approximate size, site configuration, and relationship to the greater site area. The illustration shows the reoriented Arena entry and public ingress/egress points to the north, as well as the opportunity to create an attractive plaza and modern gathering space to the north. Scenario 3 would involve the purchase of the adjacent convenience store, closing of Fifth Street north of the Center, renovation of the existing FFCC Theater, renovation of the existing FFCC Arena bowl to expand the seating capacity to 5,600, and construction of new arena support areas north of the existing FFCC. It does not have all of the deferred maintenance arena items in Scenarios 1 and 2 since many of the needs have been alleviated by the construction of the new back-of-house areas and new building systems. This scenario includes a new security and surveillance system, replacement of the telescopic seating, replacement of roof structure to raise the clear rigging height inside the arena, new locker rooms, new production areas, new commissary, new storage areas, new loading docks, and renovation of the street level of the Center to expand the support areas for the theatre and provide space for new offices for the symphony. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Analysis of Development Options&Concepts Page 67 ►�'. FEH�ES1GN � �etsch;:;.-.,:;c,ar�:: ��. Scenario 4 Scenario 4 involves the development of a new FFCC Arena, renovation of the FFCC Theater, and addressing remaining applicable deferred maintenance items. Exhibit 5 Scenario 4(Theater Renovation and New Arena Construction) i• .-.�+•, � : .1 �eu�lrx� �s�ie-q,�• i l- ��r-.�.my ". � x'�Y'a 1t� r �{�ti'�� ..�.,��Nx-I �.i�.�.�4'-- - �•t-• II i�,�4 I '�•�r � � � �.r;5 � ;�'� � .�� ! r�-�.,�...� ` > >� • 1 I -- �h --- ��. — �-�p • I . .7—� 1 �� . ��,�„�� t��i"'`°'°' �-• - - � .:_.:��.��".�.�;-� t�;�.�.: — 1 ,',• ' . �> . I_ k f� - G�i� ••� � � �1 ��5� S � . r„ � m.,ex �„��_� .a.�.. r� ,.y� G� � •:��,�ra�"'=.'"' ,��' ' ,f�;• �. ..r• . •��, "�• � a.�-_" i..:: � �ei:^�� • �, ''i r,�rr;. ��i� .,. � � I• . rrdi . � -- `~$'��`- ,�] w,� _''��ti;`;; . ,��,��,. .-w=� -��.� �: .�;,..�� `�' "�� `� 1 , NI , i-' � ` � � q ;::;:�.�_ r: ;';.: ` �,.`.n� �� :-11 F-�. • "° - . er.n�-'.`.�':' _' f� i. . I �.. j � . .� s 'L r��.�.^�.. „�, ��.e:.. �.1 � � I �W�er �� • � i_l:. i i . .� `- i :vrti[ r.� � � I k ,-Y_�'x �.�'�, �d I , � I .. �� wx9 ' � � -r � i I . I �li i � �if � ,.u.r, f ;�., {i. i. I , �'�;;�..ys }�r-'�' .1 �� .�C - F� ma; +�w��.r I J �"a:n;;j:� :_l�'i'�vr'Y� I ..: . ��"' r I f I � ��a""rc .�cr .rca+eE��... �� ; � I�' �"�,•� rav�wv9u N i ' T 1 }�`."""� . ,. , 1 � .F ��,+ �y- i F: �, ,e.r..:�.�, � � �• -�' � � .�. .r ; . � � _ .. >'"�r* � . . I ,,:�—� 'r wa�°°a'� �'r� ' i . _ _ �,s, ;,Mnva�"I „ � s��w .�5�"T.ry �1N.Yr.ilir mr � J��---•--f—r�.� : I r Y�-�H; � f �. '� "� 1i�x�.:r . �>'�"i�1', I a,,, ;,�,; , r�m•wp.�� :5aefura.�w+ � r'• .:.pt�[-�cu-nxi ��3'x�.��.�'�� en��v�w �. . ::-a=_�.+ r,:��J•--},�—?�-��' ! r�uum�x � - �°"i��"x"�� kN'.�i��7.p �... . ��.�• —�Y MiR•1`A WT-v nRMFf+ �r W� _—�'•'qq�.p�g 1 i�.T� ':��a� � . `.�lnlN[�,�� :�. _ � S � I ,,;� � I' •. "_ — � — � ..� "' � � .. �� • , �� r �I ^+ �- _ _' ..� .;"L'f' .,�{� _ -� R4�� ` _ ~.�� .. ' . �' f� r! %�.�- �� ".ry� . _ -"�:i�y _ _ `� F� .. - - ... �� w �. ,�T�i'0`` • �i'I'.'I.,,� -�-a � _.. _ y' _ �_,:� � �•, �•� P '�"S . i.. ; -�! � `^ ..1�.� F'- � Ju ' '- ' - ;s' ' ;� 'w' ;��"I'�� _. fi� �� • 1��' - ''" r' I. �' f i` �-"�I.d �� I .-�.. I;"�. - _ . �� r,� - ��L.�.! �'• ,� :} ` ,: �!•i.I � ! ..�.1�. s..Yi.�.} fi'.r',� �r� , ��=�-�� .I" --_ _�� ` `.� _�. -� �� - _- :�;�,��.;�:x. `r• ,� � �=;;:�. . � . _,��_� .. � :;�ar�,�...,�, .,��: ;�:;�- ��,. '�:'i,�` � � .�:-- � - .#�� ""-' _ -�: ;.... r i :�.T _ •n ^� *i,`.-�:�.i;1 "� - ��4 f �,,�� ' .f ��'�..�,,,,� - - - -s�i-,.�: �� -- -�� ' rs ; � � ��"-�.."�=��, 1�'� � - �'s� . _ �:;�•� . . . -� S- r '�.. .:ii�►`l. � � � ._-'��,�fs��''y�'"..� -_�, i - '� r•�,��, _ -- - " •t :,,�. - - - . �__�: •�� _ r _ " �x �'+��.. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Analysis of Development Options&Concepts Page 68 ►�'. FEH�ES1GN � �etsch;:;.-.,:;c,ar�:: ��. Scenario 4 would involve the purchase of the adjacent convenience store, closing Fifth Street north of the Center, renovation of the existing theatre, demolition of the arena portion of the FFCC, and construction of a new 6,000-seat Arena with new support areas in its place. It has even fewer of the deferred maintenance items in Scenarios 1 and 2 since many of the needs have been alleviated by the construction of the new arena. This scenario will maintain the Ecumenical Tower on its site north of the Center and allow for creation of a new lobby entrance and plaza in the northeast corner of the site. The remaining portion of the FFCC will be renovated into support areas for the theatre and provide space for new offices for the symphony. Additionally, conforming to industry best practices for modern event facility development, this scenario also provides new street-side retail activation and leasable opportunities. Issues Related to Parking A question that often arises in communities that are considering new or expanded event facility projects— particularly those in downtown urban cores—relates to the availability of sufficient parking and related impacts. The availability of sufficient parking is normally important to the success of event facilities. Based on industry standards, it is often recommended that one parking space be available for approximately every three (3) seats. Therefore, based on a FFCC Scenario 4 maximum seating capacity of 6,000 seats, approximately 2,000 parking spaces could be required to serve the FFCC for high demand events. In a rare situation where all FFCC spaces (Arena, Theater and Meeting Rooms) could theoretically be occupied by maximum attended activities, total industry standard parking space requirements could rise to 2,500. The required parking spaces can be provided in a combination of on-site spaces directly controlled by arena management and existing or new parking within a reasonable walking distance (5 to 10 minutes) of the arena. Dispersing parking thorough the immediate area would serve to encourage patronage of area businesses within the downtown area by attendees in connection with FFCC attendance. Provided by the City's Transportation Services Department, the following map outlines key downtown Dubuque parking proximate to the FFCC. 33 , � � � � 22 82 $ 55 $ � 445 ' . � $ 292 33 441 - � $ _ i . 618 - $ 82 L�.;. � >>> 19 591 ,- 1$ 46 513 ;i •� Five Flags Center� 399 -. 16 $ 1080 — -_ 25 $ . �� ' i : $ iii � � � .� 193 � f]ffSfTi � � � ri t7 -^�4, � �r?�� . I FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Analysis of Development Options&Concepts Page 69 ►�'. FEH�ES1GN � �etsch;:;.-.,:;c,ar�:: ��. As shown in the previous map, there are a number of parking opportunities nearby the FFCC. Specifically, there are nearly 7,000 parking spaces within a 15-minute walk of the FFCC (more than 4,000 of which are free of charge after S:OOpm or 6:OOpm-times after which the majority of FFCC attendees will be arriving for most events). While latent downtown Dubuque parking demand may be high during daytime working hours Monday through Friday for certain lots, ramps, and street spaces, it is important to first recognize that the vast majority of high attendance events are entertainment/spectator events that occur in the evening hours or on weekends. This supply and demand pattern is typical for nearly all entertainment/spectator event venues and tends to benefit event facilities that are located in central business districts of downtowns. Adjusted for seating capacity, the parking supply proximate to a hypothetical Scenario 4 FFCC is more plentiful and less costly than that associated with most comparable arena venues located in other markets throughout the country. A sample of the estimated parking supply serving some successful comparable venues, with a comparison to the FFCC, includes: Parking Estimated Seating Spaces Proximate Coverage City,State Facility Capacity Needed (1) Supply(2) Percentage Evansville, IN Ford Center 11,000 3,667 4,000 109% Corpus Christi,TX American Bank Center 10,000 3,333 4,200 126% Beaumont,TX Ford Arena 9,000 3,000 5,000 167% Bemidji, MN Sanford Center 6,000 2,000 1,200 60% Prescott Valley,AZ Prescott Valley Event Center 6,200 2,067 3,000 145% Dodge City, KS United Wireless Arena 4,935 1,645 1,600 97% Dubuque, IA FFCC(Existing) 4,000 1,333 6,500 488% Dubuque, IA FFCC(Scenario 3) 5,600 1,867 6,500 348% Dubuque, IA FFCC(Scenario 4-arena only) 6,000 2,000 6,500 325% Dubuque, IA FFCC(Scenario 4-max concurrent events) 7,000 2,333 6,500 279% (1)Extrapolation based on industry typical recommendation of 1 parking space per 3 seats (2)Estimated parking supply within reasonable walking distance,based on conversations with ciry offcials and/or facility management. Based on industry standards and a review of parking supply in downtown Dubuque, it is not believed that the development of additional parking structures or lots will be necessary for any of the identified FFCC development scenarios. Conversely, downtown Dubuque's volume, availability and pricing of parking supply nearby the FFCC is considered a product strength relative to other comparable venues located throughout the region and country. Conclusions Based on the market analysis, key attributes of a market supportable facility program for a FFCC arena include: • State-of-the-industry, spectator arena • Seating capacity of between 6,000 and 8,000 (5,000 to 7,000 fixed seats) • Some flexible seating to retain access to flat floor space • Premium seating and other hospitality areas • Enhance patron experience-ingress/egress, WiFi, food & beverage, ADA, etc. • Upgraded back-of-house, load-in/out and other support facilities FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Analysis of Development Options&Concepts Page 70 ►�'. FEH�ES1GN � �etsch;:;.-.,:;c,ar�:: ��. Based on the previous analyses undertaken, key attributes of a market supportable facility program for a FFCC theater include: • Retention of historic Theater • Refurbish seating and make 2nd Balcony seating functional • Modest expansion of Bijou Black Box Theater • Address capital improvement project items • Enhance patron experience— lobby, WiFi, F&B, etc. • Upgraded back-of-house facilities In order to accommodate an industry standard event facility complex that meets the identified market supportable programmatic elements, the optimal solution would involve an expanded site and redevelopment of the FFCC Arena. A renovation of the existing FFCC arena would not deliver a state-of- the-industry product, nor could a desirable renovation solution be executed without expanding the FFCC's footprint. Whether the solution to address the FFCC Arena is to expand or redevelop, the logical expansion direction would be northwest across West 5t" Street. Based on these market and program analysis conclusions, along with collaboration among the project team and the City, four primary facility investment scenarios were identified for additional analysis. • Scenario 1 effectively represents a minimum, status quo scenario, recognizing that a certain level of expenditures will be required in the near term and in the foreseeable future on deferred maintenance and future capital repair/replacement items to keep the FFCC safe and operational by current standards. • Scenario 2 involves a limited FFCC renovation (no expansion of facility footprint). • Scenario 3 represents a renovated complex with an expanded Arena. • Scenario 4 involves a renovated complex and a fully redeveloped Arena. Scenarios 3 and 4 both represent northwest expansion projections that would involve a block-long closure of West 5t" Street and development on a significant portion of the block opposite the current FFCC across West 5t"; however, neither scenario would require the relocation of Ecumenical Tower. Based on industry standards and a review of parking supply in downtown Dubuque, it is not believed that the development of additional parking structures or lots will be necessary for any of the identified FFCC development scenarios. Conversely, downtown Dubuque's volume, availability and pricing of parking supply nearby the FFCC is considered a product strength relative to other comparable venues located throughout the region and country. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Analysis of Development Options&Concepts Page 71 ►�'. FEH�ES1GN � �etsch;:;.-.,:;c,ar�:: ��. 7.0. COSTIBENEFIT ANALYSIS This chapter presents an analysis of estimated capital costs, utilization and attendance levels, financial operating results, and economic impacts associated with each of the previously identified FFCC scenarios. This section presents an analysis of estimated utilization and costs/benefits associated with the FFCC under the four identified scenarios. Initially, based on the results of the market demand, building program, and development options analyses, modeling and analysis was performed to generate performance estimates for the FFCC. We have presented performance estimates for the FFCC for a stabilized year and over a 15- year projection period (commencing upon the first full year of operations after completion of the expansion/development indicated by the scenario). A stabilized year of operation is assumed to occur by the third full year of operation. All dollar figures are represented in terms of 2018 dollars. Estimated Event and Use Levels A detailed market, financial and economic model was developed. Based on the market analysis completed and the program assumptions discussed herein, Exhibit 1 presents a summary of the estimated annual event levels, event days, and utilization days(move-in days, event days, and move-out days) by event type for the FFCC during a stabilized year and over a 15-year projection period. Exhibit 1 Estimated FFCC Utilization by Scenario STABILIZED YEAR 15 YEAR CUMULATIVE .� ,� NUMBER OF EVENTS Community/Religious 4 6 7 7 60 90 105 105 Concerts 13 15 19 20 195 225 285 300 Convention/Tradeshow 2 4 6 6 30 60 90 90 Family/Ice Shows 5 7 10 12 75 105 150 180 MeetingslBanquets 8 15 30 50 120 225 450 750 Non-TenantPerformance 6 10 17 20 90 150 255 300 Public/Cansumer Shaw 2 3 5 5 30 45 75 75 Sporting Events 31 40 52 60 465 600 780 900 TenantPerformance 16 20 26 26 240 300 390 390 Other 16 18 22 24 240 270 330 360 Total 103 138 194 230 1,545 2,070 2,910 3,450 EVENT DAYS Community/Religious 4 6 7 7 60 90 105 105 Concerts 14 16 20 22 210 242 307 323 Convention/Tradeshow 3 6 9 9 45 90 135 135 Family/Ice Shows 6 8 12 14 90 126 180 216 MeetingslBanquets 8 15 30 50 120 225 450 750 Non-TenantPerformance 14 23 40 47 210 350 595 700 Public/Cansumer Shaw 3 5 8 8 45 68 113 113 Sporting Events 38 49 64 74 570 735 956 1,103 Tenant Performance 59 74 96 96 885 1,106 1,438 1,438 Other 3 5 8 8 45 68 113 113 Total 152 207 293 333 2,280 3,100 4,391 4,995 UTILIZATION DAYS Community/Religious 6 9 11 11 90 135 158 158 Concerts 15 17 22 23 225 260 329 346 Convention/Tradeshow 6 12 18 18 90 180 270 270 Family/Ice Shows 7 10 14 17 105 147 210 252 Meetings/Banquets 12 23 45 75 180 338 675 1,125 Non-TenantPerformance 16 27 45 53 240 400 680 800 Public/Consumer Show 5 8 13 13 75 113 188 188 Sporting Events 47 61 79 91 705 910 1,183 1,365 Tenant Performance 124 155 202 202 1,860 2,325 3,023 3,023 Other 23 26 32 35 345 388 474 518 Total 261 346 479 536 3,915 5,194 7,188 8,043 FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Cost/Benefit Analysis Page 72 ►�'. FEH�ES1GN � �etsch;:;.-.,:;c,ar�:: ��. As shown in the previous exhibit, it is estimated that annual event levels at the FFCC, during a stabilized year of operation,would range between 103 and 230 total events, depending on the scenario. Total annual utilization days would range between 261 and 536, depending on the scenario. Scenario 1 effectively represents a status quo case, which approximates current event and utilization levels at the existing FFCC. Noteworthy differences among the scenarios include increased accommodation of key entertainment/spectator events (such as concerts, family shows and sporting events) under Scenarios 3 and 4. While it remains a future possibility(particularly under a Scenario 4 project),for projection purposes, a primary sports tenant(i.e., minor league sports franchise or university/college sports team) has not been assumed. Exhibit 2 presents a summary of the estimated attendee days by event type for the FFCC by scenario in a stabilized year and over the 15-year projection period. A portion of the total attendee base represents non-local attendees (i.e., attendees that do not reside in Dubuque) and a modest portion of these non- local attendees represent visitors that require overnight lodging. As such, estimates relative to non-local attendee days and hotel room nights have also been presented. Exhibit 2 Estimated FFCC Attendance&Hotel Room Nights by Scenario STABILIZED YEAR 15 YEAR CUMULAT�IVE � . .�� ATTENDEE DAYS Community/Religious 7,126 10,800 14,700 16,100 106,890 162,000 220,500 241,500 Concerts 11,006 14,538 35,808 51,692 165,092 21$077 537,115 775,385 Convention/Tradeshow 3,225 4,200 11,250 13,500 48,375 63,000 168,750 202,500 Family/Ice Shows 7,608 11,760 18,000 23,760 114,120 176,400 270,000 356,400 Meetings/Banquets 1,699 3,750 7,500 12,500 25,485 56,250 112,500 187,500 Non-Tenant Performance 8,463 15,167 26,775 31,500 126,945 227,500 401,625 472,500 PublidConsumer Show 5,081 7,650 12,701 12,701 76,208 114,750 190,519 190,519 Sporting Events 48,387 68,645 81,166 93,653 725,812 1,029,677 1,217,492 1,404,798 Tenant Performance 58,469 73,750 105,463 115,050 877,035 1,106,250 1,581,938 1,725,750 Other 4,545 7,088 11,550 15,750 68,217 106,313 173,250 236,250 Total 155,612 217,348 324,913 386,207 2,334,179 3,26Q217 4,873,688 5,793,101 ATTENDEE DAYS(NON-LOCAL) Community/Religious 713 1,080 1,470 1,610 10,689 16,200 22,050 24,150 Concerts 3,302 4,362 10,742 15,508 49,528 65,423 161,135 232,615 Convention/Tradeshow 1,613 2,100 5,625 6,750 24,188 31,500 84,375 101,250 Family/Ice Shows 2,282 3,528 5,400 7,128 34,236 52,920 81,000 106,920 Meetings/Banquets 425 938 1,875 3,125 6,371 14,063 28,125 46,875 Non-TenantPerformance 1,269 2,275 4,016 4,725 19,042 34,125 60,244 70,875 PublidConsumerShow 1,524 2,295 3,810 3,810 22,862 34,425 57,156 57,156 Sporting Events 9,677 13,729 16,233 18,731 145,162 205,935 243,498 280,960 TenantPerformance 11,694 14,750 21,093 23,010 175,407 221,250 316,388 345,150 Other 1,364 2,126 3,465 4,725 20,465 31,894 51,975 70,875 Total 33,863 47,182 73,730 89,122 507,950 707,735 1,105,945 1,336,826 HOTEL ROOM NIGHTS Community/Religious 143 216 294 322 2,138 3,240 4,410 4,530 Concerts 495 654 1,611 2,326 7,429 9,813 24,170 34,892 Convention/Tradeshow 538 700 1,875 2,250 8,063 10,500 28,125 33,750 Family/Ice Shows 152 235 360 475 2,282 3,528 5,400 7,128 Meetings/Banquets 85 188 375 625 1,274 2,813 5,625 9,375 Non-TenantPerformance 190 341 602 709 2,856 5,119 9,037 1Q631 PublidConsumerShow 61 92 152 152 914 1,377 2,286 2,286 Sporting Events 645 915 1,082 1,249 9,677 13,729 16,233 18,731 TenantPerformance 1,754 2,213 3,164 3,452 26,311 33,188 47,458 51,773 Other 364 567 924 1,260 5,457 8,505 13,860 18,900 Total 4,427 6,121 10,440 12,820 66,403 91,811 156,604 192,296 As shown, upon stabilization, total annual attendee days would be expected to reach as high as 386,000 under Scenario 4, while annual hotel room nights generated are estimated at approximately 12,800 under Scenario 4 (or an increase of more than 8,000 over existing FFCC levels). FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Cost/Benefit Analysis Page 73 ►�'. FEH�ES1GN � �etsch;:;.-.,:;c,ar�:: ��. Estimated Capital Costs A preliminary order-of-magnitude capital and construction cost analysis was performed by Betsch Associates and FEH Design, with participation by CSL, City representatives, and FFCC management. The analysis included consideration of pending deferred maintenance and major capital requirements that will need to be addressed during the 15-year projection period. A detailed review of these items, including the identification of a reasonable timing/sequencing allocation, was conducted, and adjustments were made to remove items which would be addressed or no longer needed under Scenarios 3 and 4 involving expansion and/or new build development. Construction costs tend to vary widely among comparable event facility projects. Many variables exist that influence actual realized construction costs, including rype of facility, size, components, level of finish, integrated amenities, costs of goods and services in the local market, location and topography of the site, ingress/egress issues, costs implications related to the existing FFCC site and integration with existing facilities and infrastructure, and other such aspects. Additional architectural costing analysis would be required to refine these estimates, particularly those related to demolition, infrastructure and renovation aspects. Exhibit 4 presents a comparison of a summary of preliminary order-of-magnitude capital costs for each of the four identified scenarios. Presented in terms of 2018 dollars, a summary by major cost type is shown in terms of upfront costs (i.e., construction costs and immediate deferred maintenance costs), as well as costs through Year 15 of the projection period (i.e., construction costs, deferred maintenance, and upcoming assumed capital repair/replacement costs). A detailed line item breakdown of preliminary estimated capital costs by scenario is provided in Appendix E. Exhibit 4 Preliminary Cost Capital Cost Comparison (Order-of-Magnitude, 2018 dollars) Upfront Capital Costs Expansion/Construction $0 $0 $33,982,865 $55,067,217 Deferred Maintenance $4,070,000 $4,070,000 $1,712,000 $1,712,000 Life Safety/Code Compliance $0 $484,000 $350,000 $350,000 Security $0 $435,000 $300,000 $300,000 Event Marketability $0 $3,815,500 $1,982,500 $682,500 Patron Amenities $0 $5,297,500 $795,000 $457,500 Operations $5,000 $2,102,500 $1,010,000 $1,010,000 Hard Construction Costs $4,075,000 $16,204,500 $40,132,365 $59,579,217 Soft Construction Costs $611,250 $2,430,675 $6,019,855 $8,936,883 Total Construction Costs $4,686,250 $78,635,175 $46,152,220 $68,516,100 Upfront Plus Capital Costs Years 1-15 Expansion/Construction $0 $0 $33,982,865 $55,067,217 Deferred Maintenance $7,590,000 $7,590,000 $3,027,000 $3,027,000 Life Safety/Code Compliance $0 $583,000 $425,000 $425,000 Security $0 $580,000 $400,000 $400,000 Event Marketability $0 $4,440,500 $2,407,500 $1,107,500 Patron Amenities $0 $6,800,000 $1,262,500 $925,000 Operations $5,000 $2,467,500 $1,135,000 $1,135,000 Hard Construction Costs $7,595,000 $22,461,000 $42,639,865 $62,086,717 Soft Construction Costs $1,139,250 $3,369,150 $6,395,980 $9,313,008 Total Construction Costs $8,734,250 $25,830,150 $49,035,845 $71,399,725 FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Cost/Benefit Analysis Page 74 ►�'. FEH�ES1GN � �etsch;:;.-.,:;c,ar�:: ��. Based on comparable facility data adjusted for estimated Dubuque conditions and the identified facility program, total order-of-magnitude capital costs for Scenario 1 (representing the minimum required to sustain FFCC operations over the next 15 years) approximates $8.7 million in 2018 dollars. This would be considered a minimum figure, as it should be expected that certain capital repair/replacement needs beyond those identified for this exercise will materialize over the next 15 years. Total upfront capital costs (immediate deferred maintenance costs plus renovation costs) associated with Scenario 2 are estimated at $18.6 million. Total upfront capital costs (immediate deferred maintenance costs plus construction and renovation costs) associated with Scenarios 3 and 4 are estimated at$46.2 and $68.5 million. Over the 15-year projection period, total cumulative capital costs range from $8.7 million (Scenario 1) to $71.4 million (Scenario 4). Estimated Financial Operations An analysis of the estimated financial operations of the FFCC by scenario was conducted. This financial operating analysis only considers revenues and expenses generated through the operation of the FFCC itself and does not consider other potential ancillary income that may be related to the project (such as incremental tax revenue, parking income, admissions surcharges, interest income, or contractually- obligated streams such as naming rights, retail leases and other such items, etc.), nor does it consider other non-operating costs, such as construction costs (i.e., debt service) and ongoing capital repair/replacement funding. This analysis is designed to assist project representatives in assessing the financial effects of the FFCC under the identified scenarios and cannot be considered a presentation of expected future results. Accordingly, the analysis of potential financial operating results may not be useful for other purposes. The assumptions disclosed herein are not all inclusive, but are those deemed to be significant. Because events and circumstances frequently do not occur as expected,there usually will be differences between estimated and actual results and these differences may be material. As with all new/expanded event facility projects, an initial startup period is assumed before event levels are anticipated to stabilize. Financial operating estimates prepared in this section reflect a stabilized year of operation (assumed to occur by the third full year of operation), shown in 2018 dollars. This analysis has been developed to reflect"net"operations. For instance, reimbursed event expenses and associated event revenues are not presented, rather, they are assumed to '�pass through" the financial operating estimates developed in this section. Per capita revenue and expense assumptions were also developed using comparable facility data and industry experience with similar projects, along with consideration of the unique attributes of the Dubuque marketplace and specific conditions envisioned for the facility. Working with City representatives and FFCC management, detailed historical event and financial operating data associated with the FFCC was obtained and analyzed for this study. Scenario 1 effectively represents the current operations of the FFCC. As in all studies of this type,the estimated results are based on competent and efficient facility management and assume that no significant changes in the various event markets will occur beyond those set forth in this report. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Cost/Benefit Analysis Page 75 ►�'. FEH�ES1GN � �etsch;:;.-.,:;c,ar�:: ��. O�eratinq Revenues The primary sources of operating revenue for the FFCC include space rental, food and beverage, contract service, and other revenue. For purposes of this financial operating analysis, no parking revenue has been assumed to be retained by the facility. The assumptions regarding the individual revenue components are also based on a review of the operations of comparable facilities throughout the country and industry trend data. Facilitv Rent Facility rent income is typically based on a daily rental fee or, in some cases, a percentage of gross ticket sales. Rental rates will likely vary depending on the type of event (i.e. commercial, not-for- profit,community events,etc.)and the portion of the facility used (i.e. full-house, half-house,etc.). The number of events, rental rates, paid attendance and ticket prices assumed in this study are based on an analysis of historical FFCC operations, projected events, ticket prices, attendance and rental rates at comparable venues, regional competitive facilities, discussions with promoters and industry trends. Food and Beveraqe Food and beverage (F&B) revenue consists of the sale of various food service (concessions and catering) items at the FFCC. Revenue assumptions are based on historical FFCC operations and estimated event and attendance levels and estimated per capita spending for various event types. Estimated food service revenue is presented in terms of net revenue retained by the FFCC. To calculate gross revenue, the net revenue figure would be divided by 35 percent (reflecting cost of goods sold and associated expenses). Advertisinq/Sponsorships Advertising and sponsorship revenues are derived from the sale of signage related to scoreboards, scorer's table, concourse, interior and exterior fascia, courtside (dorna signage), dasher boards, vomitories, outdoor marquee displays and promotions. Ultimately, the rates charged for advertising and sponsorships at the FFCC will be determined by factors such as the particular scenario pursued, the number events and attendance at the facility, if any faciltiy events are broadcasted (television, radio, etc.), and the amount of tie-ins such as program advertising and public address announcements that are included with advertising packages. Advertising and sponsorship revenues were analyzed for other comparable venues. Contractually-obligated income associated specifically with the potential sale of naming rights is not included in this projection of financial operations, as it would be assumed to be used to defray the capital debt obligations borne by the public sector. Premium Seatinq Scenarios 3 and 4 assume the development of premium seating. This revenue stream represents the net income generated from the annual and per event lease of private suites, party suites, loge seating and other premium areas developed. Contract Service&Other Contract service consists of charges to event management and exhibitors for event-related services, such as providing electrical hook-ups and other utilities, leasing of equipment, and providing security and cleaning services. Estimated service and equipment revenue is based on historical FFCC operations, comparable facility financial operations, and estimates of the number of events, attendance, square footage used, assumed future growth rates and receipts at comparable facilities. Other revenue includes miscellaneous operating revenue items, including but not limited to merchandise sales, credit card fees, equipment rentals, and other such items. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Cost/Benefit Analysis Page 76 ►�'. FEH�ES1GN � �etsch;:;.-.,:;c,ar�:: ��. O�eratinq Expenses The estimated operating expenses for the FFCC are based on historical operating expenses at the FFCC, industry standards and those experienced at competitive/comparable facilities. Specifically, historical and comparable facility operating expense data was analyzed on a per square foot and per seat basis. Salaries and Benefits Estimated salaries, wages and benefits include compensation for full- and part-time employees (excluding event personnel costs passed through to the event promoter or organizer). Employee benefits include payments for employee hospitalization programs, unemployment compensation, workers' compensation, and FICA. This analysis is based on historical FFCC operations and the financial operations of comparable and competitive facilities, adjusted for the FFCC's size and event levels by scenario. It has been assumed that the FFCC will be staffed with personnel levels similar to that of other similar, well-managed sports/entertainment/spectator venues. Contract Labor Expenses associated with contract labor derived from outsourcing to contractors or other service providers that is not reimbursed by FFCC renters, including certain temporary or event day service contractors and part-time event day employees that may include ticket takers, ushers, concession workers, security, EMT and others. Utilities Utilities often represent one of the largest expenses incurred by events center operators. Costs estimates for events center utilities include electricity, gas, water and steam. The estimates are based on historical FFCC operations, industry averages and the assumption that any new FFCC capital investment will include current industry standard energy-saving components. Repairs and Maintenance Expenses related to repairs and maintenance reflect routine expenditures that are necessary for normal facility operations. Historical FFCC operating expenses were analyzed, along with an assessment and allocation between items that would be considered capital expenses versus operating expenses. Scenarios 3 and 4 assume that annual maintenance costs in the early years of the project period are relatively low, reflecting the large capital investment in facility product and infrastructure. It is likely that such costs will increase incrementally over time as the facility depreciates. General and Administrative General and administrative expenses include various day-to-day costs such as subscriptions, staff training, dues, staff travel, staff tuition reimbursement, licenses and permits, bad debt charges and other such items. This category also includes costs related to administrative business-related expenses such as postage, administrative supplies, administrative furniture and fixtures, auto allowances, administrative travel, memberships and maintenance of the administrative space. Su lies Costs for materials and supplies for the FFCC include those materials, supplies and equipment used for facility operations and its administrative offices. The analysis of materials and supplies expense is based on historical FFCC levels, competitive/comparable facility operations and the levels of facility space. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Cost/Benefit Analysis Page 77 ►�'. FEH�ES1GN � �etsch;:;.-.,:;c,ar�:: ��. Insurance Insurance expense includes typical properly and liability insurance coverage necessary for the operation of the FFCC. The analysis of insurance expense is based on historical FFCC operations, competitive/comparable facility expense data, with adjustments for local market conditions. OtherExpenses Other expenses include costs associated with private management and for services including accounting and legal functions and other non-recurring consulting and service provision. Summary of Estimated Financial Operations Exhibit 5 below presents a summary of the estimated financial operating results for the FFCC by scenario in a stabilized year and over a 15-year projection period (commencing upon the first full year of operations after completion of the expansion/development indicated by the scenario). Figures are presented in 2018 dollars. These figures only represent the annual operations of the facility scenarios and do not include construction debt service payments, capital repair/replacement reserve funding obligations, or other non- operating expenses. Exhibit 5 Estimated Financial Operating Results by Scenario(in 2018 dollars) STABILIZED YEAR 15 YEAR CUMULATIVE . . . � . �� .- . . .- . �� OPERATING REVENUES FacilityRent $245,000 $339,815 $595,350 $810,460 $3,675,000 $5,097,225 $8,930,250 $12,156,900 Food 8 Beverage 130,000 184,730 346,060 418,600 1,950,000 2,770,950 5,190,900 6,279,000 Advertising/Sponsorships 20,000 25,000 105,000 135,000 300,000 375,000 1,575,000 2,025,000 Premium Seating 0 0 45,000 110,000 0 0 675,000 1,650,000 Contract Service&Other 15,000 20,912 45,750 57,000 225,000 313,673 686,250 855,000 Total Operating Revenue $410,000 $570,457 $1,137,160 $1,531,060 $6,150,000 $8,556,848 $17,057,400 $22,965,900 OPERATING EXPENSES Salaries&Benefits $780,000 $828,672 $1,009,710 $1,130,220 $11,700,000 $12,430,080 $15,145,650 $16,953,300 ContractLabor 35,000 47,145 63,350 70,980 525,000 707,175 950,250 1,064,700 Utilities 18Q000 201,240 251,388 282,420 2,700,000 3,018,600 3,770,820 4,236,300 Repair&Maintenance 30,000 39,570 60,600 64,560 450,000 593,550 909,000 968,400 General&Administrative 75,000 81,150 112,050 120,105 1,125,000 1,217,250 1,680,750 1,801,575 Supplies 20,000 24,880 45,840 48,160 300,000 373,200 687,600 722,400 Insurance 46,000 50,646 64,814 70,012 690,000 759,690 972,210 1,050,180 Other 100,000 108,300 191,100 216,000 1,500,000 1,624,500 2,866,500 3,240,000 Total Operating Expenses $1,266,000 $1,381,603 $1,798,852 $2,002,457 $18,990,000 $20,724,045 $26,982,780 $3Q036,855 NET OPERATING PROFITIDEFICIT ($856,000) ($811,147) ($661,692) ($471,397) ($12,840,000) ($12,167,198) ($9,925,380) ($7,070,955) As shown in the exhibit,the current FFCC(Scenario 1) is generating a net operating deficit of approximately $856,000 annually. As mentioned previously in this report, on a per square foot and per seat basis, the FFCC's recent annual financial operating performance is consistent with or slightly better than the average comparable facility located in similar markets, despite industry substandard product characteristics. The annual net operating deficit under Scenario 2 would be expected to be consistent or slighter lower than the current FFCC. The net operating deficit under Scenarios 3 and 4 would be expected to improve to approximately ($662,000) and ($472,000), respectively, reflecting greater event and attendance levels, higher profile events, improved revenue generating opportunities, and improved operating efficiencies. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Cost/Benefit Analysis Page 78 ►�'. FEH�ES1GN � �etsch;:;.-.,:;c,ar�:: ��. Estimated Economic Impacts Often, the primary "benefits" associated with event facilities relate to the quantifiable, incremental economic impacts generated in a local community and economy through their construction and ongoing operation. As such, when attempting to quantify "incremental" economic impact from event facility o�erations, it is normal industry practice to only attribute impacts to spending associated with "visitors"to a given market(i.e., persons that do not reside in the local area), rather than including spending by"locals" (i.e., persons that reside in the local area) in the calculation. The theory is that a facility attendee that is a local resident would likely have otherwise spent their disposable income on some other discretionary purchase in the local community anyway. This results in a more conservative estimation of economic impact, as the focus is on spending by visitors who would have not even been in the local community if it were not for the subject event facility that was host to the event they chose to travel to and attend. The following chart outlines key economic impact concepts and metrics. Economic Impact Analysis Concepts and Metrics ` • • . - - : . •• • • • • •• • . . . .. - � -. ..- -. . • .- - - - 1. Direct Spending 1. Direct Spending 1. Direct Spending • Materials • Room&Space Rentals • Lodging • Labor • Food&Beverage • Restaurants/Bars 2. Indirect&Induced Spending • Retail&Merchandise • Retail 3. DUtpU[(direct+indirect+inducedspending) • Entertainment • EntertainmenUGaming • Sponsorship&Advertising • Transit 4. Employment�rUii a part-nme iobs� • Contract&Other Services • Services/Other 5. Earnings(persona�income) 2. Indirect&Induced Spending 2. Indirect&Induced Spending 6. TaxRevenue 3. OUtpUt(direct+indirect+inducedspending) 3. OUtpUt(direct+indirect+inducedspending) • saies a use taxes 4. Em lo ment r�u a art-time obs 4. Em lo ment r�u a art-time obs P Y ( P � ) P Y ( P � ) 5. E81'f1111gS(personal income) 5. E81'IIIIIgS(personal income) 6. Tax Revenue 6. Tax Revenue • Sales&use taxes • Lodging taxes • Excise,gaming&other taxes • Sales&use taxes • Car rental&transit taxes • Excise,gaming 8 other taxes For purposes of this analysis, results of the economic impact analyses are measured in terms of the following categories: • Total output represents the total direct, indirect and induced spending efFects generated by the project. This calculation measures the total dollar change in output that occurs in the local economy for each dollar of output delivered to final demand. • Personal earnings represents the wages and salaries earned by employees of businesses associated with or impacted by the project. In other words,the multiplier measures the total dollar FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Cost/Benefit Analysis Page 79 ►�'. FEH�ES1GN � �etsch;:;.-.,:;c,ar�:: ��. change in earnings of households employed by the afFected industries for each additional dollar of output delivered to final demand. • Employment represents the number of full- and part-time jobs. The employment multiplier measures the total change in the number of jobs in the local economy for each additional $1.0 million of output delivered to final demand. The initial spending of new dollars into an economy begins a series in which the dollars are cycled through the economy. The re-spending of the dollars is estimated by using the economic multipliers discussed above and applying them to the amount of direct, or initial, spending. The multiplier illustrates that spending in a defined economy will lead to additional spending until that dollar has completed its cycle through leakage. Leakage represents the portion of a dollar spent in areas outside the designated economy. As previously mentioned, this analysis only considers"net new" economic impact. This impact is derived solely by visitors attending or participating in FFCC events that do not reside in Dubuque. For conservative purposes, our approach to economic impact estimation does not consider any spending by facility attendees/participants if they reside in Dubuque. It has been assumed that any spending by these local residents would represent "displaced" spending, that would have otherwise been spent locally on other products and services. The existing FFCC annually generates economic impact in Dubuque associated the attraction of visitors to the ciry, and their spending in it, that would have not otherwise traveled to Dubuque if it were not for the event they chose to attend at the FFCC. Further, the construction and the subsequent operations of a renovated/expanded/redeveloped FFCC(particularly under Scenarios 3 and 4)will generate significant new economic impact in Dubuque particularly when considering aggregate impacts over time. Exhibit 6 depicts the cumulative net new economic impacts estimated to be generated under the four identified FFCC scenarios for a stabilized year (assumed Year 3 of operations) and cumulative over a 15-year period. Exhibit 6 Summary of Estimated Economic Impacts by Scenario (in 2018 dollars) STABILIZED YEAR 15 YEAR CUMULATIVE �� CONSTRUCTIONIMPACTS DirectSpending $0 $0 $0 $0 $3,93Q413 $11,623,568 $22,066,130 $32,129,876 Indirect/Induced Spending 0 0 0 0 2,698,693 7,980,952 15,151,005 22,060,956 TotalOutput $0 $0 $0 $0 $6,629,105 $19,604,520 $37,217,136 $54,190,832 Personal Income(earnings) $0 $0 $0 $0 $2,232,366 $6,601,867 $12,532,955 $18,248,886 Employment(full&part-time jobs) 0 0 0 0 47 139 264 385 IN-FACLITY IMPACTS Direct Spending $418,949 $556,898 $981,891 $1,261,536 $6,284,232 $8,353,470 $14,728,371 $18,923,038 IndirecUlnduced Spending 175 071 231 217 405 107 523 757 2.626.072 3.468.258 6,076,610 7,856.361 TotalOutput $594,020 $788,115 $1,386,999 $1,785,293 $8,910,304 $11,821,728 $20,804,980 $26,779,399 Personal Income(earnings) $213,230 $284,059 $501,893 $643,484 $3,198,446 $4,260,889 $7,528,395 $9,652,256 Employment(full&part-time jobs) 9 12 22 28 136 183 325 414 OUT-OF-FACILITY IMPACTS DirectSpending $1,97Q220 $2,498,325 $3,771,499 $4,476,402 $29,553,304 $37,474,882 $56,572,487 $67,146,023 IndirecUlnducedSpending 735609 930670 1,400,931 1,661,295 11034135 13.960.057 21,013,969 24,919.422 TotalOutput $2,705,829 $3,428,996 $5,172,430 $6,137,696 $40,587,439 $51,434,939 $77,586,456 $92,065,444 Personal Income(earnings) $849,299 $1,073,011 $1,612,343 $1,910,948 $12,739,491 $16,095,165 $24,185,138 $28,664,213 Employment(full&part-time jobs) 40 51 76 89 604 760 1,135 1,342 TOTAL ECONOMIC IMPACTS DirectSpending $2,389,169 $3,055,223 $4,753,391 $5,737,937 $39,767,949 $57,451,919 $93,366,988 $118,198,937 IndirecUlnducedSpending 910680 1,161.888 1,806,039 2,185,052 16358899 25.409.268 42,241,584 54,836.739 TotalOutput $3,299,850 $4,217,111 $6,559,429 $7,922,990 $56,126,848 $82,861,187 $135,608,572 $173,035,675 Personal Income(earnings) $1,062,529 $1,357,070 $2,114,236 $2,554,431 $18,170,303 $26,957,921 $44,246,488 $56,565,355 Employment(full&part-timejobs) 49 63 97 117 788 1,082 1,724 2,141 FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Cost/Benefit Analysis Page 80 ►�'. FEH�ES1GN � �etsch;:;.-.,:;c,ar�:: ��. As shown in the exhibit on the previous page, over a 15-year period, it is estimated that Scenario 4 would generate $173 million in economic output (direct, indirect, and induced spending) in Dubuque. This represents approximately $117 million in incremental economic output over 15 years relative to Scenario 1 (status quo). Importantly, while not specifically estimated under this analysis, it is believed that an approximately equivalent amount of Scenario 1 economic impacts would be annually lost to Dubuque should the FFCC be demolished and not replaced. In this eventuality, many of the major entertainment/sports/spectator events held in the current FFCC would be lost to Dubuque if the FFCC was demolished and not replaced. However, some events (particularly smaller events, meetings, civic, etc.) may find other host venues in Dubuque. The result will likely be that much of the Scenario 1 economic impacts would disappear under a demolish/no replacement scenario. Further, the"lost"impact of local residents now having to leave Dubuque to travel to other regional cities to attend entertainment events (due to the loss of the local market's primary spectator event facility) has not been quantified, but would also represent reduction in economic impact. The net, incremental result of combining these two factors would likely roughly approximate, or even exceed, the total loss indicated by the Scenario 1 economic impact figures. In addition to the more quantifiable benefits, some benefits related to the construction and operations of the new, renovated and redeveloped multipurpose event facilities cannot be quantitatively measured. Beyond the economic activity and jobs indirectly provided, these rypes of non-quantifiable impacts of a project of this nature and scope can serve to elevate Dubuque's profile and brand as a visitor destination and as a quality place to live, work, learn and play. In fact, these qualitative benefits tend to be a critical factor in the consideration of public and private investment in projects of this nature, particularly those involving existing venues with a long history of service in the local community. These include issues pertaining to quality of life (through attracting entertainment events that would not otherwise travel to the area and hosting civic and private events), ancillary economic development facilitation, employment opportunities, community pride and other such issues. Potential non-quantifiable benefits could include: • Potential Transformative and Iconic Effects — Elevating the quality, profile, and exposure to national, regional and local audiences of a key local event facility can have important transformative and residual impacts on the Dubuque community and destination, in terms of quality of life, community prestige, perception by visitors and non-locals, and other such effects. • QualityofLife forResidents—New/enhanced event and public assembly facilities provide diversified activities for local residents and families,which can make Dubuque a more attractive and enjoyable place to reside. Quality public assembly facilities can contribute to enhancing community pride, self-image, exposure and reputation. All these items can assist in retaining and attracting an educated workforce, particularly younger adults who often desire qualiry entertainment, cultural, leisure and recreational amenities. • New �isitation — New visitors will be attracted to the area because of an event in the expanded/improved arena and performing arts facility products. These attendees, in turn, may elect to return to the area later with their families, etc. for a vacation after visiting the area for the first time. • Spin-OffDeve%pment— Private sector investment can be induced in the areas surrounding event facilities, such as arenas and performing arts centers, spurred by increased volume of visitors to the event facility, representing additions to the local tax base. Enhanced economic growth and ancillary private sector development near the FFCC could be more likely should the City elect to invest in a major FFCC improvement project. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Cost/Benefit Analysis Page 81 ►�'. FEH�ES1GN � �etsch;:;.-.,:;c,ar�:: ��. • Anchor for Re�italization— Key event facility project development can oftentimes anchor larger downtown or community-wide master development plans. • Other Benefits — Increased synergy with the other local event, entertainment and hospitality facilities can lead to increased tourism activity in communities. Likewise, the proposed FFCC investment would be expected to enhance afFordable entertainment, cultural, educational and leisure alternatives for families in Dubuque. Estimated CostslBenefits &Conclusions Based on the cost/benefit analysis completed for this study,the identified FFCC scenarios are each expected to provide quantifiable benefits to Dubuque (with the greatest impacts generated by Scenarios 3 and 4). These quantifiable benefits often serve as the��return on investment"of public dollars that are contributed to develop these destination and constituent facilities. Exhibit 7 presents a simplified summary of return-on-investment, casting total economic output (direct, indirect and induced spending) against total costs(upfront and ongoing)assumed to be borne by the public sector to implement each of the four analyzed FFCC faciliry scenarios. Exhibit 7 Summary of Key Estimated Costs and Benefits by Scenario (in 2018 dollars) QUANTIFIABLE COSTS - � • � - • Capital Costs: Hard Construction Costs -- $7,595,000 -- $22,461,000 -- $42,639,865 -- $62,086,717 Soft Construction Costs -- 1,139,250 -- 3,369,150 -- 6,395,980 -- 9,313,008 Private Contribution 0 0 0 0 Total Cost -- $8,734,250 -- $25,830,150 -- $49,035,845 -- $71,399,725 Ongoing Operations: Operating Revenues $410,000 $6,150,000 $570,457 $8,556,848 $1,137,160 $17,057,400 $1,531,060 $22,965,900 Operating Expenses 1,266,000 18,990,000 1,381,603 20,724,045 1,798,852 26,982,780 2,002,457 30,036,855 Total Operating Costs $856,000 $12,840,000 $811,147 $12,167,198 $661,692 $9,925,380 $471,397 $7,070,955 Ongoing Costs: DebtService $475,000 $7,125,000 $1,404,000 $21,060,000 $2,666,000 $39,990,000 $3,882,000 $58,230,000 Operating Deficit 856,000 12,840,000 811,147 12,167,198 661,692 9,925,380 471,397 7,070,955 Total Annual Costs $1,331,000 $19,965,000 $2,215,147 $33,227,198 $3,327,692 $49,915,380 $4,353,397 $65,300,955 QUANTIFIABLE BENEFITS �� "�i� ��' '' 1� �� Ongoing Quantifiable Benefits: Direct Spending $2,389,169 $39,767,949 $3,055,223 $57,451,919 $4,753,391 $93,366,988 $5,737,937 $118,198,937 IndirecUlnduced Spending 910,680 16,358,899 1,161,888 25,409,268 1,806,039 42,241,584 2,185,052 54,836,739 TotalOutput $3,299,850 $56,126,848 $4,217,111 $82,861,187 $6,559,429 $135,608,572 $7,922,990 $173,035,675 Personal Income(eamings) $1,062,529 $18,170,303 $1,357,070 $26,957,921 $2,114,236 $44,246,488 $2,554,431 $56,565,355 Employment(full 8 part-timejobs) 49 788 63 1,082 97 1,724 117 2,141 As shown, aggregated annual costs (debt service plus operating subsidy) for the four scenarios over 15 years range from $20.0 million for Scenario 1 (status quo) to $65.3 million for Scenario 4—or a difference of$45.3 million. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Cost/Benefit Analysis Page 82 ►�'. FEH�ES1GN � �etsch;:;.-.,:;c,ar�:: ��. Within the previous exhibit, the comparison includes the total estimated costs that will likely need to be borne by the public sector to implement each of the four scenarios, for a stabilized year of operations (assumed third full year of operations), as well as cumulated costs over 15 years of operations. Benefits have been presented in terms of annual total economic output(a sum of direct, indirect and induced visitor spending) in Dubuque. Costs have been presented in terms of construction debt service (assuming the entire construction debt would be bonded debt) and operating subsidy needed per scenario. Specifically, a 30-year term and a 3.5 percent tax exempt annual interest rate have been assumed for the hypothetical debt associated with each scenario. However, importantly, there may be an opportunity to utilize funding sources and financing mechanism (in part or in full)that would not require the issuance of traditional public sector bonded debt (in part or in full). In that event, the cost of capital would be reduced and overall annual costs would lower. Likewise, in the event that other non-public sector funds are contributed to the project to defray costs, the annual costs estimated to be borne by the public sector would also be lower than indicated. An investment in FFCC renovation/expansion/redevelopment will represent new economic impact to Dubuque and the surrounding region, particularly when considering aggregate impacts over time and more significantly for Scenarios 3 and 4. The exhibit on the previous page also depicts the cumulative net new economic impacts estimated to result from the construction and operations of the FFCC scenarios estimated for a stabilized year (third full year of operations) and in the aggregate over a 15-year period. Over a 15- year period, the cumulative economic output (new direct, indirect and induced spending) over the 15-year period is estimated to range between $56.1 million for Scenario 1 (status quo)to$173.0 million for Scenario 4—or a difference of$116.9 million. It is important to recognize the quantifiable economic impacts associated with the annual operations of entertainment/spectator/arts facilities, such as the FFCC, measured under this type of analysis are typically lower than other types of event facility products, such as convention centers, that emphasize generating nonlocal events and hotel room nights. A community's decision to invest in arena and theater facility projects are often driven in large part by a recognition of the importance of providing quality entertainment and arts and culture options for community residents. Many of these reasons relate to enhancing quality of life, education and culture, and serve to elevate the community's profile and brand as a quality place to live, work, learn, play and visit. In fact, these qualitative benefits tend to be a critical factor in the consideration of public and private investment in projects of this nature, particularly those involving existing venues with a long history of service in the local community. These include issues pertaining to quality of life (through attracting entertainment events that would not otherwise travel to the area and hosting civic and private events), ancillary economic development facilitation, employment opportunities, community pride and other such issues. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Cost/Benefit Analysis Page 83 ►�'. FEH�ES1GN � �etsch;:;.-.,:;c,ar�:: ��. DRAFT COPY 8.0 NAMING RIGHTS AND SPONSORSHIP OPPORTUNITIES ANALYSIS Naming rights partnerships are agreements in which a company places its name or logo on a specific venue, and in return, pays an annual fee to the venue's owner or manager. Regional examples of naming rights partnerships for arena and civic complex venues include: • U.S. Cellular Center, Cedar Rapids, Iowa • Tyson Events Center, Sioux City, Iowa • TaxSlayer Center, Moline, Illinois • Grossinger Motors Arena, Bloomington, Illinois • Dow Event Center, Saginaw, Michigan • Indiana Farmers Coliseum, Indianapolis, Indiana • Huntington Center,Toledo, Ohio • AMSOIL Arena, Duluth, Minnesota Typically, these types of deals are done on a more intermediate or long-term basis (e.g. 20 to 30 years), while renewals typically are done on shorter terms (i.e. 10 years or less). Along with the naming of the facility, a naming rights partner typically receives a variety of exposure opportunities, including landmarks, scoreboard signage, exterior facility signage, digital marquee signage, directional signage, opportunities for activation and product sampling, hospitality benefits, inclusion in the venue's media buy and editorial media coverage. The growth in naming rights can be attributed to facilities and teams looking for new revenues. As properties put a greater emphasis on the importance of naming rights, decision-makers at corporations began to see naming rights as an effective method for achieving specific marketing objectives. Naming rights marketing is particularly valuable because of its effectiveness in introducing new products, helping new or established products contend with competitive brands, and increasing corporate brand awareness. However, the real value lies in the borrowed imagery of a property and the unique media exposure a brand receives through the agreement. A corporation's ability to associate their brand directly to a team, facility or event is an important component in the value of naming rights agreements. Naming and sponsorship opportunities often present with modern arena and event venues include: • Facility Entrance � � -T r' • Fa�ade Landmark T • Arena Roof �� • On-Court/Ice Logos , � � �=�� ! • Static Scoreboard � �� . �;j�� k� ,rK x' � -�+�.� � • Backlit Tunnel Signage .� - �-, �—=�. , • Scoreboard Underbelly �. - ^�� .� h_j�;=_�.�.:�. • Arena Seats �� __�_= • Concourse Signs - -_ry � `_ _ • Exterior poor Decal �� • Display Area ��_ ,�y�:�;;��`�>�r - '�; • Digital Fascia Signage , `"'� ~`'��'" � • Center-hung Video Boards � �_ _ � • Arena Floor Maps ��- ` � � I�� • Trash Receptacles � __ ' � -� , ;=� • Staff Uniform Y--__�-• - � '� i �_ -�:� �-- �: -' , • ATM Machines �t.�- � � . � �, FIVE FLAGS CIVIC CENTER ASSESSMENET AND STUDY Naming Rights and Sponsorship Opportunities Analysis Page 84 ��'"� FEH�ESIGN � getsch:�ss�a�:!�::: �.:, _ �o. DRAFT COPY The naming rights and sponsorship package value that any event venue will be able to command depends, in large part, on the following factors: 1. Profile of sports tenant(sl: One or more high profile sports tenants (major university or minor league professional team) is typically critical in maximizing naming rights values. The sports teams drive media coverage,which in turn, drives demand and the value of the naming and sponsorship opportunity. 2. Comparable deals: A potential partner will analyze comparable deals in collegiate athletics and other sports industries throughout North America. 3. Market size and media coverage: Sponsors are willing to pay more for naming rights for arenas that generate a considerable amount of inedia coverage—from television, radio, print and online. Larger markets typically generate greater exposure for a naming rights partner. 4. Broadcast exposure: National and regional broadcast exposure is often available to successful tenant teams and those in large markets. Sponsors are willing to pay a premium for naming rights to facilities that receive a high degree of such broadcast exposure. 5. Newness of the facilitv: New or substantially renovated/expanded arenas can command higher naming rights fees; these tend to be state-of-the-art and architecturally significant. Properties can face obstacles in renaming older facilities that have been known by a certain name for an extended period of time. 6. Number of events: The more events hosted at a facility on an annual basis, the greater the attendance, the more value to a naming rights partner. The type of events hosted at an arena can also impact the amount a venue can command for naming rights. 7. Historical success: A tenant team's historical success (i.e. number of playoff/tournament appearances) typically has an impact on the overall value of a venue's naming rights. 8. gualitative value: Qualitative facility factors provide corporations opportunities to align their brand with the image, emotions, popularity and lifestyle evoked by a facility property and product. The term and value of naming rights and sponsorship package transactions associated with comparable arena and civic event facility products have widely varied. To provide some context and understanding of the scope of these deals, the three exhibits on the following pages present summaries of 25 comparable facility naming rights transactions, sorted by the estimated annual fee paid in Exhibit 1, by seating capacity in Exhibit 2, and by CBSA (core-based statistical area) population in Exhibit 3. FIVE FLAGS CIVIC CENTER ASSESSMENET AND STUDY Naming Rights and Sponsorship Opportunities Analysis Page 85 ��'"� FEH�ESIGN � getsch:�ss�a�:!�::: �.:, _ �o. DRAFT COPY Exhibit 1 Summary of Comparable Facility Naming Rights Transactions(sorted by annual fee) � •• �� Ricoh Coliseum Toronto,ON 5,600,000 1921• 7•851 2003 2018 15 $10,000,000 $1,000,000 Indiana Farmers Coliseum Indianapolis,IN 1,595,377 1939 5,200 2014 2024 10 $6,000,000 $600,000 Santa Ana Star Center Rio Rancho,NM 764,869 2006 7,500 2006 N/A 5 $2,500,000 $500,000 SECU Arena Towson,MD 2,753,149 2013 5,200 2013 2023 10 $4,750,000 $475,000 TaxSlayer Center Moline,IL 377,277 1993 9,200 2007 2017 10 $4,250,000 $425,000 Dow EventCenter Saginaw,MI 209,327 1972 5,500 2014 2024 10 $4,200,000 $420,000 U.S.Cellular Center Cedar Rapids,IA 267,799 1979 9,000 2012 2022 10 $3,80Q000 $380,000 1stBank Center Broomfeld,CO 2,528,542 2006 6,500 2011 N/A 5 $1,750,000 $350,000 Germain Arena Estero,FL 608,182 1998 7,186 2004 2024 20 $7,000,000 $350,000 Huntington Center Toledo,OH 608J11 2008 9,341 2010 2017 6 $2,100,000 $350,000 Angel of the Winds Arena Everett,WA 3,338,639 2003 8,149 2018 2028 10 $3,400,000 $34Q000 MassMu[ual Center Springfield,MA 685,495 1972 6,900 2005 2020 15 $5,000,000 $333,333 ShoWare Center Kent,WA 3,407,848 2009 6,500 2009 2019 10 $3,175,000 $317,500 AMSOIL Arena Duluth,MN 279,227 2010 6,726 2010 2030 20 $6,000,000 $300,000 CenturyLink Center Boise,ID 637,896 1997 5,732 2005 2020 15 $4,000,000 $266,667 WesBanco Arena Wheeling,WV 144,956 1977 5,400 2003 2023 10 $2,500,000 $250,000 Ford Park Event Center Beaumont,TX 377,991 2003 9,100 2005 N/A 5 $1,25Q000 $250,000 Mohegan Sun Arena at Casey Plaza Wilkes-Barre,PA 549,508 1999 9,700 2010 2020 10 $2,375,000 $237,500 SantanderArena Reading,PA 405,000 2001 9,000 2001 N/A 15 $3,000,000 $200,000 Grossinger Motors Arena Bloomington,IL 167,699 2006 8,000 2017 2022 5 $875,000 $175,000 Tyson Events Center Sioux City,IA 143,837 2003 9,000 2014 2024 30 $4,000,000 $133,333 Bojangles'Coliseum Charlotte,NC 1,720,556 1955 9,065 2012 2021 10 $1,250,000 $125,000 FirstArena Elmira,NY 90,413 2000 3,700 2005 N/A 10 $1,000,000 $100,000 CURE Insurance Arena Trenton,NJ 5,855,076 1999 5,600 2017 N/A N/A N/A N/A Big Sandy Superstore Arena Huntington,WV 286,517 1977 9,000 2013 2017 5 N/A N/A AVERAGE 1,336,422 1990 7,602 2010 2022 11 $3,659,783 $342,536 MEDIAN 608,711 1999 7,500 2009 2022 10 $3,800,000 $350,000 � iii Exhibit 2 Summary of Comparable Facility Naming Rights Transactions (sorted by arena seating capacity) �� Mohegan Sun Arena at Casey Plaza Wilkes-Barre,PA 549,808 1999 9,700 2010 2020 10 $2,375,000 $237,500 Huntington Center Toledo,OH 608,711 2008 9,341 2010 2017 6 $2,100,000 $350,000 TaxSlayerCenter Moline,IL 377,277 1993 9,200 2007 2017 10 $4,25Q000 $425,000 Ford Park EventCenter Beaumont,TX 377,991 2003 9,100 2005 N/A 5 $1,250,000 $250,000 Bojangles'Coliseum Charlotte,NC 1,720,556 1955 9,065 2012 2021 10 $1,250,000 $125,000 U.S.CellularCenter Cedar Rapids,lA 267,799 1979 9,000 2012 2022 10 $3,800,000 $380,000 SantanderArena Reading,PA 405,000 2001 9,000 2001 N/A 15 $3,000,000 $200,000 CURE Insurance Arena Trenton,NJ 5,855,076 1999 5,600 2017 N/A N/A N/A N/A Big Sandy Superstore Arena Huntington,WV 286,517 1977 9,000 2013 2017 5 N/A N/A Tyson Events Center Sioux City,lA 143,837 2003 9,000 2014 2024 30 $4,000,000 $133,333 Indiana Farmers Coliseum Indianapolis,IN 1,595,377 1939 8,200 2014 2024 10 $6,OOQ000 $600,000 Angelofthe Winds Arena Everett,WA 3,338,639 2003 8,149 2018 2028 10 $3,400,000 $340,000 Grossinger Motors Arena Bloomington,IL 167,699 2006 8,000 2017 2022 5 $875,000 $175,000 Ricoh Coliseum Toronto,ON 5,600,000 1921 7,851 2003 2018 15 $10,000,000 $1,000,000 Santa Ana Star Center Rio Rancho,NM 764,869 2006 7,500 2006 N/A 5 $2,500,000 $50Q000 Germain Arena Estero,FL 608,182 1998 7,186 2004 2024 20 $7,000,000 $350,000 MassMutual Center Springfield,MA 685,495 1972 6,900 2005 2020 15 $5,000,000 $333,333 AMSOIL Arena Duluth,MN 279,227 2010 6,726 2010 2030 20 $6,000,000 $300,000 1stBank Center Broomfield,CO 2,525,842 2006 6,500 2011 N/A 5 $1,750,000 $350,000 ShoWare Center Kent,WA 3,407,848 2009 6,500 2009 2019 10 $3,175,000 $317,500 CenturyLink Center Boise,ID 637,896 1997 5,732 2005 2020 15 $4,OOQ000 $266,667 Dow EventCenter Saginaw,MI 209,327 1972 5,500 2014 2024 10 $4,200,000 $420,000 WesBanco Arena Wheeling,WV 144,986 1977 5,400 2003 2023 10 $2,SOQ000 $250,000 SECU Arena Towson,MD 2,753,149 2013 5,200 2013 2023 10 $4,750,000 $475,000 FirstArena Elmira,NY 90,413 2000 3,700 2005 N/A 10 $1,000,000 $100,000 AVERAGE 1,336,422 1990 7,602 2010 2022 11 $3,659,783 $342,536 MEDIAN 605,182 1999 5,149 2010 2022 10 $3,400,000 $333,333 . . . - � � i i� ---� FIVE FLAGS CIVIC CENTER ASSESSMENET AND STUDY Naming Rights and Sponsorship Opportunities Analysis Page 86 ��'"� FEH�ESIGN � getsch:�ss�a�:!�::: �.:, _ �o. DRAFT COPY Exhibit 3 Summary of Comparable Facility Naming Rights Transactions(sorted by population) � •• �� CURE Insurance Arena Trenton,NJ 5,855,076 1999• 8•600 2017 N/A N/A N/A N/A Ricoh Coliseum Toronto,ON 5,600,000 1921 7,551 2003 2018 15 $10,000,000 $1,000,000 ShoWare Center Kent,WA 3,407,848 2009 6,500 2009 2019 10 $3,175,000 $317,500 Angelofthe Winds Arena Everett,WA 3,335,639 2003 5,149 2018 2028 10 $3,400,000 $340,000 SECU Arena Towson,MD 2,753,149 2013 5,200 2013 2023 10 $4,750,000 $475,000 1stBank Center Broomfield,CO 2,525,842 2006 6,500 2011 N/A 5 $1,750,000 $350,000 Bojangles'Coliseum Charlotte,NC 1,720,586 1955 9,065 2012 2021 10 $1,250,000 $125,000 Indiana Farmers Coliseum Indianapolis,IN 1,595,377 1939 8,200 2014 2024 10 $6,000,000 $600,000 Santa Ana Star Center Rio Rancho,NM 764,869 2006 7,500 2006 N/A 5 $2,500,000 $500,000 MassMutual Center Springfield,MA 688,495 1972 6,900 2005 2020 15 $5,000,000 $333,333 CenturyLink Center Boise,ID 637,596 1997 5,732 2005 2020 15 $4,000,000 $266,667 Huntington Center Toledo,OH 608,711 2008 9,341 2010 2017 6 $2,100,000 $35Q000 Germain Arena Estero,FL 60S,1S2 1998 7,156 2004 2024 20 $7,000,000 $350,000 Mohegan Sun Arena at Casey Plaza Wilkes-Barre,PA 549,808 1999 9,700 2010 2020 10 $2,375,000 $237,500 SantanderArena Reading,PA 405,000 2001 9,000 2001 N/A 15 $3,000,000 $200,000 Ford Park Event Center Beaumont,TX 377,991 2003 9,100 2005 N/A 5 $1,250,000 $250,000 TaxSlayerCenter Moline,IL 377,277 1993 9,200 2007 2017 10 $4,250,000 $425,000 Big Sandy Superstore Arena Huntington,WV 286,517 1977 9,000 2013 2017 5 N/A N/A AMSOIL Arena Duluth,MN 279,227 2010 6,726 2010 2030 20 $6,000,000 $300,000 U.S.Cellular Center Cedar Rapids,IA 267J99 1979 9,000 2012 2022 10 $3,800,000 $380,000 Dow EventCenter Saginaw,MI 209,327 1972 5,500 2014 2024 10 $4,200,000 $420,000 Grossinger Motors Arena Bloomington,IL 167,699 2006 5,000 2017 2022 5 $875,000 $175,000 WesBanco Arena Wheeling,WV 144,956 1977 5,400 2003 2023 10 $2,500,000 $250,000 Tyson Events Center Sioux City,lA 143,837 2003 9,000 2014 2024 30 $4,000,000 $133,333 FirstArena Elmira,NY 90,413 2000 3,700 2005 N/A 10 $1,000,000 $100,000 AVERAGE 1,336,422 1990 7,602 2010 2022 11 $3,659,783 $342,536 MEDIAN 608,711 1999 8,000 2010 2022 10 $3,400,000 $340,000 . . . - �� i i� ----� As shown in the exhibits, of the 25 comparable facility naming rights transactions considered, the median market size is just over 600,000 and the median total fee paid was approximately $3.8 million over 10 years. A hypothetical extrapolation applying the average comparable market population and naming rights fee to Dubuque's population would suggest an annual fee of approximately $183,000 for a comparable arena faciliry in Dubuque. However, it is important to recognize some important factors that could potentially lower the ultimate valuation or (or demand for) a possible FFCC opportunity. The most important of which is the lack of a high profile primary sports tenants(that many of the comparable facilities possess). The second of which is to the degree that the any expanded/improved FFCC product is still perceived as the "Five Flags Civic Center" by the local and regional marketplace. A long history with an established facility, location, name and brand can work to lower demand and the valuation of a potential deal. Nevertheless, particularly if Scenarios 3 or 4 are pursued and even without a high profile sports tenant, a substantially upgraded and highly visible facility product located in the heart of Dubuque's downtown should present an opportunity for a naming/sponsorship transaction that could either assist in defraying the public sector's funding obligation. FIVE FLAGS CIVIC CENTER ASSESSMENET AND STUDY Naming Rights and Sponsorship Opportunities Analysis Page 87 ��'"� FEH�ESIGN � getsch:�ss�a�:!�::: �.:, _ �o. DRAFT COPY APPENDIX A: COMPARABLE FACILITY CASE STUDIES FIVE FLAGS CIVIC CENTER ASSESSMENET AND STUDY Appendix A: Comparable Facility Case Studies ��'"� FEH�ESIGN � getsch:�ss�a�:!�::: �.:, _ �o. DRAFT COPY APPENDIX B: COMPARABLE MARKET DEMOGRAPHIC DATA FIVE FLAGS CIVIC CENTER ASSESSMENET AND STUDY Appendix B: Comparable Market Demographic Data ��'"� FEH�ESIGN � getsch:�ss�a�:!�::: �.:, _ �o. DRAFT COPY APPENDIX C: COMMUNITY SURVEY RESPONSES FIVE FLAGS CIVIC CENTER ASSESSMENET AND STUDY Appendix C: Community Survey Responses ��'"� FEH�ESIGN � getsch:�ss�a�:!�::: �.:, _ �o. DRAFT COPY APPENDIX D: ARCHITECTURAL CONCEPT AND LAYOUT RENDERINGS FIVE FLAGS CIVIC CENTER ASSESSMENET AND STUDY Appendix D: Architectural Concept and Layout Renderings ��'"� FEH�ESIGN � getsch:�ss�a�:!�::: �.:, _ �o. DRAFT COPY APPENDIX E: CAPITAL COST ESTIMATES FIVE FLAGS CIVIC CENTER ASSESSMENET AND STUDY Appendix E: Capital Cost Estimates ��'"� FEH�ESIGN � getsch:�ss�a�:!�::: �.:, _ �o. DRAFT COPY APPENDIX A: COMPARABLE FACILITY CASE STUDIES FIVE FLAGS CIVIC CENTER ASSESSMENET AND STUDY Appendix A: Comparable Facility Case Studies ;� FEH DESIGN � BetschAssociates APPENDIXA: COMPARABLE FACILITY CASE STUDIES � �� ' � FACILITY: Mayo Ci�ic Center � � �*� '�� Owner: c�ryotRochester � �i�� - - _ Operator: ��rotRochester � , ., - I' �, ��+ t Key Facility • E=nm�tHau:zs,zaa sq�a�e reet TaylorArena:25.666 squarefeet,7,26U seatingcap � y� ' +- Components: , quditorium:15,81�squarefeet,3,U��seatingcap • Presentation Hall:8.97tr square feet �� • RiverfrontPlaza:7,50Gsquarefeet • Grand Ballroom:38,586 square feet � " �`7 '- • Meeting Space:27,260 square feet a.e � • MayoPark&RiversideConcerts � 1� � ��_. .� 1 . �theT: Expansionin2Ullwillincludeadditionofa4�,��6 squarefoot ,F ._ ; � � � 6allroom and 14 rooms and pre-function spaces at a cost of � � � �+j� ' a.. "�'�w � y ��' approximately$A4 million.Onw completethe CivicCenterwilloffer " � , t �,. ` '�� Ry�,�;11��, „ over2oo,o0o squarefeetofflezl6lemeetingandexhl6ltspace. t .� q�__'� '�r d�t�� f:�� ' �� y�ii � fir " �,��irT,f� �, � '=� {.� Forthe2�15fiscalyeartheCivicCenterhadover$2.8millionin ••�� "�'* �'� c ' �� ,.q� ^v operationalrevenuesandnearly$3.emillioninoperationalexpenses �Y 'b;S�� 1 r -� �t�:'_ with an additional$1.28 millionlocallodgingtax assistingthe facility. � In 2U15,the facilityhad an estimated$48 million economicimpact on � . theRochesterCommuniTywithapproximately265totalevents,4U,U�� -- hotelroom nightsgenerated,288,2UU attendeestothe CivicCenter � �.� . � and 17,�UU]o6sassociated withthe MCC. ��.■ `��. - I�, ;;.� _ '� TheRochesterConventionandVisitor'sBureauhandlesthe600king, E ' � � ��w � l salesandmarketingoftheCivicCenter ��:_� : _ A �.� ''`..s� '3,. - 1 � 1 �,�"�"`�,�'%a'� c-�"" ��y'�. Y,�'��_- - .:�r ` r �:Efi I ._. �� . . FACILITY: LA CROSSE CENTER .. CiTy,State: La Crosse,Wisconsin � , �� :.. r - Owner. Cityof La Crosse Operator. La Crosse Center 8oard w� � � Facility ArenaSpace: 4,OOOseats Specs: ConventionSpace: ExhibitSpace: 24,500 sf ��T�"��'� Meeting Space: 3,700 st ��-- � Ballroom5pace: 5,000 st � LargestContig.Space: 24,500 sf �_�� j��,�i,��_�� HQ Hotel Rooms: 283 rooms ,,��_ 1=`�.�, , �i,�- — �° zicikcsuiic Hotel RoomsWithin/zMile: 355 rooms a, I�Illi;��l \��I�III I� �q' I �IIII��'I .� °�� Notes: • Originallyopened 1980 at a total cost of$29.4 million. ArCni ��i ' NorthHall • InZ000,theCenterunderwenta$14.Omillionexpansion SouthHall � �� andrenovation,addingapproximately36,000squarefeetof �a I Ili exhi bit space,6,000 square feet of ba I I room space and i� --- ��I��J' supportingbreakoutmeetingspacesouthofthearena. ��' �'_�"'�% • I n recent ears,the Center has hosted between 177 to 204 , � Y �;�� evenu annual ly. . ..__ �� _ �� ' , L. ._, . � _ _ _ - _ _ _`� _�, _ Y_ - -- � - ,� �,.� �.� ' �.-' r� y%l i �) JS . . -R . — I . , t �>Y� �' --�;r-�� -5 ..-,�i�i ii� �w�� }� �� .-___T�T _ ^—^� �, _a_l�li ��- �w�t��^�� "'s''�--` � �...�.�_� �a..rE. •�-�•a �}'r��r�n�� '�::"�r� .� �� FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix A: Comparable Facility Case Studies Page A-1 �� FEH DESIGN � BetschAssociates FACILITY: TY54N EVENTS CENTER '� - City,State: Sioux City,lowa �'' - • Owner. Cityof5iouxCity � � �,�� ' , �� Operator. Cityof5iouxCity � `�;*�•��k -� �'` I'�n�,,,_..• ``'��!'-.� _ Facility Hockey/Football Capacity: 5,800 seats •i� � Im$��A-.' � Specs: Basketball Capacity: 6,600 seats � � � �� .. __., � �� MaximumCapacity: 9,700 seats � �� Suites: 28 �,r �'` n ��-- .��r� .r�7G�' .w �v,�d,�'�� rn. �;�,�Yla��s� .w�'.:�,�'4� z, � �',� ��'^»�� Vf`�'u'.n,^�n�..a - e `�' ..., - , Notes: • Opened in 2003 at a total mstof$54 million. � ^� � r� -� • Overthepastfewyears,theTEChasaveragedapproximately 9 �-�-�:, �t � �� 125evenuandaverageattendanceof192,000annually. _ � .,, , � �,r� • Homeofthe5iouxCityMusketeers{USHL}andthe5iouxCity - �� Bandits[CPIFL}. -- � - � • narecentyear,theArenahostedapproximately120events ^�?�� F � " �" drawingnearly196,00�attendees,induding: L�- ��y 4:� u i�,. �� - • TenantSports:46 -- ' .� ":. .,.-:[(.�_. ° �� ___Q � !� • Concerts:6 • FamilyShows:l � . • Non-TenantSports:l0 s:...' 1 ! � � , i � ��' • Civic/Religious:7 � i ��-�.:� • Other:50 ��- 'i � .' � "�?��"{ ��' � �-' FAULITY: MI�-AMERICACENTER � �-� ,�,� `k r!� City,State: Council Bluffs,Iowa �" T f-•" � •,� ._ Owner: Cityof Council Bluffs _�r.,:� � ._ 1 Operator: Caesars Entertainment � �, _ FactEity Ffockey Capacity: 6,793 seats ' � - Specs: Basketball Capacity: 7,000 seats r . N_�� _;_`,-:,.r • ;�;`� ,- ` ,,, �nu111 MaximurrzCapacity: 9,OOOseats r_ x�-' ,�,. Suites: 12 ��+�?�4.,��„�, �9�� , -K�'�`L,�pr, -,�- -f �� Y `"��'"`'r � r� PJotes. • Opened in 0�2 at a total cost of$75 million, 2 - � • Inarecentyear,theCenterhostedapproximately280 ry ,s;fi��l,/�- ��"a� eventsdrawingnearly222,000 attendees,induding: � " ' � • Sports:11 y� �,;��;. = .�_�+` ,�_��.� •-�_ �;.`r,`�_.--_-* � t=�r-_r,s�� • Concerts:9 -w�-.rr��'.��w=r�.-�=�-.�"�' • Entertainment:3 ,��.r .��:_ '�''��.`�'",- • - ,� _�,_.. ' . Family5hows:26 ��«��-��t'-"�"=��'� • Gvic/Religious:�1 �",� � :�"'�r � _ f �,,�,, '�� • Con�ention/Tracfe/PublicShows:61 .��`"` "" '�-� j�� -�.;�T~��^ • Meetings/Banquets,Etc.:86 - --��'��'L'�",�� • Other.63 M � _ '--- a� F,f,,f � - _ _ - �-�:,r` -��-i_ �� - . _ _. . .. �-� FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix A: Comparable Facility Case Studies Page A-2 �� FEH DESIGN � BetschAssociates FACILITY: 51LVER5TEIN EYE CENTERS ARENA , ' f City,State: Independence,Missouri „n� Owner: Cityof Independence - + _ ,� _ Operator: Spectra � / � '� �'� ' �=^�:«,� Hockey Capacity: 5,800 seats ;, � � fv1aximumCapacity: 7,000seats I � � � �UIt05: 25 �; - 1 _ . � �s; • Opened in 2009 at a total costof$60 million. ��-�n,---- • PreviouslythelndependenceEventsCenter,in2015became - -- "��'�'�a``�'� �- ��-4 theSil�ersteinEyeCentersArenaunderaten-year,$2.75 - -��-_� - � ' millionnamingrightsagreerr�ent. . , --__ __�. . ��'� • Home tothe Missouri Ma�ericks�ECHL],Missouri Comets �� - ��+�,. " tMISL}andtheKansasCityPhantoms(CIF}. H:..�.y,'-`'�'- • Inarecentyear,theArenahostedapproximately96events a �"s � drawingnearly308,000attendees,including: '� � ,,�, • SportS:70 , .�y�, � Concerts:7 ' y • Entertainment:l � � � �� ,; �^a', � • FamilyShows:l � � � �=�'�� • Civic/Religious:8 ��„ n � � Conventlon/Trade/PublicShows:� r��-,.-_ • rv�eerin�slBanquers,Erc:7 .,.�'!s FACILITY: KAYYEAGER COLfSEUM City,State: WichitaFalls,Texas kyy� Owner: Cityof Wichita Falls ��sE�� '""`�-� Operator. CityofWichitaFalls � � �� Facility Hockey Capacity: 6,500 seats ,�.� Specs: MaximumCapacity: 10,000 seats .,��rri■ .'r ■ .:aa � : �:��f��_�� r._..� Suites: 10 .Ku... � ..�_�— . nl "�° .�If __^*i� � .,a+..�:. s� �i=_ _ �,�� - - � .1��,4�,:�:.. _ �'�° - . .._ - . ` . _. .. .x�- :.,.. _ _ ' _. __ _ , - -- �- - — PJotes: • KayYeagerColiseumispartofalargermultipurposee�ents ...,,....-_..w,-..._. „�_�_ _ _ -"'-""" -- center complex located in Wichita FaIIs,Texas'dowrttown River Development District.The RayGymer Exhibit Hall and Bridwell AgriculturalArena originallyopened in 199fi, _ _ tollowecfin2003byKayYeager. • Home of the Wichita Falls Knighthawks{IFL)andthe Wichita �=_-.;_._�..-= Falls Wildcats{NAHL}. -� ��,�. � ;� � - ��1� • Inarecentyear,theArenahostedapproximately72events � , ._. �'1� �� . �� /l� drawingnearly98,000attendees,including: �� '� � ��' • TenantSports:41 1 +�, �{ • Concerts:7 �`` � • FamilyShows:l4 • Non-TenantSports:7 �� • Civic/Religious:l �� ; • Other:2 �� . '�,�''i '�''�� _ - - � .d � FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix A: Comparable Facility Case Studies Page A-3 �� FEH DESIGN � BetschAssociates FAGLITY: VERIZ�N CENTER City,State: Mankato,Minnesota Owner. Cityof Mankato ,_,'is�,^�:;F� �� a - � ' ��li Operator. Cityof Mankato . ', ' � �►1—� Facility Arena: ___,.._,� _ .,.,., --, .._ Specs: Hockey Capacity: 5,280 seats Maximum Capacity: 7,000 seats �� - � � '; Suites: 13 Con�ention Space: ExhibitSpace: 21,000 sf Meeti ng Space: 5,260 sf ��`�- "T�. ; Ballroom5pace: 13,380sf �,•�- � Largest Contig.5pace: 21,000 sf � -- - + • . � , _. -- --- --- — - - �r.s, - fdotes: • Opened in 1995 at a total cost of$30 million. _:"'�"'-. - - • Recentlyunderwenta$32millionrenovationandexpansion � _ - - Q - = p roject. ' � -"� _ • Home to the Uni�ersityof Mankato's Division I hockey �- -` --- • �'�drP_ - program. `�� r. � ��:. . � __ - - - ,: � - �, - , :�, - �� _�=� '� . �. i - � FACILITY: DURHAM PERFORMING ARTS CENTER '� � � � r _�� rt City,State: Durham,NC � �� Owner: Cityof�urham �� I�""� � � ,,Y�"�'/_�f�`��i�T � Operator: Nederlancler/PFM �,.:- =� !`~�'=- - - �i � KeyFacility LargestperformingartscenterinbothNorthandSouthCarolina � j. ± Components: 2,712 capacity - � � � Proscenium:49'll"W by30'S" H �A�� ,�owsr� - - , Rigging- ,�� .�"+y�. � � No.of Line Sets 80 :�;��w .. �.„-.. �.. _�+ AmountofWeight:40,0001bs ... � ; Fr': v ��w,„, �� '""�""t�; � �� '�, ;:.; Development: Opened December 2008,$46 million projedcost,Duke provided ��. "'W"",...,.�....;,,w,,,w,,.: _ - ',�__, $7.5 million BALCONY ROWSR�H ��y � °-°� •� `: DPAC has served as a catalystfor revitalization in�urham; ..•�;v';i'" "'";:�N.�..„�`^ H;;�.., a ,�. attractingnewdevelopmentintheareaineludingluxuryhotel2lc -��:'"'�'•"'�^•�%�%....��,;'��'�::• '�= _ _ - - " � andanAlofthotelnextdoorandnumerousrestaurants �',a:";�„�,".�:�.a.":�„�;'''��",,,'��- 6'. .z,�,�4---: ,_� GRkN�TIER �- _ i � �i '� Notes: DPAChasbeenrankedinthetopfivetheatersinthecountryfor �_�; .��. :,E ____ _ ___-__ thefifthconsecutiveyear{fourthfor2014} .�'."�• � ��` Have hosted more than 180 events a year v„r'"« "'"'"'� �� - In2014,DPACheld141 e�entswithattendanceover412,000 •'�:�"•� ":;;�• peopleand93selloutshows �na�"" �"'�"��""' "��"��'" Rentalstartsat$7,S�Oforfu112,700seatsand$6,OOOforreduced �'_��.4"�,`,�•;��,� �` �"� 2,000 seatingconfiguration �'�;,��;�•• 2014 Net Inmme/{�eficit}:$2,337,246 °��W^ My�� i •'�.:.-�.il:r�"h�� " oR��Es�� :� FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix A: Comparable Facility Case Studies Page A-4 �� FEH DESIGN � BetschAssociates r-- � �� - flwner: Bijou Theatre Foundation ,��-'� ' ' Operator: ACEntertainment �:` � ��- Seating Approximately750capacity , ,� Capacity: _ . . � '� - � `" . � E�ent 60to65performancesannuallyineludingoperas,musicals, � Activi{y; concerts and comedy shows �'� - Strengths: Stronghistoricalestablishmentforthecommunity . ' �� Hasbeenoperatingforover100yearsandhasbeensa�ed �. , ��.i � -- - ri• multipletimesbythelocalcommunityandinvestorstoassureit r " ��*� � � was not shut down or tore down � � ��. �, _� � �� Undergonenumerousrenovationsovertime,mostrecentlyin r �_�" . _ Z005/06 � r � � d .J� 1� r�' � � � - � � � �T..� �14, Chailenges: Limitedparking -�� " "�y_ Limitedseatingcapacity �� - - ::-��_ �. '�� ; Source Indusirypu6licationsandwebsites, 2017 • ' � •- �.,.,y..�� FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix A: Comparable Facility Case Studies Page A-5 �� FEH DESIGN � BetschAssociates DRAFT COPY APPENDIX B: COMPARABLE MARKET DEMOGRAPHIC DATA FIVE FLAGS CIVIC CENTER ASSESSMENET AND STUDY Appendix B: Comparable Market Demographic Data ;� FEH DESIGN � BetschAssociates APPENDIX B: COMPARABLE MARKET DEMOGRAPHIC DATA Exhibit 1- Population Comparison-Comparable Arena Facilities � . . . Market City 3a-minute 9a-minute 18U-minute ❑uluth, GA 3D,D15 1,7D5,318 fi,52D,544 13,223,D33 Independence, MO 12D,8fi5 1,173,D1� 2,8D2,71D 5,574,fi45 Cauncil 81uffs, IA fi2,98fi 83D,D85 1,5D5,375 5,418,188 Loveland, CO 75,9D5 591,185 3,959,D25 5,198,535 Carpus Ch ri sti, TX 332,4D3 4D7,fi4D 73fi,345 5,987,223 Hunts�i lle, A L 197,899 4D5,547 1,555,971 8,153,3fifi 8eaumont, TX i 2D,fi81 348,7D2 3,333,928 9,583,8D9 Eaansvi Ile, I N 122,721 299,1 D1 1,DD4,5fi3 9,35D,5fi4 Si oux C i ty, IA 177,425 243,159 fifi2,fi27 2,423,531 6loomington, IL 79,DD9 192,852 1,fi8fi,981 18,4fiD,927 W i ch i ta Falls, TX 1 D7,411 152,335 fi3fi,fifiD 1 D,4D2,194 La C rosse, W I 52,�fiD 13fi,fi1 D fi51,37fi fi,987,597 Duhuque, IA 61,U63 134,32► 1,276,858 8,539,166 Prescott Ualley, AZ 42,337 132,Q21 1,851,785 5,232,42fi Mankata, MN 41,52fi 111,Dfi1 1,91D,272 fi,125,117 En i d, OK 51,279 fifi,5D4 993,372 4,414,894 8emidjl, MN 14,341 45,5D1 1fi�,55D 1,377,792 8rookings, S❑ 24,219 44,fi75 49�,412 1,745,241 ❑adge City, KS 28,731 38,24fi 179,D43 1,2D1,fi29 Average 93,467 384,642 1,703,a86 6,�14,484 Median 69,446 2'f8,aas "i,254,969 5,�8�,934 ❑uhuque Rank�aut af 19] 11 13 1a 6 Nate: Sorted by 30 minute drive time Source: Esri Demographic ReporE; 2617 FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix B: Comparable Market Demographic Data Page B-1 ��y FEH DESIGN � BetschAssociates Exhibit 2- Average Household Income Comparison-Comparable Arena Facilities � . � • � . . . Market City 30-minute 9U-minute 18U-minute �uluth, GA $81,1 D9 $95,138 $82,D41 $72,255 Loveland, CO $79,834 $85,146 $93,769 $9D,413 Hunts�ille, AL $7fi,7D3 $84,3DD $fi4,9D8 $fi7,71Q gloomington, IL $86,752 $81,171 $71,821 $82,988 Council Bluffs, IA $fiD,D11 $8D,235 $77,183 $75,115 Sioux City, IA $73,913 $76,996 $7Q,937 $72,588 Independence, MO $fi1,368 $73,439 $77,7D4 $72,Q17 Mankato, MN �fi3,273 $72,943 $97,519 $85,762 La C rosse, W I $55,D81 $7D,D32 $74,493 $83,88Q ❑ubuque, IA $63,741 $69,284 $75,268 $79,498 6em i dj I, M N $55,2D4 $68,789 $fi4,525 $7D,199 8eaumont, TX $fifi,512 $68,566 $8Q,289 $84,339 Corpus Christi, TX $fi9,771 $68,49D $fi7,29fi $72,624 Evansvi Ile, I N $51,927 $67,663 $61,52Q $69,D57 ❑odge City, KS $fi4,127 $65,833 $5fi,35fi $fi8,264 W i ch i ta Falls, TX $64,965 $65,833 $66,7fi4 $82,898 8rookings, S❑ $59,992 $65,27D $71,547 $7D,728 En i d, OK $62,Q4D $63,948 $74,414 $69,549 Prescott Valley, AZ $55,393 $62,738 $77,D54 $75,817 Average $65,999 $73,'!4'! $74,452 $75,900 Median $63,700 $69,41'� $73,'�'[8 $72,6U6 ❑ubuque Rank(aut of'f9) 1U 1U 8 7 Note: Sorted by 3Q minute drive time Source Esri�emographic Report; 2Q17 FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix B: Comparable Market Demographic Data Page B-2 ��y FEH DESIGN � BetschAssociates Exhibit 3 - Population Comparison-Comparable Theater Facilities - . . . Market City 30-minute 90-minute 180-minute Duluth, GA 30,015 1,705,318 fi,520,544 13,223,033 Durham, NC 255,510 �,039,832 4,328,171 12,�33,000 Jdiet, IL 150,572 922,123 9,fiE3,064 18,677,057 Knoxville, TN 188,386 fi09,186 1,fiE4,193 8,188,fifiE Ogden, LJT 87,599 5fi7,331 Z,fi43,155 3,345,Sfi2 Madison, WI 250,805 517,033 3,342,977 15,627,604 Corpus Christi, TX 332,403 407,640 736,345 5,987,223 Huntsville, AL 197,899 405,547 1,555,971 8,153,3fiE Rockford, I L 150,027 3fi4,878 5,172,394 1 fi,557,831 Davenport, IA 104,706 341,446 1,328,774 13,310,865 Midland, l7{ 132,47� 328,992 559,86� 1,499,224 Oshkosh, WI fifi,585 299,835 2,553,438 8,810,155 Athens, GA 127,13� 2fi�,22� 4,014,593 11,77fi,290 5ioux Falls, 5D 177,425 243,159 fi62,fi27 2,423,531 5aintCloud, MN fi9,910 204,890 3,551,507 5,985,OSE Wichita Falls, T7C 107,411 152,335 636,fifi0 10,402,194 Dubuque, IA 61,063 734,327 1,276,858 8,539,966 Mankato, MN 41,526 111,061 1,910,272 fi,1�5,117 A�erage 145,905 499,108 2,990,856 9,560,359 Median 132,471 364,878 2,553,438 8,810,155 �ubuque Rank(out of 18] 16 17 14 10 Note; Sorted by 30 minufe drive time Source: Esn.2Q17 FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix B: Comparable Market Demographic Data Page B-3 �� FEH DESIGN � BetschAssociates Exhibit 4- Average Household Income Comparison -Comparable Theater Facilities i . � - � � • � Market City 30-minute 90-minute 180-min�te Jdiet, IL $76,798 $95,�98 $91,�81 $82,071 Duluth, GA $81,109 $95,138 $S�,041 $�2,255 �urham, NC $72,028 $94,��1 $72,fi52 $�0,27fi Madisan, WI $78,378 $Sfi,�SD $7fi,�42 $84,fi65 Huntsville, AL $7fi,703 $84,300 $��,908 �fi�,710 Qgden, UT $58,589 $82,950 $85,Q41 $80,535 Midland, TX $90,584 $�9,�57 $73,399 $fi8,32� Sioux Falls, S� $73,913 $�6,99fi $7D,937 $�2,588 5aint Cloud, MN $fi4,701 $7fi,3D2 $90,834 $Sfi,112 Mankato, N�l $fi3,��3 $�2,943 $97,519 �85,7fi2 Davenport, IA $62,609 $�1,940 $70,386 $81,2�6 Knoxville, TN $54,353 $�0,671 $fi1,802 $fi3,777 �shkosh, W I $58,5�3 $�0,558 $75,�33 $84,114 Rockford, I L $58,539 $fi9,3E5 $9�,321 $84,09� Duhuque, IA $63,741 $69,284 $75,268 $79,498 Gorpus Christi, 17C $69,7�1 $68,�90 $67,�96 $�2,6�� Wi�hita Falls, T7C $fi4,9fi5 $fi5,833 $fifi,7fi4 $82,898 Athens, GA $5fi,284 $fi4,087 $83,134 $�2,984 A�►erage $68,30� $T7,941 $77,764 $TT,178 Median $64,965 $T6,302 $75,�33 $80,535 Duhuque Rank (out of 18] 11 15 10 10 Note; Sarfed by 3Q minute drive time Source: Esri.2�17 FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix B: Comparable Market Demographic Data Page B-4 ��y FEH DESIGN � BetschAssociates DRAFT COPY APPENDIX C: COMMUNITY SURVEY RESPONSES FIVE FLAGS CIVIC CENTER ASSESSMENET AND STUDY Appendix C: Community Survey Responses •,��.; FEH DESIGN � gets�h 1ssQciate� APPENDIX C: COMMUNITY SURVEY RESPONSES Summary of Quantified Responses and Verbatim Open-Ended Responses Survey Date: June 14, 2017 through June 28, 2017 Total Responses: 1,086 A. Survey Questionnaire The Five Flags Civic Center has long served as an important community asset for Dubuque and its residents. Its long history can be traced back to the mid-1800 with the opening of hotel and theater facilities in downtown Dubuque. Over the years, Five Flags has served as a critical gathering place in Dubuque, hosting thousands of entertainment, performing arts, sports, conventions, and civic events. The two primary elements of the current Five Flags Civic Center are the 4,000-seat Arena and the 700-seat historic performing arts Theater. In the decades since the last major investment in Five Flags, significant changes have occurred within the event facility industry nationwide. At the same time, additional new event, sports and entertainment facilities have been developed elsewhere in Dubuque and in the region. As such, the City of Dubuque is interested in determining the most appropriate path forward as it relates to the Five Flags Civic Center and its ongoing role in Dubuque. To assist this decision-making, the City has retained an experienced consulting team to conduct a comprehensive feasibility study regarding the future strategy for the Five Flags Civic Center. A key component of this study involves outreach to Dubuque residents to share their voices and opinions regarding the future of Five Flags. This survey is your opportunity to participate in the process to determine the future of the Five Flags Civic Center and the related strategies that will impact downtown Dubuque for years to come. Please be as candid with your responses as possible and know that the information you provide will NOT be added to any type of sales-related database, nor will we attribute your name, email address or other identifying information to the overall results. Thank you in advance for your feedback. Please click on or paste the following link into your browser to access the survey. (ENTER LINK HERE) 1. Please click on the map where you live, or specify the ward within Dubuque in which you reside. If you live outside of the city of Dubuque, please specify your zip code. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-1 - �� FEH DESIGf� 8etschAsso�iales / � . � . . � . . _...... � G ... a � 0 � � ��. � _ _ — ... q'-S Ti'O .� � S�4`L �.� ��ti� � Ap w 32N9 w i / � K`�' r. � }\ �� ! i fiP x'�e m� F 2 9� ov-� � �� T 2 pe �S w ri� � p SHSz sy �SBLR� �I� # �.. 2 a o � E79 Ey6TNS k'D, R �g O C � m � 2 2 � �.�y I ; - �.�L9 .n p AVE g�yQ Eq5yy5� .:. ... :: P A�fLOPP' Si ."w � ,�pS� `' `!d 9�N M3��lE R� pENN5YLVAN�R AVE b � J� O U PO�GE57 � 2 � S � r - � � v y d �EW A'�E s � DubuqueCityLimlts �� lst Ward 2nd Ward 3rd Ward 4th Ward �; f,U��;�L�_ 'I� � s.r�a;�.,��rv�nt�..�..��,,.� n.i�:� a. 15t Ward b. 2"d Ward c. 3rd Ward d. 4t" Ward e. Outside of Dubuque (please specify zip code) 2. In an effort to exclude you from future distributions of this survey, please provide your email address. Please rest assured that your contact information will NOT be added to any type of sales-related database, nor will we attribute your name, email address or other identifying information to the overall published study results: 3. Please indicate your age a. Under 18 b. 18 to 24 c. 25 to 34 d. 35 to 44 FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G2 - �� FEH DESIGf� 8etschAsso�iales e. 45 to 54 f. 55 to 64 g. 65 to 74 h. 75 or older 4. How many family members are there in your household? a. 1 b. 2 c. 3 d. 4 e. 5 f. 6 or more 5. Please indicate the number of family members within your household that fall into the following age ranges (total should equal the number indicated above): a. 6 and under b. 7 to 11 c. 12 to 17 d. 18 to 24 e. 25 to 34 f. 35 to 44 g. 45 to 54 h. 55 to 64 i. 65 to 74 j. 75 or older 5. What is your average annual household income? a. Under $25,000 b. $25,000 to $49,999 c. $50,000 to $74,999 d. $75,000 to $99,999 e. $100,000 to $149,999 f. $150,000 to $199,999 g. $200,000 to $249,999 h. $250,000 or higher i. Prefer not to answer 7. Please indicate your ethnicity a. Caucasian b. Hispanic or Latino c. African American d. Native American or American Indian e. Asian/Pacific Islander f. Other g. Prefer not to answer FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-3 - �v FEH DESIGf� 8etschAsso�iales FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-4 - �� FEH DESIGf� 8etschAsso�iales s. Over the past 12 months, have you been to an event(s) at the Five Flags Center ARENA or Five Flags Center THEATER, or both? a. Five Flags Center ARENA onlv b. Five Flags Center THEATER onlv c. Both d. None of the above 9. (If Q.8 = D) Have you ever been to an event at the Five Flags Civic Center? If so, approximately how many years ago? a. Yes. Approximately years ago b. No. c. Unsure. 10. (If Q.8 = A or C) Over the past 12 months, approximately how many events have you attended at the Five Flags Center ARENA? (if exact number unknown, estimated range will suffice) (OPEN ENDED) 11. (If Q.8 = A or C) What events did you attend at the Five Flags Center ARENA? (OPEN ENDED) 12. (If Q.8 = B or C) Over the past 12 months, approximately how many events have you attended at the Five Flags Center THEATER? (if exact number unknown, estimated range will suffice) (OPEN ENDED) 13. (If Q.8 = B or C) What events did you attend at the Five Flags Center THEATER? (OPEN ENDED) 14. Why do you not attend more events at the Five Flags Center? Please select all that apply. a. Not interested in the events booked/scheduled. b. Cost to attend. c. Security/safety concerns. d. Difficulty parking. e. Family obligations/time conflicts. f. Inconvenient or inaccessible facility location. g. Seat comfort/ sightlines. h. Lack of quality facility amenities (i.e., restrooms, concessions, etc.) i. Live too far away. j. Traffic. k. Other (specify). FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G5 - �v FEH DESIGf� 8etschAsso�iales 15. (If Q.8 = D and Q.9 = B or C or A > "5", skip to Q.16) On a scale from 1 to 5, with 1 being "Very Dissatisfied"and 5 being "Very Satisfied", how would you rate your level of satisfaction with the following elements of the current Five Flags Civic Center? Very Very Dissatisfied Satisfied Overall Facility&Location: Vehicle Traffic Flow Parking Access/Convenience Facility Entrance/Exiting Security/Safety Pre/Post Event Things To Do Nearby Related to ARENA events: Number of Restrooms Cleanliness of Restrooms Number of Concession Stands Quality of Concession Offerings Variety of Concession Offerings Seat Sightlines Seat Comfort Seat Price Exterior/Outside Arena Appearance Interior/Inside Arena Appearance Quality of Sound System Cellular Coverage Wifi Coverage Related to THEATER events: Number of Restrooms Cleanliness of Restrooms Quantity of Concession Points of Sale Quality of Concession Offerings Variety of Concession Offerings Seat Sightlines Seat Comfort Seat Price Exterior/Outside Theater Appearance Interior/Inside Theater Appearance Quality of Sound Cellular Coverage Wifi Coverage FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-6 - �v FEH DESIGf� 8etschAsso�iales 15. For a typical Five Flags event, how early do you arrive in downtown Dubuque prior to an event at the Five Flags Civic Center? a. minutes early b. hours early 17. For a typical Five Flags event, how late do you stay in downtown Dubuque after to an event at the Five Flags Civic Center? a. minutes late b. hours late 1s. What types of activities do you typically do in downtown Dubuque before or after the event? (check all that apply) a. Visit a restaurant for a meal b. Visit a bar/ restaurant/ coffee shop for drinks c. Shop at retail establishments d. Walk/ sightsee/ window shop e. Socialize f. Visit the riverfront g. Visit a casino h. Visit the Museum / Aquarium / Waterpark i. Other j. None of the above—get in and out of downtown just for Five Flags event only 19. Where do you typically park when arriving for a Five Flags event? a. City parking garage b. City surface lot c. Metered parking d. Private lot e. Other f. Do not park downtown FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-7 - �� FEH DESIGf� 8etschAsso�iales 20. On a scale from 1 to 5, with 1 being "Low Interest"and 5 being "High Interest", how would you rate your level of anticipated interest in attending or participating in each of the following types of events at a renovated/redeveloped Five Flags Center? Low High Interest Interest Touring Concert Acts Family Shows Ice Shows Professional/Minor League Sports Broadway/Musicals Theatricals/Plays Symphony Opera Ballet/Dance Productions Conventions/Conferences Public Shows/Exhibitions Rodeos Monster Trucks/Motocross Civic Events/Festivals/Fairs Graduations/Commencements z1. On a scale from 1 to 5, with 1 being not needed whatsoever and 5 being absolutely necessary, how would you rate the importance of redeveloping/enhancing the Five Flags Center ARENA? Not Absolutely Needed Necessary 22. What enhancements/improvements to the facility offerings, event programming, surrounding amenities or other enhancements would increase the number of events you attended annually at the Five Flags Center ARENA? (OPEN ENDED) 23. (If Q.17 = 1) If redeveloping/enhancing the Five Flags Center ARENA is not needed, what do you think the space should alternately be used for? (OPEN ENDED) 24. On a scale from 1 to 5, with 1 being not needed whatsoever and 5 being absolutely necessary, how would you rate the importance of redeveloping/enhancing the Five Flags Center THEATER? FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-8 - �v FEH DESIGf� 8etschAsso�iales Not Absolutely � Needed Necessary z5. What enhancements/improvements to the facility offerings, event programming, surrounding amenities or other enhancements would increase the number of events you attended annually at the Five Flags Center THEATER? (OPEN ENDED) 25. Finally, what other thoughts or suggestions do you have regarding the future of the Five Flags Civic Center and any potential redevelopment/enhancement effort? (OPEN ENDED) Thank you for your participation in this important planning efFort! END WITH REDIRECT T0: http://www.fiveflagscenter.com FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-9 - �v FEH DESIGf� 8etschAsso�iales B. Summary of Quantified Responses Note: Open-ended responses shown within this section represent raw,unedited responses,with bullets sorted alphabetically. Q1: Please click on the map where you live, or specify the ward within Dubuque in which you reside. If you live outside of the city of Dubuque, please specifyyouur zip code. Location of Survey Respondents 1st Ward 25% 2nd Ward 16% 3rd Ward 12% 4th Ward 14% First Ring Zip Codes 13% Further Outside Dubuque 20% Q3: Please indicate your age Age of Survey Respondents � Under 18 0°/a 18 to 24 4% 25 to 34 24°/a 35 to 44 24°/a 45 to 54 20°/a 55 to 64 16°/a 65 to 74 9% 75 or Older 2°/a FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G10 - �� FEH DESIGf� 8etschAsso�iales g4: How many members are in your household? Number of Household Members 1 13% 2 36% 3 17°/a 4 22% 5 or more 13°/a g5: Please indicate the number of family members within your household that fall into the following a�ce ranges (total should equal the number indicated aboveZ Age of Household Members 6&under 32°/a 7 to 11 23°/a 12to17 26% 18 to 24 23°/a 25 to 34 44% 35 to 44 45% 45 to 54 39% 55 to 64 37% 65 to 74 17% 75 or Older _ 5% FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-11 - �� FEH DESIGf� 8etschAsso�iales Q6: What is�ur average annual household income? Average Annual Household Income Under _3% $25,000 $25,000 to $49,999 14% $50,000 to I $74,999 20% $75,000 to $99,999 20% $100,000 to $149,999 19% $150,000 to 6a�o $199,999 $200,D00 to - 2% $249,999 $250,000 or -4% higher Prefer not to 12% answer g7: Please indicate your ethnicit� Ethnicity of Respondents Caucasian 93% Hispanicor I 1% Latino I African ��o American Native American or po�o American Indian Asian(Pacific I �a�o Islander Other I 1% Prefer not to , 4% answer FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G12 - �� FEH DESIGf� 8etschAsso�iales FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G13 - �� FEH DESIGf� 8etschAsso�iales Q8: Over the past 12 months, have you been to an event�s) at the Five Flags Center ARENA or Five FlacLs Center THEATER, or both? Five Flags Civic Center Attendance in Past 12 Months Five Flags Center o ARENA only 27�° Five Flags Center �7o�a THEATER only Both 25% None of the above 32% � Q9: Have you ever been to an event at the Five Flags Civic Center? If so, approximately how many years�o? (for those who have not been to an event at FFCC in past 12 months� Years Since Last Event at FFCC 1 11.0°/a 2 31.2% 3 15.8°/a 4 6.8% 5 10.6% 6 years or more 24.3°/a FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G14 - �� FEH DESIGf� 8etschAsso�iales Q10: Over the past 12 months, approximately how many events have you attended at the Five Flaqs Center ARENA? Number of Arena Events in Past 12 Months Zero I �o/a one 48% rwo 29% Th ree ■ 11°/a Four , 5°/a Fi�e or more , B°/a Q11: What events did You attend at the Five Flags Center ARENA? • 2 concerts, 1 graduation • 2 concerts, smash special dog show • A country couple, not sure what the name of them was. • a party for the film festival. • A princess ball in September 2016, Sesame Street LIVE • All country concerts. Scotty and chase rice • Basketball and WWE • BestFest DubuqueCon • Billy Currington • Billy Currington • Billy Currington • Billy Currington • Billy Currington • Billy Currington • Billy Currington • Billy Currington &wags at the flag • Billy Currington and Chase Rice concerts • Billy Currington Casting Crowns Taste of the World Dock dogs • Billy Currington Concert FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G15 - �� FEH DESIGf� 8etschAsso�iales • Billy Currington Concert • Billy Currington Concert • Billy Currington Concert • Billy Currington concert • Billy Currington, Jack Hannah, Irish Fest, Human Foosball • Billy Currington, Pauly Shore, Scotty McCreery, Jack Hanna • Billy Currington, Taste of the World, Chase Rice, Graduation, Magic Men • Billy Currington. Chase Rice. • Both WWE events • Bull riding • Bull riding • Bull riding • Bull riding • Bull Riding • Bull riding • Bull riding and Magic Men LIVE (I also attended 2 shows in the Blue Room theater) • Bull riding event • Bull riding graduation • Bull riding, Billy Currington • Bull riding, Billy Currington • Bull riding, graduation, 3 on a tree, graduation, concert, comedy show • Bull riding, oak ridge boys, Loretta Lynn, chase rice • Bull riding, sesame street, &circus • Can't remember • Can't remember • Can't remember • Can't remember the name • Car show gymnastics • Car show in January • Casting crowns • Casting crowns • Casting crowns • Casting crowns concert • Casting crowns concert • Casting crowns concert • Casting Crowns Concert • Casting Crowns concert, but I have had health issues that kept me from others.... • Casting Crowns, Billy Currington • Casting Crowns, both WWE events. • Casting Crowns, Dr. Seuss Seussical, believe third event but unsure what was called • Casting Crowns, Texas Hippie Coalition, Country show, • Celtic Woman • Celtic woman • Celtic Woman • Celtic Woman • Celtic Woman • Celtic Woman FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-16 - �� FEH DESIGf� 8etschAsso�iales • Celtic Woman • Celtic Woman • Celtic Woman • Celtic Woman Circus Taste of the World • Celtic Woman, Jack Hanna, dog show • Celtic Women • Celtic Women • Celtic Women in April • Celtic Women, NICC Graduation &Spouse attended late last year. • Celtic women, Oak Ridge Boys, Toys for Tots Christmas Party for kids • Celtic women, chorale, symphony • Chase Rice • Chase Rice • Chase Rice • Chase Rice • Chase Rice • Chase Rice • Chase Rice • Chase Rice & Billy Currington concerts • Chase Rice and Billy Currington • Chase Rice and Extreme Bull riding • Chase Rice Billy Currington • Chase Rice Billy Currington WWE and More • Chase Rice Concert • chase rice concert • Chase Rice, Billy Carrington, Pretly Prince, Texas Hippie, DBQ Con, WWE, MMA, Dock Dogs, Oak Ridge Boys, Retro Rewind, Mosbrucker Rodeo, NCAA Wrestling, Jack Hanna, Geo. Carden Circus, Taste of the World, Celtic Woman, Garden Bros. Circus, Graduations, Magic Men, Spirt Lunch, • Chase Rice, Billy Currington • Chase Rice, Sesame Street Live, Disney Princess event • Chase Rice, Wags at the Flags, Private Tailgate Party • Children's events, plays • Christian concert • Christian event • Christmas concert • Christmas giveaway • Christmas program • Christmas show and a concert • Christmas show with a country singer - can't remember the name • Christmas show, ballet recital • Circus • Circus • Circus • Circus • Circus • Circus • Circus FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-17 - �� FEH DESIGf� 8etschAsso�iales • CICCUS • CICCUS • CICCUS • CICCUS • CICCUS • CICCUS • Circus, symphony, dance studio • Circus and Dinosaurs • Circus and Hugh school graduation • Circus Jack Hanna Can't remember • Circus • Circus, Concert, MMA • Circus, concerts, dock dogs • Circus, Dock dogs, dog park • Circus, employee luncheon • Circus, graduation • Circus, radio controlled car races • Circus, wrestling, DubuqueCon, magic men, wags at the flags, bull riding, dock dogs, sesame • Circus/Dog Dock Show • Cirque and Casting Crowns • Cirque Holiday, Jack Hannah, Celtic Women, 5678, Beauty and the Beast, Princess Parly • City Employee Appreciation lunch • city employee luncheon • City Event • City luncheon; City insurance meeting; Dubuque Symphony; H.S. Graduation • City sponsored events and the dock dogs • Colts, Harlem Globetrotters • Comedy • Comedy show • Comedy show • comedy show - Pauly Shore; Tom Green and another comedian • Comedy Show, Concert • Comic con • Comic Con Music Concert Rodeo • Comic-Con • Comic-Con and more but I can't remember • Comic-Con and WWE Wrestling • Community event • Concert • Concert • Concert • Concert • Concert • Concert • Concert and circus, and community event • Concert and something else don't remember • concert, bull riding FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-18 - �� FEH DESIGf� 8etschAsso�iales • Concert, magic show, bull riding • Concert, rodeo • Concerts • Concerts • Concerts • Concerts • Concerts • concerts • concerts • Concerts - Chase Rice and Billy Currington • Concerts, Sesame street Circus • Concerts - sorry - don't remember who, but am looking forward to Kenny Rogers concert • Concerts and children events • Concerts and Sesame Street • Concerts, dog event, family show • Concerts, family shows, dance recitals • Concerts, MMA Event, Graduation • Country artist concerts • Country artists • Country music • Country show rodeo • County concert • Craft show • Craft show • Craft show some concerts • Cirque Musica Oak Ridge Boys Christmas Jack Hanna's Introducing the Wild Wags at the Flags �2) • Dance recitals, WWE, graduation • Dancing with the Stars Dubuque Style • Dancing with the stars Film fest • Dancing with the stars Julian Dubuque international film festival • Dancing with the stars Scotty McCreery • Dancing with the stars, concerts • DBQ Comic con, Christian Concert, • DBQ con • DBQ Con • DBQ Con • DBQ Con, Texas Hippie Coalition • DBQ senior graduation Hempstead graduation • DBQ Con • DBQ Con • DBQ Con • DBQ Con and Magic Men Live • DBQ con, graduation • DBQ-Con. WEE Live • Dinosaur event and Circus • Dinosaur event, city event FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-19 - �� FEH DESIGf� 8etschAsso�iales • Dinosaurs • Dirks Bentley concert • DMS Event Foosball • Dock dog circus sesame street • Dock Dogs • Dock dogs • Dock dogs • Dock dogs • Dock dogs • Dock dogs • Dock Dogs • Dock dogs • Dock Dogs • Dock Dogs • Dock dogs • Dock dogs and a concert • Dock dogs and a high school graduation • Dock dogs and jack Hanna • Dock dogs and NICC graduation • Dock dogs and WWE • Dock dogs and WWE wrestling • Dock dogs dog show • Dock dogs high school graduation • Dock dogs sesame street live • Dock dogs soccer practices • Dock dogs strut your mutt • Dock dogs taste of the world graduation. Circus • Dock dogs, circus • Dock dogs, city of Dubuque day, multicultural day • Dock dogs, Iowa games • Dock dogs • Dog • Dog nights, rodeo, I don't remember the others • Dog park • Dog park • Dog park retro rewind • Dog show, diversity fest,jack Hanna, • Dog shows and DBQ con • Don't know holidays • Don't remember • Don't remember • Don't remember • Don't remember • Don't remember • DRHS strut your mutt, taste of the world • Dubuque con • Dubuque con, casting crowns, Celtic women FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G20 - �� FEH DESIGf� 8etschAsso�iales • Dubuque humane society strut your mutt • Dubuque main street event. • Dubuque senior high school graduation Hempstead high school graduation • Dubuque senior high school graduation/commencement ceremony • Dubuque soccer club practices • Dubuque symphony, Julien Dubuque film festival • Elmo and jack Hanna • Elmo/sesame street live, Hempstead graduation, circus • Every Wednesday -- went to pet park • Expo • Fall into art show • Family event/graduation • Film fest awards, film fest screening • Film festival • Film festival,jack Hanna • Fly by night theater"-mothers &sons" • Foosball & meetings • Globetrotter and a concert • Globetrotters • Globetrotters and some city event • Globetrotters, concert • Graduation • Graduation • Graduation • Graduation • Graduation • Graduation • Graduation • Graduation • Graduation • Graduation • Graduation • Graduation and ciry of Dubuque event • Graduation and dog park • Graduation Band concert • Graduation ceremonies • Graduation ceremonies and Sesame Street live • Graduation ceremony • Graduation, A Christmas show, Price Is Right • Graduation, circus, dogs, soccer • Graduation, Concert • Graduation, concert, circus • Graduation, dock dogs • Graduation, IMOM • Graduations • Graduations • Graduations FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G21 - �� FEH DESIGf� 8etschAsso�iales • Graduations Wildlife guy - can't remember his name • Graduation • Gymnastics meet • Hairball • Hairball • Hard to remember, dock dogs,Texas hippie coalition, old comedians • Harlem Globe Trotters • Harlem Globetrotters • Harlem globetrotters and graduation • Hempstead Graduation • Hempstead graduation • Hempstead graduation • Hempstead Graduation • Hempstead graduation and WWE event • High school graduation • High school graduation • High School Graduation • High school graduation • High school graduation • High school graduation • High school graduation • High school graduation • High school graduation, Dubuque symphony • High school graduation...and not sure what else we did • Hillary Clinton rally • Hockey game • Human foosball • Human foosball, 1 concert, taste of the world?? - multicultural center event - may have been more; DBQ con; toys for tots &visited winter pet park • Human foosball • I am an employee, so I am answering with the number of events my husband attended. WWE live, October and February retro rewind • I did not attend anything in the arena • I saw a concert at the theater, and a community event at the arena • I volunteered at the toys for tots Christmas parry. • I work part-time at five flags so have multiple events I attend monthly. I would also attend some if I did not work there. • I work there. • I work there. I have been present at many of the events. • IMOM • IMOM • IMOM dental care JDIFF a play a car show NICC graduation • IMOM free dental clinic as volunteer • Indoor RC racing event • Indoor soccer tournament • Iowa games winter indoor soccer • Iowa mission of inercy FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G22 - �� FEH DESIGf� 8etschAsso�iales • Iowa mission of inercy for my husband on one day and I on the next. • Iowa soccer • Irish Hooley • Jack Hanna • Jack Hanna • Jack Hanna • Jack Hanna • Jack Hanna • Jack Hanna • Jack Hanna • Jack Hanna • Jack Hanna • Jack Hanna JDIFF • Jack Hanna live • Jack Hanna live • Jack Hanna live Celtic women • Jack Hanna • Jack Hanna • Jack Hanna • Jack Hanna • Jack Hanna show, Harlem globetrotters, dock dogs • JDIFF • JDIFF • JDIFF, Wags at the flags, DBQ Con, fights • Julien Dubuque Film Fest-- Multicultural Family Center Taste of the World • Julien Dubuque International Film Festival • Julien Dubuque International Film Festival (JDIFF) kids day, JDIFF Awards Show, Downtown Business Days Foosball • Julien International Film Festival and Car show • Lipizzaner stallions, Comedy show of Pauly Shore, Tom Green &Harland Williams, • Lipizzaner Show • luncheon • Magic • Magic Men • Magic Men • Magic Men • Magic Men • Magic Men Live • Magic men, concert, bull riding • Magic show, Oak ridge boys Christmas show • Manheim Steamroller's, monster trucks &wrestling • MFC - taste Circus orchestra redo foosball • MMA • MMA • MMA event • MMA fight Radio Control Event • MMA fighting FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G23 - �� FEH DESIGf� 8etschAsso�iales • MMA fighting Dog park night • MMA match • MOM • MOM dental event • Multicultural center event • Multicultural Center's food fair • Multicultural center's Taste Around the World • multi-cultural event and one other • Multicultural events • Multicultural Fair • Music Bands • music concert, sesame street • Musicals, concerts, graduations • NCAA DIII Central Region wrestling championships and Dubuque Senior commencement • NICC graduation • NICC graduation • NICC Graduation • NICC graduation and Hempstead graduation • NICC Graduation Art Walk exhibit • NICC graduation Sesame Street Live • NICC graduation, Hempstead Graduation, City of Dubuque Employee luncheon. • None • None • Oak Ridge Boys • Oak Ridge Boys • Oak ridge boys • Oak Ridge Boys • Oak Ridge Boys concert • Oak Ridge Christmas WWE • Oak Ridge boys • Oak Ridge Boys Christmas concert • Pauly shore • Pauly Shore • Paw patrol and comic com • Paw Patrol Sesame Street Jake and the Neverland Pirates • Pinnacle combat • Price is right • Princess Party • Princess Party, Circus, Concert • RC car derby • Religious rock group and I do not recall the name of the other group (musical) • Retro rewind • Retro Rewind • Retro Rewind and Strut Your Mutt 5k Walk/Run • Retro Rewind, comic show, and winter dog walk • Retro Rewind, Comic-con • Retro Rewind, multicultural event FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G24 - �� FEH DESIGf� 8etschAsso�iales • Retro Rewind, WWE. • Rising star tryouts • Rock Concert • Rodeo • Rodeo • rodeo • Rodeo • Rodeo • Rodeo and musical • Rodeo, Casting Crowns concert, Vintage Torque fest • Rodeo, chase rice and Billy Currington • Rodeo, Concert, Retro Rewind • Rodeo, Sesame Street, 5678 Dance, UFC fight • rodeos • Scruffy ShufFle, Graduations Play Concert • Sesame Street Celtic Woman • Senior Graduation • Senior graduation &a concert • Senior Graduation and 5678 recital • Senior Graduation, City of Dubuque Employee Recognition Luncheon, Harlem Globetrotters, Comedy show with Tom Green • Senior high school graduation • Senior High School Graduation. • Senior HS graduation ceremony • Sesame street • Sesame Street Chase rice • Sesame Street Live • Sesame Street live • Sesame Street Live • Sesame Street Live • Sesame Street Live Circus • SESAME STREET LIVE THE DUBUQUE CHAMBER EVENT WITH LOCAL DUBUQUE BUSINESSES GRADUATION CEREMONY SOME TYPE OF HOT ROD CAR SHOW • Sesame Street live, city expo, Irish Hooley • Seussical, The Musical; Dock Dogs • Shaman's Harvest • Shaman's Harvest with Texas Hippie Coalition • shrine circus • Shriner's Circus • Soccer club practice • Some dinosaur thing • Strut your mutt • Strut Your Mutt and Billy Currington • Strut your Mutt Circus NICC Graduation • Taste of the world • Taste of the World • Taste of the World FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G25 - �� FEH DESIGf� 8etschAsso�iales • Taste of the world • Taste of the World • Taste of the World • Taste of the world • Taste of the World (Multicultural Family Center Fundraiser) • Taste of the World , JDIFF • Taste of the World and The Julien Dubuque Film Festival. • Taste of the World DBQ Con Retro Rewind circus dock dogs • Taste of the World, Dancing with the Stars, Graduations, Film Festival • Taste of the world. • Texas Hippie Coalition • Texas hippie concert • Texas hippy coalition • The Bijou Room is my most frequented. • The Celtic Woman • Theatre Car events Concerts • Torque fest • Torque Fest • Torque Fest, WWE, Billy Currington. • Toys for Tots Christmas Party, Main Street Business PM, Retro Rewind • Toys for Tots distribution • Toys for Tots, WWE (2x), • Toys for toys event and DBQ Con and retro rewind • Veteran's celebration. Washington Middle School poetry night • Vintage Torque Fest, Jack Hannah, The Harlem Globetrotters • Violin concert, DBQ Con • Volunteered at Mission of Mercy • Wags at flags, taste of the world • Wags at the flags • Wags at the Flags • Wags at the flags • Wags at the flags • Wags at the Flags • Wags at the Flags • Wags at the Flags • Wags at the Flags - on multiple occasions. • Wags at the Flags (not totally sure that counts) • Wags at the Flags and sesame street live • Wags at the Flags x 4, Billy Currington, Chase Rice • Wags at the Flags. Graduation. • Was going to one you cancelled • Weddings, Wrestling, Taste of the World, Graduation, • Winter games, rodeo, globetrotters, concert • Winter indoor dog park • Winter Iowa Games • Winter soccer training • Wrestling FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G26 - �� FEH DESIGf� 8etschAsso�iales • WWE • WWE • WWE • WWE • WWE • WWE • WWE • WWE • WWE • WWE • WWE Concerts Plays • WWE (x2) • WWE both times • WWE Chase Rice • WWE, Dubuque Con • WWE event Pinnacle Combat MMA fights • WWE Events • WWE Graduation • WWE Live, NCAA Regional Wrestling • WWE Monday Night Raw Dog Show Rodeo • WWE Smack down Live • WWE wrestling • WWE wrestling • WWE wrestling, bull riding • WWE, DBQ-Con • WWE, Retro Rewind, and Billy Currington • W W E, Sesa me Street • WWE. 2's FREE DENTAL CLINIC Kids expo • Xmas show and the Celtic Ladies FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G27 - �� FEH DESIGf� 8etschAsso�iales Q12: Over the past 12 months, a�proximately how many events have you attended at the Five FlacLs Center THEATER? Number of Theater Events in Past 12 Months zero I 2°/a One 46% Two 24% Three ■ 7% Four , 5°/a Five or more - 15°/a Q13: What events did you attend at the Five Flags Center THEATER? • 1 play in the theatre 2 plays in the basement-- Fly by Night 1 symphony performance • 2 days of dance with studio 5678 • 2 DSO • 2 plays • 2016 Family Symphony 2016 Play - I don't recall which • 2017 Studio 5678 Dance Recital • 3 symphony orchestra concerts Jim McDonough concert - 2 • 5678 dance recital • 5678 Spring dance recital • A Christmas Story • A couple of plays • A dance recital • A musical and a concert • A musical production. • A musical, can't remember which one • A play = can't remember name, Dubuque Symphony • A play and Scotty M • A play JDIFF film • Again I work part-time at Five Flags but would also attend some events if I didn't. • All Dubuque Symphony Orchestra events • All Dubuque Symphony Orchestra events. • All Rising Star Productions FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G28 - �� FEH DESIGf� 8etschAsso�iales • All Rising Star shows and something else that I cannot remember • All Rising Star Theater Productions (some more than once) Dubuque Symphony • All the symphony concerts and one play (rising star theater company) • AmeriCorps held training meetings and presentations in the theater often, I went to 2 of them in the past year. • Arts trek with schools • Ballet • Beatles • Beatles show, movie themed symphony, Seussical the Musical • Beatles tribute band • Beauty & Beast • Beauty &the Beast • Beauty &the beast show • Beauty &the Beast, Mothers &Sons, Gospel According to Tolstoy, Dickens, &Jefferson, The Realistic Joneses • Beauty and the Beast • Beauty and the beast • Beauty and the Beast • Beauty and the Beast • Beauty and the beast • Beauty and the Beast • Beauty and the beast • Beauty and the Beast • Beauty and the beast • Beauty and the Beast • Beauty and the Beast • Beauty and the beast • Beauty and the Beast • Beauty and the beast • Beauty and the Beast Seussical • Beauty and the beast Seussical • Beauty and the Beast, Holiday Orchestra Children's concert • Bull riding, magic men • Can't remember • Can't remember • Can't remember • Can't remember name • Can't remember the name • Celtic Woman • Celtic Women and i forget the other one. • Charlie Brown Christmas • Children and family Christmas symphony • Children theater • Children's summer theatre • Christmas • Choirmaster show • Christmas FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G29 - �� FEH DESIGf� 8etschAsso�iales • Christmas Theater was not comfortable • Christmas thing • Christmas Concert • Christmas concert • Christmas concerts • Christmas show • Christmas Symphony • Christopher Titus • Christopher Titus • Christopher Titus • Christopher Titus • Christopher Titus • Cinderella Ballet Dance Recital Show • Circus • Classic DSO Concerts • Classical music concert, Julien Dubuque Film Fest. • Classical Symphony series on Sundays • comedy • Comedy drama • comedy show, concert • Community plays • Community police discussion Symphony holiday concert • Concert • Concert • Concert • Concert • concert • Concert following Retro Rewind and film festival of Retro Rewind • Concert, Retro Rewind Bands • Concerts • Concerts • Concerts • Concerts • Concerts • Concerts, plays, Dubuque Symphony Orchestra, comedians • Dance • dance company show • dance recital • Dance recital • Dance recital • Dance recital • Dance recital • Dance recital • Dance recital • Dance recital and a play • Dance recital and play • Dance recital for Studio 5678. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-30 - �v FEH DESIGf� 8etschAsso�iales • Dance Recital, Cinderella • Dance recital, Fly by night show, rising star shows • Dance recital, private movie showing • Dance Recitals • Dance recitals • Dancing with stars • Dancing with Stars and April Movie Fest • Dancing with the stars • Dancing with the stars • Dancing with the Stars • Dancing with the stars • Dancing with the Stars • Dancing with the stars • Dancing with the Stars • Dancing with the Stars • Dancing with the stars • Dancing with the stars Scotty McCreary • Dancing with the Stars Dubuque Style • Dancing with the Stars Dubuque Style • Dancing with the Stars Dubuque Style • Dancing with the Stars Dubuque Style, Julien Dubuque International Film Festival • Dancing with the Stars Dubuque Style, Silent film for the film festival, and symphony • Dancing with the Stars Dubuque Style. John Berry Christmas Show. 1964 Beatles Tribute. • Dancing with the stars, JDIFF • DBQ Symphony • DBQ Symphony (2)Julien Film Festival Fly By Night Theater productions (3) --Bijou Room Wahlert High School theater production Trainwreck Theater productions (2) • DBQ Symphony concert • DBQ youth symphony concerts, DSO concerts, rising star theater productions, • DBQ-Con • Do not recall. a high school production and a Rising Stars production • Dog show - not know name Pippin • Don't remember • Don't remember • Don't remember what • Dr. Seuss Seussical & Dubuque Symphony Music and Movies • DSO • DSO • DSO • DSO and or DYSO • DSO concert, DYSO concerts, other concerts • DSO concert; we also perform w/DSP 1-2 times/year • DSO concerts • DSO concerts • DSO concerts (all)JDIFF Theater in Bijou • DSO Concerts and the Film Festival awards presentation • DSO concerts, Rising Star Theatre productions FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-31 - �� FEH DESIGf� 8etschAsso�iales • DSO family concerts • DSO performances • DSO performances • DSO, Ride Across WI., DBQ Con, DSO Arts Trek, Music Men, DBQ Dance, Jim McDonough, Retro Rewind, Weddings, Bill Blagg, JDIFF, Scotty McCreery, DWTS, Erica Watson, • DSO, Beauty and the Beast (Rising Star) • DSO, Billy Currington, studio 5678 • DSO, Film Festival • DSO, high school theater productions • Dub Symphony, dance recitals,junior symphony and music concert. • Dubuque Dance • Dubuque Dance Studio recital, A children's youth play • Dubuque strings • Dubuque Sympathy Orchestra • Dubuque Symphony • Dubuque symphony • Dubuque symphony • Dubuque Symphony • Dubuque symphony • Dubuque Symphony • Dubuque Symphony • Dubuque Symphony • Dubuque Symphony • Dubuque symphony • Dubuque Symphony • Dubuque Symphony • Dubuque symphony • Dubuque Symphony • Dubuque Symphony (sorry, my answer on the arena included the symphony) • Dubuque Symphony Classics Concerts, Arts Trek Concerts, and JDIF Awards Ceremony • Dubuque Symphony Concerts • Dubuque Symphony concerts • Dubuque Symphony- Julien Dubuque Film Festival • Dubuque symphony orchestra • Dubuque Symphony Orchestra • Dubuque Symphony Orchestra • Dubuque Symphony Orchestra • Dubuque Symphony Orchestra • Dubuque Symphony Orchestra • Dubuque Symphony Orchestra • Dubuque Symphony Orchestra • Dubuque Symphony Orchestra • Dubuque Symphony Orchestra • Dubuque Symphony Orchestra • Dubuque symphony orchestra concerts • Dubuque Symphony Orchestra concerts • Dubuque Symphony Orchestra Concerts FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-32 - �� FEH DESIGf� 8etschAsso�iales • Dubuque Symphony Orchestra concerts • Dubuque Symphony Orchestra concerts • Dubuque Symphony Orchestra concerts • Dubuque Symphony Orchestra concerts, Fly by night theater, Julien Film Festival • Dubuque Symphony Orchestra concerts, Julien Dubuque Film Festival silent film event • Dubuque Symphony Orchestra family concerts - one around Christmas, and one in the Spring • Dubuque Symphony Orchestra Holiday Family Concert Dubuque symphony Orchestra Movies & Music Concert Dubuque Dance Studio Dance Recital • Dubuque Symphony Orchestra Holiday Family Concert Dubuque Symphony Orchestra Music & Movies Concert • Dubuque Symphony Orchestra performance • Dubuque Symphony Orchestra performances Dubuque Youth Symphony performances • Dubuque Symphony Orchestra, Dubuque Academy of Ballet, Carpenters, Jim McDonald Concert • Dubuque Symphony Orchestra, Dubuque Youth Symphony Orchestra performances • Dubuque Symphony Orchestra, Play, Julienne Dubuque Film Festival • Dubuque Symphony Orchestra; Scotly McCreery • Dubuque Symphony Orchestra---5 season performances and 1 holiday performance • Dubuque Symphony performances • Dubuque Symphony performances; Dubuque Youth Symphony performance • Dubuque Symphony shows • Dubuque Symphony, Julien Film Festival • Dubuque Youth Symphony Orchestra Concerts • DWS • Extreme Dance Recital • Film festival • Film festival • Film Festival • Film Festival • Film festival • Film festival • Fly By Night productions in the Bijou Room • Fly by night productions, symphony • Fly-By-Night Productions • Going to Wizard of Oz and Little Mermaid • Graduation and recital • Graduations, plays • Heartland movie day • holiday • holiday ballet • Holiday Pops Concert • Holiday Pops, 3 other symphony classics, 3 shows in the Bijou theater in the lower level • Holiday Symphony • Holiday Symphony concert. • I attended a couple of Rising Star Theater Co productions, although I can't remember which ones specifically were within the last 12 months. • I can't quite remember. :-( • I don't know the difference between the theater and the arena FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-33 - �v FEH DESIGf� 8etschAsso�iales • I don't think any • I saw a concert • I went to Fly-By-Night Productions and Rising Stars shows. • I work there • I work there and am present at many events. • Inclusive Dubuque meeting? It was regarding creating a safer, more unified downtown Dubuque. • Jay Owenhouse • JDIFF • JDIFF • JDIFF Film Festival • JDIFF Opening Night, JDIFF Awards, JDIFF Featured screenings, concert, play, • JDIFF • JDIFF, Used it for City of DBQ ICC Trainings for the Leisure Services Dept. • Jim McDonough Concert • Jim McDonough concert • Jim McDonough • Jim McDonough • Jim McDonough • Jim McDonough Christmas Concert. We also bought tickets for the 70's Rewind Show that was canceled. • Jim McDonough's "Holiday Grande" • Julien Film Festival-Silent Film • Julien Dubuque film festival • Julien Dubuque Film Festival • Julien Dubuque Film Festival, Dubuque Symphony Concerts • Julien Dubuque International Film Festival • Julien Dubuque International film Festival (JDIFF) daily Screenings (4 day event) - went all 4 days, JDIFF awards show, JDIFF Silent Film event, Magic show, plays • Kids concert • Kids Movie Symphony event • Local dance recital • Lucky Tubb • Magic Show • Magic show • Magic Show • Magic show and a play • Magic shows • magician • Megan Schumacher�s play Rising Stars, Symphony, other theater and music events. • middle school poetry • More comedy shows • Mostly Symphony Concerts • Music • Music show • Musical • Musical • musical event FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-34 - �v FEH DESIGf� 8etschAsso�iales • Musical with Tony Lehman and his wife • Musicals (mostly Rising Stars Productions) • My child is involved in the Dubuque Community Youth Orchestra and that is a great outlet for him. He really enjoys performing and I think the theatre has ample room and the sound is amazing that they make. • My first time was seeing Pippin. • New Zealand Ukulele Orchestra • None • None • None • None • Not sure • Not sure of names • Nutcracker • Nutcracker ballet • Oak Ridge Boys • Orchestra • Orchestra • Orchestra and a play • Performance at Five Flags • Performance/Play • Play • Play • Play • Play • Play • Play • Play • Play IBM town hall • Play, film festival, symphony, concert • Plays • Plays • Plays • Plays • Plays • Plays • Plays and ballet • Plays and symphony • Plays, can't remember the names at this moment • Post Secret • Purchased tickets...cancelled show. • Retro rewind concert and another one...country guy from the voice....buying tickets for confederate railroad • Retro Rewind Movies and Concert, Another show I can't remember the name of. • Rising star musical and Dubuque symphony concert • Rising Star performance • Rising Star Theater Company FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-35 - �v FEH DESIGf� 8etschAsso�iales • Rising Star Theater Company productions • Rising Star Theatre Company Productions • Rising Star Theatre productions • Rising Star Theatre productions • Rising Star Theatre's productions of Beauty and the Beast, Seussical • Scotty • Scotty McCreery, Julien Dubuque Film Festival • Scotty McCreery • Scotty McCreery • Scotty McCreery concert • Scotty McCreery • Scotty McCreery • Scotty McCreery Concert • Sesame Street Live • Seussical, all Dubuque Symphony concerts • Seussical, The Musical • Show • Show • Silent film • Small Town Plays • Spamalot • Spouse attended Ballet • Stars, film, dance recital • Symphony, ballet • Studio 5678 • Studio 5678 dance recital • Studio 5678 dance recital • Studio 5678 Dance Recital • Studio 5678 dance recital • Studio 5678 dance recital • Studio 5678 dance recital • Studio 5678 Recital • Studio 5678 Recital Rising Star Performances for the 2016 season and Pippin from2017 season • Studio 5678 Recital; DBQ Symphony • Studio 5678, symphony • Seussical the Musical • Summer Musical productions • Symphony • Symphony • Symphony • Symphony • symphony • Symphony • symphony • Symphony • Symphony • Symphony FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-36 - �v FEH DESIGf� 8etschAsso�iales • Symphony • Symphony • Symphony • Symphony • Symphony • Symphony • Symphony • Symphony • Symphony • Symphony • Symphony • Symphony • Symphony • Symphony& plays • Symphony &Scotty McCreery • Symphony , dance recital, play • Symphony 3 times, Beatles Tribute • Symphony Christmas play • Symphony Classical series • Symphony concert • Symphony concert. • symphony concerts and plays • Symphony concerts, Dancing with Stars • Symphony events • Symphony events • Symphony Film Festival • Symphony JDIFF • Symphony Orchestra and Jim McDonough Christmas • Symphony Orchestra concerts • Symphony performances. • Symphony practice • Symphony related. • Symphony x 2 • Symphony x2 Beauty and the beast • Symphony, dancing with stars, play • Symphony, DYSO, CONCERT • symphony, film fest • Symphony, Film Festival, • Symphony, Fly-by-Night plays • Symphony, musical • symphony, play • Symphony, Rising Star Productions • The 5 classics concerts of the Dubuque Symphony Orchestra and the Symphony Holiday Pops concert • The Magic of Bill Blagg • The magic show • The Nutcracker FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-37 - �v FEH DESIGf� 8etschAsso�iales • The nutcracker A children's dance recital • The Ole and Lena plays, and a couple others. • The Symphony, also went to Fly-By-Night productions in the Bijou Room. • Theater show • Theatrical performances • Two Dubuque Symphony events • Urinetown and Halloween event • Various theater performances • Wahlert Catholic High School play • Was in Beauty &the Beast production so was in the building likely 40 days for tryouts & rehearsal &server performances; Seussical the musical - 2 performances; Symphony concert; Film Festival; Fly By Night production in the Bijou Room; Dancing with the Stars; Buddy Holly Story within year • Wedding • Weddings • Wizard of Oz • WWE. Dubuque con circus • Youth plays FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-38 - �v FEH DESIGf� 8etschAsso�iales Q14: Why do you not attend more events at the Five Flags Center? Reasons for Not Attending More Events at FFCC Not interested in the events bookedlscheduled 68% Fam ily obl igationsltime conFl icts 35% Cost to attend 24% Difficulty parking '�7% Seat comfort 1 sightlines 13% Other _ 8% Lack of quality facility amenities - 7% (i.e.,restrooms,concessions,etc.) Live too far away ■ 4% Inconvenient or inaccessible facility . 3��a location Securitylsafety concerns ' 2% Traffic ' 1°/a FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-39 - �v FEH DESIGf� 8etschAsso�iales Q15: On a scale from 1 to 5, with 1 being��Very Dissatisfied"and 5 being ��Ver�Satisfied", how would you rate your level of satisfaction with the followin�elements of the current Five Flags Civic Center? Average Ranking for Satisfaction Related to Overall Facility&Location Security/Safety. 42 ExteriorlOutside Arena ' Appearance 3'8 Cle��e%}�ost�vent��iings' 3"8 To Se�dT S'i�IIl�1 es ' 4.1 Number of Restrooms Facility Entrance/ Cellula�L�7�iP�kage ' 3 9 Number of Concession Stands ' InteriorllnsideV��i�c�eq��f��w' 3.6 Quality of Sound System ' 3.4 Parkin Access/ Quality of Conce�� ' 32 Seat Price 3.3 Wifi Coverage 3.3 Seat Comfort 3.3 Variety of Concession Offerings 3.2 Average Ranking for Satisfaction Related to ARENA Events FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-40 - �� FEH DESIGf� 8etschAsso�iales Average Ranking for Satisfaction Related to THEATER Events ExteriorlOutside Arena Appearance 4'� Interiorllnside Arena Appearance 4.0 Quality of Sound System 3.8 Cleanliness of Restrooms 3.8 Seat Sightlines 3.7 Cellular Coverage 3.6 Seat Price 3.5 Wifi Coverage 3.4 Seat Comfort 3.4 Number of Concession Stands 3.2 Quality ofConcession Offerings 32 Number af Restraoms 32 Variety of Concession Offerings 3.1 Q16: For a typical Five Flags event, how early do you arrive in downtown Dubuque �rior to an event at the Five Flags Civic Center? Typical Time Before FFCC Event Respondents Arrive in Downtown Dubuque 0-30 Minutes 63% 31-60 Minutes - 11.9% 61-90 Minutes _ 13.1% 91-120 Minutes ■ 7.7% More than 2 Hours , 4.U% 417: For a typical Five Flags event, how late do you stay in downtown Dubuque after to an event at the Five Flags Civic Center? FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-41 - �� FEH DESIGf� 8etschAsso�iales Typical Time After FFCC Event Respondents Stay in Downtown Dubuque 030 Minutes 64% 31-60 Minutes 19% 61-90 Minutes -9% 91-120 Minutes - 9% More than 2 Hours ■7% Q18: What types of activities do you typically do in downtown Dubuque before or after the event? Types of Activities Respondents do in Downtown Before or After FFCC Events Visit a restaurant for a meal 64% Visit a bar/restaurant l coffee shop 51% for drinks Socialize 31% Walk/sightsee!window shop 17% Visit the riverfront 16% Visit a casino 14% Visit the Museum/Aquarium I - 5% Waterpark Shop at retail esfablishments . 5% Other I 1% None of the above—get in and out of downtown just for Five Flags 16% event only 419: Where do you typicall�park when arriving for a Five Flags event? FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-42 - �� FEH DESIGf� 8etschAsso�iales Typical Parking Location for FFCC Events Metered parking 46/ City parking garage 34/ City surface lot is/ Private lot 12% Other ■5/ Do not park downtown �2% FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-43 - �� FEH DESIGf� 8etschAsso�iales Q20: On a scale from 1 to 5, with 1 being��Low Interest"and 5 bein��High Interest", how would you rate your level of anticipated interest in attending or participating in each of the following tvpes of events at a renovated/redeveloped Five Flags Center? Average Ranking of Interest Levels of Attending Events by Event Type Touring ConcertActs 4.1 Broadway/M us icals 3.7 Theatricals/Plays 3.5 Civic Events 1 Festivals 1 Fairs 3.3 FamilyShows 3.1 Public Shows/Exhibitions 3.1 Professional/Minor League Sports 2.$ Symphony 2.8 Conventions I Conferences 2.5 Ice Shows 2.5 Graduations!Commencements 2.5 Ballet!Dance Productions 2.4 Rodeos 2.3 Opera 2.2 Monster Trucks/Motocross 2.1 g21: On a scale from 1 to 5, with 1 bein� not needed whatsoever and 5 being absolutely necessary, how would you rate the importance of redeveloping/enhancing the Five Flaqs Center ARENA? Importance of Redeveloping/Enhancing the Five Flags Center ARENA 5-Absolutely Necessary 32% 4 27% 3 25% 2 7% 1 -Not Needed 8% FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-44 - �� FEH DESIGf� 8etschAsso�iales Q22: What enhancements/improvements to the facility offerings, event programming, surrounding amenities or other enhancements would increase the number of events you attended annually at the Five Flags Center ARENA? • 5 times more • A bigger area with more seating to get more people to attend. If you build it they will come. • A bigger theater to draw bigger acts. • A Capella concerts • A complete overhaul of the arena in appearance and layout. Remove the one side permanent seating. • A lower cost for the events as well as a larger variety of events would get me interested in attending more events. I do not recall many cultural events at the Five Flags Center, aside from Taste of The World. More cultural events would get me interested in attending. • A more versatile space with better lighting and audio visual capabilities • A new arena • A new arena would be fantastic. The current set up is OK, but certainly not state of the art. It would be great to get big concerts in. • A new fresh appearance • A Variety of events is key! • A website allowing ticket purchases and reminders of events • Accessibility for handicapped-mobility and seating • Accessibility is the primary reason why my attendance level dropped because it was extremely difFicult getting my Handicapped wife in and out to watch our daughter play in the Orchestra when she was still in town. I was extremely glad that we did not have to attend anymore concerts there because the lobby was always crammed with your usual early birders which made it difficult for people that fall under the Americans with Disabilities Act and the stafF that was working didn't help with letting those in need in early. Now I can go whenever I want because my wife has since passed, however I will not because I look at the Handicapped world with a difFerent set of eyes. • Acoustics and better concert seating • Acoustics for concerts/ basketball arena • Acoustics, seating, feeling like high school gym all need to be changed. The restrooms are horrific! The arena is NOT welcoming space for patrons. • Activities could include craft fairs, garage sales, and hobby seminars/expos. • Activities or acts that I like or that interest me. • Add comedy acts. I think some events for better at five flags than they do at Grand River center, for example the home show, new car expo. Bring those back. Add music acts that aren't country or classic rock • Add ice for a second rink. • Adding seats to the Arena would allow bigger and better events to be scheduled at the Arena. I have attended many concerts in the past, and I would continue to attend even more concerts if Five Flags could book bigger and better acts. • Additional family shows and popular concerts • Additional offerings (Broadway, concerts, family programs especially) • Additional restrooms • Additional seating in the arena. This may allow for bigger shows to be booked. Improved restrooms and Parking would help • Additional seating so that the venue is more attractive to touring music acts. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-45 - �� FEH DESIGf� 8etschAsso�iales • Additional seating would be high on my list of priorities. A larger venue and more publicity would attract a bigger crowd. • Additional seating, sound system and overall appearance. • Additional top name entertainers • Affordable ticket prices, parking • AfFordable, so you can see the performer from most seats • All around updating on inside of arena and sound system. It is old and is showing its age. • All of them • An all new completely renovated and expanded arena • Any • Any • Anything marked 3 or under • Appearance upgrade- (seating etc.) • Arena enlarged/redesigned • Arena needs general improvements, not a complete redo. Modernize foyer colors, bathrooms and concessions. Improve the scoreboard display with up to date digital technology and visuals. Improve sound system that could be used for multiple types of events • Arena needs to be self-sustaining • Arrange to allow parking in the prudential ramp. Allow small conventions. • I feel it could just use an update. Seems like it has been the same since I was a kid. • As an employee, the main thing that keeps me from watching the events is the type of event. If there were more Rock concerts, I would watch and not just work them. • Assigned, comfortable seating. Sound system improvements. More variety of entertainment. • At least 2 or 3 more events. Depending in headliner and personal availability. • At our old age, we've "been there - done that" so have little interest in the shows that come to the arena. We did enjoy skating on the ice in the early years, but soon found other things to occupy our time. A general upgrading of the place would be in order, but with no drastic changes. • Bars Restaurants and free parking • Based on my experience, upgrading the sound quality would be a top priority for me. I assume I was in the arena area for Jack Hanna, but that's the only event I've ever attended there. We sat on folding chairs &it was extremely difficult to hear&understand. • bathrooms need remodeling, • Bathrooms, • Bathrooms, seating, and updating (paint, colors, etc.) • Beautiful multipurpose performance hall with seating for 2000. Equipped with proper scene shop, load in and equipment to facilitate major local and touring productions. Program major stage shows, classical, and contemporary music events and headline speakers, comedians, musicians and celebrities, etc. • Being able to book better concerts and events (such as the NCAA D3 wrestling tournament), as well as better acoustics at those events. • Better access for people with mobility issues • Better acoustics • Better acts • Better acts • Better advertisement and cost friendly for families • Better audio, graphics, restrooms and concessions stands FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-46 - �� FEH DESIGf� 8etschAsso�iales • Better bathrooms, as well more handicap seating. Not all of your chairs are comfortable to someone who's a larger size. • Better bathrooms, more big-name artists for concerts, more beverages especially because it seems every time I'm at an event, they run out of drinks before the concert is even over • Better booking of acts. When Jackson county fair gets higher quality acts than 5 flags that is telling. • Better communication outside Dubuque; continue to bring in musical/show offerings. • Better concert acts • Better concerts • Better concerts • Better concerts • Better concerts • Better concerts and attractions. The cost and times of inetered parking in all downtown DBQ is ridiculous! Bring in better musical talent. More intimate acoustic shows. • Better concerts, better parking • Better cost of events and more for young children • Better drop-ofF and pickup trafFic flow • Better entertainment • Better entertainment • Better entertainment which probably requires better facilities • Better entrance flow • Better entrance for animals • Better event program and possibly bringing him Broadway shows like the Des Moines Civic Center. • Better events • Better events • Better events • Better events • Better events- • Better events and improved parking and traffic flow • Better events, more exciting. I would pay to go if it was something good. • Better events. • Better group rate. Better publication of events - maybe even ads in Galena and other outlying communities. • Better info/guidance/signage on getting from the parking ramp to FF. The ramp is very confusing, and we got lost both to the theatre and finding our car afterwards. • Betterlayout • Better marketing of events, parking availability, more events. • Better mix of entertainment with more current acts • Better musical acts, better advertising of events in advance • Better outward appearance, easier parking to and from event, friendlier clean-up crew • Better parking • Better parking • Better parking • Better parking • Better parking • Better parking and better exterior access FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-47 - �� FEH DESIGf� 8etschAsso�iales • Better parking and drop off/pick up but I am mostly interested in seeing improvements in the theatre side! • Better parking and entertainment. • Better parking and seating • Better Parking Better shows and performances • Better parking facilities • Better parking for elderly and handicap citizens. Bigger name entertainment • Better parking options • Better parking options and updated interior facilities • Better parking would be a Must. Seating on the sides shouldn't be at 90 degree angles to the stage. Bathrooms are usually gross. • Better parking, updated amenities, cleaner restrooms, audio is inconsistent, it needs to be addressed, possibly more seating • Better parking. Variety of shows • Better parking/ location • Better programing • Better programming, more advertising of events, better acts • Better promotion of upcoming events. More popular shows. • Better publicity and marketing. I have no idea what's going on until after the fact when I hear someone I know went to the event. • Better publicity so I know what's going on • Better quality acts • Better quality acts • Better quality of seating, shows, bands, and concession is a must. Just feels like watching in a long old gymnasium. • Better quality performances, shows and events • Better seat/area signage • Better seating • Better seating • Better Seating • Better seating and acoustics for arena concerts. • Better seating and layout • Better seating arrangements and absolutely more restrooms. It is ridiculous how few of them there are. More concession areas are needed too. • Better seating comfort that is • Better seating especially in the bleacher area. Eliminating obstructive views due to railings. Larger seating area if possible so that we can accommodate bigger attractions. I usually have to travel 1 hour+ to attend concerts and having these attractions on weekends vs. during the week would be even better, if possible. Downtown parking access. • Better seating for concerts in the arena (better use of all the space that's available) • Better seating in the arena and modern acts would be important. • Better seating it looks dated • Better seating to see shows • Better seating with better sight lines • Better seating, free parking. Concessions need improved. • Better seating, updated bathroom with more stalls, better AV equipment, not sure if there is unlimited free Wi-Fi, but that would be a big bonus for corporate event guests. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-48 - �� FEH DESIGf� 8etschAsso�iales • Better seating. Minor updates throughout • Better seating/viewing from stage, better acoustics • Better seating; get rid of bleachers; improve acoustics. • Better seats • Better seats • Better seats and a bigger arena • Better seats/view • Better shows • Better shows • Better shows • Better shows or concerts. • Better shows!! • Better shows, venue is a bit small for more high-profile concerts. • Better shows.... better concessions • Better site lines • Better social media advertising • Better sound • Better sound - more seating • Better sound quality • Better sound quality, more comfortable seating, better overall appearance • Better Sound System in Arena • Better sound system; maybe install acoustical panels on the ceiling. Better temperature control, was hot during graduation. Bleachers seats are not comfortable. Being able to see the stage from all seats is critical. • Better sound system, more comfortable seating with full view, more musicals or musical performances, plays • Better sound system. More music shows • Better sound, reconfigure seating, • Better sound/acoustics for musical offerings. More and cleaner and more attractive bathrooms. Higher quality and more variety of concessions. Updated exterior, • Better touring musical groups (greater name recognition acts) • Better variety of entertainment • Better views • Better Wi-Fi connections • Better/more concessions. Put ice rink option back in the facility. • better/more current acts • Big name concerts. • Big screen so people in back rows can see better • Bigger • Bigger acts for concerts and something other than country music. • Bigger arena with more adequate and efficient seating. • Bigger faculty to attract better acts. Better seating as well. • Bigger for better shows • Bigger for bigger acts • Bigger name events. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-49 - �� FEH DESIGf� 8etschAsso�iales • Bigger names, much better seating, a much more professional looking place. Definitely friendlier front office staff. Very displeased with office staff talking over customers. I will not return until the seating and views get better by utilizing more re space or building a new civic center • Bigger shows - nationally touring shows - may have to make the arena bigger but I think it would be worth it. It's quite a drive to see these kinds of shows otherwise. • Bigger size. Better sound/sight lines for all. Better access to concessions. • Bigger so bigger acts come. • Bigger, more floor space needed with seating options • Bleach seats are extremely uncomfortable to sit through a concert. Beverage options were limited at Billy Currington concert. • Bleachers are uncomfortable but not much you can do about that • Block ofF 5th street. Acquire and demo gas station. Build new addition onto existing across 5th street and onto acquired property. The existing would be at least twice the size. Renovate existing interior • book better events • bring in acts that have not already appeared in davenport or cedar rapids • Bring in Arenacross/EnduroCross events regularly! • Bring in better entertainment. Some county fairs have better acts than 5 Flags. It's embarrassing to live in Dubuque and not be able to attend quality shows. • Bring in bigger name acts and more family events. • Bring in bigger, more well-known national acts, singers, bands. More kid events like Disney Live, etc. The building would need to be remodeled and/ or made bigger to accommodate such acts. I would also like to see a large kids wrestling tournament during wrestling season since we are located in a prime location to attract people from the tri state area. • Bring in Concerts, Plays and events that would attract the people to attend. Update the facility by adding more restrooms, concessions areas with better and more offerings. Update the facility's appearance to bring it up to date. It looks like it did when it was first built. • Bring in more national acts willing to play a 4000-seat arena. Casinos in town are bringing national acts to play outdoors for smaller crowds than the Arena can seat. A wider variety of national acts may increase overall attendance. • Bring in more opportunities for musicals and other musicians. More restrooms on the main floor • Bring in some bigger name concerts or sports events. Names not normally seen around here but bigger names in the industry to draw a crowd. • Bring more concerts and bigger acts to five flags • Bring more high-profile acts to town. Keep the facility but utilize it more. • Bring shows that are relevant • Bring the facility into the current Millennium for functionality but still complementing the theater • Bringing in more bands, not necessarily bigger acts. The question has been getting a nice variety of rock music in. • Bringing in musical acts that aren't pop country. Bluegrass! • Broader show lineup, refreshes face • Broadway series like the Adler in Davenport. • Build a new five flags center. The only problem with concerts and events is that if you do not have floors seats your neck hurts the next morning • By far the worst two things are parking and the bathrooms, with the seating a close third. Parking is inconvenient and scarce. The bathrooms are inadequate, poorly maintained, and downright awful. The seating is close together and difficult to access (especially for anyone with FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G50 - �v FEH DESIGf� 8etschAsso�iales any condition), and once you are sardined in, you can't hardly leave since there is no easy walkways, and the steps are steep -- plus there is frankly not enough seating for many events. Facilities aside, you will not find success unless you have stuff that people want to go to -- cool shows, events, etc. with some appeal would go a long way to helping. Frankly, I would love to support Five Flags, but I rarely feel any enthusiasm about what is there and nothing but inconvenience once I am there. • Capacity • Car show • Change parking meters around the center to longer term. Afternoon events problematic. Another problem: too many events in Dubuque (Casinos; Jazz; Heritage Center, Festivals, Fair,) • Change seating and better concerts and events • Change the layout to accommodate more concession and primarily stage performances • Changing or redoing the seating. • Cheaper concessions prices, more handicap accessible bathrooms • Cheaper parking. Cheaper prices for events. • Christian Concerts, reasonably priced secular concerts, better restroom access/availability in the theater • Circus events • City parking ramp should not charge for parking at hours that street parking is free. When parking is charged in ramp for downtown events, you should be able to pay going in to avoid large backups at exits, after events. • Clean up and improve the restrooms. Make both entrances handicapped accessible and make more of the seating handicapped accessible, especially for the elderly that aren't able to climb bleachers. • Cleaner facility, more restrooms, better seating, sound, and sightlines. • Close 5th street so the event center can be expanded. Build parking ramp across the street. Seating is absolutely horrendous! Need more interior space for proper seating and concessions. Sound will also be extremely important with any renovation effort. • Close it down! • Comedians. Concerts • Comfort, access to the building and seating, eye appeal, clean and well maintained, polite and helpful attendants that promote the center and the programs. • Comfortable concert seating in a semicircular arrangement and acoustical improvements. Create an affordable, but nicer theater for Fly-by-Night. Not too large that they will never fill, but not in a hole in the ground like today. • Community educational programs on various subjects hosted by community groups • Compared to other facilities I've been to in about the same size town. The five flags center is out of date and drab • Complete renovation to the interior of the building. The outside has definite charm &enhances to the downtown scene but the inside is dated (thinking early 90's). The setup does not work for larger scale events &is a lynchpin to helping enhance downtown Dubuque. Dubuque needs a marquee event center&with it being downtown will only drive tourism &spending downtown. • Complete Renovation. • Concerts • Concerts • Concerts and things geared to people in their 20s. • Concerts I've been to seating sucks. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G51 - �� FEH DESIGf� 8etschAsso�iales • Concerts, craft shows • Concerts, touring Broadway musicals, trade shows • Concessions and entrance/exit are confusing and small. Concession only ofFered a few things. • Consider using the theater as a wedding chapel/with the center as a reception area. Of course, modifications are necessary. • Considerable improvement in handicapped parking and building accessibility; ticket options for those who can't negotiate steps other than paying premium prices for main floor • Consistent offerings of music and theater that would ofFer the opportunities for family. The cleanliness is really an issue, both inside and out. • Construct a more modern arena either on the space five flags occupies or somewhere else. A more modern arena would include a higher seating capacity and better event programming. • Continued well known and a variety of popular events scheduled. Improved seating capacity to schedule such acts and perhaps make seats more economical as well. • Cosmetic features: paint, carpet, etc. • Cosmetic renovations inside and outside, anything necessary to host events that require more modern technical necessities (load-in areas, staging, seating, lighting, etc.), improved amenities for customers (concessions, restrooms, lounges, etc.) • Cost is a big issue. Would like more music events. Local bands year around. • Country concerts where they have at least a handful of known songs. Today's country and 80s - 90s country. I travel quite a bit to Moline, Madison, cedar falls, Des Moines, Monticello, Manchester, and more just to see the country artists that I like. Even done Vegas for Reba and George last year. I attend at least 8-10 Country concerts a year. Would be very interested in attending country concerts at Five Flags if u brought more acts to the area. Nice and convenient. • Decent concerts. I understand that huge acts are too big for the arena, but there are touring 1980-1990s acts that would be good. Some of them are playing over at the Mississippi Moon. For instance, Bowling for Soup, Cheap Trick, and George Thorogood. ZZ Top was awesome! • Demolish and build a fine performing auditorium for symphony, theater, music etc. Take the truck shows out to the fairgrounds.....not downtown. • Demolition of the entire arena. A better seat configuration, which wraps around the arena with room to hold between 4000-5000 people for basketball/hockey and concerts. Cup holders for all seats. Enhanced Wi-Fi. The ability or order and pay for concessions via a dedicated app that can then just picked up at the counter (this would allow you to go to order if there was a line at the restroom so you miss less of the event). Video boards. Musical acts that appeal to a younger generation (think less 80's music). With six colleges in the tristate area and a large number of high school students, there are plenty of acts that would see great attendance. There are also a large number of hard rock/alternative rock fans in the 30-50 year old crowd that would love to avoid having to go out of town to see shows in Madison, Cedar Rapids, Davenport, etc. The area is ripe for a redeveloped arena. There are plenry of restaurants, bars, hotels and other entertainment options in the area now, many of which would see enhanced use with a better arena, either in its current location of in the Port of Dubuque. • Depends who the talent is • Destroy the building and rebuild it. • Develop a true performing arts venue • Diversiry in programs from classical music to heavy metal... more up to date headliner groups I like all types of music but seeing big name heavy metal bands would be enticing. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G52 - �� FEH DESIGf� 8etschAsso�iales • Do not usually attend events in the arena. • Don't try to compete with larger arenas. Take a look at the Ohnward Theater in Maquoketa, IA. They recently booked Rhonda Vincent the Queen of Blue Grass at$30.00 per ticket and the 841- seat theater was packed with people. They recently booked Connie Smith at$30.00 per seat and again the house was packed. Try to get some local sponsorship to fund bookings. Take a look at the Crystal Theater in the Wisconsin Dells. • Double the seating capacity, raise the roof, move to land where Dubuque PACK used to be located, ofFer numerous ongoing large popular concerts • Drag Shows with Dubuque Divas after Dark! Better parking! Outside could be restored to a historic look to match theatre. Keep prices as low as possible. Maybe offer discount to city residents. • Dubuque needs avenue like this to serve the whole area. People come from 50+ miles away to attend events they are interested in. The seating needs to be improved and the sight lines need to be improved. Many time the stage is put in the wrong place and puts the best seating on the side which is wrong. If you lose this venue, you are making a huge mistake! • ease of parking, affordable entertainment, remodeled arena • Either cheaper concession items or better items. • Enhance appearance inside arena, reminds me of a high school gym. Host better musical acts. Or more family events (Sesame Street live my whole family attends every year. We'd be interested in similar events.) • Enhance seating capacity to attract big name entertainment. Better parking options. • Entertainment that would suit my tastes. Parking. • Entrance area not clearly defined for someone new to the arena. • Event Programming - I wish there were more things in which I have interest. I think it's a great facility, however, for my taste they miss the mark quite a bit with the programming. • Event programming, bigger name acts. • Event programming. Country music concerts with affordable ticket prices. • Events aimed at 21-30 demographic. Less old people events • Events themselves • Events throughout the week. • Events, seats with more leg room. • Everything • Everything held there is completely unattractive to me. Bands are bad. Ultimate fighting is embarrassing and trashy. We go out of town all the time for good music in Madison and/or Maquoketa for the Barnstormers concerts. The events at 5 flags are terrible. • Everything seems dated and hard to adapt • Everything. I would love to see bigger concerts come and have a nice place to play. Better sound, better seating, so that we can compete and bring in more notable names and events. • Expand • Expand across 5th street and utilize the additional sq. footage for bigger touring musical acts. In addition, add multi-service courts to host seasonal youth sport tournaments. • Expand arena across 5th street to vacant lot and where gas station is located. Raise ceiling, new/increased seating, new lighting, better loading/unloading area, larger/more restrooms, and improved concessions. • Expand the footprint to increase seating capacity. Bring in sporting events and large concerts. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G53 - �v FEH DESIGf� 8etschAsso�iales • Expand to increase capacity for larger events. Bring in more current musical acts, to include more than just country. Pop and indie acts will draw crowds from local and population outside of Dubuque County. • Expand with seats all the way around, be able to draw bigger name acts. • Exterior • Exterior/Interior freshen up, increased advertisement of events, more high school events, basketball tourneys etc... • Family activities, concert, ballroom or four-square dancing event. • Family friendly events or sporting events • Family friendly prices!!!! We would attend many more events, but many of the tickets are out of our range. For example, I was recently interested in going to Shrek, but it would cost$60.00 for us to attend Need to keep the history alive. Especially the theater. • Find a way to increase capacity and staging area • First of all, I think it should be shut down It is costing a million plus to keep running. That is ridiculous. But if it stays open it needs to bigger to draw big name entertainment. There is a lot of competition from Diamond Joe and Q with their concerts. The Five Flags books junk. • Five flags area should be made into a sports arena for basketball, volleyball, tennis etc. My family spends hundreds of dollars out of town to attend sporting event tournaments. There is no place in Dubuque big enough to have weekly tournaments. • Five Flags can draw people to downtown, but more development (retail, etc.) is needed to keep people there. Must go hand-in-hand. • Five Flags has done a great job presenting a variety of entertainment options. Keep exploring options with varied price ranges. Five Flags is a wonderful asset in our community!! • Fixing the aesthetics, adjusting ticketing prices, creating a space for Black Box theatre • Floor seats need tiered for viewing. Tiered seats are too far away. • For example, there is a Moscow Ballet coming to Dubuque in November. I question how the performance will be because of where it is at. How will the seating be for such a high-quality performance? That would be a question for any high caliber show. • For me, the pricing of the events is a huge factor. For us to bring the grandkids to an event it could cost us $100 easy for admission and then any concessions on top of that. The ticket price is one thing, and then when you add on the extra fees---that is what makes me mad. You are paying your employee at the window to service us. I am right there. I understand Ticketmaster or ordering on line, which still should not be that big of a deal. You could sell that place out if the tickets were priced right. • For me, the problem is not with the venue. It is with the parking in the city ramp. I have never felt so trapped in my life as after an event I attended and being trapped in the parking ramp without traffic moving for over an hour. It would be so much better if either we paid for parking upon entering the ramp or having a real person helping people pay to exit the ramp. It was horrifying and stressful. Too bad I had such an amazing relaxing experience at the concert, only to have it wrecked by the experience in the parking ramp. • Free nearby parking • Free offerings. • free parking for events at 5 flags • Free parking in the nearby ramp. We went to see a comedian at 5 Flags Arena and saw a great show, but it took us over an hour to get out of the parking ramp. Haven't parked in the ramp since. Better publicity of events on radio or in the TH. More events in general. We drive by most weekends and not much going on. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G54 - �v FEH DESIGf� 8etschAsso�iales • free parking, lower the cost of events • Friendlier staff, everyone, every time is like a robot; expressionless, no hello, thank you, enjoy. Concerts of country and rock • General re-do. It's just a plain, out of date, institutional space that can host some good events-- B.B. King was stupendous--but is tired, not very convenient, and, especially compared to Heritage Hall, not enticing. • General updates to the interior of arena, new seats more modern atmosphere • General upkeep of the place. • General uses, like a rock climbing facility and other drop-in type facilities for daytime located downtown. • Get rid of the bleachers, the drop cords running across the aisles, basically...we don't want to pay $50+ to sit in a gymnasium to hear a concert and give us some room to sit. We had floor seats and sat between 2 very large individuals. These individuals took up 1/3 of each of our seats leaving us to sit sideways and unable to enjoy the performance. Provide some restaurants/cafes/cofFee shops in all price ranges within walking distance. • Get smaller music acts in. Also, compared to our needs in the rest of the city/debt this is not a high priority on my list. • Get some heavy metal acts. You would sell the place out if you got people like Machine Head (they are cheap to get, and draw a huge crowd). Look at the acts that "The Rave" in Milwaukee gets, my friends and I drive out there frequently to see shows, yet the five flags (in the town I live in) never has a show that is worth me going to. It would be nice to have something like that in our town. I don't know if you even try to get bands like this, or if you are worried about the crowd that they draw, but you are missing out on a huge market that you could capitalize on. More free parking closer to the event center. • Get the word out to the public about what happening, figure out the parking. nothing to close • Getting some invents that interest me, not very fond of downtown • Graduations the sound system is not good, you can no hear unless you sit straight on. • Greater seating area to attract bigger name performances, along with comfortable seating. • Greater selection of relevant touring concerts. We need to have offerings for teenagers as well. There are no concerts or events held that target that age range. • Greater variety of events • Hard to answer since it's so long since I've been there. • Has looked to me like the city has financed the competition for the five flags center via the casino entertainment competition. We are not a fan of casinos and do not gamble. Might go to a show there 3-5 times per year • Have better acts and bowl seating. Higher quality productions. Give me a reason to come. I don't care that much about what the faciliry looks like,just have good acts. • Have more basketball games too • Have more popular bands or singers come and relate to this generation. • Having another bathroom would help shorten the lines. If the event space was slightly larger and had a slightly nicer inside aesthetic, I think it would attract a larger crowd. • Having low cost/free family events. • Hearing impaired sound system set up; modernize the stage; comfortable seats in balcony especially; check out the Heritage Center for additional things that could be done. • Higher ceiling, better loading doors, bigger names • Higher performing names • Hockey events FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G55 - �v FEH DESIGf� 8etschAsso�iales • Hosting events I'd be interested in and that I'd actually hear about beforehand. • How about some local high school tristate basketball tournaments • I am not sure but it seems outdated • I believe for the good of the downtown, there needs to be some positive changes to the arena offerings. What those should be, I don't know. "Arena-style" events are not something I typically attend anywhere - I am not really the proper demographic. We enjoy the theater offerings more. • I believe that a bit more creativity or variety of amenities (food/beverages) would be a nice addition. A few more concerts/musical events or national touring exhibits might be a good draw for the civic center. • I believe that the center is too small to attract quality performances. It should be doubled in size to become a regional Arena. Block off 5th street and expand. • I believe the Arena is sufFicient, the quality of events brought in need to improve • I believe you should tear down Five Flags and start over. But name the new building Five Flags again. • I can't speak to this, as I have not attended an arena event since its last enhancement. • I can't think of much. Most of my inability to go is because of family life (small kids at home with no family nearby to watch them for us.) • I do not have a recommendation. It seems it should be more contemporary with lighting, signs, color, and acoustics. • I don't find much use for the arena side. • I don't have any good ideas for the arena. • I don't have anything specific, I like it the way it is but also understand the need for it to be enhanced to attract more shows/concerts/etc.! • I don't know - more so a marketing facelift. • I don't usually attend events in the arena so I'm not really sure of my answer. • I enjoy the up and coming country acts. The more known the acts are the better. • I feel fortunate the community has Five Flags arena, but I do think improvements are necessary to continue to make it venerable facility. Seating capacity and sight line improvements would be at the top of my list. • I feel there are events at the River Center that belong at Five Flags. I see the river center being used inappropriately just to show it is being used, though in a true granular view, it is being misused and misrepresented. Each faciliry services its own market. A more defined role of what should be contracted at each facility would be beneficial long term. One is hard surface space; the other is convention and conference space. There can be defining roles that a salesperson can base whom and what markets they sell the space to. • I guess seating and variety of programming. Maybe incentives with working with local downtown businesses with perks? Not so much something that we need, but may entice others to attend? • I have always enjoyed the live concerts there. • I have never been in the arena so I can't judge if I think it needs redeveloping or enhancements. If the right event came along and I wanted to attend the status on whether or not enhancements were made would not sway my decision. • I have never been interested in the previous offerings. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G56 - �v FEH DESIGf� 8etschAsso�iales • I have never been there so I can't say for sure what needs to be fixed, but parking always seems to be an issue for any arena. • I have no issue with the facilities. What would increase the number of events I attend is the type of programming. I am especially interested in cultural events that relate to diversity and inclusiveness. Price of events is important to me, too, so even if there is a concert or the like of interest to me, I would not attend if the cost were more than $10-$15 per ticket. Parking for me is not an issue because I live close enough to walk there, but I do know that some disabled people would appreciate having more parking dedicated to those who are disabled so that they don't have to walk so far from where they are parked. • I have no suggestions. • I have not been in the arena so I cannot comment. • I have only been to the area once, so I cannot offer my opinion on this. • I haven't been there in a while, but last time I was there I didn't think any improvements were needed. I think you just need to have the right type of events to attract people. I know you used to do craft shows there and now the last several have been held at the Grand River Center. Hopefully this survey will help you in the area of what events to try and hold. • I haven't been yet so not sure • Having grown up in DBQ feel the Five Flags Center has been very important to the entire Dubuque and tristate area for the development of the whole area of Iowa and has been needed and has to be kept up to date and involved in the future of Dubuque. • I just think if you could do some remodeling, make more seating, get new seats, update it for a more up to date venue • I just want better events ofFered as indicated above. • I like interactive, in-and-out events in the arena, like Comic-Con. There's a variety of things to do and the time frame is open. I really miss the dog show. • I like it now. • I love events at Q and Mississippi Moon Bar but having an 18-year-old child, he cannot attend events there. Bigger name events would drive families in to Five Flags. • I really don't know would like to see some bigger country acts come to Dubuque. We travel to Moline IL for a lot of concerts. • I really don't know. I think the space is fine, I just don't really care for large-scale events. • I really don't think that it's a valid place anymore. • I think a larger facility is needed for bigger and better events. The building is out dated and I believe it's time for something new. If people want bigger acts/shows this needs to be done. • I think a totally new and updated larger facility would have to be built to make it a draw for us. The existing facility has run its course and needs to be replaced. Why dump $$ into an aged limited designed facility. It is landlocked by Locust Street and Main Street and 5th street, so without taking 5th street to the north or Locust& Main, there aren't many options. • I think everything is fine except I feel that the events that are narrowed to a certain rype of audience. • I think it is an important part of our community. • I think it is fine • I think it is important for the city to encourage a variety of entertainment to utilize the Center. I personally am not all that interested in venues such as Riverfest; although I am happy the event does quite well. I do enjoy exhibits that cover a variety of topics such as Homebuilders (I know FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G57 - �v FEH DESIGf� 8etschAsso�iales that has changed locations) or city expo. I'm sure it can be costly to bring certain events to the city; however, I believe the community should make a strong effort to keep venues coming the very beautiful Five Flags Center. • I think it is perfect the way it is. • I think it is short sighted to look at this as Arena or Theater. We need a combined performing arts facility in Dubuque similar to the Overture Center in Madison, Wisconsin. Something with multiple theater venues to host a wide range of shows. • I think it needs to be bigger with more bathrooms. • I think it would be great if there were more mainstream and well-known bands or recording artists. Have closer seating to the stage, while still allowing for some standing room. I would attend those on a regular basis. Also, monster truck events would be great for my son. I think parking is a must. • I think more concerts would be ideal. I've seen a ton of great concerts there over the years and lately they haven't taken place. I assume it's because of the casinos and their offerings but someone like me doesn't want to have to go to a casino to see a show. I hate casinos and they rarely book anything that interests me. Current/upcoming acts are needed in this town instead of washed up has been like the casino ofFers or America's River Fest books for their rock nights. We need hot, new exciting events in a facility that isn't filled with slot machines and smoke. • I think that it could some work, even w the little things like making the seating more comfortable • I think the arena is perfect for what it is used for. I currently enjoy events in the arena and think Five Flags do a good job with the space. • I think the arena side has outdated its use for events and does not have enough events for me. Indoor festival events, especially in winter, would interest people in this climate. Festivals are popular here. There is not enough to do in winter, but enough do in summer. The international food fest is ok. Winter farmers market on Saturdays every once in a while is ok for me. The Shot Tower restaurant next door has some basic food. There is Lot One restaurant and ist and Main restaurant nearby. Shops are usually closed in evenings. The library is fairly close on 11th. The acoustical sound for music needs improvement. The arena side has no personality inside or out. More downtown green space would be appreciated and it would look good with big plants instead of the arena. A green space is less expensive for my tax money than the waste of money being done now. Maybe a lookout for people to see the riverside view of town for tourists. Children activities would make me stay away. The west side of town has much to offer, but downtown has more entertainment and personality. • I think the facility needs a major facelift. The lighting, sound, fa�ade, seating, and all aspects need addressing. • I think the just a basic update to the building is needed. Advertisement for the events that are held needs to be upped. • I think the seating needs to be revamped; the times I have been there I do not remember it being very comfortable. I think making the lobby/entrance of the Arena more inviting or possibly improve the look by including more color or some Dubuque inspired art work. • I think the size of the arena has made an impact on the shows they can book. I would love to not have to drive to Cedar Rapids, Davenport, and Chicago to see a concert or Disney on ice. • I think there needs to be some updating done. Not necessarily to the arena portion (because nobody notices once the lights are out), but more so the entry/concessions area. Perhaps a sound upgrade as well. I also think there is room for improvement when it comes to concert booking. There needs to be more rock/hard rock/metal touring acts and Five Flags should stop FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G58 - �v FEH DESIGf� 8etschAsso�iales focusing on just country. There are fans of other genres out there. Also book larger comedy acts such as Louis CK, Jim Gaffigan, Daniel Tosh, etc. • I think there should be a little more standing room. • I think they do a nice job and have a nice variety of shows. It is a nice arena. • I think they need to get better acts. Maybe more seating. Update everything so it is more inviting • I think we need a facility of this size in order to bring in great entertainment on a large scale. • I think we watched "Rain" the Beatles tribute there. It was like watching in a nice gymnasium. Not quite as intimate and nice as Liverpool Legends in a Branson theater setting. If an event fits the 'nice gymnasium' vibe, I'd consider going, but that wasn't suitable environment for Rain. • I think you should have roller blading inside in the winter...see Minneapolis roll at the dome...I also have never gone skating since you took it away from the five flags...that was a bad idea in my mind. • I would add better events to draw in a crowd. Consider having Thursday night events instead of Tuesdays (most people don't mind staying out later if they know the next day is Friday). • I would be interested in seeing or participating in events that are more community based. Chili cook offs; Baconfest, craft fairs, city wide garage sales and other exhibits would be just a few examples of things that could really draw large crowds to Dubuque. Better parking options that are free to event goers would be a large draw for events as well. • I would enhance the seating for sporting events • I would like to see an arena developed that has seating on all sides of the floor. Something more akin to the Five Seasons Center. • I would like to see more handicapped accessible seating. Make sure there are handrails on all the steps. • I would like to see more musicals • I would like to see more parking close to the venue, coming from out of town, I don't know what is allowed parking. Also, I don't like to walk a couple streets over to my car after a show. I feel uncomfortable, I get there as quick as I can. Couldn't there be security on the street corner or around the block? • I would like to see more professional acts such as Broadway shows, ballets, and Ice Capades. People have become more accustomed to seeing the bigger shows and therefore aren't as interested in local theater that doesn't offer the "wow" factor. I don't think parking is as big a hindrance to people as the lack of any "wow" factor shows. As for concerts concentrate on your demographics. Talk to young people, they will tell you who the newest not quite famous upcoming bands are out there. Look how well Willie Nelson did many years ago. Books the bands that have longeviry and aren't playing the big arenas anymore. Five Flags can and should be an important part of Dubuque. Downtown Dubuque is seeing a resurgence with a live vibe that needs to be more upscale and appealing to people who are traveling to larger areas to enjoy these amenities. • I would like to see the arena enhanced or rebuilt to hold 7000+ visitors to attracts larger touring shows. I would like it done is a way to better facilitate concert events related to seating and sight lines. I would like to see additional parking built across 5th street. • I would love to see more diverse offering in the arena and also different advertising. Honestly, I don't always know what's coming to five flags until I drive by the marquee. I know how to seek out if I'm interested but often five flags may not come to mind if I don't see it • I would think a sort of outdoor court yard to go to, with lots of greenery, showcasing local artists, and offering concessions, during symphony/play/music intermissions would be wonderful and would add to the entire experience. It would be fabulous if it was also open after the events to FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G59 - �v FEH DESIGf� 8etschAsso�iales people could potentially have a drink afterward and still take advantage of Five Flags rather than going elsewhere. I went to a symphony in elsewhere, which offered this and it really added to the entire experience. It was gorgeous and a great atmosphere! There seems to be a lot of wasted space at the arena that could be taken advantage of in a much more appealing way and perhaps tied to the theater instead. • I'd like to see more dance and musical offerings. Also, the kid's shows such as Sesame St. and Paw Patrol seem like a good idea, but they are pretty expensive. A show on ice would be fantastic. Dubuque is currently not ofFering this anywhere. • If it was a bigger venue, it would possibly draw better entertainment. • If redevelopment is in the cards, it would be nice • If the arena could be upgraded and have additional seating, that would probably expand the number of type of events that could be presented. • If the city were able to bring in a difFerent variety of musical acts, Broadway productions, plays, etc. then I would attend more events. • If the goal is to compete for concerts the venue must be updated for appearance and acoustics. I love concerts and often travel for them. After seeing Billy Currington I decided I will not go to another concert at Five Flags as-is. The concert and entertainer were great but it felt like we were in a large warehouse. Definitely not appropriate for entertainers. • If there would be good acts coming • If they are going to close it, make it afFordable housing for people down town. We don't need more bars and food places. • If we want quality shows we have to update • If you had a dedicated car drop ofF area • If you increased seating to allow for bigger touring acts I'd be more likely to attend shows. • I'm not an engineer so I don't really know • I'm not in a position in life to attend concerts, I have no interest in musicals, opera, or symphony events and my child is too young for many of the family shows (although, I'll find value in those in a few years). Having said that, I don't know that any improvements to the events would make me more likely to attend anything at the facility. • I'm not overly involved in the community and I would just like to see what events are coming when. • I'm not sure where the arena is, so only interesting shows and publiciry so that I hear about these shows would make me attend. • I'm not sure. I think pricing is fine and the entertainers are great but we only do so many a year. • Improve Acoustics • Improve seating and sound quality • Improve seats and view angles of shows. • Improve sound and arena for concerts • Improved acoustics, headline acts/concerts, a permanent stage or focal area for events. Exterior of center should complement the architectural surroundings and theater. • Improved seating • Improved seating • Improved Seating • Improved seating - I sat on bleachers it was like a gymnasium. not cool after spending >$300 for 4 tickets • Improved seating and sound quality. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-60 - �v FEH DESIGf� 8etschAsso�iales • Improved seats, layout of the facility, maybe an overpass to a new ramp at 5th and Main. It's not a good set up for parking and getting in and out of the facility when it's raining or snowing/very cold. More seating so better entertainment is affordable. • Improved sound and seating • Improvement of facilities as far as look to be current. Wi-Fi capability. Seating on all sides - bowl seating so floor is not easily accessible. • Improvements in events/performances. • Improvements that would attract bigger names for concerts. • Improvements to the interior • Improvements would not afFect my attendance • In general, it needs a complete face lift. The sound and lighting quality is horrible. I was embarrassed that you brought someone like The Celtic Woman to this poor of a venue and this was my third time seeing them. Thanks to that I'm sure I will have to continue traveling to see them. • In my opinion, the facility is fine. More events that appeal to different age ranges. Seems skewed to family/middle age-older. Though I'm middle-aged there's a real need for acts that younger people would want to see to make the location relevant. Also for people that don't necessarily want to go to a bar to see. • In order to draw bigger concerts, the arena needs to be expanded a lot. Do away with the ice. Dubuque has the Mystique Ice Center. • Inclusive programs to more audience. • Increase capacity, modernize facilities, more nationally known acts • Increase overall size to accommodate larger concerts. Better seating and parking • Increase seating to allow more concerts • Increase the # of restrooms and if possible make more leg room in the reserved seating area • Increase the number of seats to attract bigger concerts. Recruit a sport franchise to call FF their home court. • Increase the size and number of seats in the arena. • increase variety of concessions • Increased seating capacity to draw bigger entertainment acts. • Increased theater and artistic performances • Increasing the size will allow for better/newer acts to come to Dubuque • IndifFerent/ Never been there • Indoor soccer facility • interior aesthetics primarily, cost of events • It does not seem to be economically viable at its size. Perhaps an indoor sports complex, soccer, volleyball, etc. would be a better use of its space • It is a great location for concerts and rodeos and shows. It is located in the heart of the city and everything is conveniently located nearby. You can walk to bars and restaurants or hotels. it would be a shame to close this arena • It is far too small. No family should ever be pushed into the hallway during their child's high school graduation. • It is very dated inside, it needs a complete remodel. • It isn't fancy but it works • It looks old and decrepit, either fix it or rip it up. • It needs a full renovation to draw larger acts and to feel like a place people want to go. It is dated, small and has limited amenities FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-61 - �� FEH DESIGf� 8etschAsso�iales • It would be great to see more concerts and play offerings. The overall facilities are mostly good • It would be nice to have an arena similar to the Quad Cities or Cedar Rapids to have local events worth going to. • It would have to be the whole district and not just that building maybe parking garage for arena and outside "green" areas. • It would need to be worth the money, and someone well knows • It's cold and uninteresting. • It's my opinion that a renovation is due for the arena to allow it to compete with other event centers in nearby cities • It's old and dated and needs updates!! • It's too small. • I've never been there • jazz the place up it looks dated • Just do whatever you have to do I just haven't been to a show in years and your Survey was on Facebook- why not get all the input you can get • Just general upkeep and maintenance • Just generally is in dire need of updating, and also booking more concert events or traveling exhibits • Just need better shows • Just needs to be freshened up a bit. • Just seems like an old, outdated place, with outdated and too small spaces • just typical updating to keep all ages interested in coming • Keep cost down, with no added cost besides sales tax. Bring in more country singers, big name bands. Make more bathrooms, and concession stands. More food options. Free expos. Also include free parking • Kid friendly events • Large enough venue to attract bigger name performers, better sound system and lighting and sight lines, having better seats than plastic folding chairs on the floor of the arena • Larger • Larger area, if you are doing monster trucks there is not enough room for them to do any tricks and it get very smoky in there very fast. I have been to many indoor tractor pulls and stunt shows and there is hardly any smoke and plenty of room for a great show. • Largerarena • Larger space to attract better events • Larger variety • larger venue • Larger venue so we could get major musicians and Broadway plays • Larger, more up-to-date operations that would make it easier for large touring acts and Broadway shows and Opera and Ballet to book the facility. • Less artsy events • Less costly • Less country music and rodeos, more stuff people with a college degree would watch. • Lighting and seating • Local food served as concession really enjoy current program/event offerings • Lower costs FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-62 - �� FEH DESIGf� 8etschAsso�iales • Lower price. The seats are $100 for a kids show in the front three rows then they go down to $50. That's pretty expensive. I can also see adding a playroom for bored kids. Like they have at the mall with foamed climbing toys • Lower prices • Lower prices, bigger seats, more advertising of what is coming up for events • Lower ticket prices and more current performers • Make it bigger somehow to. Get bigger acts • Make it bigger with more parking • Make it circular, with better and more seating. Better acoustics! • Make it more modern • Make it more spacious and comfortable and not so expensive. Bring in more/better bands. Get more comedians, love great stand up. (ARNEZ J; George Lopez; Fluffy; Carlos Mencia) hint, hint! • Make parking easier, have more concerts • Make parking easier, the signage on the outside is antiquated, and I don't remember it being a welcoming atmosphere. I think an update would help bring events from the river center to 5 flags • Make seating more conducive to concerts and other performances since it is no longer used as an ice arena. • Make this place more handicap accessible. • Make upgrades to the arena so that it looks more like a concert hall than a gymnasium. • Makeover • Making the Arena more modern up dated comfortable colorful public friendly. Would, I think attract more people and more entertainment to repeat performance. • Making the height of the arena appropriate and seating comfortable for stage shows, sound good for stage shows. Making the set up and take down easy for travelling companies. • Marketing - seems like the events that come to the Five Flags Center are the same events they have had for years and years. Dog show, circus, etc. Why cannot the marketing group get more events schedules at the Five Flags Center? • Maybe attract a bar/restaurant to move within the facility • Maybe more seating to attract bigger music acts • Modern facility with comfortable seating and great views. Good food options. Otherwise I will stay in the comfort of my own home. Bring in good events and concerts. • Modern facility/concert like feel in order to accommodate larger, more well-known acts. • Modernization • Modernize • Modernize, more seating • Modernizing the interior appearance More events/programming that suit my interests • Monster trucks. • More advertisement for event offerings before the week of the actual event. • More advertising and better people traffic flow before during after events. More comfortable seats • More advertising for events or different advertising • More advertising I don't think I have heard of anything there in quite a while... • More advertising. • More and updated bathrooms, more comfortable seating • More appealing programs • More architecturally coherent, larger seating capacity, more welcoming FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-63 - �v FEH DESIGf� 8etschAsso�iales • More attractive interior/exterior. Better sound • More bathrooms and more country music concerts • More bathrooms would be nice, otherwise no complaints • More bathrooms, and better seating arrangements • More big-name events. Make the arena bigger. On par with the us cellular center in Cedar Rapids • Bigger named acts, large concerts. • More Christian Concerts • More Christian concerts, more country concerts • More close parking • More comedians • More comedians more plays just diversity there is a lot of things that could put on at five flags I have always liked five flags it's big enough to hold major events and small enough that everyone can see the entertainers we need more places like this • More comedy/touring shows • More comfortable seating • More comfortable seats and better stairs to the seats along with hand rails. The seats are very uncomfortable and are too close together, no leg room for anyone with long legs. The stairs are very hard to walk and not very good hand rails. • More comfortable seats and cheaper prices. • More community awareness of events • More concert or music ofFerings and easier access to close parking. • More concert or musical shows • More concerts • More concerts • More concerts • more concerts • More Concerts • More concerts • More Concerts • More concerts - 90 country bands. • More concerts (country, classic rock, etc...) • More concerts and/or plays that appeal to me. • More concerts at reasonable prices • More concerts by older Country and Rock bands • More concerts for young adults • More concerts, comedy and sporting events would be great, as well as more choices for concessions • More concerts, ice shows, family shows, etc. It would be sad to see Five Flags go away. • More concerts, more family events. • More country acts, concerts, and conventions • More country concerts. More up to. Date plays • More country concerts • More country concerts • More country concerts • More current/relevant bands • More dates of the same shows...more options FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-64 - �v FEH DESIGf� 8etschAsso�iales • More decent quality shows/ acts, particularly Broadway-type musicals. A bigger theatre would help, I would think, though I have no good ideas for how to accomplish that. The civic center itself basically feels like a big gymnasium. • More desirable shows • more diverse event programming, especially touring concert acts (something other than country or heavy metal), interior/exterior appearance, digital signage seems outdated... would think something more dynamic would be best for marketing purposes, especially at that intersection location. • More diverse opportunities, not just for kids. Invest the money and find some good concerts to draw in crowds. • More events • More events and lower cost of tickets • More events engaging more diversity. • More events for younger teens • More events geared toward my/my family's interests • More events happening on weekends. • More family events, better pricing. • More family events, bigger name musical events. • More family events/shows for kids • More family programming, more comfortable seats • More family shows, concerts, paint! • More Family Style Events a Big-Name Acts • More floor space and easier access to load in from the street for larger events on the floor. • More Food • More free parking nearby • more frequent events and better drawing events • More groups like Celtic Women or Josh Groban • More handicap accessible • More handicap parking or special entrance for them to get in &out • More handicapped parking... or how about valet service for handicapped? I take my elderly mother to the symphony ever year and every year parking is a bear. Even just to drop her off at the door and go find a place. Ridiculous. And while I get it that the theatre is a 100 years old. The restroom doesn't have to be and they could be a little more accessible for the elderly or just anyone that needs some extra space. • More indoor dog parks • More interesting concerts, bigger names • More interesting events • more kid friendly, kid play areas, kid bathrooms, kid wash rooms, kid lounges, kid displays, science-like things for kids to experience before and after kid shows, art-like things for kids to experience before and after shows, room to take kids into when they are unhappy/disruptive (but windows to still "see" show), safety drills: how to exit fast, how to take cover (weather or other), • More lady's restrooms • More large venue Christian music and entertainment. • More leg room, cup holders • More mainstream events • More mid-level country/rock acts • more modern looking FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-65 - �v FEH DESIGf� 8etschAsso�iales • More music venues • More musical events. But not country music • More national acts • More national music acts • More national touring events i.e. concerts, Broadway shows, musical groups • More non-rock concerts, touring stage shows, etc. • More options for lighting - not just huge overhead lights • More parking safety after dark. (Guards in the lot etc.) • More parking would be handy • More parking. New seating and less animal shows. More music concerts. • More pet-related shows, things for families to go do with younger kids and pre-teens, things for teens and twenty-some year olds to do. Laser tag. • More plays • More popular bands/musicians. • More popular country music performers; ease of knowing how to park (if paying meters is needed) • More popular music groups? I know that's difFicult due to the variety of taste and ages of our population- -also the cost of big name acts. • More professional musical and theatrical ofFerings • More publicity/emails. More events of my interests. • More restrooms needed, also entering the building could be improved • More restrooms, comfortable seating, interactive activities for preshow, experiential entertainment, more robust HVAC (reduce particulates during rodeo/automotive events), bring concessions up to industry standards • More rock and metal concerts. More pro wrestling shows and not just limited to WWE because there are many other promotions such as Ring of Honor and many independent promotions • More room between the seats and more leg room. • More room in the seats for more comfortable sitting but also more leg room. • More room to attract bigger events. • More seating and better acoustics • More seating for larger acts to come to Dubuque • More seating sky boxes • more seating so the building can book upcoming stars • More seating so you can afford to bring in more expensive musical acts. • More seating to attract better touring singers/bands. • More seating to bring in larger events. • More seating with better leg room • More seating, facelift to the inside facility. Maybe eliminate the theater all together to make the arena bigger. • More seating, more bathrooms, easier access • More seating. • More seats all with backs. All the way around • More seats for better concerts • More security outside walking to and from parking areas. • more shows and events • More sporting events and concerts. Add more regular seating and less bleacher seating. • More sporting events, non-country music acts. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-66 - �v FEH DESIGf� 8etschAsso�iales • More sporting events. The place was built for hockey and basketball and acoustics are terrible. It is a sports arena. Market this property as an indoor sports venue. Similar to cedar Valley sports complex in Waterloo. People are always looking for indoor practice venues at a decent price. Keep Opera area alone. It is a separate area and historic. Tearing down this building does no one any good. Unless it is redesigned. • more things I could attend with my family • More things to do. I miss the concerts there and I miss the dog shows especially. • More to do • More Variety at concessions stands. More popular music artists. No bleacher seating. • More variety in the types of events offered, more marketing to make the public aware of these events. • More variety of events - bigger names • More variety of programming, cleaner feeling and look to the arena • More welcoming interior/exterior. Touring concerts. Better parking. • More well-known plays, rodeos, adult circus acts, sports, flea markets, etc. • More/better seating, better concerts • Music concerts • Music concerts would increase our attendance, better light quality and sound quality is important, and the flooring/decor feels unwelcoming. • Musical groups, performers. Groups that would draw more people than Five Flags Center has room for, that would pull people from a wider area. • My child did love the circus events and they were somewhat reasonable, however the associated rides were horribly priced (which I understand may be out of the 5 Flags'capabilities). But the Elmo show a few years back cost over 100$ for 2 kids and 2 adults and the sight lines were horrible and there were tons of seats. I feel that maybe if prices were lower for tickets you may fill more seats in the long run. Typically, I will take my two young children because my husband doesn't want to waste money on an adult ticket when the rides or drinks cost so much during the show. That being said I do think the concessions are priced pretty reasonable. Also, family style bathrooms with changing tables would need to be more accessible or at least a few more in the stalls. Better entertainment may fill more seats. I feel like the classic rock shows or country seem to do good here. I think the casinos or recent concerts at Summerfest are bringing in good acts that seem to draw large crowds. I think Lynyrd Skynyrd was good and brought a great crowd. I think bringing buck cherry or hinder to Dubuque for the 4th time is overrated. And the massive mosh pit in front of the stage just built massive amounts of aggression. I don't know if it would be worthwhile, but maybe a nice or family restaurant in the faciliry might boost some added income. • My opinion is that I'm tired of supporting a facility that I rarely attend. You really need to improve parking. • Need a better venue for concerts, amphitheater outside/indoor venue! Maybe then we would get better bands instead of driving to Chicago, Des Moines, Waterloo, and Cedar Rapids Davenport all the time! Minor league baseball. Place for monster trucks, rodeo! • Need better concerts and prices people can afford things for Kids family fun that won't break a family budget • Need current acts • Need more popular acts and better advertising of activities at the site to enhance people to come. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-67 - �v FEH DESIGf� 8etschAsso�iales • Need more space for larger concerts/shows but it should be flexible space that can be subdivided and used for a variety of uses. • Need more variety. They always seem to be the same • Need to attract better performers/ activities to DBQ • Need to come up with alternative uses. $800,000 subsidy is $800,000 too much! • Need to make it bigger and add more seating so we can get big name headliners here. I never understood why they didn't make it bigger when it was first being built. • Need to not ask for a lot of money • Needs an aesthetic update • Needs more attractions for the younger generations. Loved when country acts used to play there before the casino opened up down in the port. • Needs more space to get bigger audiences for more famous entertainers • Needs seating remodeling and sound. • Needs to be a bigger facility with quality seating and sound. Over the years I've been to concerts there and sound is poor and the cost is not cheap. I'd rather pay a reasonable amount and drive 1-2 hours - which is what we do. I'd like to support local, but it's not justified unfortunately. • Needs to be larger • Needs to be larger to bring in bigger groups/musical concerts • Needs to be modernized but yet leave some of the historic look of the building. It needs to be bigger to bring in some of the bigger acts that often come to the surrounding areas. • Needs up dated • Needs updating everything • Neverbeen • New seating in theater with more leg room. Also need restrooms on the main floor and balcony area. • new sound more seating bigger screen more parking near by • Newer bands, more well-known attendees • Nicer seating, better sight lines, more popular acts • No specific feedback,just hoping to see Five Flags continue • None get rid of it will never be able to financially support itself • None it's too difficult to find parking • None needed • none, raze it • None. Wow- Floored at how much this cost to run. • Not a country fan - so concerts with other types of music, I really think you need to consider adding an available indoor turf floor covering option (soccer, football, etc.) Dubuque could host tournaments families drive 2 hours to now, local high schools and colleges and club teams could "rent" turf time and generate some income year-round - then add a floor covering that allows you to still do concerts, etc. like you do now over the ice. • Not enough seats to support top tier performers, and conventions. • Not really, I do not like arenas. • Not super excited about big venue performances • Not sure it's has been some time since I have been there. Not sure what updates have been done. • Not sure making it bigger would improve the arena. Too costly. • Not sure, maybe a new facility • Not sure. Needs upgrading. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-68 - �v FEH DESIGf� 8etschAsso�iales • Nothing • Nothing • nothing demolish it the city doesn't need to subsidize it anymore it's like having a herd of elephants and u have to keep feeding them • Nothing specific comes to mind. • Nothing specifically that I can mention but I feel Five Flags plays a vital role in a vibrant lower main district of downtown. Maintaining, improving, and enhancing the overall experience will continue to build upon the revitalization of the area. • Nothings needed. • Offer shows for more than 1-2 weekends • OfFer the sport of Curling on the ice. I would play several times a week. • Offering increased seating to bring more events to area • Offering more events • OfFerings • Outside, more police in the downtown area and along west locust and main street • Parking • Parking • Parking • Parking • Parking • Parking • Parking • Parking and different events • Parking and more music acts • Parking and upgraded seating • Parking Better quality shows Better price • Parking for events at the arena needs to be improved. • parking for handicapped or valet parking • Parking improved, better sound in arena, prices more family friendly shows • Parking is a major concern, but I would like to see a better main entrance to the arena and a more appealing exterior design. The building is very closed off from the rest of downtown. • Parking is one of the main issues for me. Maybe include a free parking pass for metered spots an hour before/after the event with ticket purchase! • Parking ramp in the where the parking lot currently is. Update the entire facility. Change the arena layout, currently has a weird layout for concerts. Get more concerts in the building. • Parking ramp nearby. • Parking should be more accessible • Parking within easy walking distance. • Parking! More family oriented events • Parking, Seating all around the venue • Parking, better concessions/drinks, more frequent events • Parking, entrance/exit, more shows at a fair price • Parking, especially in winter, is a slight deterrent, though I'm not sure what the solution would be. • parking, more for older persons • Parking, more restrooms and a bigger venue to get bigger shows in. • Parking, sound, rest rooms, modernize. 3 to 4. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-69 - �v FEH DESIGf� 8etschAsso�iales • parking, waiting in lines • Performances. Never having a big-time act • Pick up and drop off area by bijou on main needs to have separate lane so as not to block traffic... an awning would be 5 star... • Popular acts who are relevant on the national scene • Prettier walls • price • Price a bit cheaper, better parking • Price parking • Price reduction • Price. • Pricing of tickets are sometimes too high. The shows/people coming in are not of current interest. Seating and arena seems outdated. Parking is not good and I worry of my safety walking from my vehicle to an event and after. • Pricing. • Privatize it and you shall get better quality shows. • Probably what would help is a collection of smaller spaces that could host events and performances with less than "arena-sized" attendance. I am not a huge fan of large crowds. Also, having a variety of smaller events might be nicer than (and more economical) than requiring a large number of monster truck fans to attend an arena-sized attraction. • programing • Programming geared more towards young adults. Newer music artists along with gaming or other tech conference • Quality entertainment • Quality of events, better parking and improved facilities • Quality of shows and plays, which requires a larger facility for the most part • Quality of the shows. Better concessions at better prices, • Quality performers • Quality touring theater Broadway shows not local community theatre • Raze it • Really don't know... • reasonable cost, up and coming acts, current music acts • Reasonable prices. More comfortable seating. • redesign restrooms and concessions • Reduce price of events. • Reduced ticket prices, more offerings throughout the year, less congestion in restroom and concession area. • Relevant concerts in arena not theater • Remodel of set up • Renovation and maintenance is important. We attended a dance recital this year where a piece of the mounding from the ceiling fell in the stage. If that had hit a child it would have been awful! • Replace broken seats. Replace sound system, make sure to have the control room open to the house so the sound technician can actually hear what's going on with the house sound. • Replace seating. Renovate bathrooms. • Return ice, offering a 2nd option in Dubuque • Rock concerts, dog shows, booth sales (antiques, women's wear) after parties • Run down, uncomfortable seating, small venue for full orchestra FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-70 - �� FEH DESIGf� 8etschAsso�iales • Seat comfort, sidelines, greater variety of musical acts • Seat comfort, sound system improvements, and better views from seat. • Seat quality • Seating, accessibility, sightlines, sound, comfort • Seating • Seating • Seating and performance capabilities • Seating and quality events • Seating and sight lines • Seating and sound • Seating and sound accommodations. • Seating arrangement • Seating capacity • Seating configuration, quality of programming and events. Typically leave Dubuque to go to iWireless Center/Des Moines or even Chicago for better more attractive acts. • Seating in the theater Sound system in the arena • seating is uncomfortable and poor line of site • Seating is uncomfortable-no more bleachers Hard to see if not facing the act People TrafFic flow for events-everyone walks by every which way More restrooms on 1st floor • Seating layout. More employees working at the concession stands it shouldn't take 20 minutes to get just a beer. Have a cash only line at the concession stands. • Seating more circular - not from one side • Seating more comfortable • Seating needs reconfigured into the standard oval so more seating can be ofFered to draw in bigger concert acts and improve the site lines. • Seating needs to improve. Sound system also needs improvement. • Seating with better sight lines • Seating, ambience of entry and circulation areas • Seating, handicapped senior accessible • Seats that are comfortable and easy access. • See previous question for event programming preferences • Should be updated and make room for more seating. • Show varieties to include all audiences • Shows I am interested in, free parking. • Shows that would be there if interest • Simply schedule conflicts • Since Dubuque is a smaller town, I realize the difficulty in getting quality performances, but things like roller derby and musical acts that were popular before 1990 really aren't our thing. Could more current or up-and-coming acts be looked at? • Since it has been so long since I've been there I don't know what enhancements or improvements would be needed. Parking would be an issue because of my age. While I am not handicapped, I do find it hard to walk much more than a city block. My interests would probably involve the theater more so than the arena. I like groups like Mannheim Steamroller (my last visit was their first time there), any musical groups/individuals from the 60s -80s era, mystery and comedy theater productions. When younger we would come to the home show. To sum it up, being able to park fairly close to the building and having the kind of events that I mentioned above would be key to my attending events at Five Flags. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-71 - �� FEH DESIGf� 8etschAsso�iales • Since there is no longer hockey at the arena, I think the seating needs to be redistributed throughout the arena. • Size to allow larger acts to play at the arena • Sky boxes • Slight modernization • Some different events/programs • Some of the seating could be updated • some of the sightlines • Some seating can be uncomfortable because it is so close to the row ahead. • Sound and acoustics • Sound and lighting • Sound in the arena. • Sound quality • Sound quality • Sound system, you cannot understand what people are saying. Need seating all 4 sides of building. Need indoor walking track like ice arena. • Sound Systems and seating • Sound Wi-Fi • Sound; seating; music events; • Sports • Sports field for football or soccer floor for indoor play • Staff, variety of events • Tear down &increase size to approx. 7,500 seats similar to Cedar Rapids. We go there more than we go to our Five Flags • Tear down and rebuild the facility • Tear it down and build a bigger arena • Tear it down and start over! The building is a wreck. • Tell residents about what is happening there, like with water bill or on a sign not in downtown. • Thank you for all the efforts. Easier ways to drop off and pick up handicapped and elderly patrons as well as convenient parking. • The acoustics are awful and uncomfortable seating • The arena does to work well for many of the currently touring acts. Good for graduation etc., would like to see some basketball there. • The arena is a terrible space. Any renovations would make the space even smaller. It would be a waste of money. • The arena is not conducive for concerts. There is no good floor layout and the acoustics are not good. WWE events were set-up very nicely except for only having one entrance/exit accessible on the main floor. The arena is too small for an entertaining motocross and/or monster truck show. I strongly dislike the entrances. Cannot handle large crowds effectively. Lobby is extremely congested before and after concerts with traffic flow conflicting with each other- People heading for opposite side of arena. (People seated on Locust side but trying to exit on Main Street side while others are seated on Main street side trying to exit on Locust ST side.) • The Arena needs more seating and a "real stage" for larger productions. In recent years we've seen "Rain", Mannheim Steamroller, and Celtic Woman. All were fine productions but would be enhanced if there was a more "theater like" setting for the shows instead of a "gymnasium" feel. Dubuque probably wouldn't be able to support large theaters like Hancher or C.Y. Stevens but the Gallagher-Bluedorn Theater in Cedar Falls and the Adler in Davenport both stage great FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-72 - �� FEH DESIGf� 8etschAsso�iales productions in more moderately sized arenas. The Heritage Center at the University of Dubuque is fantastic and we've seen many fine shows there but it is too small for"name" touring shows. In addition, we much prefer the Dubuque Symphony at the Heritage Center rather than the Five Flags Theater because the seating, especially in the balcony, is too cramped and the lobby is uncomfortably small. We would also be willing to pay higher ticket prices if that meant not having to drive to the Quad Cities or Iowa City, etc. • The arena needs to be expanded on site towards the North and overtake 5th street. Provide additional underground parking in new addition on empty lot north of 5th street. Could include Underground Street with ballet parking and entrance below grade. New arena should accommodate 10,000 people and have new lighting, sound, seating, new roof with increased height for more spacious volume. New entrance with large outside public gathering space. Need to be able to bring in first class acts. Major popular artist. The five flags should be similar to the Marc in the quad cities in order to compete as a city. Focus more on drawing people from outside of Dubuque. There are other more appropriate venues for family friendly events, Dubuque needs more events for working class adults, young professionals and college age adults. • The arena needs to be redeveloped in order to attract larger artists, such as Michael Buble and Josh Groban, that will bring a lot of people but also need an intimate setting to be successful. It can't just feel like performing in a big shed. • The arena should be used as it currently is being used. Five Flags arena is one of the few options available to bring indoor concerts and people to the downtown area. • The arena side is a disaster. Should be demolished and a new performing arts center constructed. • The arena still looks a lot like an ice arena. The concrete floor is not very appealing and doesn't feel welcoming or comfy. • The balcony seats are very small but if seat is on floor, seat is below the stage. More comfortable seating would help • The building is dated and needs to be enhanced for younger audiences. Perhaps close the street on the South side of the building and turn it into an exterior gathering place. How about inviting food trucks to larger events? I would like the City to build an indoor swimming facility with other items like climbing walls, and other sporting options. • The building look dated and was built at a time where a large brick building with few windows was acceptable for downtown. I'm not sure what events would encourage me to do more in the arena. I tend to go to local events and not a big concert goer. • The casinos and Saints arena are newer and feel more comfortable than the 80's fee of Five Flags. To compete they are going to need a facelift. • The city needs to build a new Performing Arts Center at the riverfront. • The city needs to stop cannibalizing the arena's business. With the ice arena and the River Center eating up most of what the arena was suited for, I think you either need to invest heavily and make it more attractive as a concert/large convention or show space, or break it up and cater to smaller events and meetings that can't afford the spaces elsewhere. Either way, why on earth do you keep renewing the contract with SMG? The terms are moronic, and the dwindling usage and results should be evidence enough. When you operate as an indoor dog park for most of the winter, it's time to change leadership. • The concerts we attend would require a larger venue. We will drive an hour (Moline, Cedar Rapids, etc...) to see a show. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-73 - �� FEH DESIGf� 8etschAsso�iales • The cost is most important to me. I would attend many events if the cost was adjusted so that lower income class of people could afFord to go. I would also like to see better concession stands with variety of products sold at a reasonable cost. • The entire facility needs to represent an updated state of the art arena to bring in big name bands • The event programming needs to be changed. In the past year alone I have attended at least 10-15 national touring shows in every city other than Dubuque where I reside. This is unfortunate. While I understand that the revenue requirements to get large touring acts in Dubuque isn't that realistic, spending more money on this space for better facilities or capacity wouldn't attract larger acts. The city should sell 5 flags. Retain the theater and build an amphitheater in the empty space near the port of Dubuque. There are already weekly events in parts of town that could utilize this space, as well as the larger festivals which already occurring at the port. Explore a partnership with the Diamond Jo before Chaplain Schmitt gets redeveloped and the other casinos build their own venue. Their current temporary venue is pulling larger acts then 5 flags. • The events offered depends on my interest in the event and when the event is being held. • The exterior and interior are in need of some TLC. Have a bar or restaurant without door patio to enjoy the space before and after a show. • The exterior should be more appealing to visitors...keeping the character of old Dubuque. The lack of free parking close to the building needs to be addressed. Main Street is lacking its charm from the past. It needs to be brought back to life. Less office space, more retail! Unique, family- friendly, creative, and affordable businesses should be encouraged to vacate open building spaces, within the area. We also don't need any more bars! The public should be able to experience all the buildings. Free parking should be made available to all patrons, on Main St., and nearby areas. I believe people would enjoy attending events more, if there were things to do within the area, before and after. Currently, there is no real reason to be in the area. I love the original architecture of the buildings...it's welcoming and warming. The theater's exterior restoration is absolutely stunning! I would hope the interior will forever be retained in its historic style. The arena needs to be the main focus. There is no true stage or comfortable seating. It should be set up for a variety of events. Perhaps wedding receptions and dances could be added. Also, an industrial-style kitchen should be added, one that is capable of offering catering services. Private rooms should be added, as well as access to both top and bottom floors. With the arena having no architectural significance, plans for removal or redevelopment of the grounds could prove to be more beneficial. • The facility is not appealing looking whatsoever. It would be nice to incorporate landscape architecture/windows/atrium to make the venue more welcoming and appealing. The restrooms, seating, concessions all need a HUGE upgrade. • The facility needs to be Niger to bring in more concerts to Dubuque. A parking lot for Five flags would also be nice instead of having to park on the street or use the parking ramp. • The few times we have attended an event, the arena seemed to be very make-shift in nature, with no real ambience. I understand the reason for this, but wish it was a bit more finished looking. There haven't been that many things we (in our 60's) have been interested in attending, but I can't say for sure what we would like to see come in. • The Five Flags Center needs to remodel and add more room for seating so it can attract bigger acts and entertainment. • The Five Flags has done a good job but really needs a renovation. We need a true multi-purpose arena like the iWireless Center in the Quad Cities. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-74 - �� FEH DESIGf� 8etschAsso�iales • The food/drinks in the arena are terrible! A couple of vegetarian options and better drinks would be good. Local vendors, too! • The interior and exterior of the arena are unpleasant to look at. It's hard to visualize an event in that space that doesn't seem dreadful to attend. WWE was the first event I'd been to at the Five Flags that made me forget that I was in a dingy warehouse. The venue should be able to make such a large space more dynamic. OfFer carpet rentals for trade shows and conferences. OfFer different backdrops to be rented. Update the exterior of the arena with a modern twist so it seems like a cutting-edge place to host an event. At least add colorful banners/lights to make it look lively. Add VIP seating, box seating or private party rooms. • The interior area (event area) really needs to be updated. It is not at all appealing or inviting. It does not make one feel comfortable nor does it enhance the excitement or anticipation for the event you are seeing. • The main auditorium has to be expanded to meet requirements for national acts and sports. • The main reason I don't visit often is the price. If there's a way to increase the number of seats or standing area for concerts to lower prices, I would buy tickets to events 5+ times a year. • The number one thing that needs to be done is sound improvement and quality of acts. • The offerings are fine - we go when interest and time allow. • The only thing I can think of that might be worthwhile is to renovate it to be a far better and bigger venue than the Grand River Center. The Grand River Center folks are NOT easy or accommodating to work with, unless my organization pushes relentlessly to simply hold their workers accountable to restocking their bathrooms with toilet paper, refilling cofFee, etc. Their Wi-Fi capabilities are iffy at-best and their management team seriously fails to understand the need/demand to have a robust internet system for large conferences. It definitely reflects a lack of understanding current market needs and forward-thinking conference needs. I was also not thrilled to discover their capacity is at 800 people. Our organization could easily host our annual event for more than 800 people, but there are no other attractive venues for conferences that could host 1200 or more attendees. Therefore, they have a monopoly on that market. It would be nice to have the option to host a convention to draw folks from throughout the Midwest, while also having the ability to host smaller 1-day workshops for a reasonable cost. • The outside looks like a prison. Update the Marquee. Update the sound system. Redo the arena so it seats more with better seating so that you can draw the bigger named artists here. I like country concerts as I know others do as well. I also loved Casting Crowns. • the seating having a little more room than being on an airplane • The seating needs to be better. The rectangular setup now is not good for anyone not sitting facing the north wall. If the seating would be similar to that of the iWireless Center in the quad cities, it might entice better musical acts to visit the community. It's just so dated and ugly. I feel bad for people performing there, because it doesn't appear their dressing room area is very big at all. • The sign outside the building needs to be redone badly. I think the faciliry itself is good. • The size of this market does not draw the types of performances that I would like to attend. The last concert I attended in the arena was Chicago....figure out how many years ago that was. When hockey left the arena, I went to one American Kennel Club event and a couple of graduations. • The theater events are a little pricey. I wanted to take my son to see the magician but we had to choose between the rodeo and magician. The rodeo won! We go to the rodeo every year and love it! But this year was awful. It was a different announcer and they didn't play the loud music before the bulls were released. I hope you can get the old announcer back. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-75 - �� FEH DESIGf� 8etschAsso�iales • The theater is beautiful and historic • The type of shows brought in to five flags. • The venue needs to be bigger with excellent acoustics and a parking lot attached. How about moving it to the former FDL location? IMO the entire riverfront area should be devoted to event venues, restaurants and retail, not business use. • There have been many events held that I have not attended due to finances, but I'm in the process of getting that in better shape. So, beings I don't get to many events I don't really recall what I feel could be made better. Beings I'm from the area (I now live within a few blocks), I wonder if the other attendees that come from out of this area are familiar with the parking options. I'm not sure if the parking ramps charge to park in them after hours, while if you park at a meter, there is no cost after 5pm. Also, depending on how long the event is, maybe if feasible to offer more food options as I know when I'm drinking I tend to get hungry. • There needs to be a culture created that says coming to Five Flags is an event. Development around the center, brightly lit and safe walking paths to local restaurants, etc., street vendors perhaps, package deals for a show and a local eatery, etc. • There's nothing in terms of arena type events that I would attend there. • Though I don't know how to improve it, the people flow doesn't work very well. There always seems to be congestion. • Ticket prices. Ticketmaster surcharges are ridiculous. Availability of ice shows. Free public parking for civic center events. Arena is not set up for effective concert entertainment. Metal ceiling and lots of concrete makes for horrendous acoustics. The shape for most big concert venues is a horseshoe shape with the stage situated near the open end of the horseshoe, not a sideways C. I think Dubuque needs to focus less on trying to offer indoor concert events and just focus on what they seem to be building on the outdoor summer events where they can draw a large audience and are progressively drawing the bigger entertainment acts. The casinos and the Heritage Center seem to ofFer a lot of indoor winter concerts at no cost to the taxpayers. The day that ice and hockey was pulled from Five Flags was the day that Five Flags died. • Ticket pricing is sometimes high. Acoustics aren't great if the center isn't full. • Tickets and fees are an outrageous price compared to other venues. We have chosen to go to the Paramount Theater and Five Seasons in Cedar Rapids because we had better seats for a lower price. We can make a mini vacation out of it. There are not many family restrooms/ changing areas at Five Flags and that's negative if I want to take my two young kids. • Timing of family events needed to be on weekend and cheaper for low income single parent households • To be straightforward, Five Flags needs to figure out who it is. Just like the River Center, the Opera House and other multi-use facilities. We really do have too many for the population we have at present, so in order to keep them all alive, it might be time to get creative and find new ways to make the space beneficial. In other words, unlike our Federal Government, you need to work together with other facilities to come up with a master plan where each can be a benefit and can sustain themselves. Too much in this ciry is done trying to go it alone and it shows as great ideas falter because it is either their way or the highway. Case I point, why did Blum do a town hall in the high school? It should have been at Five Flags. • Too expensive to operate. Get out of the business! • Transfer events to Grand River • Try to find a way to book some decent music acts. I'm tired of driving to Madison • Try to get some semi bigger musicians on their way to or from Madison. Shows that play at the Majestic in Madison. Need to have a better bar selection with mixers. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-76 - �� FEH DESIGf� 8etschAsso�iales • Turn it into a city fitness center with pool • TV screens hanging from the ceilings to see the performers faces • Type of acts • Type/quality of events • Types of events ofFered. • Unknown • Unless there is a way to make it larger so that larger touring acts could be booked, I'm not sure anything can be done. • Unsure • Unsure • Unsure • Update • Update • Update and make the facility bigger • Update everything. Dubuque is a historic place and there is a way to design the building to make it historic and modern. Add more art inside. Make the place less grungy. Keep in line with Dubuque brand. Don't be cheesy. • Update inside and outside signs/TV monitors, expand arena to accommodate larger acts. Update concession stands. Rock bands!! • Update interior • Update seats • Update styles and colors • Update the exterior with murals! Update the interior with paint and redecorating. Bring in touring concerts. Have more festivals and fairs! More affordable prices! • Update the facility, it is starting to appear outdated • Update venue. Great location just could be more updated. • Update your website so it is user friendly and current, offer better exhibits and events, and parking! • Update/modernization • Update-amenities haven't changed since I can remember-but nothing really wrong with it. More things for families. What happened to the monster truck shows? Or Disney on ice? And the dog show every year? • Updated and varied concessions. I have dietary restrictions, and there are essentially no vegetarian options available, and while at a 2-day convention, I was told I could not being in food. I then had to risk losing my irking to travel to a place with options. • Updated arena • Updated bathrooms • Updated concession and variety of products. Updated seats • Updated Facilities • Updated facility, better events and concerts (more well know and up to date performers), and better sound quality. • Updated seating, interior enhancements (currently out dated), variety of concessions • Updates • Updates to interior of building, better seating, and updated bathrooms. • Updates to technology/building as it is very old. Also needs to be made more handicapped accessible. It would be neat to have an outdoor area for shows, and a food court inside. Music festivals would also be awesome. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-77 - �� FEH DESIGf� 8etschAsso�iales • Updating and expanding • Updating the arena, scheduling sports events • Upgrades to space to increase and improve seating; improve sound system • Upgrading interior and having a stand-alone parking for the facility. • Variety of events • Variety of events, weekend events • Variety of ofFerings, sufFicient restrooms, frees parking. • Visibility; seat comfort and ease of getting to the seats; handicap accessibility; events we're interested in. • We are a tourism town. If viable, what an attraction to lure them in. By the way, this is an opportunity to bring up the Cubs minor league team opportunity the city had that got voted down by citizens some years ago. Yikes, what a mistake that was. Let's not make another such mistake. If viable, we have to sell the expansion to sustain growth. Thank you for your efForts! • We love coming to the kid's shows. I hope that they continue to be featured at Five Flags. Parking is always a hassle. • We need modern music concerts. Many discussions lately with friends on this. Look at Codfish Hollow in Jackson County....shows sell out in hours and people travel from near and far to see their amazing shows. People want live music here in Dubuque. It's a shame that only country music and outdated bands make the venue. Look at Iowa City, Madison, Davenport, etc. We can do this in Dubuque! • We need to look at allowing basketball games to be played there. Possibly high school events or college events. Division 3 championship? • We used to go all the time when A-list non-country acts in their prime used to performed at 5 Flags. But I never liked the layout of the seating from the very beginning. • Well-known name concerts/performances; maybe shops in the Center to look at before performances, better concessions; better marked entrances • We've stopped going to most things in Dubuque because the quality is subpar and it drives me crazy that there is so little happening there at night! Why are the book stores bakeries shops not open at night? Grrr! • What enhancements/improvements to the facility offerings. • Whatever it takes to host touring acts on a regular basis, not 5 circus shows. Better promotion and advertising to let us know what is coming and when. Form a group that gets presale info out, offers incentives and promotions in exchange for contact info because no one needs just another set of spam every week, give it purpose and ofFer real value • wheelchair accessibility • When we were there, the entrance was under construction and hard to get into with poor signage. Not sure if that has changed but it was hard to find where to go in. • Why would you book a band called "Confederate Railroad" in Dubuque, with the current environment of racial tension and all-too-recent racist history (cross burnings!)?Are you kidding me? Seeing that booking advertised for September makes me disinclined to ever attend another event at the Five Flags Center. • Wider variety of acts. Seems like it is mostly old acts or country. Would like to see some alternative rock acts. Something more for the 20-40 year old crowd. Some examples Tokyo Police Club, Royal Blood, Young the Giant, etc. • Wider variety of events, maybe more comfortable seating • Wi-Fi FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-78 - �� FEH DESIGf� 8etschAsso�iales • With how many schools are in Dubuque, it is amazing there is no good place for the kids, etc. to go. Dancing big, etc. Seeing this first hand on the Nightrider. Don't take it down! It should be the center of the downtown living. It's been under used from the start. Rent it or sell it or the City invests in it for income. • With the casinos, the concert at Five Flags has diminished. However, with greater seating than at the Moon Bar there should be better draws. An item I would like to see would be car shows or home shows back there. • Would like to see good quality musicals, concerts, special events, some sports at a reasonable cost. Upgrade restrooms. • Would love a minor league baseball team in Dubuque, whether or not that takes the place of Five Flags or not. However, I would hate to see the theatre disappear as that is what I enjoy doing on my nights out. • WWE. Broadway. Concerts. • You don't need huge name bands. Plenty of bands out there that could draw 2,500-4,000 people. • You should expand the arena across 5th street. Buy the gas station and include it in a new parking ramp built where the current city lot is and connect it to the new arena. Call the arena "The Mississippi Gateway Arena". If you build it they will come. Big name acts and the people • You're in a conundrum there. Either brings it up to par with other arenas to draw major musical acts, or throw in the towel and sell/demolish that pile of rubbish. Based on my meeting with the idiot in charge of managing Five Flags now, I'd say let's burn it to the ground! FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-79 - �� FEH DESIGf� 8etschAsso�iales Q23: If redeveloping/enhancing the Five Flags Center ARENA is not needed, what do �u think the space should alternately be used for? • A variety of food and grocery offerings is needed in this area so people living downtown have more choices for groceries and healthy foods. Also, this is a tourist spot that is near other tourist offerings. Shops and activities which draw tourists to Dubuque would be good for the town. It is near 4th street elevator, tourist shops, and trolley stop. Trolley riders could spend money there. It is easily accessible to visitors from across the river in rural areas who come to town looking for things to do. Jo Daviess county residents have a lot of money to spend and come to Dubuque to shop and spend time. Not enough is being done to tap this market. The Galena Territories subdivision has expensive housing for people who are afFiliated with Chicago businesses. Farmers from out of town are also overlooked by developers and come for things to do and shopping for groceries. Younger families in the Millwork area need more grocery stores and restaurants with healthy foods. Eagles is basic does not have healthy enough foods. Urban renewal is starting along Central Avenue which creates more demand for food sources and shopping. There could be some small independently owned shops too. OfFerings should target both out-of-towners and the growing number of downtown residents and could be used every day. Winter farmers market. Festivals are very popular for all ages. It could be a place for indoor festivals in winter when the weather is too cold for outdoor festivals. Festivals are only weekly or monthly. The exterior of the arena side of the building is plain and will not be missed. The theatre side is ornate and historical like a lot of Dubuque buildings. It's like two buildings connected. It is embarrassing for the building to be sitting unused and bogging down the budget. I pay taxes to Dubuque and the waste of money for five flags bothers me and others around me. Also, offices could be built into the arena side. The office space could be leased or bought and creates more jobs. An extension of the new Y facility might work here. • Better bands. They always pick country and pop bands, would like to see some rock shows. • Bingo hall since the blind society will be gone soon. Make it two stories. Permanent flea market. Indoor mini mall. • community center with indoor physical activities for all ages, walking trails for winter use, afFordable for all, classes that support health, similar to YMCA but more affordable and better hours • Community wide garage sales, craft fairs, music and wine festivals • Concerts • Convention Space • Cultural Events • Demolish the building sell to private developer. too much of a liability to the city of Dubuque and the taxpayers $800,000 subsidy is that the correct approx. figure we the taxpayers are not making any money ofF of this no matter the historical value even the economic factor hotels etc. demolish and sell it • Do not know nowhere in this survey does it indicate that the city subsidizes this venue to the tune of almost 800,000 dollars a year of our tax money. That money could be put to better use, I think. • Don't know - don't attend events at the arena • Don't know. Seems we have a redundancy of facilities and people don't have enough money to do so many things. • Don't waste the money unless it's a private investment • Events for children that have low cost. Communiry expos • Existing uses. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-80 - �v FEH DESIGf� 8etschAsso�iales • Expand winter farmer's market community dance events (ballroom lessons, disco, club, etc.) • Five Flags had great concerts at one time. I know we have the outdoor festivals, but indoor concerts are still popular with all ages. • Free parking for the downtown you can't even have a nice lunch without worrying about your meter running out • Free space for nonprofits. • Green space to sit and relax or music in park • Haven't the slightest ideas since I don't go there. • I do believe that redeveloping/enhancing the Five Flags Center would be a giant waste of money, a city the size of Dubuque cannot compete with larger cities that are relatively close by, and local casinos, that ofFer much better and bigger venues to host larger shows and make a profit. Ever since the Five Flags lost hockey it is pretty much dying. • I do not have any opinion. • I haven't been yet so not sure • I live 1/2 block away on BIufF St. Might as well tear it down and sell lots for retail. • I think it is appropriately used right now. • I think it is fine how it is. I think that the people that book shows do a very poor job. • I think it's fine now • I think the place is great • If they are going to close it, make it affordable housing for people down town. We don't need more bars and food places. • Indoor carnivals/ indoor amusement park • Indoor strip mall. Shopping /Dining. Housing. • It is a losing business for Dubuque. It should be sold and operated by a private owner. • It should be demolished. • It should be sold to an outside source. • It should be used exactly what it's used for now. • It's fine. • I've never been there. • Just leave as it is get more shows and good ones even if it cost more money too • Keep using it the way it has been used, just get decent music acts. • Lease it out • Local events/ free kids events • Making it easier to get musicians from all types of genres • Mental health care facility. Put all the mental health nonprofits and services in the building. • More concerts • More concerts, plays, theatrical events. • More flee market rype of things, more Christian conferences • More music concerts • More shows • Not certain what else the space could be used for. • not sure- sell it • Not Sure what to use the arena for. Sell the arena to the highest bidder. • Nothing, sell it. • Parking • Parking FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-81 - �� FEH DESIGf� 8etschAsso�iales • Personally I would tear it down. It's an eyesore and everything about it is unattractive and ruins downtown. It could be replaced with something more in line with the downtown renovations. Dubuque is a travel destination. Perhaps a children's museum, shops, restaurants, upscale jazz bar. Perhaps like Duluth, MN or Galena or even Fish Creek in Door County. We need something classy and attractive. • Placed up for sale to a private group. Do not keep it city owned and lease it as the expenses would still be there. • Practice for colts when weather is bad? Practice for area ball teams when gyms are full. Senior or Hempstead color guard annual shows • Erase it, there is no need for five flags center, now with the Grand River center. It costs the city nearly a million dollars a year. Keep the theatre get rid of the event center • Repurposed • Retail space, housing, ofFice space - more in-line with the rest of lower Main • Same as current • Same as now • Sell • Sell it or tear it down • Sell the arena • Sell the arena. Privatize it • Sell to a privately-owned company. • Shopping stores for people down town • Skyscraper, giant windmill generating electricity, catholic church, school, big company headquarters, mall, Dave and busters, indoor gymnasium for residents to exercise, homeless shelter, brewery, another college, mini storage place • Sold • Some kind of community/neighborhood center for the downtown area • The city needs to sell 5 flags to the county for 1 dollar! This saves the city a million dollars a year and gives the counry more needed office space close to the courthouse with plenty of parking! In the early sixties, there was a referendum to build a city county building on that site! That's what should be done! The theater can still be used as it is today! No matter what the city does 5 flags will always be a burden on the taxpayers it will never be self-sufFicient A first this sounds like a crazy idea but the more you think of it is the Only idea that makes any financial sense • The city should not be subsidizing this arena to keep it funded. The facility should be able to make it on its own. The facility could be always torn down and let a new business come and build. Tax payers should not be funding this. • The space should be sold as the space is a drain on taxpayer resources. • Torn down, restaurant • Unsure • Use it for what you do there now no need to waste $$ • Venue size is too small. • What events did you attend at the Five Flags Center ARENA? • Whatever acts, you can get • What I mentioned in the previous question. • You don't need huge name bands. Plenty of bands out there that could draw 2,500-4,000 people. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-82 - �� FEH DESIGf� 8etschAsso�iales Q24: On a scale from 1 to 5, with 1 being not needed whatsoever and 5 being absolutely necessary, how would you rate the importance of redeveloping/enhancing the Five Flaqs Center THEATER? Importance of Redeveloping/Enhancing the Five Flags Center THEATER 5-Absolutely Necessary 17% 2 12% 3 30% 4 21% 1 -Not Needed 20% Q25: What enhancements/improvements to the facility offerings, event programming, surrounding amenities or other enhancements would increase the number of events you attended annually at the Five Flags Center THEATER? • 90 country bands. • A Capella concerts • A continued effort at better programming. • A larger choice in offerings • A larger lobby/entrance is needed as well as better restroom facilities and less cramped seating. • A larger venue would draw more variety of shows and plays • A new sound system would be good - that way groups coming in would have access to it • A new sound system would greatly increase the value of the theatre for incoming events and the patron's enjoyment of events. More bathrooms on the lower floor would be great if at all possible. The heating and cooling is often very inconsistent between all areas and possibly needs updating? Updating some of the lighting equipment and soft goods as well as the dressing room areas under the stage would be great in attracting events. If you really want to make a major change, consider getting a hydraulic pit and trap which would assist all productions in there and reduce stafF hours. Parking and drop off/pickup areas are scarce and need to be addressed. Of course budget is a concern but some of these considerations would be money saving as well as selling points! • A new theater • A VARIETY of events! • Acceptability. • Acts or activities that I'm interested in. • Add a bathroom on the ist floor level • Additional ladies rooms, concessions for wine or other beverages during the events FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-83 - �v FEH DESIGf� 8etschAsso�iales • Additional restrooms • Additional restrooms and greater seat spacing/size. • Affordable ticket prices and more parking • Again, bring more events in to the theater • Again, if there is not a location where people can come to attend any forms of the arts they will either miss out or go to another location to be able to see or gain the experience and to help developer their appreciation for the "ARTS" • Again, whole area not just building it self • Again, I have never been in there so I would not know what would need to be fixed. • Again, more parking. • Again, more variety of events. • All of them • already answered • I am indifFerent to what happens to the theatre. • An elevator for all those elderly struggling up steps to the balcony! • Any • Anything necessary on the technical end. It's such a beautiful facility and I hate to see it go underused (by my admittedly outsider opinion). • Assigned seating. Comfortable seating. More signage to locate which theater it's in. • At this point, too many other sites in Dubuque. Not worth redoing this at taxpayer expense • Balcony seating, hearing impaired fix for sound system, check out the Heritage Center on UD campus for additional things that might be done. • Bath Rooms, stairway improvements, elevator, improve concessions or cut intermissions. • Bathroom access • Bathroom situation. I think we need more comfortable seating. • Bathrooms • Bathrooms! • Beautiful building but the university of Dubuque's heritage center has plenty of events • Beautiful theater. Better social media advertisement • Beautiful theater. Needs better bathroom access for all. • Beautiful theater...do not change it. • Beautiful theatre, need more variety in plays • Better (more live, less dry) acoustics, better and more comfortable seating, more legroom in balcony, more restrooms, handicapped accessible throughout, an even/level lobby, a bigger lobby, a Green Room so selected guests can meet artists/performers, better (larger and cleaner) backstage facilities, a backstage for performers that is not also a store room for equipment, better backstage bathrooms, soundproof backstage and dressing rooms, larger pit by knocking out the wall to the "chorus dressing rooms" and making that an optional wall (a choice of either the two chorus dressing rooms or a much larger/deeper pit), more dressing rooms, dressing rooms cleaner (without exposed pipes, asbestos and dust), one or two dressing rooms with a private bathroom, better HVAC control with separate "zones" (i.e. so stage isn't super-hot while the audience area is freezing). • Better acts • Better advertisement of shows, something for younger crowds • Better and more washrooms. More play and musical offerings. • better back stage • Better bathrooms, lighting and seating FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-84 - �v FEH DESIGf� 8etschAsso�iales • Better bookings of good entertainment. • Better choice of events • Better communications. • Better concerts and attractions. The cost and times of inetered parking in all of downtown DBQ is absolutely ridiculous! Bring in better musical talent. More intimate acoustic shows. • Better concerts of all music types. • better concession stands • Better concessions and more accessible restroom facilities. Maybe new seats. • Better concessions, larger waiting/entrance area, better acts and shows • Better descriptions of symphony programs. I am more interested in experiencing specific works rather than generic��Classical"concerts. Not all classical music is worth the drive (or time or expense). The DSO is very good but the work being performed has to be of interest as well. • Better events • Better events • Better floor seating! • Better marketing for people to know what is being offered. • Better marketing of events and more availability of parking. (The older I get; the proximity of parking becomes an issue.) • Better marketing of the events at the theater would increase our attendance. I never see the events because I don't drive by the marquee and may not hear it on the radio or see it in the newspaper. Social media l would see, but I never see anything about the theater there. • better outward appearance, easier parking to and from event, friendlier clean-up crew • Better parking • Better parking and better seating (ofFering better view of the stage from the balcony). • Better parking and especially better bathroom facilities • better parking options • Better parking would be a must. In the theatre, the seats are only for small, short people. Anyone more than 5'S" tall is extremely uncomfortable and if you are remotely overweight, you are wedged in like sardines. The theater also needs better handicap accessibility. My 72 year old mom couldn't attend the dance recital because the only seats available were in the top of the balcony and there is no way she could get there. • Better performance options, PARKING!!!! • Better plays • Better Product offerings • Better programing • Better programming • Better publicity • Better quality concerts and shows • Better quality shows and better concessions • Better restroom facilities; improve the lighting, easier access especially during late fall and winter months, traffic and parking improvements. • Better Restroom facility • Better seating • Better seating • Better seating and acoustics! • Better seating and better concerts and events • Better seating and better sight lines FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-85 - �v FEH DESIGf� 8etschAsso�iales • Better seating on the main floor there is not enough leg room and the seats are too narrow to sit in comfortably for that long a time. • Better seating, new events • Better seating, particularly in the balcony. • Better seating, Sound, smaller act music tours. • Better seats! They are so close together and so uncomfortable! You get a sore back quickly! • Better shows • Better shows • Better shows • Better shows • Better Shows • Better shows. • Better sound • Better sound • Better sound and upper level seating • Better sound system • Better sound system. • Better sound, more comfortable seating for larger people especially in the balcony. • Better technology (lighting, sound system) and I'm not sure if the bathrooms have only stairs leading up to them or if there is a ramp. There should be a ramp if there isn't one now. Or lower level bathrooms. • Better traveling acts • Better variety of entertainment • Better Wi-Fi connection • better/more current acts • Between the Mississippi Moon Bar for concerts and the Grand Theater for plays/musicals, I don't see a need for the Five Flags Theater • Big name acoustic performances. • Big name performers; comedians; variable concessions, more leg room in seating • Bigger acts and music other than country. • Bigger acts that have a greater audience. • Bigger seats are needed for ever expanding waistlines, more bathrooms are needed too • Bigger so you can get bigger acts • Bring diverse pool of programs. • Bring in bigger name acts and more family acts/events. • Bring in more plays, musicals, comedy, and singing acts. The seating and sightlines are good. • Bring in more shows at good rate • Bringing in more professional shows. • Broadway plays would be awesome! Or touring rype shows like dance or ballet or plays. • Broadway shows • Can't think of any • Ceilings are falling apart • Change layout to accommodate more room for concessions. I don't believe we need both the Theater and Center. One should be able to do both • Change the seating, get a new sound system with people who know how to run sound • Cheaper parking. Cheaper ticket prices. • Christmas concert FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-86 - �v FEH DESIGf� 8etschAsso�iales • Civic center modified to remove the cold sports like atmosphere. • Cleaner restrooms, more seating, updated amenities, caution in selecting acts • Comedy • Comedy acts • Comfortable seating in the balcony. An elevator. Better place to congregate during intermissions and before and after. • Comfortable seats. • Concerts • Concerts needed • Concessions • Concessions are way too pricey. • Cosmetic renovations, upgrade rest room facilities. • Cosmetics -paint, carpet, etc. • Cost tax payers too much money for something not being used that much to justify spending millions of dollars of taxpayer's money • Cost, interesting acts • Country artist • Current comedians • Depends on who the talent is • Destroy the building and rebuild it • Didn't care for one show I attended in theater and seat was not comfortable • Different plays • Do not attend • Do not use the theater • Don't attend theatre events • Don't attend, no idea. • Don't care • Don't know - won't go watch that • Don't really attend events at theater • Don't use Ticketmaster • Dressing rooms and space for performers need major upgrade • Dubuque already has a quality facility in The Grand Opera House. • Dubuque needs to support the arts. In school, in social arenas it's an important part of our culture. • Easily accessible comfortable seating and leg room suited for the average 21st century person, elevator, more restrooms, better lighting in hallways and stairways, safe steps with railings, faster exit in case of fire. • elevator access to mezzanine and balcony, more bathrooms, more concession areas • Elevator for balcony/boxes, more disabled-access bathrooms, more legroom for seats, better climate control, better acoustics when sitting under balcony overhang • Enhance its historical significance further. • Enhanced seating. Better access to restrooms. Elevator. • Enhancements and renovations are always a good idea, maintenance and up keep wise • Event programming • event programming • Events throughout the week. • Expand the lobby into the arena side. Currently the lobby is very cramped. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-87 - �v FEH DESIGf� 8etschAsso�iales • Facility is well maintained and serves as a great venue for smaller concerts, theatrical events, meeting and event space. • Family activities, dancing such as ballroom or 4 Square, live concerts, flee market, people selling home made goods, exhibits of historical value. • Free parking • Free parking would help. Cafes and restaurants that are open late (after shows let out). Many low-cost events vs. few marquee expensive ones. More dance and music ofFerings, and variety of each (classical,jazz, blues, pop, etc.). • General up keep • General updates • General updates that become necessary • General upkeep • Get more musicians not just country and Jim McDonough. Let's see some alternative, indie rock, folk. • Get rid of the bats! • Good • Great historic building. Needs to be preserved. • Great the way it is • Greater quality event programming • Handicap accessibility and parking for same. Most people think handicapped is for someone who takes a little longer getting from point a to point b, but the sign has a wheel chair on it and that is what it should be truly for. I hated going down there for our daughter's performances with the orchestra because of the difFiculty of getting my handicapped wife in and out • Handicap accessibility for the theater • Handicap accessibility! • Handicapped access/ability to move within could be improved. • happy with now • Has been too long since I've been there to say • Has looked to me like the city has financed the competition for the five flags center via the casino entertainment competition. We are not a fan of casinos and do not gamble. Might go to a show there 3-5 times per year. We really enjoy going to the theater here and to the grand as well and patronize similar theaters in other locations within a reasonable distance • Have grand opera house • Have more events for 20-30 year old's • Have never attended a show. • Have never been there so have no opinion and there was no NA option • Have not attended an event there but updates such as more spacious seating given the growing "size" of our population would be welcome in every event venue so you can relax and enjoy the event without feeling like a sardine in a sandwich. • Have not been inside this theater • Have other places to have events • Haven't been there • Haven't been there for a while • Haven't been there in a while but it was nice when I did, maybe new lighting? • Haven't been there in a while. • Haven't been to a theater event • Haven't been to know FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-88 - �v FEH DESIGf� 8etschAsso�iales • Haven't been to the theater in a while. Not sure if it needs to be improved. • High quality productions • Higher-quality programming! Then again, the kinds of programming that would interest me (I'm thinking, for example, shows I travel to Iowa City to see, like Tig Notaro and the recent Welcome to Night Vale show) probably wouldn't interest most people in Dubuque. It's part of the reason why I'm leaving the city to live in another part of the country. I just don't fit in here, and the city shows little sign of changing. • Historic is good, it is hard to mess with that • History • Holiday theatre • Hosting events I'd be interested in which I'd actually hear about beforehand. • How about a railing down the center aisle of the balcony? It would certainly make it a lot safer for folks. I prefer the balcony to main floor. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-89 - �v FEH DESIGf� 8etschAsso�iales • I absolutely love Five Flags Center Theater and the main complaint I hear is that the seats are somewhat uncomfortable and close together. Some may not attend events because sitting for a period of time like this can become uncomfortable. Then, the other enhancement I would add would be the one mentioned before when speaking of the arena area and an outdoor courtyard. • I already answered this question • I am neutral because I have never been in the theater • I am satisfied with the theater • I am satisfied with the theater for the few times I've been there. It would be great to have a Shakespeare Play more often. • I am unsure. I have never been to the Theater. I have attended lots of theater events at the Grand and Bell Tower. • I believe the city should make every efFort to continue to bring a variety of venues to Five Flags. • I believe the theater is under used when it comes to concert tours. The setting provides a difFerent experience for the concert attendant compared to concerts normally held in arenas. • I cannot tell you the last time I was in the theater to even comment. • I can't answer this because it's been over 20 years since I've been in the theater. • I can't think of any other than the ticket pricing here as well. • I didn't know there was events held at the Theater. • I don't attend much theater • I don't attend theatre events • I don't believe any improvements are needed at this time. • I don't go to many plays etc. there, plus Dubuque has the Grand Opera House and Bell Tower Theater for such events. Expand the Arena larger by utilizing the Theater space and street(s) around Five Flags. • I don't go to the theater. • I don't know • I don't know • I don't know • I don't know because I've never been to the theater part of Five Flags • I don't know if you should mess w the historical building. If you can do renovations that would make it easier for the user groups without changing the historic part of the building, I think that would be good. • I don't know much about the theater • I don't know, can't remember the last time I was there. • I don't know, I have never attended anything at the five flags theater • I don't know. I have not been to an event here. • I don't often attend events at the theater but I don't believe it needs many updates. The historical nature provides a lot of charm. • I don't remember-- have only been there once and it was ok. • I don't see the need for changes • I don't think I've been here so I don't know • I don't think we have ever gone to a theater event. • I enjoy the theater- not much needed • I feel like the theater is pretty good • I feel the Theater is in great shape and a fantastic asset in our community. Honestly, I'm not sure what would need to be done to enhance the theater. Do you focus on user experience? 100% needs to stay! FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-90 - �� FEH DESIGf� 8etschAsso�iales • I have never attended an event at the theater so I'm not sure. • I have never been in the theater so I cannot judge. • I have never been in the theater. • I have never been to the theater. It doesn't interest me any. • I have never been to the theatre, so I have no clue. My answer above is inaccurate, but there was no option offered for NA or unknown. • I have not been there in years • I have not been there in years • I have not been there in years and am not aware of the current facilities. • I have not been to a Five Flags Center Theater event. I'm not sure of enhancements/improvements. • I have not been to the theater so not aware of anything • I have not been to the theater, so I cannot say. • I have not gone to see much in the theater, but I feel like you don't actually run many shows in the theater. I think the venue is great, and I would go to more events if you hosted them. • I have not noticed it needing anything like that • I have only attended a few events over the years but I think this is necessary for the culture of Dubuque area. • I have only been there once and it was for Dancing with the Stars so I don't have an opinion • I have only been to the arena once, so my opinion does not is not needed as I cannot remember the facility that well. • I have only been to the Theater once. I think it would be hard to enhance it while keeping the historical part of it. • I haven't attended a great deal of theater but for historical purposes it needs to stay. The community would regret losing it. • I haven't been to a show in the theater for a long time. • I haven't been to a theater event but improvements are always nice • I haven't been to the theatre in so long - I cannot comment • I haven't been yet so not sure • I like it now but better shows • I like it now. • I like the older theatre. It brings back great memories from my childhood • I like the theater. Keep its historic presence with updated technology/creature comforts. • I like the theater. Would go if something I wanted to see was there. • I like the variety of programing • I like theater as is • I like this way more than the civic center • I love the actual facility, I'd just like to see more interesting events. • I love the classic feel of the theater. Maybe just a couple updates on amenities without messing with the historical charm • I love the classic theater feel • I love the historical feel • I love the historical look of five flags. Maybe just update the bathrooms. Otherwise I think it's beautiful • I love the old theater maybe some updates of things to freshen it up • I love the size of the theatre, makes for a more intimate experience in that setting. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-91 - �� FEH DESIGf� 8etschAsso�iales • I love the Symphony, am a season ticket holder. I also enjoy some of the plays shown at the theater. I especially enjoyed when they did a joint production of symphony and ballet last year. My only thoughts on "enhancements" is that I wish the seats were a little more spacious, so that you weren't right on top of your neighbor. I also try to avoid the bathrooms, only because there's usually a long line at breaks because there aren't many stalls for women. • I love the theater as it is. Again, maybe some more main stream recording artists, more modern Broadway shows or musicals. Some comedians. • I love the theater space. • I love the theater! We have great local talent. I don't know what else needs to be ofFered. • I love the theater, but I don't know enough about what events are happening there. Up the marketing game. I walk by the theater a lot and feel like I rarely see things happening there. Maybe open up historic tours, a coffee shop in the front entrance or something that keeps the place alive when there aren't events. • I love the theater, I usually do not have company to go to events with, or they do not interest me. • I love the theater. I think it's beautiful. If I was to request an enhancement, it would be to the screen and projector for films. They could use an updated, high resolution projector and new screen. Other than that, it's perfect! • I love the theatre the way it is. • I may be naive, but I guess I don't know the difFerence between the two. I thought they were both in the same place. As stated previously, you just need to get the right events to attract people. • I never been in there • I rarely go there. • I really like the theatre! I would like to see music shows like the Bellamy Brothers, Sawyer Brown, Tanya Tucker, etc. Also, more comedy plays and not so many musicals and maybe some comedians like Jerry Seinfeld, not the R rated ones. • I still like the historical beauty of the Theater, so I wouldn't want to see big changes. Some upgrades for the sound system and comfort of the seats would help a lot. I love the box seats and the unique views they present. • I think better programming in events and Broadway shows and less local things. • I think it could be kept as it is, so long as it's kept up well. It is what it is--a fairly attractive example of an old-fashioned theatre venue. • I think it is beautiful inside. • I think it is fine. But I haven't been there recently. • I think it's a very neat atmosphere and maybe if it was updated / improved you might obtain more interests in artists/ shows performing in it. I do enjoy watching my child perform in the symphony and hope he is able to continue into adult hood. • I think it's beautiful • I think it's great • I think just maybe fresh paint. A bit more seat room. • I think the theater is a treasure. Seats are very close together in the balconies. I prefer the balcony for viewing actions on the stage and for the acoustics. The seats on the floor feel worn and not good support. • I think the Theater is beautiful on the inside. Another bathroom would be nice, although I'm not sure there's room for one. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-92 - �� FEH DESIGf� 8etschAsso�iales • I think the theater is friendlier to attend events at than the arena area. Maybe some updated seating could be used but overall I think it is a good facility to see things. • I think the theater is nice. It's historical. It serves its purpose. • I think the theater is pretty nice like it is but if we could redevelop the top floor balcony it may push seating to a level where touring Broadway style productions could come to the theatre. • I think the theater should be left alone. Advertisement for the events needs to be better. • I think the theatre is beautiful. I think it needs new seating and new restrooms. If it had more Broadway shows and musical acts, I would definitely attend more. • I think there is always room for improvement. If you have an event like the symphony, and offer candy and popcorn along with your drink options. Why not offer some upscale dessert options like cake or cheesecake? Cheese and fruit for snacks. Seems more in line with the events. • I was unaware it even had a theater. • I will continue to attend as long as local theatre companies have their shows there. Also, any shows of interest by touring companies. • I would attend more of the touring shows, especially musical acts, if they were a little cheaper. Some acts that are a little edgier, less middle-of-the-road, would be good. • I would like to see more stalls in the women's bathroom (though I realize space is a problem) and the seating is rather tight. My husband has trouble with his knees and it is difficult for him to sit in the tight seating unless he is at the end of the row and can extend his foot out into the aisle (not a good idea, I agree). • I'd like to see acts that appeal to me. I have to go to The Englert to see acts that I'm interested in (just check their schedule for an idea). I have kids, though, so the acts you currently have for them are great. • I don't know • I don't know • If it's possible to enlarge theater, would like that. • If price was reasonable I would attend more events • if something could be done about the seating comfort, especially in the balcony, that would be nice • If the backstage/dressing room areas for performers are as I remember them, they need improvements in safety and comfort. • If ticket prices could be a tad lower that would be great. • If you sell it to county it will save the taxpayers money with office space close to the courthouse for many decades to come! Ii • I'm satisfied • I'm unsure - never been to the theater. • Improve access to balcony; add restrooms • Improve acoustics for symphony. • Improve sight lines • Improve sound and lighting. Not much can be done to the site lines. They are what they are. The theater is what it is. Keep it for historic reasons and invest in the arena. The Heritage Center at University of Dubuque design my local firm Straka Johnson Architects is the theater in town. I don't see much use trying to compete. Five flags should focus on local theatre and stay open and usable for the small peroxide event. • Improve the acoustics. • Improved amenities and facility offerings. • Improved concessions FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-93 - �v FEH DESIGf� 8etschAsso�iales • improved concessions and restrooms • Improved seating - 1 per year • Improved seating and balcony access • Improved seating and better ADA accommodations • improved seating, especially in balcony; larger stage and backstage area to allow for larger productions; improved sound and lighting system; improved handicap accessibility • Improvements would not affect my attendance • In my opinion, the facility is fine. More events that appeal to difFerent age ranges. Seems skewed to family/middle age-older. Though I'm middle-aged there's a real need for acts that younger people would want to see to make the location relevant. Also for people that don't necessarily want to go to a bar to see. Comedians in the theater would be good. Also, the rock shows the symphony does would be better in the theater vs. a casino. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-94 - �� FEH DESIGf� 8etschAsso�iales • Increased disabled parking around the theater. Clearer signage about where to enter (for those who are attending for the first time the distinction between where to go in for the arena versus the main theater versus the Bijou Room isn't always clear). A wider range of theater productions would be nice (leave the kids productions, comedies involving nuns or married couples to other theaters please!). Cost is important to me, so keeping the price down as much as possible would increase the number of events that I attend. • Indifferent/ Never been there • Indifferent about theater and opera shows, but important for the culture and background of Dubuque. • Interior - lets freshen up the place inside a bit and a give it a new glitzy feel! • It gets very warm in the upper balcony. I would like to see you improve the airflow upstairs. • It is a classic and should be preserved. • It is a historic place and great for shows and can be utilized by many difFerent types of performers. • It is a landmark! • It is a nice theater and the shows are excellent! • It is nice for symphony events but the entrance, exit is just a few feet from the street. Maybe connect the lobby to the area lobby. • it just needs to be cleaned to get rid of the musty smell • It needs a variety of programs, bands, comedians, pop acts, and not just plays and the symphony which the average resident doesn't attend. Parking needs to be promoted and guards should be hired for the ramp area. The bathrooms are archaic and awful. Make it afFordable for college students, families, tourists. • It needs to not smell so old • It was renovated not too long ago and I think it is great. • It would be a beautiful room for plays and acoustic national acts. • it would be great if you could expand • It would be helpful to have access to the elevators in the arena side to help people with handicaps who have seats in the balcony and box seats. A second handicap restroom would be nice, also. Is it structurally possible to open up the third (topmost - unused) balcony for more seating/standing? • It's a classic venue. Leave alone • It's a great old theater. Better restroom accommodations would be nice. But I understand the limitations of great old theaters. • It's a historical building • It's a historical sight, so it would be good to invest in it to make it more comfortable/accessible for patrons. • It's been a decade-plus since I've been there. And offering a concert in that space, like what was done recently, sounds horrible. • It's been a few years since I've been in the theater, but I think it's beautiful! If updating is needed, I would recommend sticking with a similar architectural design. • It's difficult to see the stage from the balcony, depending on the show. • It's drab and out of date. • Its fine the way it is • it's gorgeous • It's historical, it should stay • It's not terribly important I don't think but a better location might best you FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-95 - �v FEH DESIGf� 8etschAsso�iales • It's perfect • I've never been • I've never been in the Theater, I don't have any insight! • I've never been to the theater • I've never been to the theater this really does not apply • I've never really seen anything advertised about shows in the theater. • I've not attended any events in the theater. • Just a gorgeous place • Just a little remodeling and TLC • ]ust a renovation • Just and upgrade to the bathrooms would be nice. • Just better shows please • Just clean it up and repaint it • Just events I'm interested in • Just feels out of date- so updating seating, lighting, and acoustics. Freshening up the theater. • Just historic preservation • Just needs to be updated all around • Just restroom and seating updating. But nothing really wrong with them • Just touch it up. Make seats more comfy. Have better handicap access. • Keep as is. • Keep it fresh • Keep it original, continue to maintain authenticity, add a gallery of all famous people/acts who have performed here. From day 1 • Keep it up and maintained but do not remodel it. • Keep its integrity and historical style. I absolutely love the exterior's restoration. The theater is a true gem that should be experienced for generations to come. • Keep the same • Knee room in balcony except for first row • Larger lobby • Larger seats, stairs are too much for some guests with disabilities and has deterred away from ticket purchase. • Larger venue and more parking • Larger venue needed • Larger, updated • Lectures directed at education on city issues like drugs, trafficking, violence, life enhancement, • Less costly • Like the theater. Don't think it needs improvement to any great extent. • Lobby needs to be updated, enhanced • local food concessions current programs/events are great • Looks great as is. Haven't visited in awhile • Looks too old • Love the feel of the theater. It is a decent size and feels well taken care of. Seats are a little uncomfortable especially in the balcony but that is par for the course for similar venues. • Love the theater the way it is. It's beautiful and feels like downtown Dubuque and what everyone loves about it. • Love the theater. Would like to see lightly more drink/snack options at concessions. • Love the theatre! FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-96 - �v FEH DESIGf� 8etschAsso�iales • Love the way it is • Lower costs, non-tax payer funded. • Make entrance/intermission area larger with more concession amenities. • Make events free and tell people about them, I think it's needed for. School graduation for some reason • Make it affordable • Make it as nice as UD's heritage center. Cheaper ticket prices Better sound, I love our symphony. • Make it bigger, attract bigger shows. How to do that and preserve the character is a tough question though. • Make parking less stressful. • Make seats in the back main floor "sittable". More restrooms on main floor rather than upstairs. For people who entertain there (as I have in past), having the green room upstairs rather in the basement would be nice with more pleasant dressing rooms. Would need to expand the space upstairs as still need the large tech area in the back. • Make sure handicapped accessible bathrooms are easy to get to. Make sure handicapped accessible seating is available. • Making sure it a viable production space. • Making the acoustics sound better. • Marketing facelift • Marketing, Marketing, Marketing. Your entire facility has so much possibility. It just needs to find its voice and then grow some pipes to tell the world. • Maybe some more traveling Broadway shows. • Minor enhancements. Important to keep historical theater and look. • Modern look more comfortable seats • Modern outside • Modernize • Modernize the concessions side of things • more accessible, better seating options • more advertising as to what is coming up • More advertising of events • More advertising. • More air flow gets too hot in there sometimes. • More appealing events/entertainment • More bathrooms • More bathrooms • more bathrooms • More big-name events. Make the arena bigger. On par with the us cellular center in Cedar Rapids • More Broadway shows would be nice • More Broadway type plays • More comedians • More comfortable seating • More comfortable seating • More comfortable seating and increased/larger restrooms. • More comfortable seating with more legroom • More comfortable seating. • More comfortable seating. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-97 - �v FEH DESIGf� 8etschAsso�iales • More comfortable seating. More bathroom facilities. • More comfortable seating...more leg room. • More comfortable seating; more legroom; railings in balcony aisles; more restrooms; acoustical improvements; elevators. • More comfortable seats • More comfortable seats and more leg room. • More comfortable seats, elevator to the upper seating. If the unused upper balcony could be utilized, maybe the expanded seating capacity would mean a greater variety of performances could be booked. • More comfortable seats, leg room. Enhanced sound system, larger stage. • More comfortable seats, more restrooms for handicapped • More comfortable seats. More Broadway musicals. • More comfy seats. More restrooms. More ADA access. More lobby space and amenities. Larger stage. Larger orchestra pit. Updated backstage amenities. • More concerts • More Concerts • More concerts • More concerts for young adults • More concerts like Gaelic Storm • More concerts, Broadway productions. Plays and ballets • More concerts. • More concession options and seating in the lobby • More diversity I like a lot of difFerent things big enough for bigger events and still small enough for other things you can see the entertainers pretly well where ever u sit we need more places like five flags • More events • More events • More events • More events • More events • More events that me or my family would be interested in attending • More family kid shows. More restaurants downtown that are kid friendly. • More food • More interesting events. • More Interesting plays • More known acts • More leg room in balcony • More leg room!! Heritage Center is fantastic. • more leg room, more comfortable chairs • More leg room. • More legroom and restrooms • More local acts included • More local productions...more theater opportunities for kids are SUPER important and well attended. • More main floor bathrooms for those who need them would be good ... otherwise I love the theater. • More modern, updated features and definitely better sound system! FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-98 - �� FEH DESIGf� 8etschAsso�iales • More music and family friendly events at a more affordable price • more music concerts so you can see them clearly in your seat • More musicals • More nationally acclaimed performers, including "real" comedians and speakers. Higher quality productions. Give me a reason to come. I don't care that much about what the facility looks like, just have good acts. • More of an updated look i.e. UD Heritage Center. Cheaper ticket prices. • More outlets on getting the word out there about what is showing... maybe short video clips or something to give people an idea of what to expect • More parking • More parking • More parking downtown • More plays • More plays and musical performances. • More plays and musicals • More plays their &shows too • More police outside before and after, especially on west locust and main streets • More recognizable acts. • More relevant events, better pricing. • More restrooms • More restrooms • More restrooms and more concession areas. • More room to get in and out of rows for bathrooms and concessions. • More roomy and comfortable seats. • More seating • More seating • More seating to attract bigger music acts • More security outside to and from parking areas • More shows • More shows • More shows • More shows • More shows • More shows • More shows • More shows that interest me • More solo acoustic acts, more touring acts and not just the local troupes • More space seating • More to do • More variety • More variety • More variety in the programing bigger name acts. • More well-known plays • More/better advertising for mainstream acts. • Move the 5 Flags civic building somewhere else, and add parking for the theater. • Movies! Huge opportunity with more people living downtown and not wanting to have to drive to the west end. Even older classics would be awesome - possibly "brew &view" type events. Low FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-99 - �v FEH DESIGf� 8etschAsso�iales cost, not much advance planning required on my part would get me there, like if every Friday night or Saturday afternoon there was a recurring offering. • Musicals • N/A. It's been too long since I've been there. • national music acts • Need to reach out to the community better. I usually find out about things "after" they happen in the TH. • Need to update the lobby, restrooms, sound and light system. Bring in more plays or have a theater group use it as a home base, possibly the high schools. Bring in smaller more intimate concerts, like the Adler does in Davenport. • Needs a parking facility most definitely. Everything needs updating. A new facility all together would be fantastic. • Needs the upper balcony reopened and new seats. • Needs to be restored and updated. • Needs updating sound and etc. • Never attended • Neverbeen • Neverbeen • Never been in the theater so not sure • Never been there • Never been there. Have no input • Never been to the theater, redevelop the whole center. • Never been to theater so I can't honestly answer • Never been too • Never go • Never really been in there, nothing of interest happens there for me. • Never saw an act • New seating and better lighting • New seating with more leg room. Need restrooms on the main floor and balcony. • New seats! More leg room. Keep up appearances. • New seats, upgraded bathrooms; keep vintage aspect but upgrade similar to the Grand Opera House. Capitalize on the historical vibe! • New shows, paint • New soft goods that are not rotting, improve sightlines, better dressing rooms (larger to accommodate larger casts) • New sound system • No changes need to be made as this should usually be in a small setting to make it feel more personable. • No improvements. Haven't been to a theater show in a while. • No specific feedback, just hoping to see Five Flags continue • None -just haven't had any shows I've wanted to see. We go to Cedar Rapids, Moline all the time for shows • none at this time • None great venue as is • None I love the theater • None just get better bands, shows to play • None needed at this time FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G100 - �v FEH DESIGf� 8etschAsso�iales • None waste of money • None,just keep it. • None. Its great • None. Sell it • Not a theater attendee so cannot speak on this • Not familiar • Not familiar enough to make recommendations. • Not familiar with events at the Theater. • Not familiar with theater. • Not interested in the theater at all, more space for the arena • Not interested in theater • Not much to do with a historic building other than upkeep • Not much you can do to a historic building. newer sound system and lighting? Maybe new seats. • Not needed • Not needed • Not real sure haven't been there much • Not really interested. • Not sure - it has been about 5 years since I have attended an event at the theater. • Not sure - it is a beautiful facility and an integral part of downtown and history of Dubuque. • Not sure - never been there • Not sure (just recently moved here) • Not sure as I work night shift which is usually what makes attendance hard to happen • Not sure if I have ever been in the theater • Not sure, it has been a while since I've been there, but probably seats. • Not sure, haven't been to the theater • Not sure, it is a small venue right now, needs more family friendly shows • Not sure, never been there • Not thrilled with the downtown area • Nothing demolish the building and sell it to private developer • Nothing don't go to the theater area • Nothing really I enjoy it when I am able to make it. All I can say is I love the comedy shows from Wahlert and others. • Offer better events • Offer more up to date plays and musical entertainment • Offer show more than 1-2 weekends • Offer wine festivals, beer and cheese, craft fairs, garage sales. Add additional concessions with more variety of food and lower costs in beverages. • Offering more at the concession stands • One of the great appeals of five flags is honoring the beaury of the past. However, there are seats that are not comfortable or ideal for viewing performances. As a performer, I actually think the greater need for renovations is behind the scenes. Expanding the wings and behind curtain stage space would be welcome. The dressing rooms, green rooms, restroom facilities for performers are absolutely horrific. It would be great to have those areas wired for a view of the stage, as well, and to better sound proof the dressing areas. • Opera and symphony • Paint advertising • Parking FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G101 - �� FEH DESIGf� 8etschAsso�iales • Parking • Parking • Parking • Parking • Parking and communication of upcoming events • Parking and seating • Parking for those with children and the elderly is not easy. Not sure if it's feasible to have valet at events or not. Having more big-name concerts or ofF-Broadway shows would increase our attendance. • Parking needs to be improved. • Parking ramp nearby. • Parking safety as stated before • Parking. • Parking communications • Perhaps dining before events. • Pippi621 • Please refer to comments I gave on the question about the arena. • Poor seating and view • Possible new seats, fix plaster problems • Possible tear down the theater. The Heritage Center at the U of Dubuque is a much better venue for Symphony, Opera and Stage shows. At a minimum, seating in the Theater balconies needs to be reduced providing more legroom and space to move around • Possibly update the seating. With any renovation, it would be important to me to keep the history of the theatre. • Price • Price decrease • Prices • Pricing. • Probably the seating • Professional musical and theatrical events • Quality Broadway tours not local community theater • Quality entertainment • Quit wasting money • Raze Arena into Parking for the Theater&downtown in general. • Raze it • Redevelop but only with a change in management. Throwing more money at an ineffective solution is a total waste. • Redo seats and make it an intimate theater for local theater, dance, local events • Reduced ticket prices, less congestion near restrooms and concessions, more offerings year round • Refer to the previous question which I answered. • Refresh • Refreshed painted interior walls. More bathrooms and particularly handicapped bathrooms. • Replace seats and carpets. There is a very strong smell of urine in the building. Seats are not very comfortable. Increase offerings for concessions. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G102 - �� FEH DESIGf� 8etschAsso�iales • Replace the seats with more comfortable ones with more leg room. Incline the first floor so that you can actually see the stage. Open up the upper balcony for seating. Open up all the box seats - some are filled with equipment. • Replace the sound system - same comment, make sure the pa technician has access to the house sound. • Reset the seating so the seats are not right behind each other on main floor. Add leg room in balcony. • Rest rooms • Restoration of the interior. Better restroom and easier access to the balcony • Restrooms • Restrooms • Restrooms and concessions • Restrooms and stair safety need to be addressed. Seats should also be upgraded for comfort, if possible within space limits. • Restrooms are a problem as well as the steps. • Restrooms modernized and larger concessions would be nice. • Restrooms! Either add more, or get a nurse to catheterize attendees. • Restrooms. Concessions and seating. The seats are cramped. I'm only 5'8" tall... And I was uncomfortable with how tight the seats are. Restrooms upstairs are needed. • Rundown, poor acoustics, uncomfortable seating • Rock and metal concerts. More pro wrestling events. WWE, ring of honor, other independent promotions • Rodeo • Roomier seats • Same • Same • Same • Same • Same • Same • Same • Same answer as last question. • Same answer as the arena. I enjoy classical,jazz and rock music, theater and film. I go to Madison, Chicago, NY. The film festival is the best thing going on there now. • Same as civic center • Same as I really don't know the difference between the arena and theater. • Same as previous answer • Same as what I said for the arena. Better seating that is comfortable and better bathrooms scheduled preventive maintenance program. • Seat comfort • Seat comfort • Seat comfort • Seat comfort in balcony. • Seat comfort upstairs • Seat quality, view of the stage • Seating • Seating FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G103 - �v FEH DESIGf� 8etschAsso�iales • Seating • Seating (both legroom and width of seats); restroom access on main floor • Seating and visibility (bigger slope so not looking between heads) • Seating comfort • Seating comfort. Need more and better reception space for audience to congregate and intermix when entering, exiting, and during intermission; also for clients such as DSO to plan special receptions. • Seating for folks of size - there are no chairs anywhere for someone who is tall or larger and can't cram into the tiny rows. • Seating is crazy uncomfortable. Fix that. Would go to a lot more shows if it wasn't painful to sit. • Seating is tight and not comfortable, • Seating is too small for the average American today. We have grown taller and wider. • Seating needs to be more spacious and comfortable. • Seating number and comfort, stage size and wing size. • Seating room/comfort • SEATING! Need seats like the ones at the Grand. Dance shows, variety shows open to local kids/adults • Seating, accessible balcony, restrooms • Seating, especially in the balcony is horrible. Every seat in the theater should be removed and replaced with seats and aisles accommodating 21st century citizens. Balcony has essentially no handicap accessibility. Box seats are also in mediocre condition. • Seating, especially in the balcony, is way too cramped and uncomfortable. For safety, railings should be installed in the stairs to the seats. • seating/sound • Seating the seats are too small and sound. • Seats • Seats • Seats • Seats • Seats & restrooms (more) • Seats are awful. We were thrilled when the DSO held several of their concerts at the Heritage Center a few years ago because the seating and leg room were so much better. Five Flags Theater also needs a larger lobby, better access to restrooms, a larger stage and a larger concession area during the shows. • Seats are small and uncomfortable • Seats are teeny tiny and too close. My 6'3" husband hates to go there. • Seats are too small and not enough leg room. • Seats are uncomfortable • seats are very uncomfortable, no room for knees in the balcony (my husband uses ibuprofen before every event at the theater), steep stairs to balcony, performers have little space backstage • Seats, main floor bathrooms - more stalls • See my previous response... We do not need another ice arena, or monster truck rally, etc. • See previous response • see previous text input • Sell • Sell 5 flags. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G104 - �� FEH DESIGf� 8etschAsso�iales • Serves as a very nice place to hold plays and grads • seating • Should just be moved like it was purposed recently. It's literally a huge rectangle surrounded by a sidewalk. Too "land-locked". Parking is really inconvenient. Some events requite street closure for setup. When the dog show comes to town, the entire block smells like pee for a week afterward because there's no place for the dogs to go. • Sight lines can be obstructed in some places. • Since Dubuque is a smaller town, I realize the difficulty in getting quality performances, but things like roller derby and musical acts that were popular before 1990 really aren't our thing. Is there any way that you could partner with Hancher Auditorium or Gallagher Bluedorn to share the performances they are able to schedule? • Slight modernization • Slightly fewer seats, so slightly more room. Don't touch the acoustics. They are best for many miles from Dubuque. • Small musical acts - bluegrass/folk/international type music. Grab a drink and sit and enjoy the acts. Similar to what CSPS has in Cedar Rapids. • Some box seat level seats are placed directly behind the prior row. Back row can't see around people. No elevator access to upper levels is problematic for those with mobility issues • Some enhancements/restoration for interior/exterior appearance seem necessary... it's a beautiful historic landmark in Dubuque, its appearance should reflect its importance as part of the City's history and the historic architectural landscape of downtown. And the interior should match that... for example, the seats and other textile features of the interior should be in pristine condition, instead they feel old and dingy. Chipped paint and other structural/physical marks of regular use/wear &tear need to be better maintained. The concession/coat check/other theater amenities &services should match the innate elegance of the theater... i.e. uniformed ushers, attendants, etc. A proper lounge area for pre-/post-show and intermission food, drink, and socializing is also needed. • Some musical shows would be nice. • some programs that I knew more about • Someone selling flowers on site for the shows • Sound • Sound and lighting • Sound is crucial, more classical music, musical theater, and theater events, perhaps more touring theater? • Sound restrooms • Sound system • Sound system and a little modernization. • Sound system was BEHIND us...not in front of us. AND it was to ONE SIDE (right). This was obvious and distracting the entire time. • Sound system. • Sound Wi-Fi • Stage curtains, bathroom location • Standalone parking. Seats need some attention as well. • Sufficient restrooms, free parking. • Tear down and rebuild the facility • Tear it down and start over. • The bigger the better. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G105 - �v FEH DESIGf� 8etschAsso�iales • The building is a mainstay of downtown. I would be fine tearing down the ARENA to add a space that enhanced the more local vibe. Maybe an outdoor partially covered concert venue (and move JAZZ over to that area). In the winter, we could do a Christmas market there (like in Chicago). I also think the parking lot north of the area could be redeveloped. • The charm of going to the theater is the historic feel of it. • The comfort of the customers is always at the forefront and a better the stage for the entertainment. Enough said. • The historic theater is beautiful but the seats are so uncomfortable that sitting for an entire performance becomes more of a task than an experience. • The historical value and the architectural aspects of the theater are invaluable however the heating system in the winter time can become overheated in some areas. • the improvements I see needed are all back of house needs, support space, dressing rooms, maybe more sound equipment. • The inside of the theater feels dingy... I would love to see the theater updated in a way that makes it more visually appealing, but preserves the original design. It would be great to get some touring theatrical productions to Dubuque. • The kinds of shows for my family would be the only factor. We do plan on attending The Little Mermaid & Paw Patrol. • The main problem with any enhancements is that it is a very old theater -- so carpet, steps, walkways etc. can't be modified all that much. I would say that compared to the Grand, it is second-class -- but it does have better sound and in some ways a little better seating options. Bottom line is the same -- parking and cool shows would go a long way. • The offering and programming is sufFicient right now. • The ofFerings are fine - again, we go when interest and time allow. However, I do like the view from the balcony and more spacious seating/more leg room would be welcome! • The quality of the shows. I feel like if it was privatized it would draw higher quality shows. • The quality of the theatre has to be state of the art! • The seat as are so uncomfortable and cramped that I hate to attend concerts and performances in the theater. Both my husband and I have ended up with lower back injuries after sitting through a concert. There have been several events we passed on due to the horrible seating. • the seating having a little more room than being on an airplane • The seats are cramped and extremely uncomfortable. I find it difficult to enjoy a performance when I can't even move my legs or arms! • The seats are horribly uncomfortable. Otherwise- I like it. • The seats are made for very small and SHORT people. That is a big factor on how bad we want to go to the show. If the same show is in Moline. We will drive for the comfort to enjoy the show. • The seats are uncomfortable • The seats at five flags theatre are very close to one another and small. It is hard to move around the area as the rows are so narrow and it's uncomfortable for many people. There is little leg room or seat room which leaves you very close to others you may/may not know. Again, diverse offerings and advertisement may help as well. • The seats have been redone, but frankly people are just bigger than they used to be...... There should be a bathroom and concessions on the main level lobby of the theater... it could exist in the space in between the theater and arena... the north wall of the lobby for example...the stairwell there is a poor use of space and should be moved...This should be looked into by the architect... FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G106 - �v FEH DESIGf� 8etschAsso�iales • The sound system needs to be improved. During musicals there are issues with the microphones and the sound system. • The Theater does need some improvements. • The Theater has a really good vibe. Wouldn't do too much to it. • The theater has always been good in my opinion. • The theater is a cool place. • The theater is a corner stone of Dubuque and should be utilized better • The theater is a great facility, I am not sure what you could increase, outside of putting in elevators to get to upper levels, to make it a better destination. • The theater is a great venue and should be maintained and renovated to keep up with the times. • The theater is a historic downtown icon and aesthetically should remain the same inside and out. The views are good and the sound is decent. • The theater is a treasure and at some point, should be preserved. • The Theater is a vital part of the lower main district. It brings culture to the area - offering something that's not regularly a part of the lower main district - symphony concerts, bigger name musical acts, theater/ performance opportunities. • The theater is beautiful, and we go there a lot, but I couldn't tell you where restrooms are there. Concessions are very limited • The theater is beautiful. • The theater is gorgeous. I wouldn't change anything. • The theater is great as is, needs more plays, comedy, and variety acts • The theater is great! I love the intimate setting for concerts. give you an up close and personal view of the performer • The theater is great,just maintain the historic beauty of it. • The theater is neat, though it would be nice if it was updated some. It is more important that the main venue be updated. • The Theater is on the National Historical Registry. I'm not sure the law would allow for any major changes. I'd love to see more leg room in between seats. • The theater is the best part about five flags! I've been happy when I attend theater events with the value for a ticket price. • The theater needs major attention to sound! I understand that much could be done to bring that aspect into the modern age. The seats in the balcony are awful although the best sound is up there. • The theaters fine FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G107 - �� FEH DESIGf� 8etschAsso�iales • The theatre is a charming space, and it's one of our favorite venues...it should definitely continue to be a jewel in the city's crown. I realize a historic space has its limitations. The lobby area is small, but I'm not sure anything can be done about that. We also have heard people comment on the (un)comfort of the seats, and difficulty parking. Main thing, continue to keep the theater technically relevant and equipped. • The Theatre is a historical centerpiece for the City of Dubuque. While a renovation isn't necessarily needed for the Theatre, it's imperative that it continues to be properly maintained to retain its historical elegance • The theatre is beautiful both outside and inside. It is not used much. It is more like a museum. There are plenty of other theaters around town for use. Check to see what other towns do for their classic old theaters that are not needed anymore. There is not a downtown movie theatre. Just ones on the west side. I think it would be a cool-looking downtown movie theatre. People like movies. There is the little theatre downstairs in the building that could be used for retail or office. • The theatre seems fine to me as is except. It could use better Wi-Fi. • The times I have been to the theater I feel it is still relevant, historic and beautiful as-is. Seems as though lines get long in the lobby (like the many other theaters I have been to) and there are not enough restrooms (like any other theater I have been to). I would not hesitate to go to performances at the theater as-is but would be excited if there were updates as well. • The upper balcony is scary. The stairs are very steep, the rows are very narrow, and there is no leg room at all • Theater does need some updating but is expected as it adds to the charm. I do believe it holds back some national productions from coming to Dubuque but fits the size of the theater community in Dubuque (a larger space may not be necessary &thus have lower attendance). Overall the theater scene meets its needs for those who are interested. • Theater had a nice intimate feel • Theater is beautiful • theater is just fine as it is --- it is a historic venue and should remain "as is" • Theater needs significant improvements. Create a sense of openness in the foyer and entry approach to seats (similar to UD Heritage Center). Modernize wall decor. Improve visibility of balcony seats to the forward edge of the stage. Consider installing a TV or projector screen in some areas. Increase concession offerings • Theater use should be reserved for intimate concerts and musicals/shows. Addition of video projection equipment and improved, discreet audio systems would make more use of the space. • There are a lot of quality touring bands that I think young adults would enjoy. Country is obviously a good market in the area, but a better variety of other genres would be refreshing and might attract others to our area. Tiny moving parts, Tigers Jaw and other bands in that genre are decently popular here and in the surrounding area and it might help overall tourism. Hope this helps! • There doesn't seem to be many shows in the Theater that are of interest. Consider adding plays, musicals or something • There is another theater in town. Don't see this one as necessary. • There is not a lot of leg room in the balcony, and it also has limited accessibility. Anyone who is older or has mobility issues cannot get up there. As you know, there are many steps and they are steep! • Think its fine • Think theater looks good FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G108 - �v FEH DESIGf� 8etschAsso�iales • This historic theatre should be used more frequent to assist in lowering ticket cost. • This is a beautiful building. Only suggestion would be more concerts with a wider variety of artist • This is a beautiful facility with tremendous history for Dubuque. Not so much to enhance but keep this alive in the downtown. • This is a beautiful theater that cannot be neglected. • This is a Dubuque Treasure, but it needs new larger seats - even if that reduces capacity. • This is a nice building for small events. Perhaps freshen it up but not much more than that. • This is difFicult with the space being small for concerts, though acts that fit the space are really the only ones that work. I will say that since HR Cook has taken over, there is a great improvement in the number of acts and events, and the effort to partner in the marketing of these ofFerings. HR has been a really great hire. • This is such a great theater! I would just like events to be posted in more places. • This seems to be adequate. • This theater is a gem and should be maintained! More plays, • This theater is fine for the musicals and plays just the way it is. • Touring off-Broadway events or small/niche music or theatrical productions. • Touring plays/musicals • Unsure. I have not attended an event at the Five Flags Theater that I can remember. • Update • Update • Update • Update • Update decor • Update dressing room space. • Update lights and back stage • Update seating • Update the facility • Update the seats to something that isn't as worn. • Update the sound system and stage. Checkout the new Hancher Auditorium and the special effects they can produce. I'm glued to their website for upcoming shows. I was so excited when one of the colleges in Dubuque opened a new theater, but the shows have been so mediocre that I have attended very few events. • Updated • Updated remodeled facilities • Updated seating upholstery. Besides that, love the atmosphere. • updated seating, larger stage • Updated sound system and presentation system • Updates • Updates to about everything • Updating • Updating all around and some bigger names theatrical productions • upgrade • upgrade seating and bathrooms, provide better programs, shows, performances, events • Upgrade seats, sound, and facilities but keep the charm • Upgrade the stage and dressing rooms. Offer a wider variety of concessions and a more accessible concessions station than the tables at the front door. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G109 - �v FEH DESIGf� 8etschAsso�iales • Upstairs seating in the theater is uncomfortable &treacherous. Too steep, not enough knee/leg room, etc. • Valet parking • Variety of events • Venue is classic. Better flow and availability for concessions. • Very nice venue, works for many acts. Historical gem. • Very tight seating in the balcony and very high up. • We already have the Grand, Bell Tower and also the new Heritage Center. Don't know if DBQ can support 4 theaters. Probably more sports in the arena or famous speakers. • We have chosen to have mini vacations and travel to Cedar Rapids to the paramount or five seasons because we can have better seats for a lower price and they have a beautiful space for shows. They also have more family/ changing stations for restrooms. • We have many theaters in Dubuque • We like our seating and events. • We need a state-of-the-art performing arts center, not a historically esthetic building. • We need places like the theater. I do have to say however, I have attended the symphony there and was practically sitting in the next person's lap. There was no leg room and I was counting the minutes until the concert was over. • What enhancements/improvements to the facility ofFerings. • Wheelchair accessibility • Where is the theater? • WHY would you book a band called "Confederate Railroad" in Dubuque, with the current environment of racial tension and all-too-recent racist history (cross burnings!)?Are you kidding me??!! Seeing that booking advertised for September makes me disinclined to ever attend another event at the Five Flags Center. • Wider isles for people to pass and get out of their seats when going to the concession stands. • Women's restrooms need more stalls or the arena bathrooms need to be made available for theater patrons. • Would be great to possibly get traveling Broadway shows if at all possible • Would love to see live shows similar to the fireside theater in WI. • Would love to see more current up-to-date shows. I enjoy the theater area much more than the center. • Would never go to theater • Would not likely attend any more events, but would enjoy them more if the access to the balcony was handicap accessible. We had front row balcony seats for the symphony. And just had a call saying our request for the two seats in the bump out has been approved, Thank You! • Wouldn't be able to tell anyone how to get there not clearly defined • You don't need huge name bands. Plenty of bands out there that could draw 2,500-4,000 people. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-110 - �v FEH DESIGf� 8etschAsso�iales Q26: Finall�, what other thoughts or suggestions do you have regarding the future of the Five Flags Civic Center and an�potential redevelopment/enhancement effort? • 5th street has been closed more often due to size of venues, this does inconvenience downtown traffic • A civic center with theater is a crucial element of a healthy downtown and when there are events in the center the cash registers ring elsewhere downtown • A dedicated parking ramp for patrons would be wonderful. • A new, modern five flags is essential for Dubuque. • A vital part of downtown and I hope it stays • Acoustic improvement and afFordable prices. Need to advertise more...have to figure out event schedule • Actually put into action! • Advertise more. Sports tournament site. • Again, I think a minor league team would be VERY successful in Dubuque! • Again, I think the city should not run or subsidize it. • Allow the theater access to the concession area of the event center lobby to offer a wider variety and more room during intermission • Any healthy community needs a mass gathering place for entertainment, civic activity, emergency, etc. It should also be a diverse space that can accommodate a wide variety of events and needs. • As beautiful as the Five Flags Theater is I'm not sure it's very useful anymore. The Grand is more comfortable for small and local productions and the Heritage Center at UD has it beaten hands down. The Fairgrounds and Grand River Center seem to be able to handle most conventions and trade shows. The casinos have done a great job at providing good entertainment in smaller venues. The only thing missing in Dubuque is a reasonably large theater to stage touring Broadway productions and top name entertainment. I would redevelop the Arena into a first-class theater, perhaps extending into the street on the north side to accommodate a stage wide enough for bigger productions and allow for more seats in what is now the current arena. The recent Celtic Woman show brought home to me how awkward the seating arrangements are at times in the current Arena. • As I said before, you need to figure out who you are, before anything else. You lose yourself to obscurity because we have more multi-use facilities than we have events. This city is full of talent and opportunities. Instead of just thinking about spending more money to change what it looks like, figure out how to get creative. Because, if you spend a bunch of money, but still have problems with content, you only exacerbate the issues. You can do this. I know you can. • We love five flags and feel it is essential. I believe a return to variety shows, ala contemporary a tourist attraction if properly produced and historic video that could run continuously during daytime hours could also be a positive. • Be creative, but no need to recreate the wheel. Look to see what other venues are doing. Look at Madison, Quad Cities, and Rockford. The Adler Theatre does a nice job of bringing in quality acts. Bars in Madison bring in better concerts than what is currently happening in DBQ! • Be green and sustainable in making the decision. Tearing down a building is not resourceful. There are people interested in buying and restoring the facility. • Better bands, seriously, I don't remember the last time I saw something I was interested in, could also be that I don't ever hear of anything going on there. • Better concerts and cheaper tickets. The concerts brought here are mostly "has been" and tickets are pricey. We usually go to Moline or C.R. for concerts. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-111 - �� FEH DESIGf� 8etschAsso�iales • Better concerts with more current bands vs. bands that were popular in the 90's! • Better events • Better flow getting into events • Better lighting outside. Parking is a few blocks away and the lighting and directions to parking are not great. Especially families with kids worried about drivers partying downtown. Make safer crossings. • Better live music - nationally relevant and popular bands. • Better parking and another hotel within walking distance • Better performances • Better security checks and more of them so it goes quicker • Better show and concerts would help • Better theater plays/musicals would make me come to more events at the theater • Big name concerts • Bigger arena • Bigger name shows please • book more hard rock concerts • Book more local talent less washed up C list talent • Bring better concerts for younger people • Bring in more Christian Rock groups. Have walking stage for performs to go out into the crowd given stage is at one end of a long room. • Broader marketing to areas in SW Wisconsin. • Build a competitive swimming pool for the community to use. • Build an attached parking ramp and larger arena • Buy the blocks around it go big and be all in or pack it up and go home. Don't muddle in the middle or it will eventually drown. • Buy tickets online to will call at box office that doesn't have fees attached. Better box office hours. Temporary parking near box office to more easily pick up tickets before event date. • Can think of nothing else. • Can't get people to come if they aren't interested in acts coming in and it's probably just too small to book bigger acts that people are interested in. Sadly, most I talk to say it should just close and quit trying to climb out of a hole that's just too deep. • Can't think of anything. • City fitness center or YMCA • Classrooms for adult classes, or more multi-purpose space. • Community involvement on more of a regular basis; people tend to attend locations they are familiar with. • Concerts are available at other venues at this time. Most other events could be done elsewhere as well. Making the arena bigger would be much more costly to run annually. Personally, I think the cost is too high for what the citizens are receiving. • Consider locating arena space elsewhere and using existing and possibly adjacent block to north for an arts campus including theater/auditorium, sculpture garden, art museum. Include facilities for art workshops catering to growing group of traveling artists/students (check out Door Counry Peninsula School of Art and many others). Make surrounding sidewalks and building frontage more pedestrian friendly. I chair DSO Marketing Committee, have organized an organization which brings artists to Dubuque for workshops and painting events, and would love to discuss. Wheitzman@mchsi.com • Continue to enhance the programming, bring in a broader scope of offerings. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-112 - �� FEH DESIGf� 8etschAsso�iales • Cost is the biggest thing it is not so bad for 2 people but when you look at family events I know if I still had kids would not be able to afford it. Was looking at taking my grandson to Paw Patrol but to get seats where he could actual see was going to cost us a few hundred dollars FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-113 - �v FEH DESIGf� 8etschAsso�iales • Create an indoor paintball course with inflatable things to hide behind or have it open for guided gym games. Dodge ball or other leisure survives activities turning winter months or any time for teens and young adults there isn't much in this city to do cheap. So make entry fee for games like I suggested not more than $5 per player • DBQ would be a great place for a Minor League Baseball Team, I know that it could not go there but the city owns a lot of land and could build to have one • Destroy the building and rebuild it. • Difficult to say with the limited space. good luck • Do it! It's easy to get to from Cedar Rapids, there is available parking, and it's a great landmark for the city. Be certain to publicize parking options so those unfamiliar with the area aren't intimidated by finding parking. • Do not agree with city money supporting Five Flags. • Do not use Ticketmaster. Look at the larger theater in Iowa city (from where we moved) for a business/community model. Amazing model of pricing, etc. discount tix and community events may get more people downtown. we even have neighbors who haven't even been to the library with their kids because of fear of crime • Do something interesting with the top most balcony of the theater. Please get the arena out of the 1980's. • Doing a good job but need better concerts • Doing well so far. Keep it up • Don't use tax dollars for any of it, Dubuque has already mismanaged the budget enough. • Don't tear down and make a parking lot. If we remove the building, at least make it a public open space. • Don't tear it down • Don't tear it down; renovate it to accommodate concerts and special events. • Don't turn it into a parking lot! • Don't waste a lot of money changing the appearance of the venues--that's not why people don't come. We don't come because there's rarely anything good to see. • Downtown has developed nicely the past several years. Five Flags needs to be an important part of downtown • Draw some positive attention to downtown!! Better shows for adults! • DUB is a great place to visit for a weekend. We do not make it as often as we would like but we always have a great time! • Dubuque cannot afford to support two centers. Either sell it to a private developer or tear it down and sell the land to a private developer. We cannot afford to be in the red constantly as a city and the five Flags is a burden on the city budget. • Dubuque has this great Civic Center let's get some more concerts in and make them affordable for this area to attend. But first update the seating in the center and make them comfortable for all ages and size of people. • Dubuque is growing, let's grow our entertainment center to keep up with the times. We & surrounding communities will. Support your efforts. Please do something • Dubuque needs a large facility that can quite comfortably hold and function appropriately for the shows coming in. If it is Monster Trucks or a Broadway Musical, the venue has to be of high quality. • Dubuque needs to lose the downtown meters. People avoid downtown because of all the ticketing. I would rather shop the mall than stores downtown because of this. • Dubuque needs this to maintain a progressive cultural arena and to bring outsiders to DBQ. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-114 - �� FEH DESIGf� 8etschAsso�iales • Enhance or redevelop don't demolish • Enhance to provide seating for sporting events. • Enhancements to the existing facility or building a new facility with more capacity will help attract better talent to the area. • Excellent idea to enhance it! • Expand, and keep getting bigger better acts. Work on finding ways to increase revenue and decrease cost to minimize the impact to taxpayers. • Explore other outlets of advertising to get the word out of events but mainly what they all entail - get people excited. More variety in types of events. Work with local businesses to ofFer discounts/promotions? • Finally, what other thoughts or suggestions do you have r... • Find a good way to make it a little bigger without closing a street. • Find some sports related events to provide more variety and continue to book shows that are diverse enough to attract multiple audiences, but that would/could not be seen in other venues--- UD Heritage Center, Grand Opera House, Ohnward Fine Arts Center (Maquoketa), Q Casino (Cabaret Room), or Diamond Jo Casino (Mississippi Moon Bar). With an improved/larger facility it might be able to attract types of shows that go to Cedar Rapids, Madison, or Quad Cities. Five Flags, like the other cultural venues, is essential to our quality-of-life. It does cost taxpayers money (maybe average 50 cents/month) but it is well worth the investment. A portion of the millions of dollars received from the hotel guest tax and sales tax should continue to be invested in our artistic/cultural venues, including Five Flags. The artistic and cultural vitality of our community plays a significant role in the overall continued growth and success of our city. • Five Flags has a lot of potential...as it stands now it is too small to attract the size of crowds needed to bring in major acts. The Theatre is perfect and needs to stay as is. I think more regional sports to be held in the Arena as well as music productions. • Five Flags has been a huge part of Dubuque's history, and should continue to be a part of our growing city. It has so much potential, and the citizens want it to be so much more as well. There is revenue to be generated in ofFering modern events and concerts of all genres. • Five flags have been around and have brought difFerent entertainment to the city. I think it would be disappointing if it were to shut down. I also understand the cost as well. Providing good entertainment could help. • Five Flags is a great asset for our community and i feel is a driving force in our downtown district. Thank you for your efforts!! • Five Flags is a real treasure. Most anything (within reason!) that can be done to keep it and the surrounding area viable, accessible and beautiful should be on the city's agenda. • Five Flags is beautiful and the stafF is AMAZING!! It's a huge piece of the Julien Dubuque International Film Festival, where it's utilized all four days of the festival (theater, arena, and 3 conference rooms). It's a landmark for the festival, where people not only enjoy spending time at Five Flags, but enjoys all the restaurants, bars, stores, etc. downtown. I'm very grateful for Five Flags and all it has to offer! • Five Flags is needed in Dubuque but it needs renovations. The seating needs to be upgraded. Perhaps bigger acts would then come to Dubuque • Five Flags is such an important aspect to the livelihood of many downtown bars, restaurants, hotels and shops. The facilities themselves need a little TLC. When walking downtown strip at night it seems like there is a void right where Five Flags is located. The exterior doesn't seem welcoming or inviting. Consider adding a restaurant or bar with outdoor seating to bring business FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-115 - �v FEH DESIGf� 8etschAsso�iales on days where there isn't an event. Dubuque needs more variety in the bars and restaurants that are downtown and Five Flags is in a great location to serve that need. • Five Flags must be viewed as another part of the reason to come to Dubuque to visit or to live. The Overture Center in Madison comes to mind. • Five Flags needs to find its niche. The theater is lovely and I would hate to see it go away. • Five Flags needs to stay. The history is important • For events like rodeo, art fairs, facilities seem ok. Musical events need improvement. • Frequent booking of smaller traveling acts at a reasonable price point in the theater • Gear events toward young professionals to help draw more people to Dubuque • Get a new GM that doesn't stay and drink with employees after events, very unprofessional! • Get a new venue management company. In a facility like this (poorly used and small) the ED should be making sub-$60K, the Operations Dir sub-$40, and the TD in the low $30's. My guess is that a reworking of the current salary structure alone would put a dent in the budget shortfalls. • Get events worth seeing and promote them properly. But also make it a comfortable arena. Right now, it is a sad excuse and uncomfortable to attend events. • Get moving • Get rid of 5 flags, and retain the theater. • Get Weird AI. • Give up on rodeos and ice type stufF and create a theater for larger groups so you can attract better groups. • Good food! • Good luck with your data collection. • Good venue, hope it sticks around. • Grand River is too expensive to book. Allow 5 Flags to compete in areas such as wedding packages, etc. • Great idea! • Great place and they do a good job. Hope they stay. Like the access to good restaurants and overnight facilities. • Great place for concerts. Have more kid related events. There is nothing for them to do • Great place needed in Dubuque • Great work • Hard to compete/compare new and established, historical settings • Have attended events at both the theater and the arena and have found little to complain about. The theater is beautiful and useful. The arena offers a more functional venue than does the Grand River center. Just one old guy's opinion. • Have more known shows and availability to go to them • Have shuttle rides. Places other than the parking for events • Having an entertainment venue like the Five Flags is absolutely critical to the quality of life in Dubuque! • Honestly it needs to be completely redesigned and parking needs to become a priority along with better quality everything including some staff. • Honestly, without a complete overhaul and focused efforts to make that immediate area more family-friendly and safer, as well as greatly improve parking and accessibility, in addition to far more appealing businesses surrounding that area, I don't know that investing too much money makes much sense. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-116 - �v FEH DESIGf� 8etschAsso�iales • I actually have thought the event opportunities in the last 6 months have been better than ever. Prior to the latest events I have attended there I probably have not gone since the hockey games used to be there. • I am excited to see what comes of the possible renovations and hope to see some great concerts and shows in our hometown! • I am for improving 5 flags and keeping it under the ownership of the city. • I am not sure if there is one or not, but if not, an elevator in the theater would be nice so that even more could attend these events. • I am open to anything. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-117 - �� FEH DESIGf� 8etschAsso�iales • I attend more theater in the Bijou Room in the basement. That space could be improved in many ways. (Restrooms that are not in the stage area.) If it is going to use as a blackbox theater successfully, need to consult with theater design people for improvements. Either that or move it upstairs in a new area. The steps are steep and the elevator is out of the way. • I believe that both event centers are located in a great part of town. I enjoy the city event experience as opposed to attending these types of community events in a university setting. The vibe of downtown is fun. These event centers should be renovated in whatever way necessary to make them useable for quality entertainment. The Dubuque Symphony particularly needs a production venue with better space and sound. I think the Dubuque community wants to attend the DSO in one of these venues but the poor production capacities make full appreciation there problematic. • I believe that Five Flags is a key centerpiece of downtown life for Dubuque. Please do not let it fail because of a lack of vision. Visit other cities with similar facilities and see what they do to create an "event" vibe and a destination point that draws and keeps folks downtown. • I can't imagine Dubuque without Five Flags, we have to do whatever it takes to preserve it. • I can't think of any. • I do enjoy attending events at Five Flags. The theater is a beautiful Dubuque gem! I love its intimacy. • I don't know what to do about events at the arena, I think the new manager has been trying hard to bring in events. I hope the theatre stays the same. I just moved to Dubuque a year ago and I love it here! I hope the theatre can get some music shows, and some comedy shows and plays. Good luck to you, I will keep my fingers crossed. :) • I enjoy attending this venue; would attend more often if events were of interest to me. • I enjoyed going there to watch musical acts. • I feel that the theater is gorgeous and does not need further enhancements. Usually redevelopment just raises the cost to the events so making it less affordable • I feel the theater is a vital arts venue and its preservation and absolute must! • I grew up going to shows big and small in Dubuque in the 90's you used to actually bring national talent in the all of the sudden nothing. If you actually had quality shows people would come • I hate that part of the building interrupts the flow of Main St and that the sidewalk is tiny between it and the street. • I have always enjoyed the events I've attended and hope more current entertainment is added to the present agenda. • I have not been in the locker room facilities there but from talking with others in the community who had in the past, they sound like a desperate enhancement is necessary. • I honestly, thoroughly enjoy each event I attend at Five Flags, keep it up! • I hope Five Flags continues to stay a part of our county as it ofFers a great service to the downtown. • I hope it can be re imagined to continue to offer opportunities to the communiry. There is so much competition from Casinos and other venues. I would hate to lose this option. • I hope you can find a way to keep shows coming to Five Flags. Even though we don't use it that often, being 40 miles away, it would be a shame to see this venue close. • I just hope that it isn't demolished. That would be a shame, in my opinion. • I like that the center has events that are well rounded and that everyone can enjoy. It's great to have the center so close for us! FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-118 - �v FEH DESIGf� 8etschAsso�iales • I like the Five Flags Center; I have just never been there. I do look forward to going to a show there someday. If the nutcracker ballet is preformed there I would 100% go! • I like the theater the way it is because it needs to retain its historic value. The only thing I can think of for the center is that if we had a lot more seating you might be able to draw bigger name people/groups. • I love five flags and hope it continues to be a venue for new acts and community gatherings in the tri state area! • I love five flags. I think it's a great place. The quality of shows and events is lacking. • I love that it's located downtown but if it's not an option to expand down here then I think a new building should be considered. • I love the Five Flags Center, and I hope it is around for a long time! • I really don't have any great ideas. I think there definitely needs to be some updates to the seating and the bathrooms. And I think it's wonderful that you are trying to figure out exactly what the community not only needs but wants before making any decisions. • I really don't know. I would like to see it stay • I rebuild life cation to seat more people. This civic center does not work for the size of Dubuque and the building is very sub-par on the outside. If you want to draw more p or from outside of Dubuque, expansion is necessary • I think a larger variety and a few more bathrooms would help business! • I think events cause a major trafFic headache for people that work downtown. I would attend events more if the arena was in a more convenient location away from the busy downtown with ample parking. • I think FF is fine as is. Parking is a downside but it wouldn't keep me from an event that interested me. Cities spend too much on facilities that are just fine. • I think getting rid of the five flags center would be a bad idea • I think in order to keep up with some of the shows that come to the surrounding area, the center would need to be able to be bigger. I think it would be of benefit to the community and downtown if Dubuque could bring in some bigger acts and events. Also, it would need other options to accommodate parking. • I think it is a valuable venue for the city and a definite benefit to the community. Sprucing up the inside decor is about the only thing I think it needs. • I think it is important to preserve our historic buildings. Five Flags could be a really lovely little theater, but needs a few tweaks to bring it further into the 21st century. • I think it is in a good location. If it is moved it should be closer to the river with more parking. • I think it would be great to incorporate some exterior Green space, either with the park or actually on the block, that can be used in conjunction with the facility. Right now everything is so closed off from pedestrians that it almost makes it unwelcoming. • I think it would help in attracting more acts and events if the space was bigger. Also, it would be nice if I could take my son to concerts that he is unable to attend down at the casinos. • I think it'd be best as another parking ramp - I hate to say it, but I don't think the money to remodel the facility will be worth it in the long run. • I think it's critical to our vibrant downtown. I'd love to see it continue to be utilized!!! • I think it's fine the way it is but just need more things for family's like city expo have free events • I think it's great this city has this center. The programming is pretty predictable (Sesame Street, a few concerts). If it were possible to get better, more mainstream programming I would pay the cost for the tickets. Saves me a trip to Chicago, Des Moines or Quad Cities. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page C-119 - �v FEH DESIGf� 8etschAsso�iales • I think it's important to have the arena but it needs to be updated to compete with arenas in cities like Moline and Cedar Rapids. More seating, better site lines and a more modern design would help with that. • I think it's use has come to an end FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G120 - �v FEH DESIGf� 8etschAsso�iales • I think offering curling on the ice during the winter months would be an excellent use of the space. Curling is offered in many other Iowa cities with Cedar Rapids being the closest. It is gaining a lot of attention in recent years with its Olympic appearances. My family has been curling for the last few decades and would love to discuss this further. You may contact me to follow-up. dustybodine@hotmail.com Dusty Bodine • I think redevelopment of Five Flags arena to a larger and more modern facility is critical if it is ever going to be self-sustaining. If the city chooses not to invest in improvements, it will have to continue to subsidize the center and would be better off closing it down. • I think that Five Flags should remain open and as close to its original form as possible. • I think that the current management team, especially HR and Ali, are doing an excellent job of improving the programs. With the improvements to the facility, it could become very successful. • I think that the Five Flags Center is an important venue in Dubuque. The problem was the building is its sets on one block so there's limited space to build on or to expand • I think that these are fine venues that just need to be used more and featured more in promotional material. • I think that you need to turn this building into a workout area. Make the bottom area for walkers/ runner area and then put a gym area in the upper part. • I think the city is better ofF having both the arena and theater. The arena needs a complete renovation or to be torn down and rebuilt from scratch. When the ice arena was billed, one of the selling points was that there would be two rings in town. For the people, I know who play hockey or skate; they need better access to ice if possible. I personally don't play like you so that part doesn't matter so much to me • I think the city needs to quit dumping money into it each year. Forget getting "Naming Rites", we are not big enough in this town for that. I think the center has had its day and needs to come down. Why try a renovation when show after show won't come here? Let's cut our losses and let other facilities host evens until there can be a public/ private partnership developed to build a new facility. • I think the Five Flags Center is in a great part of town! With hotels nearby, great bars and restaurants, casinos, and the mighty Mississippi, I think the Five Flags Center has some great potential! I certainly hope we can keep the theatre and arena and make what we have work. If the arena and/or theatre does end up being demolished - I think it'd be great to build a new arena and/or theatre along East 16th (old pack location) • I think the Five Flags has a lot of potential and just needs to be brought into the current day! • I think the location is good...is it possible to increase the size of the Arena to attract bigger events? • I think the seating could be improved upon as well as the overall look and feel. • I think the spot can be utilized. I am not fond of the entrance as if there is any sort of line you are immediately standing outside in the street being held up by searches which is warranted, but if there could be more of a large foyer with that capability still being done it might be better. Also, I think promotion of events needs to be better advertised through Facebook, internet ads, radio, etc. most of the time I found out about the circus through a coupon from daycare or school. • I think the theater and arena are valuable assets for the ciry. I personally don't care about sports, but many people like them. It is important to bring quality entertainment to the downtown area. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G121 - �� FEH DESIGf� 8etschAsso�iales • I think the theater and the arena are important assets for the City and People of Dubuque. I think recent uptick in the variety and frequency of ofFerings is a very positive sign, and shows that "if you bring them, they will come," sort of thing about audiences. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G122 - �� FEH DESIGf� 8etschAsso�iales • I think this survey is a great idea, and I believe you've done a great job to this point! Continue to offer varied programming that your customer base wants. Keep your ticket facility fees low (they currently are low compared to other professional venues). Continue to "roll out the red carpet" for your acts, and treat them with the same personal service that sets you apart from other professional venues. Continue to update your facilities, while preserving the historic qualities of the Theater. • I think you should not be wasteful with citizen's money. It is pretty insulting when you are frivolous...I am really tired of all the parks you created and yet if I go to the bathroom at one of these parks the bathroom is usually horribly dirty, no toilet paper and I wonder why you keep building when you don't have the man power to maintain it! Also, parking is always a frustration for people...It doesn't bother me but I am from a city and DBQer's aren't used to paying for parking. • I want to encourage Five Flags to be fearless and reach for some larger artists. I love going to concerts, so my husband and I travel to Madison and Milwaukee a lot. It'd be awesome to have more shows that we enjoy in our backyard essentially. My bucket list has Michael Buble, Josh Groban, Audra McDonald, and Don Henley on it, so you could start there :) Otherwise, the band Boston would be a huge thrill! • I want to see the Five Flags Civic Center and Theater stay in our community. Types of shows to consider might be more Broadway shows, ballet performances, groups you recognize from TV like America's Got Talent, Stomp, martial artists and acrobats, acapella groups, river dance, kids plays or musicals that are based on popular books like "Dragon's Love Tacos", Black Violin, etc. • I was there when it was still a local movie theater and did help in the aspect and supported it to be what it is today and still believe it is a much needed part of Dubuque. • I worked for 5 years as a Tech Foreman at a 15,000-seat arena that drew some major concerts and sporting events on a weekly basis, so I know a little bit about the entertainment business and what it takes to give customers a good experience. The seating layout of the Civic Center is horrible. The restrooms are cramped, dirty and just plain suck. Concessions are slow and very limited access in the narrow mezzanine. There is no amount of modification that is ever going to make that building work better in its current format. We built the Grand River Center. We built the Ice Arena. The casinos and UD have built performance stages for the 2,000-3,000 ticket events. What exactly is the Five Flags Center trying to attract that: 1) Dubuque doesn't already have a better facility, 2) Dubuque doesn't have the population to support the bigger name acts that already make stops in nearby cities with MUCH larger and MUCH better facilities. Dubuque is doing a good job of attracting people to the numerous festivals and fairs, but the entertainment dollar is being stretched thin for the average local taxpayer family to go to the Fair, America's River Festival, perhaps a few shows at the other event centers, hockey games, etc. Instead of jumping head first blindly with lots of cash into an area that we are not doing remotely well. Big concert indoor entertainment. How about we open our eyes and look at the events that ARE doing well or have the potential to do well. Reinvest the money we are losing on subsidizing a useless building each year by improving other areas. After 5-10 years, revisit to see what we are missing that the other event centers didn't pick up the slack. Parking at the Ice Arena, needs improvement. For a 3,000-seat venue, the parking there is inadequate and has been from day #1. I could solve that with a 10-minute conversation and a walk with whoever is in charge of that area and NOT an entire redevelopment of the area to lessen the parking even more. The DBQ County Fairgrounds needs to move their stage back to the inside of the track and their seating capacity will double to open them up to being able to afford bigger acts without having to double ticket prices in their current limited capacity format. Trackside tickets will even draw FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G123 - �v FEH DESIGf� 8etschAsso�iales better prices. However, that is not the cities problem but it is of vital interest as people coming to the fair bring their dollars to spend locally as well. The America's River Festival seems to be improving each year... perhaps a permanent stage is something to look at in the future OR consider the options for a big festival area in the future on the other side of the tracks down there by the shot tower once the Alliant Energy plant is torn down and that area is redeveloped. • I would be ok with demolition of the arena and continuation of the theater, especially if the venue footprint can't be enhanced to be large enough to entice big name music performers. • I would consider buying tickets for an event at your venue again after redevelopment. • I would hate to see it leave the current site. I love the theater part of 5 flags, it is a very beautiful facility. • I would hate to see the theater torn down, as it is a Dubuque gem. Also seems a shame to tear down FF center. There must be some way to save it! • I would like to see a home and garden show • I would like to see a performing arts center in downtown DBQ. • I would like to see at least the historic building preserved, as it is part of the history of the city, and I think it is worth preserving. • I would like to see five flags stay, but it needs to be updated to bring in larger acts to make it more sustainable. • I would like to see more shows here. • I would like to see the arena removed. Put green space, or beautiful architecture between the theater and a new, state of the art performing arts center. Take the lot across the street and add a multi-story parking ramp. Street level restaurants, shops and bars; 5 or six levels of parking, floors 7-12 beautiful apartments or condos. Twelfth floor: four penthouse condos/apts. • I would like to see the facility better utilized but have no defined thoughts on how to do that. • I would love to see a renovation of the entire building and bring it up to date. Also expand to the north. I think closing 5th street down would have little impact on trafFic or the downtown. This would allow for a true arena with seating all around and able to attract bigger names in entertainment. • I would love to talk to someone about this you can contact me any time my phone is 563-556- 3558 or e-mail w9966@ aol.com • I would really love a new and improved Civic Center to attend family events and concerts. Having something local vs. traveling (I.e. Moline or Cedar Rapids) would be so much better and Dubuque has over the years has expanded so it's time to take the next leap! • I'd go to arena more if more recognizable shows came. Love the theater. • I'd hate to see the Five Flags Center and Theatre demolished or ill-used. Thanks for requesting some input into decisions being made for the future of this venue. • I'd like to see more utilization of Five Flags. I think it is ideal for concerts. Perhaps host some sort of Craft beer fair? I feel like an event with entertainment similar to Torquefest, but with a focus on craft beer (not cars!) would fit nicely in the arena. • I'd like to see that block become an arts center for all arts. Maybe house the symphony offices and the DMA offices. Have gallery space and smaller music spaces. I think the exterior of the theater is charming, but it looks like no thought was put into the design of the arena. It's an eyesore. • I'd love to see more Broadway shows brought to Dubuque instead of having to go to Chicago or Madison. Maybe better music groups as well. • I'd say, based on meeting with the idiot that runs the center now that we cut ties with that management group and/or burn it to the ground :) FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G124 - �� FEH DESIGf� 8etschAsso�iales • I don't know • If it cannot be self-supported it should be sold. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G125 - �v FEH DESIGf� 8etschAsso�iales • If the Dubuque market can support it I would suggest closing 5th street and expand into the public parking lot with a larger, modern facility that can host cultural and sporting events (tournaments etc...) If the current or a new arena can never be self-sustaining in this market I would suggest doing minimal renovations and look for ways to improve seating with as minimal an investment as possible. • If the tax payers are funding the improvements then I would like to see better entertainment for a return on the investment. • If you build it, they will come. Build a bigger, better, up to date arena and you will fill your schedule with more desirable acts and people will fill the seats to see them! • If you need some time to paint a mural, I am interested; my name is Susan Leppert 563 580 2186 thank you! • If you tear down the arena, keep the theatres • I'm a graphic designer that is very familiar with design/marketing for the entertainment industry. I would love to be of any assistance if help in this area is needed. Email at hello@mabedesignco.com • I'm excited that you are exploring hopefully expanding five flags, I look every couple months to see what's coming up • I'm happy that the 5 Flags Center is in Dubuque and only a 45-min. drive from my house that's out of town! I am excited there are some big-name performers coming to perform!! • I'm new to town. I think the cost is too expensive. Really $850,000. I can see keeping the theater but not the arena • I'm not sure if any of the options for the arena are financially an option. The theater could be preserved due to its historic significance to the area. • I'm not sure that Dubuque needs an event center downtown at this time. It may be time to redevelop the area into housing, office space, and retail like the rest of lower Main St. • I'm sure if you get the right people or company sponsorship involved you can make a renovation and expansion a reality. Looking forward to it, it's been a long time coming. Anyone not continuously moving forward and improving is doomed to fail. • Important place for the city of Dubuque!!! • Improve Wi-Fi and parking • In my limited experience, I was pleased. Better signage in the arena and parking ramp would be helpful. • Is there room for growth? Would it be better suited as a community building? With nonprofits in there or maybe the county offices in there. • It costs too much to operate, close it. • It is a costly upgrade, but if enlarged would be worthwhile. • It is a great facility. It is disappointing to see it being so underutilized. • It is a historic asset for our community. We need to work diligently to showcase this amenity to attract tourists and our own citizens to enjoy it. Find ways to highlight this history of the facility and make that part of the attraction itself to all attendees • It is a landmark. Its name is tied to the evolution and history of this geographical area we live in. I think that is important. • It is a shame Dubuque does not utilize this facility. It could bring in great revenue, if it was booked all the time with great events. • It is an important part of our history. To keep up with the newer facilities, money and creativity needs to be invested to make 5 flags more of a contender for special events in Dubuque. It can be done but it will take work and time. Keep in mind, our community enjoys getting together for FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G126 - �� FEH DESIGf� 8etschAsso�iales music and entertainment, so offer events that will spark the interest of our families and young professionals who are invested in the GROWING Dubuque culture. 5 flags is behind the times • It is smoke free and anything that can be here opposed to the casino is helpful for me. I don't mind that the city subsidizes this venue as I don't believe it needs to be a great profit center. • It is such a beautiful facility and there is so much more going on downtown that making improvements and bringing in acts like the old days would be awesome. • It is time to cut our losses. Many citizens are not interested in the Five Flags. An arena football team would attract some people. Dubuque enjoys outdoor activities in the summer and staying indoors/bars in the winter. The Five Flags' time has passed. Sell to a private company for them to decide what to do. Dubuque is losing too much money holding onto hope. • It needs to be privatized. I do not feel that it is profitable for the City. • It needs to be updated it's in a great part of town and would like to see it used more often. • It needs to make money or at least break even. • It seems like a lot more things have been going on at 5 Flags in the last year • It seems like something could be done with the ornate theatre part of the building like what has been done with other attractive historical buildings in downtown to make it more useful. There would probably be government help because of it being historical. Otherwise it is a money pit for my tax money. The arena side would not be missed for events or looks. The issue is making residents of Dubuque upset. It is not contributing to the economy. • It should be kept open. The casinos have concerts etc., but not everyone can go to a casino. • It should be the go to place for performers and patrons. • It was built too small in the first place. Many acts will only perform in bigger arenas that hold 10000+ people. Draws people in from other cities and states and would add to tourism $ • It would be a nice place to draw small conferences. Those individuals could stay downtown, eat and be entertained all within walking distance of the arena. • It would be a shame if it was closed. • It would be a shame to lose this venue in the Dubuque area. Having more popular shows that draw larger crowds would be the best option. • It would be great to see the arena built onto so larger events could be held there. • It would be really cool to get better music acts. I have traveled to Chicago, Milwaukee, Davenport, East Troy, and Cedar Rapids multiple times to see bands play. I can see Chicago and Milwaukee being bigger cities that they could get better acts but Cedar Rapids and Davenport? We should be able to compete with them. I'm also going all the way to Milwaukee to see Joyce Meyer and it's a free event. I think Christian conferences would be really cool. • It would be sad to see the building close or be torn gone due to lack of funds/interest • It's a beautiful building and such a cornerstone of Dubuque, I would hate to see it go. • It's a beautiful building. Especially the theater. • It's a decent arena but just needs a little updating • It's a difficult question as it is such a midsize venue. It's too small to attract large acts, but too big and lacking acoustics for other events. • It's a giant old building which is costing Dubuque money, doesn't seem to be smart to throw good money at an old problem. I don't think you'll get the shows you need to sustain/justify fixing it. • It's a great facility and hope it gets more use! • It's a great part of the community, please don't take it away. • It's a great place to have events. It is old and needs to be updated to resemble other arenas. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G127 - �� FEH DESIGf� 8etschAsso�iales • It's a great theatre and it's great for bigger events but yet it's small enough that u don't feel like you're going to get lost if u go to the bathroom Sometimes it's not about how many people u pack into a place but what that place can put on for the community and this place I feel has a lot of life left in it if given the chance • It's a very important part of downtown Dubuque! Could it ofFer Movies again? • It's beautiful. Do whatever it takes to keep the symphony there. Give fly by night a bigger break so they can use the real theatre instead of that "bijou" room. • It's easy to get to and hope the city keeps it alive. It's a part of DBQ that's been there since my childhood. • It's historic and a Dubuque landmark I'd love to see it revitalized and keep its importance to Dubuque. • It's important that we have the civic center as an alternative to the river center. • it's important to the city of Dubuque • It's not big enough for most shows. Acoustics are awful for most concerts as it stands. Indoor mini mall with shopping and dining. • It's really all about the shows. If we got more popular concerts and Broadway shows we would go all the time! • Just better ways to get the word out there for events that will be coming up. • Just make more fun activities • Just parking • Keep 5 Flags there! • Keep 5 Flags Viable to Dubuque. It was a joy to work there in the 80's. • keep bringing the rodeo back • Keep buildings of historical value, Dubuque is a nice-looking city because of this. • Keep Dubuque diverse in offerings! • Keep Five Flags Theater as a beautiful historical building.... however, construct a new convention center/arena in a new location with an ample parking lot/structure. Perhaps consider the former FDL vacant land area? It would nice to construct it near the developing riverfront. Or demolish the riverfront Alliant Power plant and construct it there. • Keep going • Keep it affordable and family friendly. • Keep it alive. I have such fond memories as a child, I love making memories with my child in places I enjoyed. • Keep it going • Keep it in the same spot but add parking (the lot behind Post Office is for sale). Upgrade the arena and bathrooms. Look outside the box for various events, more music, year around., and more ciry events like Multicultural Center • Keep it please!! • Keep it running. • Keep it were it is. And improve on it. It's an icon of the city • Keep it! We need it in Dubuque! • Keep the center • Keep the historic theater. Not sure what the right answer is for the arena. • Keep the historical charm on the outside but the existing space (notably the arena space is in dire need of a facelift). Keeping the historical exterior gives charm to the area that cannot be replicated or made new. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G128 - �v FEH DESIGf� 8etschAsso�iales • Keep the historical elements of the theater, but improvements are definitely necessary. We have family members who haven't even gone to a single youth symphony concert to see my children play because the seating is so uncomfortable. • Keep the theater part for sure! I would prefer graduation be at the local schools with Five Flags as the backup due to weather. • Keep the theatre but the arena is a financial burden on the community. If any other city facility i.e. golf course lost the amount of money the arena has, it would be closed quickly. Perhaps in the early years it was necessary as an entertainment venue but not anymore considering the costs. • Keep the theatre going • Keeptheater • Last year you had some great comedy shows, Pauly Shore, Christopher Titus, (people I've actually heard of�> Bring more of my favorites from the past in town and we will come to see them • letting if compete freely with the grand harbor convention center • Like Vegas, the theaters are small, bring in talent and charge more per seat. high risk might pay ofF. • Listen to Alyson! • Local media likes to point out how much the community pays in taxes to keep the building running ($800K+). It would be very helpful to know how much revenue the building generates through tax money infused during events to the building and surrounding businesses. This would help the community understand the benefit these types of buildings have since they almost always bring more money to the community than they take to operate. When doing simple math, the contribution each tax payer makes for the 800k price tag is $14/year. • Look to bring in events that are new and upcoming. Focus on new technology in both improvements to the facilities and as events (Game Development conventions -video games, software, and quiz bowl events). Bringing in events that will encourage community involvement will increase participation. • Looking forward to what it becomes in the future. Dubuque NEEDS it!!! • Love the recent venues booked such as Wizard of Oz, etc. Need more public announcements/awareness of venues offered. • Love to see this great downtown business grow and stay in downtown district. Maybe join forces with holiday inn and both do some upgrades to stay competitive • Maintain the theater and encourage/support more theater events! • Make it bigger so you can bring in the big shows! • Make it more comfortable and easier for handicapped, parking especially • Make it something the community can use. Indoor football and soccer facility is lacking in this community • Make it State of the art to attract more acts. Larger with better parking as well. • Make more room for concerts • Make sure it is part of/integrated with the city development/redevelopment plans... that is, align with historical stuff? Downtown stuff? Warehouse stuff? Neighborhood development stuff? River stuff? Industrial stuff? Business stuff?, college/education/personal development stuff? Community health/wellness stuff?All of the above? Seasonal events: like something (same thing, annual) every winter, something every spring, something every summer, something every fall; all-year- round flea market? Feel free to use my email if you want more input. Thanks so much for asking and for the survey. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G129 - �� FEH DESIGf� 8etschAsso�iales • Make the arena bigger; attract bigger names in musical acts. • Make the best of what you have. • Making Five Flags into a community center of sorts, similar to the one in Peosta. • Marketing is always helpful. • May need to relocate or build a new facility to meet 21st century needs/requirements. • Maybe keep the theatre for local acting groups. The rest of the building can come down and build affordable apartments. • Maybe more relevant bands rather than very old has been. I did hear a lot of good things about some recent country singers there. Try adding other types of music bands that are relevant or up and coming like pop • Maybe someone would develop the arena into something special. I thought a pool, give the property to the Y. • Maybe the Arena is not needed for the types of events it's been used for. The Grand River Center can accommodate many of them. I would be interested in a Children's museum, like Iowa City, Bettendorf, St. Paul, MN, and Ann Arbor, MI. We don't have a nice Children's museum here and many people travel to go to them. • Meh. I honestly don't feel like Five Flags is a staple. If possible, I'd rather the money be used for stimulating growth in up-and-coming event spaces. If you spend millions of dollars to update the space, you better know that it will have a payout. You'd have to re-brand everything. Right now, whether or not someone loves or hates the 5 flags, everyone sees it as a pitiful failure. Don't brand this as a last-stitch efFort before completely failing. You'd need to make it sound like 5 Flags is the coolest thing in Dubuque. If you can't do that, then forget it. • Modernize for the future. • More advertising for events • More big-name events. Make the arena bigger. On par with the us cellular center in Cedar Rapids • More concerts • More concerts and not mostly country. Some of us like good old rock and roll • More concerts during the winter months. • More concerts. • More cost-effective events. Dubuque does not have anything for indoor soccer for youth. Could host tournaments. • More diverse events • More diverse music acts • More effort in not repeating the same acts and shows over and over every year change it up a little bit • More events, more variety • More free community events for kids and families • More marketing on Facebook. • More music acts • More of a focus on acts that young adults visit that area to begin with is interested in. People that have money and want somewhere to go on the weekends and watch a show • More parking close by like a ramp and more country western singers that are very popular. Also acts like they have in Branson, M0. • More parking closer. Better seating • More parking options with lighting • More parking. • More police outside before and after, especially on west locust and main streets FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G130 - �v FEH DESIGf� 8etschAsso�iales • More popular events such as concerts and shows • More ways to purchase. I had to spend more in order to purchase 3 tickets instead of even number of tickets and the seats were not in the area I desired to sit in. I was only able to purchase online or in person, not over the phone. Wanted to have tickets prior to arrival. • More food to choose from • move • Move it to the port as proposed recently. Give it its own dedicated parking, room for load/unload (away from patrons &trafFic). Move all regular events that can be moved to the grand river center (trade shows etc.) &just have this as a performance/event arena. • Must keep it open!!! • My opinion is to tear it down and start over or expand it into 5th Street and beyond for a better seating layout. • Need bigger stars might need to expand to bring in bigger entertainment u FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G131 - �� FEH DESIGf� 8etschAsso�iales • Need more and better-quality concert acts. We travel to about 12 concerts a year sometimes up to 6hrs away to see acts. One example is seeing Halestorm at the Adler Theater and we are seeing ZZ top there in a few months. 5 flags is bigger than that and should be able to draw quality acts like that. There hasn't been a concert I was interested in at 5 flags in years. • Need to attract bigger attendance and more events to make it a viable center. Can't continue to operate in the red year after year. The theater is a beautiful building inside and out. I hope we can keep it. • Need to have more events &try to get wedding parties to book at decent price instead of the grand harbor, to expensive there and also way too small for a reception • Need to have more well-known acts performing. • Need to redevelop and add on to make it larger and more up to date • Needs a more Sustainable and urban look and feel. • Needs to be much bigger to get better shows • New Arena and New Minor League Baseball Park around or near former Packing House location and Schmitt Island should be major initiatives for City of Dubuque and City should manage these facilities, not SMG. • Newer more relevant events. • nice area,just need more shows • no between the grand river center etc. that is enough if the city could actually make money on the property that would be difFerent not even on economic value • None at this time, but I do hope that the beautiful building can be utilized and become a place where performers want to come to. • Not enough synergy with surrounding city. It's an oasis amidst dark streets and closed businesses. People will come and leave. And if it isn't such a spectacular event, they won't come at all because there's nothing else to do. More bookstores and coffee shops would help. Look at your picture: the FFCC and nothing else. That's what people see. Sometimes it's enough, but not always. Be nice to see something besides an empty street and dark buildings. • Nothing • Nothing since hockey left. It gave the building life. • Nothing, it's great already! • Offer a shuttle bus service from parking areas to five flags • OfFer more rock concerts at 5 Flags • Offer more variety of food, better parking, and frequent inexpensive options for entertainment to encourage more local participation. • Once again, it's a money pit for the tax payers don't waste the money and make it a green space or free parking god forbid Dubuque a free parking lot • One bad experience makes people not want to come back especially when management agrees something done wrong and no compensation done. Maybe work on people skills • Our city struggles with being redundant. If we have other facilities that can be utilized for the arts let's invest in those and innovate this space. • Parking garage needs to be closer • parking is a need, with a focus on handicap parking • Parking is atrocious. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G132 - �� FEH DESIGf� 8etschAsso�iales • Perhaps increase budget to expand staff and be able to provide bigger, better show/ticket offerings for the Dubuque area... i.e. the types of shows that people usually travel to Madison, Cedar Rapids, Iowa City, or Davenport to see like actual touring Broadway shows instead just local theater group productions, professional dance companies (like Alvin Ailey or Joffrey Ballet or Pilobolus), other entertainers that appeal to adults and children/families like Alton Brown (Eat Your Science), San Jose Taiko (a performance group featuring an ancient Japanese drumming art form. Also, offer educational/school outreach programs with performances), and more well- known music artists or popular touring concerts. • Plan and move forward quickly to capitalize on the fact the surrounding neighborhood has developed perfectly for an enhanced arena experience. • Please bring Air Supply as soon as you can • Please consider some sort of inexpensive, interactive or educational facility or events that could bring in families that are looking to get out of the house in the winter months. • Please consider the indoor turf suggestion - it's a win for the community and generates o come when there are no events. • Please don't close! It is in the heart of the city and is within walking distance to all night life in Dubuque and that it draws a crowd. • Please don't get rid of it! • Please don't tear it down. Utilize this space and make it thrive again. Not everyone wants to support the casinos in this town. Give us a place to enjoy entertainment without having to step foot in one of those places. Plus, all ages can attend at Five Flags. • Please improve and save • Please invest in this historic space • Please keep it a lovely traditional venue. • Please keep it! Over the years I have been there many times. As long as there are a variety of options, people will come! • Please keep the public informed of any updates, and continue to have open dialogue with the public. You may want to consider consulting the historical society regarding planning. • Please keep the theater and get rid of the event center. on another note, really love the Julien Dubuque film festival downtown and I know they use rooms in the building for their festival. Hope to keep the film festival going, it's terrific. • Please keep this downtown. The businesses surrounding Five Flags rely heavily on hosted events. • Please preserve these facilities • Please update the sign on 4th & locust streets. • Possible use by local groups for their events • Private parties like wedding receptions. • Promoting the local events as local events and specifying the touring events as such. Often community members don't realize what their neighbors are participating in vs. a touring show. Building more community within the events will help. • Protect and continue to utilize these historic buildings • Put some artwork on the exterior of the Arena (especially 5th street) that reflects Dubuque - migratory birds, the river, local landmarks, etc. • Quit wasting money • Redevelop for theatre productions and musicals. • Redevelopment/enhancement possibilities = If a large arena type space is out of the question, a fine restaurant, a theater in the round and an exhibition space for local artists could be a welcome addition to the historic theater in presenting the arts. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G133 - �v FEH DESIGf� 8etschAsso�iales • Repurpose the building. Indoor go cart/ mini golf. Mini storage • return this to a sports venue • Safer surrounding area and better parking • Said it all before • Said before. • Seat adjustment. • See previous answers. • See previous comments. • See previous comments. The tristate area needs a space large enough for the major artists and acts. Expand the arena to accommodate 10,000 people. The marketing team should focus on big names and already established artist this can happen by attracting visitors from the surrounding area. The college age through young professionals are in need of some quality entertainment in this area. Too many travel weekly to see better shows in neighboring cities. • Seems like we're talking about two different facilities. Didn't realize that until now, with all the duplicate questions. I guess FF CC and FF Theater and both a mouthful, and I tuned out. Maybe shorten the names. In Cedar Rapids: The Paramount. In Iowa City: The Englert in the QC: The Adler In DBQ: The blah blah quack quack civic center. (Not really sure why there are 5 flags) • Sell it • Sell it! • Sell it. It costs too much money. • Send out flyers on exactly what part of the facility has events; confused with where events are being held and where to park • Since Hockey has left the Arena, I see it as a waste of space. • Since I don't get a newspaper or drive by Five Flags, I often don't know the events. Notification of shows along Dodge Street would catch my attention. • Since I live just over an hour away from Dubuque, I don't always hear about things going on there ... so more advertising in our area would be beneficial. • Smaller music events held at the theater, NPR, type shows, a live podcast series could be cool. • Sound system was the biggest let down... The seating area was amazing and the seats comfortable. BEAUTIFUL space! • Starts bringing in more concerts for older people, more conferences, anything to do with flee ma rket. • Take whatever space is needed to enhance the arena, perhaps to compete with US Cellular center, which we also frequent to be able to a wider variety of entertainment, concerts, comedians, etc. • Tear it down • Thank you • Thank you for asking these questions. • The architecture of the Arena sadly does not complement the Theatre. One alternative would be to build an Arena on the present site that blends with the architecture of the Theatre, but that might require expansion into the street due to limited space at this site. The arena could be converted into a convention center, and an arena could be built elsewhere. • The arena feels a little dated and a little run down. To compete with other facilities, seating and general appearance should be updated. • The arena is just such a strange place; it needs parking and updating or to be demolished. • The arena needs updating more than the theater does, and needs more variety of events (especially sports, concerts, comedy, plays). Some of the acts that play the Moon Bar at the FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G134 - �� FEH DESIGf� 8etschAsso�iales casino could play here instead, and I would be more likely to go to the same event at the Five Flags over the Moon Bar or Q casinos. • The biggest thin regard the Five Flags Center is cost. There are some events that come through that I may not be the most interested in, but would consider them if cost was lower. • The building is older and needs updating. A new arena would draw bigger crowds, which in turn would draw bigger acts • The center needs to drive the activity of the area with its beauty, programs and positive image. • The City of Dubuque needs to invest in the Five Flags Center and enhance its ability to bring entertainment to Dubuque. • The city parking lot across the street should be tied in directly to the facility with a parking ramp and either shutting down the street that separates them or incorporate a tunnel/ramp directly into the building • The city should increase funding to support the upkeep and maintenance of the theater and arena • The Civic center is already obsolete. To keep subsidizing it is ridiculous. The acoustics are terrible for concerts and the space is too small for concerts and motocross and monster trucks. Its past is useful lifespan. • The content is more important • The downtown Dubuque area is really thriving and has had some great improvements. I think Five Flags is part of that and should be maintained. • The exterior (besides the main entrance) is so plain. Paint colorful murals so it stands out like it should! A food court would be awesome if it's possible. Music concerts for young people would be nice on weekends. • The facility is outdated and needs to be modernized. Has served this community well but with added competition from casinos, grand river center and heritage hall, either we privatize and allow someone to take on the expense of it, find a better use of it or simply tear down and re- envision what type of community amenity/building is needed for Dubuque in that space. Ultimately, it's up to the citizens to decide what they would prefer to see happen but my personal opinion is that it can't continue as it exists today and either we invest a ton of money into it or cut our losses and find an alternate use of that facility. • The Five Flags Center provides an entertainment option for those that choose to use it. It will most likely need to be supported by tax dollars in the same way tax dollars support other quality of life programs provided by the City. All efForts should continue to reduce the tax support needed. I believe the Five Flags Center brings value to the community and redevelopment/enhancement efforts should be supported. • The Five Flags Centre is a part of the communiry. The entire facility needs to be developed not just the main floor and second level. There is a large basement area that is untouched except for storage and a rehearsal/black box. Consider bringing back the winter ice. There isn't enough ice time in town. • The Five Flags Civic Center is an important part of the Dubuque Community. There is a need for the faciliry but it does need to be updated and promoted. With the all the Dubuque communiry has to offer the facility could be promoted more as a convention site or trade show site as well as offering more plays, concerts, and events. Yes, there is the Grand River Center but I myself don't really care for that faciliry. To me it has become more the wedding reception site. They also only have area for trade shows and such. If the Five Flags was prompted it could be a viable part of our community. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G135 - �v FEH DESIGf� 8etschAsso�iales • The Five Flags Civic Center is where I attended my first-ever rock concert (Heaven, Vandenberg, KISS in 1984). So it is a special place for me. I periodically check the Five Flags event calendar and I look forward to attending future events. • The last time we went to an event was "The Price is Right". Our 85-year-old grandmother took us for her birthday. She was using a cane, and was forced to use stairs which was almost impossible for her. When we asked if they could accommodate her we were told 'no' and forced to quickly grab our seat. The ushers gave no respect for her or our family. She was uncomfortable the entire show, and was sore for the next few days because of the lack of accommodations. This was one of her last 'hoo rah's". We were planning on taking her to see Loretta Lynn this fall before it was cancelled. I called ahead to check on accommodations, to see if things had changed at all. We were told to ask for accommodations when we get there. I think that's a joke. I am glad we never bought tickets. We refuse to go to any event that we have to pay for at this facility! As for handicap accessibility, I feel there's a lawsuit waiting to happen if others are treated the way we were. • The location is great for shopping hotel and restaurants. • The outside could use a facelift • The personnel that have been there for a while seem to be very standofFish. Not friendly or helpful. Main staff could be more presentable. Disheveled and grumpy. Security in the past would be unprofessional and too "familiar" with patrons and co-workers. Very vindictive. • The Q and Diamond Jo have a fresh new appearance with lots of great acts that come thru. It is very difficult to compete with both in our small city. Both of those are adult (21+) focused. My memory of college marketing would want you to find your own niche to compete for entertaining acts. Finding draws that would bring in the teenage and family crowds. The other option would be to go bigger. Q and Diamond Jo have good acts, but they don't have the great acts that we see to go the Quad Cities/Des Moines. • The quality of the Dubuque Symphony, for a city of the size of Dubuque, is an example of where a priority should be addressed to encourage growth. We spend millions on tourism and gambling but lack spending for the enjoyment of Dubuque citizens who are footing the bill for other projects. • The rich history of the iconic theater should remain, with any modernization or redevelopment of the arena being the major focus. • The staff is great but would like to see where seat block would be on pictures when choosing seats for events. • The staff needs customer service training. • The theater is a super asset, the civic center as a performance venue isn't very interesting to me, mostly because of size, maybe for community events, and festivals, etc. is its best function? Thanks • The theater is beautiful and an important part of the history of Dubuque. It just needs some TLC. If there's any way to get more/better parking in the area it would help a lot... • The theater is vital and historic and should be preserved, and updated. Ticket prices were a little ridiculous too. We had to buy online for our daughter's dance recital because of work obligations, and I paid nearly$23 in service fees for $11 tickets. As for the arena, better shows but with that you need better parking. We've walked many blocks to attend events that weren't even sold out. Once hockey left the arena, we've hardly been there since. For what it's worth, we enjoyed hockey more when it was at 5 Flags. When we have gone, ticket prices were also crazy expensive. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G136 - �v FEH DESIGf� 8etschAsso�iales • The theater lobby is awful. No one wants to stand outside in the cold waiting to be allowed into the theater for a concert. Too crowded and cramped. • The thought of another empty building in the downtown area distresses me and I'm sure many others. If the redevelopment could be done to maintain the center in its original location would better serve the city's aim to redevelop the downtown area in a way that people would find amenable. • Theatre us a viable option but needs to come up with better use of arena if we are going to keep it going. Arena needs to be much more self-supporting or need to let it go. • There has to be a happy medium between getting good acts interested in coming to this arena and pricing. • These venues are critical to Dubuque and the surrounding area. They bring people in from out of town who eat and shop while in town. You need to bring in class acts for the people in a variety pf themes. We attended the Celtic Woman concert and will be attending the Kenny Rogers's concert and Red Green show this fall. This is the caliber of talent that you need to keep bringing to town! • They built it too small - it needs to be expanded to attack acts worth seeing. • Think "outside of Dubuque". There are a lot of transplants that are coming in and a lot of them are in the young adult age range. The current events being offered at the Civic Center are not appealing to this age group. These same people, myself included, are willing to drive up to 3+ hours to attend major concert events. We are losing money that could be going into our city. • Think bigger, beyond traveling circuses or trade shows. • Think it's a good idea you are trying to improve and keep five flags going • Think of hard surface events to fill the space. Keep HR on the work he's doing. • This is a burden on the tax payers and no more money should be sunk into it! • This should be self-sufFicient, why use $850,000 of tax dollars. Way too costly • This theatre is beautiful and historic! There is much value in its presence within this community and I hope you make positive changes to increase its viability! • This would be a positive for Dubuque. • Time for an update! • Try to get events more people would go to. No hillbilly music etc. • Try to take off your government hat where tax money is free and make a business decision already, and stop spending more tax money delaying decision • Turn it into a sporting event facility, even large enough for a pool. Create a walkway to the north that connects to parking. Dubuque sorely needs a sporting event center, it would bring in a lot of money for tourism! • Unable to comment • Underground parking garage, expand to the north, elimination of 5th street and parking lot, • Unknown • Unsure • Unsure • Update center to today standards of not old but with class and expand. Bring something to it that will see use of the arena more skating, music, etc. • Update interiors. More theatrical events. • Use for parking or make it a semi open e-mail with little shops • Venue that should continue to be used and enhance the night life of Downtown Dubuque. • Very silly to think of expansion,just throwing money away. • Visit other cities to see how they are winning! FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G137 - �� FEH DESIGf� 8etschAsso�iales • We love events at five flags. Parking is a pain but we deal with it. The best thing you could do is improve seating. As seats are now I hate sitting there so I actually think about that while considering buying tickets. Not everyone is 851bs. • We need a bigger music venue like Moline or Cedar Rapids. • We need a cultural center but what is more cost effective - starting new or renovating? • We need more events at Five Flags. River center seems to be busy with weddings, seminars and banquets. Five Flags could focus more on entertainment, local events and trade shows. Currently, I attend 2 events per year. The target should be attend 6 events at Five Flags per year. The programming is the limiting factor. Facilities upgrades are needed but they are not limiting attendance. • We really enjoyed the Jack Hanna presentation although he was sometimes difficult to hear/understand. We even took our 3 neighbors. • We really enjoyed the symphony concerts held at the UD Heritage center. It would do well to have all the concerts there. More seating, more comfortable, easier access (elevator). Let the 5 flags theater be used for smaller events with its more intimate and historical ambience. • Went to Chicago for hunting and fishing retreats/lodges/trips expo. Would be cool to have one in Dubuque. 100s of outFitters answering questions and giving out brochures. • When the Five Flags was first built I lived in the city. Everyone voiced their opinion about the size (small) it was going to be, we knew no big-name bands that had any current hits would play at Five Flags. I attended when Wolfman Jack Bo Diddley, Jade 50 etc. They played there in the 80's but keep in mind these were fays from the 1950's and 1960's. • While there are some bars and restaurants in the area, there really isn't much when you throw that many extra people in the mix. It would be nice to have more options at the concession stands or even dine in areas or bar areas inside of Five Flags. • Why not partner with the Heritage Center? • With the multiple venues in the immediate vicinity, the need for the area is questionable. • With the revitalization downtown there needs to be better coordination to draw the community there. Better draws into five flags will only help the area. • Would be a great investment. • Would be nice to have a larger venue to attract more artists • Would like to see costs kept to a minimum and hopefully be able to break even eventually and not run at a big deficit every year. • Would like to see the arena seating capacity expanded so that more performers could be booked. • Would love to see bigger country music acts come to Dubuque • Would LOVE to see this as a larger hub for events and a real attempt to draw what typically ends up going to Cedar Rapids, Quad Cities, Madison, etc. • You are truly missing out on an opportunity to offer something that no one in our area offers. I drive to Milwaukee and Madison to see shows frequently. I have seen Slayer in a venue smaller than the 5 flags. People travel to see these bands, and we drink tons of beer ($$$$). Easy money, but I'm sure this is out of the realm of what you are looking for. • You could just permanently close 5th street between Main and Locust and expand the building onto it. • You get out of it what you put in to it. If making money is the ultimate goal then you have to be willing to put some up in the beginning. After some updating Bring in bigger sporting events and bigger name musicians for concerts and that alone will begin the redevelopment. From there, the sky's the limit • You have a great city; you should be able to pull in larger names and events. FIVE FLAGS CIVIC CENTER ASSESSMENT AND STUDY Appendix C: Community Survey Responses Page G138 - �v FEH DESIGf� 8etschAsso�iales • You have a very diverse community and draw in a lot of tourists but our current facility is out of date and doesn't accommodate all • You have an extremely difficult task to have something that works being boxed in to a downtown area with no room for expansion or parking in a market where people are spoiled and have high expectations for amenities and convenience. That being said, look at Codfish Hollow -- they have a cool atmosphere with cool shows and people drive miles, endure very sparse amenities and conditions just to hang out and hear good music. • You need adequate, comfortable, expanded amenities suitable for a crowd of 5,000. Do it right, with popular events/acts, and there's no reason you can't pull in a crowd of 5,000 • Younger people have the exuberance and ideas to attract what people want to see. 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DESIGf� 8etschA�S��iales DRAFT COPY APPENDIX E: CAPITAL COST ESTIMATES FIVE FLAGS CIVIC CENTER ASSESSMENET AND STUDY Appendix E: Capital Cost Estimates ;� FEH DESIGN � BetschAssociates APPENDIX E: Capital Cost Estimates Comparison of Estimated Capital Construction,Repair&Replacement Costs over 15-Yr Projection Period (All figures are shown in current 2078 dollars) • � • � • • • � - - A Expansion/Construction 1 Site Acquisition Site Purchase of convenience store $0 $0 2 Site Construction Site Store demolition $0 $0 3 Site Construction Site Sitework/utility relocation $0 $0 4 Construction Arena FFC Demolition $0 $0 5 Construction Arena FFC Interior Renovation $0 $0 6 Construction Arena Roof Replacement $0 $0 7 Construction Arena Construction of 6000 seat arena and support areas $0 $0 8 Construction Theatre General interior renovation $0 $0 A-Subtotal $0 B Deferred Maintenance 1 Improve building signage Arena Replace existing marquee-Project has been funded $100,000 $200,000 2 Improve building efficiency Arena Replace rooftop package HVAC unit and upgrade system $800,000 $1,600,000 3 Improve building efficiency Arena Replace arena lighting with dimmable LED fixtures $300,000 $600,000 4 Improve building efficiency Arena Replace hard wired dimming system $48,000 $48,000 5 Improve building envelope Arena Replace arena roof $300,000 $600,000 6 Improve building efficiency Arena Replace emergency generator w/natural gas equipm't in 10 years $125,000 $125,000 7 Improve building efficiency Arena Remove existing fuel oil tank in 10 years $200,000 $200,000 8 Improve building envelope Arena Tuck point brick on arena $400,000 $700,000 9 Improve building envelope Arena Insulate walls and roof $400,000 $400,000 10 Improve building envelope Arena Add gutter and drains at entry $30,000 $60,000 11 Improve building circulation Arena Replace elevatorto bring up to code and to increase load capacity $150,000 $200,000 12 Improve finishes Arena Paint interior of arena $300,000 $600,000 13 Improve finishes Arena Repair concrete on arena floor $60,000 $120,000 14 Improve finishes Arena Replace stage curtains $30,000 $30,000 15 Improve building signage Theatre Install marquee/awning at exterior entance $60,000 $60,000 16 Improve building efficiency Theatre Replace original flyrail $300,000 $450,000 17 Improve building efficiency Theatre Prepare structural grid study $7,000 $7,000 18 Improve building envelope Theatre Repair basement stone on theatre $50,000 $50,000 19 Improve building envelope Theatre Tuck point brick on theatre within 10 years $300,000 $300,000 20 Improve building envelope Theatre Replace theatre roof $75,000 $150,000 21 Improve building efficiency Theatre Replace stage lighting and provide LED fixtures in theatre lobby $400,000 $550,000 22 Improve building efficiency Theatre Replace rooftop package HVAC unit and upgrade system $100,000 $100,000 23 Improve building efficiency Theatre Replace stage lighting dimmers $100,000 $140,000 24 Improve finishes Theatre Replace window woodwork and wood structure $50,000 $75,000 25 Improve finishes Theatre Replace stage curtains $50,000 $80,000 26 Improve finishes Theatre Replace stage wood floor $25,000 $25,000 27 Improve finishes Theatre Paint interior of theatre and repair plaster $60,000 $120,000 B-Subtotal $7,590,000 C Life Safety/Code Compliance 1 Increase space on sidewalk Arena Remove entry vestibule and rework entrance $0 $0 2 Provide added safety devices Arena Add defribulators and oxygen recharging stations $0 $0 3 Increase access to seating Arena Move dressing rooms to open up eastern entrance-No solution $0 $0 4 Increase entrance/exit capacity Arena Add doors to exterior walls $0 $0 5 Increase entrance/exit capacity Arena Provide added exits in north wall $0 $0 6 Improve fall protection in theatre Theater Provide fall protection and roof rails $0 $0 7 Need EMS access to balconies Theater Provide new elevator with access to all levels with new platforms $0 $0 C-Subtotal $0 D Security 1 Increase limited visual surveillance Arena Provide video camera system and security office for arena/theatre $0 $0 2 Need protective barriers at exterio Arena Add precast concrete bollards at entrances(24) $0 $0 3 Need detention area Arena Provide security office $0 $0 4 Improve poor box office security Arena Relocate box office with up to date systems $0 $0 5 Improve poor box office security Theater Provide safe alarm for box offices $0 $0 D-Subtotal $0 Appendix E:Capital Cost Estimates Page E-1 APPENDIX E: Capital Cost Estimates Comparison of Estimated Capital Construction,Repair&Replacement Costs over 15-Yr Projection Period (All figures are shown in current 2078 dollars) • � • � • • • � E Event Marketability 1 Improve building access Arena Adjust mailing address to agree with main entrance $0 $0 2 Improve building access Arena Replace ADA ramps to reduce slope $0 $0 3 Reduce pull weight of entrance dc Arena Replace exterior door closers(22) $0 $0 4 Premium seating Arena Provide club seating $0 $0 5 Premium seating Arena Provide private and party suites $0 $0 6 Cannot use dressing rooms in sur Arena Provide air conditioning and heat in locker/dressing rooms $0 $0 7 Increase dressing room capacity Arena Provide 6 large and 2 small dressing rooms $0 $0 8 Improve sound seal at Blue wall Arena Replace operable wall and add east/west walls $0 $0 9 Need increased arena seating ca�Arena No solution $0 $0 10 Need increased arena seating ca�Arena Add seating sections to to the north and east $0 $0 11 Improve inadequate exhaust systi Arena Provide smoke exhaust system $0 $0 12 Cannot create ice in warm weathe Arena No solution $0 $0 13 Cannot create ice in warm weathe Arena Provide new ice floor $0 $0 13 Provide flexible seating arrangerc Arena Replace telescopic seating with seating in separate sections $0 $0 14 Increase rigging capacity and cap Arena Provide expanded rigging grid and provide 150,000 pound capacity $0 $0 15 Increase height to bottom of struc Arena No solution $0 $0 16 Provide better identification of ent Arena Provide enhanced exterior entrance design $0 $0 17 Need increased catering capacity Arena Provide catering kitchen-No solution $0 $0 18 Improve event capability Arena Provide portable staging and risers $0 $0 19 Improve event capability Arena Provide folding tables $0 $0 20 Need adequate wing space for st�Theater No solution $0 $0 21 Need adequate dressing rooms Theater Renovate basement area to provide new dressing rooms $0 $0 22 Increase rigging for sound system Theater Provide rigging points above the stage in the fly loft $0 $0 23 Need adequate space in orchestr Theater Rework orchestra pit floor and add lift $0 $0 24 Improve event capability Theater Provide concert grand piano for theatre and arena $0 $0 25 Improve event capability Theater Provide upright piano $0 $0 26 Improve event capability Theater Provide folding tables $0 $0 27 Improve event capability Theater Provide Street Level offices for the Symphony $0 $0 28 Improve small theatre facility Theater Provide upgrades for black box theatre(Allowance) $0 $0 29 Increase theatre seating capacity Theater Renovate third floor balcony(Allowance)in 10 years $0 $0 E-Subtotal $0 F Patron Amenities 1 Improve poorwi-fi access Arena Provide updated wi-fi system $0 $0 2 Provide weather cover at entrance Arena Add entrance canopy $0 $0 3 Improve ADA and box office acce,Arena Provide drop-off at new entrance(See Life Safety item above) $0 $0 4 Need improved ADA access Arena Renovate existing toilets $0 $0 5 Need improved concession servia Arena Replace concession equipment $0 $0 6 Need improved concession servici Arena Renovate concession stands and provide mobile carts $0 $0 7 Need improved concession servici Arena Provide additional concession stands $0 $0 8 Improve concourse finishes/acou,Arena Replace concourse carpet and floor tile without grout joints $0 $0 9 Provide stroller and wheelchair stc Arena Provide new closet in concourse $0 $0 10 Limited hospitalty and concourse Arena Provide hospitality area and party suites-No solution $0 $0 11 Improve poortheatre acoustics Arena Provide added sound absorption and reflective clouds $0 $0 12 Improve patron comfort Arena Replace 1500 fixed seats $0 $0 13 Improve patron comfort Arena Replace 2400 riser seats $0 $0 14 Improve room acoustics Arena Replace arena sound system $0 $0 15 Need increased toilet capacity Theater Renovate back existing toilet not being used $0 $0 16 Improve finishes in theatre Theater Replace concourse carpet and floor tile without grout joints $0 $0 17 Need largertheatre lobby Theater Renovate arena concourse to serve as expanded theatre lobby $0 $0 18 Improve patron comfort Theater Renovate theatre historic seating $0 $0 19 Improve room acoustics Theater Replace sound system $0 $0 F-Subtotal $0 G Operations 1 Need 2"deck under telescopic se Arena Provide 2"concrete fill under west telescopic risers $0 $0 Appendix E:Capital Cost Estimates Page E-2 APPENDIX E: Capital Cost Estimates Comparison of Estimated Capital Construction,Repair&Replacement Costs over 15-Yr Projection Period (All figures are shown in current 2078 dollars) • � • � • • • � - - 2 Improve inefficient electrical systei Arena Increase electrical capacity(1200 amps)and provide shore power $0 $0 3 Improve inefficient electrical systei Arena Replace feeder cable with 4/0,5 wire cable $5,000 $5,000 4 Improve inadequate loading area:Arena Provide loading dock with 3 service bays and compactor $0 $0 5 Improve number and image of offi Arena Renovate existing administrative office area $0 $0 6 Upgrade production capabilities Arena Remodel press box as a production area $0 $0 7 Upgrade production capabilities Arena Provide arena curtain trussing $0 $0 8 Upgrade production capabilities Arena Provide 21 chain hoists $0 $0 9 Upgrade production capabilities Arena Provide 2 chain hoist motor controls and control cable $0 $0 10 Upgrade production capabilities Arena Provide double hung lighting truss $0 $0 11 Need more space for snow remov Arena Improve access to exterior plaza and sidewalk areas(Allowance) $0 $0 12 Improve limited grease trap capac Arena Provide additional undercountertraps in concession stands $0 $0 13 Need upgraded equipment Arena Replace follower spotlights(4) $0 $0 14 Need upgraded equipment Arena Provide basketball floorwith new finish and storage carts $0 $0 15 Need upgraded equipment Arena Remove existing goals from structure and replace basketball goals $0 $0 16 Improve inefficient electrical systei Theatre Provide shore power at theatre $0 $0 17 Improve inefficient mechanical sys Theatre Replace steam HVAC system with ducted air system in theatre $0 $0 18 Need upgraded equipment Theatre Replace theatre follower spotlights(2) $0 $0 18 Need increased theatre rigging ca Theatre Provide structural modifications for front of stage rigging system $0 $0 19 Improve inadequate office areas Theatre Upgrade theatre office and production areas $0 $0 G-Subtotal $5,000 CONSTRUCTION COST $7,595,000 FEES,FF&E,SOFT COSTS,CONTINGENCY $1,139,250 TOTAL-SCENARIO 1 $8,734,250 Appendix E:Capital Cost Estimates Page E-3 APPENDIX E: Capital Cost Estimates Comparison of Estimated Capital Construction,Repair&Replacement Costs over 15-Yr Projection Period (All figures are shown in current 2018 dollars) . �- - . . - . . . � A Expansion/Construction 1 Site Acquisition Site Purchase of convenience store $0 $0 2 Site Construction Site Store demolition $0 $0 3 Site Construction Site Sitework/utility relocation $0 $0 4 Construction Arena FFC Demolition $0 $0 5 Construction Arena FFC Interior Renovation $0 $0 6 Construction Arena Roof Replacement $0 $0 7 Construction Arena Construction of 6000 seat arena and support areas $0 $0 8 Construction Theatre General interior renovation $0 $0 A-Subtotal $0 B Deferred Maintenance 1 Improve building signage Arena Replace existing marquee-Project has been funded $100,000 $200,000 2 Improve building efficiency Arena Replace rooftop package HVAC unit and upgrade system $800,000 $1,600,000 3 Improve building efficiency Arena Replace arena lighting with dimmable LED fixtures $300,000 $600,000 4 Improve building efficiency Arena Replace hard wired dimming system $48,000 $48,000 5 Improve building envelope Arena Replace arena roof $300,000 $600,000 6 Improve building efficiency Arena Replace emergency generator w/natural gas equipm't in 10 years $125,000 $125,000 7 Improve building efficiency Arena Remove existing fuel oil tank in 10 years $200,000 $200,000 8 Improve building envelope Arena Tuck point brick on arena $400,000 $700,000 9 Improve building envelope Arena Insulate walls and roof $400,000 $400,000 10 Improve building envelope Arena Add gutter and drains at entry $30,000 $60,000 11 Improve building circulation Arena Replace elevatorto bring up to code and to increase load capacity $150,000 $200,000 12 Improve finishes Arena Paint interior of arena $300,000 $600,000 13 Improve finishes Arena Repair concrete on arena floor $60,000 $120,000 14 Improve finishes Arena Replace stage curtains $30,000 $30,000 15 Improve building signage Theatre Install marquee/awning at exterior entance $60,000 $60,000 16 Improve building efficiency Theatre Replace original flyrail $300,000 $450,000 17 Improve building efficiency Theatre Prepare structural grid study $7,000 $7,000 18 Improve building envelope Theatre Repair basement stone on theatre $50,000 $50,000 19 Improve building envelope Theatre Tuck point brick on theatre within 10 years $300,000 $75,000 20 Improve building envelope Theatre Replace theatre roof $75,000 $375,000 21 Improve building efficiency Theatre Replace stage lighting and provide LED fixtures in theatre lobby $400,000 $550,000 22 Improve building efficiency Theatre Replace rooftop package HVAC unit and upgrade system $100,000 $100,000 23 Improve building efficiency Theatre Replace stage lighting dimmers $100,000 $140,000 24 Improve finishes Theatre Replace window woodwork and wood structure $50,000 $75,000 25 Improve finishes Theatre Replace stage curtains $50,000 $80,000 26 Improve finishes Theatre Replace stage wood floor $25,000 $25,000 27 Improve finishes Theatre Paint interior of theatre and repair plaster $60,000 $120,000 B-Subtotal $7,590,000 C Life Safery/Code Compliance 1 Increase space on sidewalk Arena Remove entry vestibule and rework entrance $110,000 $110,000 2 Provide added safety devices Arena Add defribulators and oxygen recharging stations $15,000 $15,000 3 Increase access to seating Arena Move dressing rooms to open up eastern entrance-No solution $0 $0 4 Increase entrance/exit capacity Arena Add doors to exteriorwalls $24,000 $48,000 5 Increase entrance/exit capacity Arena Provide added exits in north wall-No solution $0 $0 6 Improve fall protection in theatre Theater Provide fall protection and roof rails $85,000 $125,000 7 Need EMS access to balconies Theater Provide new elevator with access to all levels with new platforms $250,000 $285,000 C-Subtotal $583,000 D Security 1 Increase limited visual surveillance Arena Provide video camera system and security office for arena/theatre $250,000 $350,000 2 Need protective barriers at exterior Arena Add precast concrete bollards at entrances(24) $50,000 $50,000 3 Need detention area Arena Provide security office $35,000 $35,000 4 Improve poor box office security Arena Relocate box office with up to date systems $85,000 $130,000 5 Improve poor box office security Theater Provide safe alarrn for box offices $15,000 $15,000 D-Subtotal $580,000 E Event Marketability Appendix E:Capital Cost Estimates Page E-4 APPENDIX E: Capital Cost Estimates Comparison of Estimated Capital Construction,Repair&Replacement Costs over 15-Yr Projection Period (All figures are shown in current 2018 dollars) . �- - . . - . . . � 1 Improve building access Arena Adjust mailing address to agree with main entrance $0 $0 2 Improve building access Arena Replace ADA ramps to reduce slope $17,500 $17,500 3 Reduce pull weight of entrance doors Arena Replace exterior door closers(22) $5,500 $5,500 4 Premium seating Arena Provide club seating $150,000 $150,000 5 Premium seating Arena Provide private and party suites-No solution $0 $0 6 Cannot use dressing rooms in summer Arena Provide air conditioning and heat in locker/dressing rooms $300,000 $400,000 7 Increase dressing room capacity Arena Provide 6 large and 2 small dressing rooms-No solution $0 $0 8 Improve sound seal at Blue wall Arena Replace operable wall and add east/west walls $505,000 $505,000 9 Need increased arena seating capacity Arena No solution $0 $0 10 Need increased arena seating capacity Arena Add seating sections to to the north and east $0 $0 11 Improve inadequate exhaust system Arena Provide smoke exhaust system $250,000 $250,000 12 Cannot create ice in warm weather Arena No solution $0 $0 13 Cannot create ice in warm weather Arena Provide new ice floor $0 $0 13 Provide flexible seating arrangements Arena Replace telescopic seating with seating in separate sections $1,300,000 $1,300,000 14 Increase rigging capacity and capability Arena Provide expanded rigging grid and provide 150,000 pound capacity $80,000 $80,000 15 Increase height to bottom of structure Arena No solution $0 $0 16 Provide better identification of entrances Arena Provide enhanced exterior entrance design $250,000 $350,000 17 Need increased catering capacity Arena Provide catering kitchen-No solution $0 $0 18 Improve event capability Arena Provide portable staging and risers $85,000 $85,000 19 Improve event capability Arena Provide folding tables $25,000 $25,000 20 Need adequate wing space for stage Theater No solution $0 $0 21 Need adequate dressing rooms Theater Renovate basement area to provide new dressing rooms $150,000 $150,000 22 Increase rigging for sound system Theater Provide rigging points above the stage in the fly loft $35,000 $35,000 23 Need adequate space in orchestra pit Theater Rework orchestra pit floor and add lift $300,000 $300,000 24 Improve event capability Theater Provide concert grand piano fortheatre and arena $180,000 $180,000 25 Improve event capability Theater Provide upright piano $17,500 $17,500 26 Improve event capability Theater Provide folding tables $15,000 $15,000 27 Improve event capability Theater Provide Street Level offices forthe Symphony $0 $0 28 Improve small theatre facility Theater Provide upgrades for black box theatre(Allowance) $150,000 $225,000 29 Increase theatre seating capacity Theater Renovate third floor balcony(Allowance)in 10 years $350,000 $350,000 E-Subtotal $4,440,500 F Patron Amenities 1 Improve poor wi-fi access Arena Provide updated wi-fi system $250,000 $450,000 2 Provide weather cover at entrance Arena Add entrance canopy $75,000 $75,000 3 Improve ADA and box office access Arena Provide drop-off at new entrance(See Life Safety item above) $0 $0 4 Need improved ADA access Arena Renovate existing toilets $1,000,000 $1,000,000 5 Need improved concession service Arena Replace concession equipment $60,000 $250,000 6 Need improved concession service Arena Renovate concession stands and provide mobile carts $800,000 $1,300,000 7 Need improved concession service Arena Provide additional concession stands $0 $0 8 Improve concourse finishes/acoustics Arena Replace concourse carpet and floortile without groutjoints $150,000 $210,000 9 Provide stroller and wheelchair storage Arena Provide new closet in concourse $15,000 $15,000 10 Limited hospitalty and concourse areas Arena Provide hospitality area and party suites-No solution $0 $0 11 Improve poortheatre acoustics Arena Provide added sound absorption and reflective clouds $65,000 $65,000 12 Improve patron comfort Arena Replace 1500 fixed seats $300,000 $300,000 13 Improve patron comfort Arena Replace 2400 riserseats $1,560,000 $1,560,000 14 Improve room acoustics Arena Replace arena sound system $550,000 $825,000 15 Need increased toilet capacity Theater Renovate back existing toilet not being used $75,000 $75,000 16 Improve finishes in theatre Theater Replace concourse carpet and floor tile without grout joints $45,000 $65,000 17 Need larger theatre lobby Theater Renovate arena concourse to serve as expanded theatre lobby $65,000 $65,000 18 Improve patron comfort Theater Renovate theatre historic seating $187,500 $375,000 19 Improve room acoustics Theater Replace sound system $100,000 $170,000 F-Subtotal $6,800,000 G Operations 1 Need 2"deck undertelescopic seating Arena Provide 2"concrete fill underwest telescopic risers $27,500 $27,500 2 Improve inefficient electrical systems Arena Increase electrical capacity(1200 amps)and provide shore power $175,000 $175,000 3 Improve inefficient electrical systems Arena Replace feeder cable with 4/0,5 wire cable $5,000 $5,000 4 Improve inadequate loading areas Arena Provide loading dock with 3 service bays and compactor $75,000 $75,000 5 Improve number and image of offices Arena Renovate existing administrative office area $210,000 $210,000 6 Upgrade production capabilities Arena Remodel press box as a production area $75,000 $75,000 7 Upgrade production capabilities Arena Provide arena curtain trussing $50,000 $50,000 Appendix E:Capital Cost Estimates Page E-5 APPENDIX E: Capital Cost Estimates Comparison of Estimated Capital Construction,Repair&Replacement Costs over 15-Yr Projection Period (All figures are shown in current 2018 dollars) . �- - . . - . . . � 8 Upgrade production capabilities Arena Provide 21 chain hoists $85,000 $170,000 9 Upgrade production capabilities Arena Provide 2 chain hoist motor controls and control cable $20,000 $40,000 10 Upgrade production capabilities Arena Provide double hung lighting truss $0 $100,000 11 Need more space for snow removal Arena Improve access to exterior plaza and sidewalk areas(Allowance) $0 $25,000 12 Improve limited grease trap capacity Arena Provide additional under counter traps in concession stands $0 $40,000 13 Need upgraded equipment Arena Replace follower spotlights(4) $0 $100,000 14 Need upgraded equipment Arena Provide basketball floorwith newfinish and storage carts $0 $300,000 15 Need upgraded equipment Arena Remove existing goals from structure and replace basketball goals $0 $100,000 16 Improve inefficient electrical systems Theatre Provide shore power at theatre $0 $75,000 17 Improve inefficient mechanical systems Theatre Replace steam HVAC system with ducted air system in theatre $0 $500,000 18 Need upgraded equipment Theatre Replace theatre follower spotlights(2) $0 $50,000 18 Need increased theatre rigging capacity Theatre Provide structural modifications forfront of stage rigging system $0 $300,000 19 Improve inadequate office areas Theatre Upgrade theatre office and production areas $0 $50,000 G-Subtotal $2,467,500 CONSTRUCTION COST $22,461,000 FEES,FF&E,SOFT COSTS,CONTINGENCY $3,369,150 TOTAL-SCENARIO 2 $25,830,150 Appendix E:Capital Cost Estimates Page E-6 APPENDIX E: Capital Cost Estimates Comparison of Estimated Capital Construction,Repair 8�Replacement Costs over 15-Yr Projection Period (All figures are shown in current 2018 dollars) . � • • • . . . • • • � . . . . . � A Expansion/Construction 1 Site Acquisition Site Purchase of convenience store $1,000,000 $1,000,000 2 Site Construction Site Store demolition $125,000 $125,000 3 Site Construction Site Sitework/utility relocation $2,500,000 $2,500,000 4 Construction Arena FFC Demolition $0 $0 5 Construction Arena FFC Interior Renovation $5,920,685 $5,920,585 6 Construction Arena Roof Replacement $3,100,800 $3,100,800 7 Construction Arena Construction of 6000 seat arena addition and support areas $20,145,550 $20,145,550 8 Construction Theatre Generalinteriorrenovation $1,190,930 $1,190,930 A-Subtotal $33,982,865 B Deferred Maintenance 1 Improve building signage Arena Replace existing marquee-Project has been funded $100,000 $100,000 2 Improve building efficiency Arena Replace rooftop package HVAC unit and upgrade system $0 $0 3 Improve building efficiency Arena Replace arena lighting with dimmable LED fixtures $0 $0 4 Improve building efficiency Arena Replace hard wired dimming system $0 $0 5 Improve building envelope Arena Replace arena roof $0 $0 6 Improve building efficiency Arena Replace emergency generator w/natural gas equipm't in 10 years $0 $0 7 Improve building efficiency Arena Remove existing fuel oil tank in 10 years $0 $0 8 Improve building envelope Arena Tuck point brick on arena $400,000 $700,000 9 Improve building envelope Arena Insulate walls and roof $0 $0 10 Improve building envelope Arena Add gutter and drains at entry $0 $0 11 Improve building circulation Arena Replace elevator to bring up to code-In construction cost $0 $0 12 Improve finishes Arena Paint interior of arena $0 $0 13 Improve finishes Arena Repair concrete on arena floor $60,000 $120,000 14 Improve finishes Arena Replace stage curtains-In construction cost $0 $0 15 Improve building signage Theatre Install marquee/awning at exterior entance $60,000 $60,000 16 Improve building efficiency Theatre Replace original flyrail $300,000 $450,000 17 Improve building efficiency Theatre Prepare structural grid study $7,000 $7,000 18 Improve building envelope Theatre Repair basement stone on theatre $50,000 $50,000 19 Improve building envelope Theatre Tuck point brick on theatre within 10 years $300,000 $300,000 20 Improve building envelope Theatre Replace theatre roof $75,000 $150,000 21 Improve building efficiency Theatre Replace stage lighting and provide LED fixtures in theatre lobby $400,000 $550,000 22 Improve building efficiency Theatre Replace rooftop package HVAC unit and upgrade system $100,000 $100,000 23 Improve building efficiency Theatre Replace stage lighting dimmers $100,000 $140,000 24 Improve finishes Theatre Replace window woodwork and wood structure $50,000 $75,000 25 Improve finishes Theatre Replace stage cuAains $50,000 $80,000 26 Improve finishes Theatre Replace stage wood floor $25,000 $25,000 27 Improve finishes Theatre Paint interior of theatre and repair plaster $60,000 $120,000 B-Subtotal $3,027,000 C Life Safety/Code Compliance 1 Increase space on sidewalk Arena Remove entry vestibule and rework entrance $0 $0 2 Provide added safety devices Arena Add defribulators and oxygen recharging stations $15,000 $15,000 3 Increase access to seating Arena Move dressing rooms at eastern entrance-In construction cost $0 $0 4 Increase entrance/exit capacity Arena Add doors to exterior walls $0 $0 5 Increase entrance/exit capacity Arena Provide added exits in north wall-In construction cost $0 $0 6 Improve fall protection in theatre Theater Provide fall protection and roof rails $85,000 $125,000 7 Need EMS access to balconies Theater Provide new elevator with access to all levels with new platforms $250,000 $285,000 C-Subtotal $425,000 D Security 1 Increase limited visual surveillance Arena Provide video camera system and security office for arena/theatre $250,000 $350,000 2 Need protective barriers at exterior Arena Add precast concrete bollards at entrances(24) $50,000 $50,000 3 Need detention area Arena Provide security office-In construction cost $0 $0 4 Improve poor box office security Arena Relocate box office with up to date systems-In construction cost $0 $0 5 Improve poor box office security Theater Provide safe alarm for box offices-In construction cost $0 $0 D-Subtotal $400,000 Appendix E:Capital Cost Estimates Page E-7 APPENDIX E: Capital Cost Estimates Comparison of Estimated Capital Construction,Repair 8�Replacement Costs over 15-Yr Projection Period (All figures are shown in current 2018 dollars) . � • • • . . . • • • � . . . . . � E Event Marketability 1 Improve building access Arena Adjust mailing address to agree with main entrance $0 $0 2 Improve building access Arena Replace ADA ramps to reduce slope $0 $0 3 Reduce pull weight of entrance doors Arena Replace exterior door closers(22) $0 $0 4 Premium seating Arena Provide club seating $0 $0 5 Premium seating Arena Provide private and party suites-In construction cost $0 $0 6 Cannot use dressing rooms in summer Arena Provide HVAC to locker/dressing rooms-In construction cost $0 $0 7 Increase dressing room capacity Arena Provide 6 large and 2 small dressing rooms-In construction cost $0 $0 8 Improve sound seal at Blue wall Arena Replace operable wall-In construction cost $0 $0 9 Need increased arena seating capacity Arena Add seating sections to the north and east-In construction cost $0 $0 10 Improve inadequate exhaust system Arena Provide smoke exhaust system-In construction cost $0 $0 11 Cannot create ice in warm weather Arena Provide new ice floor-In construction cost $0 $0 12 Provide flexible seating arrangements Arena Replace telescopic seating with seating in separate sections $1,300,000 $1,300,000 13 Increase rigging capacity and capability Arena Provide 150,000 pound rigging grid-In construction cost $0 $0 14 Increase height to bottom of structure Arena Remove existing structure and raise roof-In construction cost $0 $0 15 Provide better identification of entrances Arena Provide enhanced exterior entrance design-In construction cost $0 $0 16 Need increased catering capacity Arena Provide catering kitchen-In construction cost $0 $0 17 Improve event capability Arena Provide portable staging and risers-In FF&E $0 $0 18 Improve event capability Arena Provide folding tables-In FF&E $0 $0 19 Need adequate wing space for stage Theater No solution $0 $0 20 Need adequate dressing rooms Theater Renovate Street Level for new dressing rooms-In construction cost $0 $0 21 Increase rigging for sound system Theater Provide rigging points above the stage in the fly loft $35,000 $35,000 22 Need adequate space in orchestra pit Theater Rework orchestra pit floor and add lift $300,000 $300,000 23 Improve event capability Theater Provide upright piano $17,500 $17,500 24 Improve event capability Theater Provide concert grand piano for theatre and arena $180,000 $180,000 25 Improve event capability Theater Provide folding tables-In FF&E $0 $0 26 Improve event capability Theater Provide Street Level offices for Symphony-In construction cost $0 $0 27 Improve small theatre facility Theater Provide upgrades for black box theatre(Allowance) $150,000 $225,000 28 Increase theatre seating capacity Theater Renovate third floor balcony(Allowance)in 10 years $350,000 $350,000 E-Subtotal $2,407,500 F Patron Amenities 1 Improve poorwi-fi access Arena Provide updated wi-fi system-In construction cost $0 $0 2 Provide weather cover at entrance Arena Add entrance canopy -In construction cost $0 $0 3 Improve ADA and box office access Arena Provide drop-off at new entrance(See Life Safety item above) $0 $0 4 Need improved ADA access Arena Renovate existing toilets and add fixtures -In construction cost $0 $0 5 Need improved concession service Arena Replace concession equipment $60,000 $250,000 6 Need improved concession service Arena Renovate concession stands and add mobile carts-In construction cos $0 $0 7 Need improved concession service Arena Add concession stands and merchandising -In construction cost $0 $0 8 Improve concourse finishes/acoustics Arena Replace concourse carpet and floor tile without grout joints -In constr� $0 $0 9 Provide stroller and wheelchair storage Arena Provide new closet in concourse-In construction cost $0 $0 10 Limited hospitalty and concourse areas Arena Provide hospitality area and party suites-In construction cost $0 $0 11 Improve poortheatre acoustics Arena Provide added sound absorption and reflective clouds $65,000 $65,000 12 Improve patron comfort Arena Replace 1500 fixed seats $337,500 $337,500 13 Improve patron comfort Arena Replace 2400 riser seats $0 $0 14 Improve room acoustics Arena Replace arena sound system -In construction cost $0 $0 15 Need increased toilet capacity Theater Provide new Street Level toilets-In construction cost $0 $0 16 Improve finishes in theatre Theater Replace concourse carpet and floor tile without grout joints $45,000 $65,000 17 Need larger theatre lobby Theater Renovate Street Level as expanded theatre lobby-In construction cos $0 $0 18 Improve patron comfort Theater Renovate theatre historic seating $187,500 $375,000 19 Improve room acoustics Theater Replace sound system $100,000 $170,000 F-Subtotal $1,262,500 G Operations 1 Need 2"deck under telescopic seating Arena Provide 2"concrete fill underwest telescopic risers-In construction co: $0 $0 2 Improve inefficient electrical systems Arena Increase electrical capacity(1200 amps)and provide shore power-In c $0 $0 3 Improve inefficient electrical systems Arena Replace feeder cable with 4/0,5 wire cable-In construction cost $0 $0 4 Improve inadequate loading areas Arena Provide loading dock with 3 service bays and compactor-In constructic $0 $0 5 Improve number and image of offices Arena Renovate existing administrative office area-In construction cost $0 $0 Appendix E:Capital Cost Estimates Page E-8 APPENDIX E: Capital Cost Estimates Comparison of Estimated Capital Construction,Repair 8�Replacement Costs over 15-Yr Projection Period (All figures are shown in current 2018 dollars) . � • • • . . . • • • � . . . . . � 6 Upgrade production capabilities Arena Remodel press box as a production area-In construction cost $0 $0 7 Upgrade production capabilities Arena Provide arena curtain trussing-In construction cost $0 $0 8 Upgrade production capabilities Arena Provide 21 chain hoists $85,000 $170,000 9 Upgrade production capabilities Arena Provide 2 chain hoist motor controls and control cable $20,000 $40,000 10 Upgrade production capabilities Arena Provide double hung lighting truss-In construction cost $0 $0 11 Need more space for snow removal Arena Improve access to exterior plaza and sidewalk areas -In construction c $0 $0 12 Improve limited grease trap capacity Arena Provide additional undercountertraps in concession stands-In constr� $0 $0 13 Need upgraded equipment Arena Replace follower spotlights(4)-In FF&E $0 $0 14 Need upgraded equipment Arena Provide basketball floor with new finish and storage carts-In FF&E $0 $0 15 Need upgraded equipment Arena Remove existing goals from structure and replace basketball goals-In $0 $0 16 Improve staff efficiency Arena Provide 2 production offices-In Construction Cost $0 $0 17 Eliminate circulation conflicts Arena Provide new dressing rooms on north side-In Construction Cost $0 $0 18 Eliminate circulation conflicts Arena Provide storage space on north side-In Construction Cost $0 $0 19 Need storage space Arena Provide staging space in the back-of-house-In Construction Cost $0 $0 20 Improve proximity of concession storage Arena Provide centrally located commissary-In Construction Cost $0 $0 21 Need cold concession storage Arena Provide cold storage in each new stand-In Construction Cost $0 $0 22 Need more food prep space for catering Arena Provide catering kitchen-In Construction Cost $0 $0 23 Need more space for tornado protection Arena Provide added safe areas-In Construction Cost $0 $0 24 Need space for scene shop and storage Theatre Renovate Street Level to create space-In Construction Cost $0 $0 25 Improve inefficient electrical systems Theatre Provide shore power at theatre $75,000 $75,000 26 Improve inefficient mechanical systems Theatre Replace steam HVAC system with ducted air system in theatre $500,000 $500,000 27 Need upgraded equipment Theatre Replace theatre follower spotlights(2) $30,000 $50,000 28 Need increased theatre rigging capacity Theatre Provide structural modifications forfront of stage rigging system $300,000 $300,000 29 Improve inadequate office areas Theatre Upgrade theatre office and production areas-In construction cost $0 $0 G-Subtotal $1,135,000 CONSTRUCTION COST $42,639,865 FEES,FF&E,SOFT COSTS,CONTINGENCY $6,395,980 TOTAL-SCENARIO 3 $49,035,845 Appendix E:Capital Cost Estimates Page E-9 APPENDIX E: Capital Cost Estimates Comparison of Estimated Capital Construction,Repair&Replacement Costs over 15-Yr Projection Period (All figures are shown in current 2018 dollars) . �- - . . . . . . . � A Expansion/Construction 1 Site Acquisition Site Purchase of convenience store $1,000,000 $1,000,000 2 Site Construction Site Store demolition $125,000 $125,000 3 Site Construction Site Sitework/utility relocation $2,750,000 $2,750,000 4 Construction Arena FFC Demolition $1,345,212 $1,345,212 5 Construction Arena FFC Interior Renovation $142,500 $142,500 6 Construction Arena Roof Replacement $0 $0 7 Construction Arena Construction of 6000 seat arena and support areas $48,847,870 $48,847,870 8 Construction Theatre General interior renovation $856,635 $856,635 A-Subtotal $55,067,217 B Deferred Maintenance 1 Improve building signage Arena Replace existing marquee-Project has been funded $100,000 $100,000 2 Improve building efficiency Arena Replace rooftop package HVAC unit and upgrade system $0 $0 3 Improve building efficiency Arena Replace arena lighting with dimmable LED fixtures $0 $0 4 Improve building efficiency Arena Replace hard wired dimming system $0 $0 5 Improve building envelope Arena Replace arena roof $0 $0 6 Improve building efficiency Arena Replace emergency generator w/natural gas equipm't in 10 years $0 $0 7 Improve building efficiency Arena Remove existing fuel oil tank in 10 years $0 $0 8 Improve building envelope Arena Tuck point brick on arena $400,000 $700,000 9 Improve building envelope Arena Insulate walls and roof $0 $0 10 Improve building envelope Arena Add gutter and drains at entry $0 $0 11 Improve building circulation Arena Replace elevatorto bring up to code-In construction cost $0 $0 12 Improve finishes Arena Paint interior of arena $0 $0 13 Improve finishes Arena Repair concrete on arena floor $60,000 $120,000 14 Improve finishes Arena Replace stage curtains-In construction cost $0 $0 15 Improve building signage Theatre Install marquee/awning at exterior entance $60,000 $60,000 16 Improve building efficiency Theatre Replace original flyrail $300,000 $450,000 17 Improve building efficiency Theatre Prepare structural grid study $7,000 $7,000 18 Improve building envelope Theatre Repair basement stone on theatre $50,000 $50,000 19 Improve building envelope Theatre Tuck point brick on theatre within 10 years $300,000 $300,000 20 Improve building envelope Theatre Replace theatre roof $75,000 $150,000 21 Improve building efficiency Theatre Replace stage lighting and provide LED fixtures in theatre lobby $400,000 $550,000 22 Improve building efficiency Theatre Replace rooftop package HVAC unit and upgrade system $100,000 $100,000 23 Improve building efficiency Theatre Replace stage lighting dimmers $100,000 $140,000 24 Improve finishes Theatre Replace window woodwork and wood structure $50,000 $75,000 25 Improve finishes Theatre Replace stage curtains $50,000 $80,000 26 Improve finishes Theatre Replace stage wood floor $25,000 $25,000 27 Improve finishes Theatre Paint interior of theatre and repair plaster $60,000 $120,000 B-Subtotal $3,027,000 C Life Safery/Code Compliance 1 Increase space on sidewalk Arena Remove entry vestibule and rework entrance $0 $0 2 Provide added safety devices Arena Add defribulators and oxygen recharging stations $15,000 $15,000 3 Increase access to seating Arena Move dressing rooms at eastem entrance-In construction cost $0 $0 4 Increase entrance/exit capacity Arena Add doors to exteriorwalls $0 $0 5 Increase entrance/exit capacity Arena Provide added exits in north wall-In construction cost $0 $0 6 Improve fall protection in theatre Theater Provide fall protection and roof rails $85,000 $125,000 7 Need EMS access to balconies Theater Provide new elevator with access to all levels with new platforms $250,000 $285,000 C-Subtotal $425,000 D Security 1 Increase limited visual surveillance Arena Provide video camera system and security office for arena/theatre $250,000 $350,000 2 Need protective barriers at exterior Arena Add precast concrete bollards at entrances(24) $50,000 $50,000 3 Need detention area Arena Provide security office-In construction cost $0 $0 4 Improve poor box office security Arena Relocate box office with up to date systems-In construction cost $0 $0 5 Improve poor box office security Theater Provide safe alarrn for box offices-In construction cost $0 $0 D-Subtotal $400,000 E Event Marketability Appendix E:Capital Cost Estimates Page E-10 APPENDIX E: Capital Cost Estimates Comparison of Estimated Capital Construction,Repair&Replacement Costs over 15-Yr Projection Period (All figures are shown in current 2018 dollars) . �- - . . . . . . . � 1 Improve building access Arena Adjust mailing address to agree with main entrance $0 $0 2 Improve building access Arena Replace ADA ramps to reduce slope $0 $0 3 Reduce pull weight of entrance doors Arena Replace exterior door closers(22) $0 $0 4 Premium seating Arena Provide club seating $0 $0 5 Premium seating Arena Provide private and party suites-In construction cost $0 $0 6 Cannot use dressing rooms in summer Arena Provide HVAC to locker/dressing rooms-In construction cost $0 $0 7 Increase dressing room capacity Arena Provide 6 large and 2 small dressing rooms-In construction cost $0 $0 8 Improve sound seal at Blue wall Arena Replace operable wall-In construction cost $0 $0 9 Need increased arena seating capacity Arena Add seating sections to the north and east-In construction cost $0 $0 10 Improve inadequate exhaust system Arena Provide smoke exhaust system-In construction cost $0 $0 11 Cannot create ice in warm weather Arena Provide new ice floor-In construction cost $0 $0 12 Provide flexible seating arrangements Arena Replace telescopic seating with seating in separate sections-In constru $0 $0 13 Increase rigging capacity and capability Arena Provide 150,000 pound rigging grid-In construction cost $0 $0 14 Increase height to bottom of structure Arena Remove existing structure and raise roof-In construction cost $0 $0 15 Provide better identification of entrances Arena Provide enhanced exterior entrance design-In construction cost $0 $0 16 Need increased catering capacity Arena Provide catering kitchen-In construction cost $0 $0 17 Improve event capability Arena Provide portable staging and risers-In FF&E $0 $0 18 Improve event capability Arena Provide folding tables-In FF&E $0 $0 19 Need adequate wing space for stage Theater No solution $0 $0 20 Need adequate dressing rooms Theater Renovate Street Level for new dressing rooms-In construction cost $0 $0 21 Increase rigging for sound system Theater Provide rigging points above the stage in the fly loft $35,000 $35,000 22 Need adequate space in orchestra pit Theater Rework orchestra pit floor and add lift $300,000 $300,000 23 Improve event capability Theater Provide concert grand piano fortheatre and arena $180,000 $180,000 24 Improve event capability Theater Provide upright piano $17,500 $17,500 25 Improve event capability Theater Provide folding tables-In FF&E $0 $0 26 Improve event capability Theater Provide Street Level offices for Symphony-In construction cost $0 $0 27 Improve small theatre facility Theater Provide upgrades for black box theatre(Allowance) $150,000 $225,000 28 Increase theatre seating capacity Theater Renovate third floor balcony(Allowance)in 10 years $350,000 $350,000 E-Subtotal $1,107,500 F Patron Amenities 1 Improve poor wi-fi access Arena Provide updated wi-fi system-In construction cost $0 $0 2 Provide weather cover at entrance Arena Add entrance canopy -In construction cost $0 $0 3 Improve ADA and box office access Arena Provide drop-off at new entrance(See Life Safety item above) $0 $0 4 Need improved ADA access Arena Renovate existing toilets and add fixtures -In construction cost $0 $0 5 Need improved concession service Arena Replace concession equipment $60,000 $250,000 6 Need improved concession service Arena Renovate concession stands and add mobile carts-In construction cost $0 $0 7 Need improved concession service Arena Add concession stands and merchandising -In construction cost $0 $0 8 Improve concourse finishes/acoustics Arena Replace concourse carpet and floor tile without grout joints -In construc $0 $0 9 Provide stroller and wheelchair storage Arena Provide new closet in concourse-In construction cost $0 $0 10 Limited hospitalty and concourse areas Arena Provide hospitality area and party suites-In construction cost $0 $0 11 Improve poortheatre acoustics Arena Provide added sound absorption and reflective clouds $65,000 $65,000 12 Improve patron comfort Arena Replace 1500 fixed seats $0 $0 13 Improve patron comfort Arena Replace 2400 riser seats-In construction cost $0 $0 14 Improve room acoustics Arena Replace arena sound system -In construction cost $0 $0 15 Need increased toilet capacity Theater Provide new Street Level toilets-In construction cost $0 $0 16 Improve finishes in theatre Theater Replace concourse carpet and floor tile without grout joints $45,000 $65,000 17 Need larger theatre lobby Theater Renovate Street Level as expanded theatre lobby-In construction cost $0 $0 18 Improve patron comfort Theater Renovate theatre historic seating $187,500 $375,000 19 Improve room acoustics Theater Replace sound system $100,000 $170,000 F-Subtotal $925,000 G Operations 1 Need 2"deck undertelescopic seating Arena Provide 2"concrete fill underwest telescopic risers-In construction cost $0 $0 2 Improve inefficient electrical systems Arena Increase electrical capacity(1200 amps)and provide shore power-In cc $0 $0 3 Improve inefficient electrical systems Arena Replace feeder cable with 4/0,5 wire cable-In construction cost $0 $0 4 Improve inadequate loading areas Arena Provide loading docks with compactor-In construction cost $0 $0 5 Improve number and image of offices Arena Renovate existing administrative office area-In construction cost $0 $0 6 Upgrade production capabilities Arena Remodel press box as a production area-In construction cost $0 $0 7 Upgrade production capabilities Arena Provide arena curtain trussing-In construction cost $0 $0 Appendix E:Capital Cost Estimates Page E-11 APPENDIX E: Capital Cost Estimates Comparison of Estimated Capital Construction,Repair&Replacement Costs over 15-Yr Projection Period (All figures are shown in current 2018 dollars) . �- - . . . . . . . � 8 Upgrade production capabilities Arena Provide 21 chain hoists $85,000 $170,000 9 Upgrade production capabilities Arena Provide 2 chain hoist motor controls and control cable $20,000 $40,000 10 Upgrade production capabilities Arena Provide double hung lighting truss-In construction cost $0 $0 11 Need more space for snow removal Arena Improve access to exterior plaza and sidewalk areas -In construction cc $0 $0 12 Improve limited grease trap capacity Arena Provide additional under counter traps in concession stands-In constru� $0 $0 13 Need upgraded equipment Arena Replace follower spotlights(4)-In FFS�E $0 $0 14 Need upgraded equipment Arena Provide basketball floor with new finish and storage carts-In FF&E $0 $0 15 Need upgraded equipment Arena Remove existing goals from structure and replace basketball goals-In F $0 $0 16 Improve staff efficiency Arena Provide 2 production offices-In Construction Cost $0 $0 17 Eliminate circulation conflicts Arena Provide new dressing rooms on north side-In Construction Cost $0 $0 18 Eliminate circulation conflicts Arena Provide storage space on north side-In Construction Cost $0 $0 19 Need storage space Arena Provide staging space in the back-of-house-In Construction Cost $0 $0 20 Improve proximity of concession storage Arena Provide centrally located commissary-In Construction Cost $0 $0 21 Need cold concession storage Arena Provide cold storage in each new stand-In Construction Cost $0 $0 22 Need more food prep space for catering Arena Provide catering kitchen-In Construction Cost $0 $0 23 Need more space for tomado protection Arena Provide added safe areas-In Construction Cost $0 $0 24 Need space for scene shop and storage Theatre Renovate Street Level to create space-In Construction Cost $0 $0 25 Improve inefficient electrical systems Theatre Provide shore power at theatre $75,000 $75,000 26 Improve inefficient mechanical systems Theatre Replace steam HVAC system with ducted air system in theatre $500,000 $500,000 27 Need upgraded equipment Theatre Replace theatre follower spotlights(2) $30,000 $50,000 28 Need increased theatre rigging capacity Theatre Provide structural modifications forfront of stage rigging system $300,000 $300,000 29 Improve inadequate office areas Theatre Upgrade theatre office and production areas-In construction cost $0 $0 G-Subtotal $1,135,000 CONSTRUCTION COST $62,086,717 FEES,FF&E,SOFT COSTS,CONTINGENCY $9,313,008 TOTAL-SCENARIO 4 $71,399,725 Appendix E:Capital Cost Estimates Page E-12 APPENDIX E: Capital Cost Estimates Comparison of Estimated Capital Construction,Repair&Replacement Costs over 15-Yr Projection Period (All figures are shown in current 2018 dollars) U front Ca ital Costs Expansion/Construction $0 $0 $33,982,865 $55,067,217 Deferred Maintenance $4,070,000 $4,070,000 $1,712,000 $1,712,000 Life Safety/Code Compliance $0 $484,000 $350,000 $350,000 Security $0 $435,000 $300,000 $300,000 Event Marketability $0 $3,815,500 $1,982,500 $682,500 Patron Amenities $0 $5,297,500 $795,000 $457,500 Operations $5,000 $2,102,500 $1,010,000 $1,010,000 Hard Construction Costs $4,075,000 $16,204,500 $40,132,365 $59,579,217 Soft Construction Costs $611,250 $2,430,675 $6,019,855 $8,936,883 Total Construction Costs $4,686,250 $18,635,175 $46,152,220 $68,516,100 Upfront Plus Capital Costs Years 1-15 Expansion/Construction $0 $0 $33,982,865 $55,067,217 Deferred Maintenance $7,590,000 $7,590,000 $3,027,000 $3,027,000 Life Safety/Code Compliance $0 $583,000 $425,000 $425,000 Security $0 $580,000 $400,000 $400,000 Event Marketability $0 $4,440,500 $2,407,500 $1,107,500 Patron Amenities $0 $6,800,000 $1,262,500 $925,000 Operations $5,000 $2,467,500 $1,135,000 $1,135,000 Hard Construction Costs $7,595,000 $22,461,000 $42,639,865 $62,086,717 Soft Construction Costs $1,139,250 $3,369,150 $6,395,980 $9,313,008 Total Construction Costs $8,734,250 $25,830,150 $49,035,845 $71,399,725 Appendix E:Capital Cost Estimates Page E-13