Public Presentation of the Schmitt Island Development & Sports Complex Feasibility Study Copyrighted
March 17, 2025
City of Dubuque WORK SESSION #
City Council
ITEM TITLE: 5:15 PM - Public Presentation of the Schmitt Island
Development & Sports Complex Feasibility Study
SUMMARY: RDG Planning & Design and Johnson Consulting will present
on the Schmitt Island Development & Sports Complex
Feasibility Study.
SUGGUESTED
DISPOSITION:
ATTACHMENTS:
1. MVM Memo
2. DRA Donation of Study Letter
3. Dubuque Initiatives Letter
4. Sport Complex Feasibility Study Presentation
5. Schmitt Island Sport Complex Feasibility Study_Final Version_Uploaded 3.24.25
6. Schmitt Island Development & Sports Complex Feasibility Study_Previous
Version_Updated 3.17.25
7. Schmitt Island Development & Sports Complex Feasibility Study_Previous Version
Page 10 of 959
TO:The Honorable Mayor and City Council Members
FROM:Michael C. Van Milligen, City Manager
SUBJECT:Public Presentation of the Schmitt Island Development & Sports Complex
Feasibility Study
DATE:March 11, 2025
The Dubuque Racing Association (DRA) commissioned a sports complex facility
feasibility study with funding support from Dubuque Initiatives. The DRA has donated
the study results to the City of Dubuque so the information will be available to anyone in
the community considering working on such a project.
The public presentation of the Schmitt Island Development & Sports Complex Feasibility
Study by RDG Planning & Design and Johnson Consulting will be held at the work
session at 5:15 p.m. on March 17, 2025.
_____________________________________
Michael C. Van Milligen
MCVM:sv
Attachment
cc: Crenna Brumwell, City Attorney
Cori Burbach, Assistant City Manager
Brian Rakestraw, Interim President and CEO Dubuque Racing Association
Page 11 of 959
Page 12 of 959
March 4, 2025
City Hall
50 W 13th Street
Dubuque, Iowa 52001
City Manager Michael Van Milligen
Honorable Members of the Dubuque City Council
Dubuque Initiatives, Inc. is a sustainable, non-profit organization, working as a
community partner and catalyst, to undertake challenging projects involving job creation
and/or community revitalization that supports a viable, livable and equitable community.
In that role our Board of Directors consider a wide range of community needs and
opportunities. Recently we have come to believe that the development of enhanced
sports facilities and sports tourism capacity is an important part of Dubuque being a
“community of choice” for residents and newcomers.
However, while we are open to being part of the solution to increasing that capacity, we
do not believe that there is a comprehensive community strategy on the issue and such
a vision needs to exist in order for Dubuque Initiatives to effectively engage. Given the
level of complexity and cost, and sometimes conflicting visions, that come with major
sports facilities we felt it appropriate to assist in helping inform such a comprehensive
vision.
Dubuque Initiatives provided funding assistance to the Dubuque Racing Association to
undertake a Sports Facility Feasibility Study, the results of which were to be made
available to the City. It is our hope that this study will help inform a comprehensive
vision for sports facilities and sports tourism capacity in the community.
Dubuque Initiatives will continue to be engaged in this important discussion.
Sincerely,
Kevin Lynch
Dubuque Initiatives, President
(563) 582-2655
klynch@net-smart.net
Page 13 of 959
June 20, 2017
SPORTS COMPLEX
FEASIBILITY STUDY
MARCH 2025
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2Schmitt Island
Agenda
1.Project Background & Overview
2.Stakeholder Engagement
3.Market Overview
4.National Trends
5.Public Input Survey
6.Analysis & Opportunities
7.Facility Design
8.Economic Impacts
Page 15 of 959
3
Acknowledgements
Participants
City of Dubuque
Court One
Dream Center
Dubuque Community Schools
Dubuque County Basketball Academy
Dubuque Fighting Saints Hockey
Dubuque Figure Skating
Dubuque Initiatives
Dubuque Soccer Club
Dubuque Volleyball
Fossils Hockey
Greater Dubuque Development
Holy Family Catholics Schools
ImOn Arena
Loras College
Miller Development Group
Northeast Iowa Community College
Q Casino + Resort
Senior Saints Hockey
Travel Dubuque
University of Dubuque
Project Partners Design Team
2,031
Survey Respondents
Schmitt Island
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4Schmitt Island
Project Background
& Overview
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5Schmitt Island
The Why
Project Context
Over the past several years, numerous Dubuque community leaders, parents and youth have expressed a desire to have a destination facility within the region that can help satisfy the demands for local sports organizations while also serving as a destination facility to host regional tournaments for club sports, university athletics and high school activities. While the growth of sports tourism related activities has been steadily increasing – with more than 200 million sports tourism travelers in 2023 – the benefits of a sports complex go beyond visitation and the associated spending, including:
1.Promote Fulfillment. Improving the quality of life for all Dubuque Citizens.2.Desirable Location. Creating a community of first choice, helping to attract and retain talent that use athletic facilities.
Objectives
RDG Planning & Design in partnership with Johnson Consulting, was retained to evaluate the feasibility of a sports complex within Dubuque, specifically on Schmitt Island. Key objectives of the feasibility study include the following:
1.Market Assessment. To determine if there is a market for sports tourism related athletics within Dubuque.2.Improvement Initiatives. To create a sports complex development program that addresses the gaps and opportunities within the marketplace, while also serving as a key asset for the community.3.Growth Strategy. To outline an actionable, implementable and financially feasible development plan.4.Profitability and Rewards. To identify the economic impacts and benefits of a sports complex.5.Financial Ability. To establish the costs and steps necessary to move the project forward.
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6Schmitt Island
The Why
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7Schmitt Island
Stakeholder
Engagement
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8Schmitt Island
Stakeholder Engagement
Key Themes
Evident Gap
in the Sports
Market
Participant &
Economic
Leakage
Sports
Tourism
Potential
Partnership
Opportunity
(P3)
Employer/
Employee
Recruitment/
Retention
Paradigm Shift
from Local
Facilities
Key Takeaway: Majority of stakeholders agreed that Dubuque would benefit from additional athletic offerings. Page 21 of 959
12Schmitt Island
Market Overview
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13Schmitt Island
Market Overview
Population
2024 59,635
2029 59,356
Median Income
2024 $66,647
2029 $75,612
Key Takeaway: As the drive-time radius is expanded, the average propensity to spend on sports increases.
Dubuque Population, Income & Sports
Spending
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14Schmitt Island
Market Overview
Comparable Geographies-
Population
•The population of Dubuque is just
under 60,000 residents.
•There is a large population to pull
from when expanding to the
larger region.
•Within 4 hours of Dubuque, there
are nearly 20 million people.
= 50,000 people
Dubuque
30 minutes
90 minutes
2000 2010 2024 2029 CAGR*
2010-2024
CAGR*
2024-2029
USA 281,421,906 308,745,538 338,440,954 344,873,411 0.7%0.4%
Iowa 2,926,324 3,046,355 3,236,114 3,275,570 0.4%0.2%
Dubuque 57,816 57,617 59,635 59,356 0.2%-0.1%
Schmitt Island (30 minutes)113,850 120,003 124,963 125,000 0.3%0.0%
Schmitt Island (90 minutes)1,149,389 1,207,838 1,267,049 1,269,561 0.3%0.0%
Schmitt Island (240 minutes)18,448,309 19,285,244 19,567,095 19,454,997 0.1%-0.1%
*Compounded Annual Growth Rate
Sources: Esri, Johnson Consulting
Population
Key Takeaway: a new sports and recreation complex in Dubuque should be regionally oriented to capture a larger pool of participants. Page 24 of 959
15Schmitt Island
Market Overview
Key Takeaway: As the drive-time radius is expanded, the average propensity to spend on sports increases
Comparable Geographies-Population, Income &
Sports Spending
•Despite having a comparatively lower median
household income, the percentage of disposable
income on sports is only 4% under the national
average, demonstrating a high propensity to spend
extra household income on sports and recreation.
Median
Disposable
Income
Fees for
Participant Sports
Membership Fees
for
Social/Recreation/
Health Clubs
Admission to
Sports Events
Total Sports
Spending
% of Disposable
Income Spent on
Sports Events
% of Disposable Income
Spent on Sports Events,
Indexed to National
Average*
United States $63,562 $133 $302 $79 $515 0.810%100
Iowa $59,890 $116 $266 $79 $461 0.771%95
Dubuque $55,427 $107 $251 $73 $431 0.777%96
Schmitt Island (30 minutes)$60,617 $118 $273 $80 $472 0.778%96
Schmitt Island (90 minutes)$60,671 $121 $279 $82 $482 0.794%98
Schmitt Island (240 minutes)$63,297 $130 $300 $84 $514 0.812%100
*Where 100 is average, 110 is 10% above average, and 90 is 10% below average
Sources: Esri, Johnson Consulting
Disposable Income and Average Household Sports Spending
2024 2029 CAGR*
United States $79,068 $91,442 3.0%
Iowa $74,738 $83,750 2.3%
Dubuque $66,647 $75,612 2.6%
Schmitt Island (30 minutes)$75,102 $84,530 2.4%
Schmitt Island (90 minutes)$76,143 $86,177 2.5%
Schmitt Island (240 minutes)$79,873 $91,365 2.7%
*Compound annual growth rate
Sources: Esri, Johnson Consulting
Median Household Income
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16Schmitt Island
Market Overview
Hotel Inventory (100+ rooms or more)
As reported by CoStar:•50 total hotel properties; 6 hotels with more than 100 rooms.•2,682 total hotel rooms in the market.•2 proposed hotels (160 rooms and 97 rooms)
Key Takeaway: Hotel supply may be a limiting factor in attracting regional and national events and visitors. On the other hand, a regional sports complex would positively impact the local hotel market.
Schmitt IslandSources: CoStar, Johnson Consulting
Local Hotel Market Performance
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Oc
c
u
p
a
n
c
y
AD
R
&
R
e
v
P
A
R
Average Daily Rate (ADR)Revenue per Available Room (RevPAR)Occupancy
$120.51
$68.17
56.6%
*Map includes hotels with 100 or more hotel rooms.
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17Schmitt Island
Market Overview
Regional Sports & Recreation Market
Baseball/Softball Diamonds:•Dubuque is missing a high-quality concentration of baseball/softball diamonds.•Largest facility in the region: Prairie Ridge Sports Complex with 17 diamonds. •Prospect Meadows is the closest tournament quality in Cedar Rapids with 8 fields. •Largest facilities in Dubuque is the Dubuque Sports Complex and McAleece Park - 4 diamonds each.
Key Takeaway: Dubuque does not have a sufficient baseball/softball facility; existing facilities have limited availability due to demand and quality.
Facility Fields
1 Prairie Ridge Youth Sports Complex 17
2 Grimes Sports Complex 13
3 TBK Bank Sports Complex 10
4 Janesville Youth Sports Complex 10
5 Haban Park 12
Source: Relevant Facilities, Johnson Consulting
Notable Baseball Facilities
Dubuque
# of surfaces
1 2
3
4 5
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18Schmitt Island
Market Overview
Regional Sports & Recreation Market
Indoor Facilities•Dubuque lacks a large indoor recreation facility with more than 4 courts within one facility.•The local school district offers the highest concentration of indoor courts but the level demand and availability at the schools result in limited utility across all user groups.
Key Takeaway: Dubuque lacks sufficient baseball/softball facility; existing facilities have limited availability due to demand and quality.
Dubuque
# of surfaces
Facility Courts
1 TBK Bank Sports Complex 8
2 Game on Sports/Sandlot Sports CR 5
3 Pleasant Prairie Rec Plex 12
4 Community First Champion Center 8
5 Romeoville Athletic & Events Center 8
Source: Relevant Facilities, Johnson Consulting
Notable Indoor Facilities
1
2
3
4
5
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20Schmitt Island
Market Overview
Regional Sports & Recreation Market
Multipurpose Outdoor Fields:
•Dubuque does not offer a sufficient number of
quality multipurpose outdoor fields.
•The two largest soccer complexes within the
region have over 30 fields, Fond Du Lac Soccer
Complex and Stuart Sports Complex, but are
both located approximately 160 miles away
from Schmitt Island.
•The largest concentration of outdoor fields are
located on school grounds, presenting similar
challenges as the indoor court space.
Key Takeaway: Dubuque does not have sufficient outdoor, quality field supply for local or regional use.
Dubuque
# of surfaces
Facility Fields
1 Tuma Sports Complex 22
2 Fond Du Lac Soccer Complex 32
3 Mercyhealth Sportscore One 18
4 Stuart Sports Complex 31
Source: Relevant Facilities, Johnson Consulting
Notable Soccer Facilities
1
2
3
4
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21Schmitt Island
Market Overview
Regional Sports & Recreation Market
Regional Ice:•The ImOn Arena is the only Ice sheet within 30-minutes of Dubuque and one of 4 facilities within a 90-minute drivetime of Dubuque. •The closest two rink facilities are in Madison and Cedar Rapids. •Largest facility in the region is Graham Arena Complex with 4 sheets. •A second sheet of ice would double the number of peak ice hours and make Schmitt Island’s ImOn Arena eligible to compete with those facilities in Madison and Cedar Rapids for tournaments. •The Chicagoland area has a large number of rinks, but the sport is so popular that ice time is still limited and costly. A second sheet of ice might be able to attract tournaments from the Chicagoland area.
Key Takeaway: Dubuque could attract more events and tournaments with a higher concentration of ice sheets.
Dubuque
# of surfaces
Facility Rinks
1 Graham Arena Complex 4
2 ImOn Ice Arena 2
3 Capitol Ice Arena 2
4 Canlan Ice Sports 3
5 Woodman's Sports & Convention Center 2
Source: Relevant Facilities, Johnson Consulting
Notable Hockey Facilities
2
1
3
4
5
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22Schmitt Island
Market Overview
Regional Sports & Recreation Market
Local Ice Facility Usage:•ImOn Arena on Schmitt Island is the only ice sheet in Dubuque.•The ImOn Arena is booked almost every weekday from 6am to 9pm, indicating there is enough participation in the Dubuque area to expand to two rinks. •An extra sheet of ice would allow more practice time for local organizations, allowing for the growth of ice sports and events.•ImOn would also be able to double their peak ice hours bringing in more revenue, which is 5pm-10pm daily.
Key Takeaway: An additional ice sheet on Schmitt Island would enable expanded programming, increasing participation and opportunities for new events at ImOn Arena, transforming it from a local hub to a regional destination.
Winter 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
6:00 AM
6:30 AM
7:00 AM
7:30 AM
8:00 AM
8:30 AM
9:00 AM
9:30 AM
10:00 AM
10:30 AM
11:00 AM
11:30 AM
12:00 PM
12:30 PM
1:00 PM
1:30 PM
2:00 PM
2:30 PM
3:00 PM
3:30 PM
4:00 PM
4:30 PM
5:00 PM
5:30 PM
6:00 PM
6:30 PM
7:00 PM
7:30 PM
8:00 PM
8:30 PM
9:00 PM
9:30 PM
10:00 PM
10:30 PM
11:00 PM
11:30 PM
12:00 AM
DYHA - Dubuque Youth Hockey
DBQ High School
Northern Lights
DBQ Figure Skating
Dubuque Senior Saints Hockey
Fossils
UWP
Loras
PSE ( Chad Remakel)
East Iowa Hockey (Chris Burch)
University of Dubuque
Fighting Saints
Public Skate
Stick and Puck
Learn to Skate
Figure Skating Lesson
El Paso Rhinos
Zamboni/Maintenance
USHL
Brett Boeing Private Lesson
Senior Skate
Fossils League Tournament
Prime NonPrme Special
5pm-10pm 9am-5pm 6am-9am
$289 $200 Varies
Source: ImOn Arena, Johnson Consulting
2024
ImOn Arena Rentla Rates
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23Schmitt Island
National Trends
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24Schmitt Island
Participation Trends
Sports Participation
•Sports per participant has dropped from
2.14 to 1.73 from 2012 to 2023.
•Total sports participation has increased
by 10.4M since 2020 and has reached a
new high since 2012.
•With the trend of specialization in
sports, participants are continuing to
hone into one sport but in more year-
round fashion as opposed to seasonally.
Source: SFIA, Johnson Consulting
Team Sport Participation & Sports Per Participant
131.6M 131.6M 129.7M 132.3M 133.5M 132.6M 131.7M 130.3M 126.0M 126.4M 128.9M 136.3M
2.14 2.06 2.02 1.99 1.94 1.97 1.92 1.84 1.88 1.85 1.82 1.73
0
0.5
1
1.5
2
2.5
3
0
40
80
120
160
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Total Sport Participants Sports Per Participant
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25Schmitt Island
Participation Trends
Sports Trends
•Nationally, baseball, softball, and football are seeing decreases in participation. It should be noted that the Dubuque participation rates may be higher or increasing, but nonetheless are limited due to availability facilities.
•Ice hockey, figure skating, basketball, volleyball, cheerleading, and gymnastics are all seeing significant increases in participation levels.
Baseball*Softball*Football Lacrosse Outdoor Soccer
-4.9%-0.6%-5.1%6.5%4.5%
Source: NSGA Sports Participation Survey, Johnson Consulting
Percentage Change
*These are national participation trends and not representative of Dubuque's local increased popularity in
Baseball and Softball
Change in Outdoor Sports Participation Trends (2020-2023)
Sport
Ice Hockey Figure Skating
8.7%8.4%
Source: NSGA Sports Participation Survey, Johnson Consulting
Percentage Change
Sport
Basketball Volleyball Cheerleading Gymnastics
1.1%8.5%8.5%22.8%
Sources: NSGA Sports Participation Survey, Johnson Consulting
Change in Indoor Sports Participation Trends (2020-2023)
Sport
Percentage Change
Change in Ice Sports Participation Trends (2020-2023)
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26Schmitt Island
Participation Trends
Sports Penetration Methodology
•Total Population multiplied by individual sport participation rate to get each sport’s total potential market penetration.
•Total potential market penetration was multiplied by each sports custom penetration rate.
•Custom penetration rates were determined by
•Sports surfaces deficiency rate, which measures how well Dubuque provides facilities to residents relative to other similarly sized communities.
•Dubuque’s market share of sports tourism facilities in the area.
Population
National
Participation Rates
by Sport
Total Estimated
DemandXX=CHJC Estimated Market
Penetration RatePopulationNational Participation Rates by Sport
CHJC Estimated Market Penetration Rate
Total Estimated Demand
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28Schmitt Island
Participation Trends
Sports Penetration Methodology
•The chart shows the increase in utilization to Dubuque sports facilities if additional surfaces were built.
•A facility that competes for tournaments and events within a 90-Minute drivetime radius would have a minimum of
•4 indoor basketball courts
•8 baseball/softball diamonds
•A facility that competes for tournaments and events within a 240-Minute drivetime radius would have a minimum of
•8 indoor basketball courts
•12 baseball/softball diamonds
•Adding additional surfaces would greatly increase Dubuque facilities’ total sport participation number with the largest being in Indoor Sports and Baseball Diamonds.
•2 sheets of ice
•8 soccer fields
•3 sheets of ice
•12 soccer fields
Key Takeaway: The potential market penetration significantly increases when considering a regional or national sports complex. Page 36 of 959
29Schmitt Island
Public Input Survey
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30Schmitt Island
Public Input Survey
2,031
Survey Respondents
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31Schmitt Island
Public Input Survey
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32Schmitt Island
What Can the Dubuque Market Support?
Indoor
Multipurpose
Courts
Indoor
Multipurpose
(Turf)
Ice Rinks
Baseball/
Softball
Diamonds
Outdoor
Multipurpose
Rectangular
Field
Market Demand
Opportunity
in Dubuque
Sports Tourism
Opportunity
in Dubuque
Development
Opportunity on
Schmitt Island
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33Schmitt Island
Comparative
Analysis
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34Schmitt Island
Comparative Market Analysis
Selected Facilities
Community First
Champions Center
Appleton, WI
TBK Bank Sports
Complex
Bettendorf, IA
MidAmerican
Energy Company
RecPlex
West Des Moines, IA
FunCity Turf &
FunCity Courts
Burlington, IA
1 2
3 4
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39Schmitt Island
Comparative Market Analysis
Market Attributes (90- minute radius)
•Within 30-minutes, Dubuque ranks at
or below average for population,
median age, household income, and
sports spending.
•Within 90-minutes, Dubuque is at or
above average.
Key Takeaway: The total population in the 90-minute market also exceeds 1.2 million residents, significantly expanding the pool of users a sports development on Schmitt Island may draw from.
Source: ESRI, Johnson Consulting
MidAmerican Energy
Company RecPlex
West Des Moines, IA
FunCity Courts &
FunCity Turf
Burlington, IA
2024 Market Attributes (90-Minute Drive-Time Catchment)
Schmitt Island
Dubuque, IA
Community First
Champion Center
Appleton, WI
TBK Bank Sports
Complex
Bettendorf, IA
1,267,245
1,832,088
1,458,294
1,143,981
661,200
Total Population
$76,160 $75,395
$70,027
$79,768
$65,521
Median Household Income
40
41
40
37
39
Median Age
$616 $590
$554
$645
$503
Average Household Spend on Sports
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40Schmitt Island
Comparative Market Analysis
Placer.Ai Benchmarking
•Schmitt Island is already an
established local
destination.
•Highest dwell time and
highest visitor frequency
•TBK Bank Sports Complex &
MidAmerican Energy
Company RecPlex attract
the most visitors and most
non-local visitors.
•Sports tourism orientation
Key Takeaway: Not only is Dubuque failing to attract more visitors than neighboring markets, Dubuque residents are leaving the community and visiting competing markets to access athletic facilities.
ImOn Arena,
McAleece
Park, &
Petrakis Park
Community
First
Champion
Center
TBK Bank
Sports
Complex
MidAmerican
Energy
Company
RecPlex
FunCity
Courts &
FunCity Turf
2023 Total Visitation 135,318 592,382 1,421,860 875,335 118,167
Avg. Dwell Time (minutes)213 151 134 129 157
Visitor Frequency*6.4 3.8 4.7 4.4 3.3
2023 % Non-local Visitors**6%14%20%22%24%
*Visitor Frequency defined by average times a visitor attends a facility
**Defined as visitors traveling from over 100 miles away
Note: Data for Mercyhealth Sportscores only reflects visitation to Sportscore Two
Source: Placer.ai, Johnson Consulting
Placer.ai Data Comparison
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41Schmitt Island
Comparative Market Analysis
Placer.Ai Benchmarking
•TBK Bank Sports Complex
received over 18,000 visits
from Dubuque residents in
the last 12 months.
Key Takeaway: Competitive regional facilities are attracting Dubuque athletes and families, leaking sports tourism economic and fiscal impacts outside of Dubuque.
*Visitors to Facility from Nov 1, 2023 - Nov 1, 2024
Source: Placer.AI, Johnson Consulting
MidAmerican Energy
Company RecPlex
West Des Moines, IA
FunCity Courts &
FunCity Turf
Burlington, IA
TBK Bank Sports
Complex
Bettendorf, IA
# of Visitors from the Dubuque Metro Area
Community First
Champion Center
Appleton, WI
881
18,201
6,372
3,889
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42Schmitt Island
Analysis &
Opportunities
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43Schmitt Island
Analysis & Opportunities
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44Schmitt Island
Scenarios
A B C
D E F
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45A
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46B
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47C
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48D
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49E
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50F
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Scenarios
Grading Criteria
•Project Goals / Vision
•Market Projections – Usage, Revenue
•Construction Cost
•Operations Cost
•Life Cycle Cost
•Future Considerations
•Site Considerations – Access, Views,
Parking, Utilities, Floodway
•Building Considerations – Construction
Type, Soils, Connections
•LWCF
51
Schmitt Island
Diagram Legend
•Blue Buildings: Entry, Offices, Lockers (Aggregate Area)
•Orange: Court Sports Basketball, VB, Pckl , Wrstlg
•Yellow Turf Sports – Softball, Soccer, LAX
•Purple Ice Sheet
•Green Fields – Baseball, Softball, Soccer, Lax, FB
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52Schmitt Island
Scenarios Initial Viability
A B C
D E F
•Doesn’t capture the
opportunity
•Over-ambitious target goal
•Cost doesn’t align with market
targets
•Indoor turf
•Two Facilities
•Doesn’t capture the
opportunity potential
• Field-only development
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53Schmitt Island
Scenarios Initial Target
A B C
D E F
Scenario F
•Creates the Wow factor
•Aligns with Development Plan - Focuses on Schmitt
Island
•Captures the opportunity – Indoor Ice & Courts
•Scale aligns with initial cost models – Site costs, LWCF
•Funding Streams
•Shared Operations with ImOn Arena
•Leaves space for the Field
•New Baseball / Softball
•Potential Multipurpose Field
•Potential Indoor Fieldhouse
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54Schmitt Island
Facility Design
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55Schmitt Island
Facility Design
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56Schmitt Island
Facility Design
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57Schmitt Island
Facility Design
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58Schmitt Island
Facility Design
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59Schmitt Island
Facility Design
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61Schmitt Island
Program Ice Facility
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63Schmitt Island
Program Multipurpose Court Facility
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64Schmitt Island
Economic Impacts
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65Schmitt Island
Economic Impacts
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66Schmitt Island
One Time Construction Impact
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67Schmitt Island
Summary
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68Schmitt Island
Summary, Next Steps
•Clear Local and Regional Demand
•Facility Must Have Regional Appeal, Scale
•Economic Impacts Can Be Substantial
•Adjacent Amenities
•Equity
•Will Need Public Private Partnership
•Funding!
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69Schmitt Island
Thank You
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70Schmitt Island
Operating Model
Public Private Public/Private Public/Nonprofit
Public Amenity Revenue Generation Varies Community Interest &
Social Responsibility
10 1 5 6
Deficit Profit Varies Breakeven
Sports Complex Ownership/Operating Models
Intended Purpose
Level of Public Access (Scale of 1 to 10)
Financial Outcomes
Public
Usage
Revenue
Generating
Public
Usage
Revenue
Generating
Public
Usage
Revenue
Generating
Public
Usage
Revenue
Generating
Page 72 of 959
Schmitt Island Development &
Sports Complex Feasibility Study
February 2025
Page 73 of 959
TABLE OF CONTENTS
2
SE
C
T
I
O
N 2 PAGE 17:
Market Assessment & Regional Facility Audit
SE
C
T
I
O
N 1 PAGE 3:
Introduction
SE
C
T
I
O
N 3 PAGE 47:
Participation Trends & Comparative Market Analysis
SE
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Demand Projections , Economic & Fiscal
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Market Supportable Program Recommendations
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1.1 Introduction
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4
Introduction
Transmittal Letter
Re: Schmitt Island Development & Sports Complex Market Feasibility Study
DRA:
C.H. Johnson Consulting, Inc. (Johnson Consulting) is pleased to submit this report to you regarding the Market Feasibility Study for Schmitt Island Development &
Sports Complex. Pursuant to our engagement, this report update fulfills the scope of work outlined in the statement of work submitted by Johnson Consulting to The
Dubuque Racing Association on June 8th, 2024.
Johnson Consulting has no responsibility to update this report for events, plan modifications, and circumstances occurring after the date of this report. The findings
presented herein reflect analyses of primary and secondary sources of information. Johnson Consulting used sources deemed to be reliable but cannot guarantee their
accuracy. Moreover, some of the estimates and analyses presented in this study are based on trends and assumptions, which can result in differences between
projected results and actual results. Because events and circumstances frequently do not occur as expected, those differences may be material. This report is intended
for the Client’s internal use and cannot be used for project underwriting purposes without Johnson Consulting’s written consent.
We have enjoyed serving you on this engagement and look forward to providing you with continuing service.
Sincerely,
C.H. Johnson Consulting, Inc
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5
Introduction
Study Introduction & Methodology
Johnson Consulting was retained by the Dubuque Racing Association (DRA) to conduct a
market feasibility study for a potential sports complex on Schmitt Island. The study aims to
foster the ability of the DRA and the City, as well as any local partner organizations, to make
informed decisions regarding the development and continuing operation of a complex. The
proposal document submitted to the DRA by Johnson Consulting outlines detailed services for
the study. Broadly, the objective of this study is to answer the following questions:
What do the characteristics of the local market suggest about Schmitt Island/Dubuque’s
ability to support this potential complex?
What trends within the sports and entertainment industry could impact the project?
What is the overall market opportunity for a new sports complex in Dubuque?
What approach positions the DRA to advance the planning and development of the project?
In order to answer the questions above, Johnson Consulting developed and executed a
comprehensive methodology for the study, which is illustrated by the figure on the right. The
observations, analysis, and conclusions of the study will be presented throughout the remaining
sections of this report.
Market Opportunity
Assessment
Market
Analysis
Real Estate
Analysis
Industry
Trends
Implementation
Roadmap
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6
Introduction
Project Overview
Schmitt Island is a part of Dubuque which is a mid-sized city in Iowa on the
Mississippi river bordering Wisconsin and Illinois. Dubuque has recently focused on
tourism as it is able to attract regional visitors partially due to its picturesque bluffs,
proximity to the Field of Dreams Movie Site and other local attractions. Schmitt
Island’s Q Casino and ImOn Ice Arena serve as entertainment destinations for the
city. Schmitt Island also serves the community as a recreation hub as the Ice Arena
and four baseball diamonds at McAleece Park provides practice times for local
sports organizations. Longstanding plans to further development Schmitt Island
have included expanding these two sports related assets to enhance the
functionality of the island. Not only would extra or updated fields provide the
community with an asset but could potentially serve to attract sports tourism to the
island and city. Additionally, any new complex on the island’s south side would pair
well with the Q Casino’s updated family entertainment center and amphitheater,
further cementing Schmitt Island as a regional destination.
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1.2 Executive Summary
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8
Introduction
Executive Summary - Market Assessment
Johnson Consulting recognizes that sports complexes are crucial to community sports
organizations and are highly beneficial to a community’s tourism industry. The Dubuque
region lacks any large-scale sports complex and currently the community uses any available
inventory of school and park facilities in Dubuque, but these facilities often face challenges
with availability and quality. Through our market analysis, stakeholder engagement, industry
trends research, and case study research, Johnson Consulting believes that there is an
opportunity to introduce a new venue to the Dubuque market with a unique opportunity to
serve the area’s residents and visitors.
The Dubuque metro area has positive economic indicators such as above average median
household income and low unemployment rates. While these factors would indicate future
economic growth in Dubuque, the city is losing young families to larger markets. The exodus
from Dubuque is partially due to manufacturing jobs leaving the market, but it is also due to
the lack of family focused assets, like a sports complex. This is also evident in the region’s
below average spending on sports participation fees, which can indicate either a lack of
willingness to spend on fees or a lack of facilities on which to spend those dollars.
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9
Introduction
Executive Summary - Facility Audit
As seen by the map on the right, the Dubuque region is deficient in all types of
major sports facilities. Other metro areas such as Des Moines, Cedar Rapids, the
Quad Cities, Chicago or Milwaukee have venues with large concentrations of
surfaces which provides assets for the communities and are used to attract large
youth sports tournaments. Dubuque’s local organizations rely on school and park
courts for practices and games but the lack of surfaces at a single location and the
lack of quality surfaces prevents the region from hosting youth sports tournaments.
Local organizations indicated that the lack of available surface time prevents the
growth of their organizations and inhibits them from hosting regional tournaments.
Dubuque’s inability to host youth sports tournaments has led to participants and
their families traveling to different markets for tourism, resulting in dollars leaking to
other markets for local use and sports tourism.
Legend
Dubuque
# of surfaces
Baseball
Hockey
Basketball
Soccer
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10
Introduction
Executive Summary - Stakeholder Engagement
Johnson Consulting met with a wide variety of local organizations in order to gauge
the level of interest for a new sports complex on Schmitt Island. It is crucial to
engage with a wide variety of individuals and organizations throughout the area and
industry to better inform the study’s observations and conclusions. The list to the
right details to whom Johnson Consulting spoke through the course of the project.
•Northern Iowa Community College
•Mayor of Dubuque
•Miller Development
•Court One
•City of Dubuque City Manager
•City of Dubuque Leisure Services
Director
•City of Dubuque Director of Office of
Shared Prosperity and Neighborhood
Support
•City of Dubuque Recreation Division
Manager
•Dubuque Youth Volleyball
•Dubuque Senior Saints Hockey
•Dubuque Fossils Hockey
•Dubuque Fighting Saints Hockey
•Loras College Athletic Director and
VP Student Services
•Holy Family Catholic Schools
•ImOn Arena (Dubuque)
•University of Dubuque Soccer
•Dubuque Soccer Club
•Greater Dubuque Development Corp
•Dubuque Community Schools
•Travel Dubuque
•Q Casino
•Dubuque Dream Center
•Dubuque Figure Skating
•Peosta Community Center
•Dubuque County Basketball
Academy
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11
Introduction
Executive Summary - Sports Participation Trends
Specialization has led to a decrease in sports per participant. Athletes are
dedicating themselves to one or two sports rather than playing multiple sports. This
has led to the increased popularity of club teams that compete in weekend
tournaments that often require traveling. Nationally, sports historically dominated by
girls (like volleyball, gymnastics and cheerleading) are increasing in popularity in
part due to the rise of female sports stars like Caitlin Clark and Simone Biles. Ice
sports have also increased their national popularity as the high fixed costs
associated with sports like hockey are easier to justify, if an athlete is playing year-
round rather than seasonally. Locally, the popularity of sports is often capped by the
number of facilities available. Indoor sports and ice sports in Dubuque are capped
due to the lack of courts and ice rinks. Additional surfaces would likely grow the
popularity of these sports in Dubuque.
Source: SFIA, Johnson Consulting
Team Sport Participation & Sports Per Participant
132M 132M 130M 132M 133M 133M 132M 130M 126M 126M 129M 136M
2.14 2.06 2.02 1.99 1.94 1.97 1.92 1.84 1.88 1.85 1.82 1.73
0
0.5
1
1.5
2
2.5
3
0
40
80
120
160
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Total Sport Participants Sports Per Participant
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12
Introduction
Executive Summary - Case Studies
Johnson Consulting analyzed 4 case studies in order to inform
recommendations for a sports and recreation complex in Dubuque relative
to development, operations, financing, and best practices. When comparing
Dubuque, and further, Schmitt Island to the case study set, Schmitt Island
offers positive attributes such as proximity to existing entertainment options.
However, limiting conditions were also identified, such as hotel supply and
proximity to a major airport. The design of the case study facilities also
offered examples of how a multipurpose sports complex can serve multiple
sports and other uses, such as the seasonal ice rink in Appleton.
Additionally, case study research provided examples on initial and ongoing
development and financing structures that have been successful in other
markets, including public-private-partnerships and municipal funding tools.
Detailed profiles of each case study facility, as well as a benchmarking
exercise, can be found in Section 3 of this report.
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13
Introduction
Executive Summary – Market Supportable Recommendations
The Consulting team developed several different scenarios for potential
developments on Schmitt Island. The optimal scenario involves 6 additional
basketball courts and an additional ice rink to the existing ImOn Arena. This would
provide local sports organizations that use either ice rinks or hardwood surfaces a
place to practice and host tournaments. The price elasticity of rental rates in the
market may prove to be a challenge for the indoor courts, but their ability to host
tournaments for multiple sports like basketball, volleyball, wrestling and
cheerleading should increase the demand for the facility. While outdoor sports like
baseball and soccer are important to the city and locally popular, Schmitt Island’s
size and development attributes restrict any sizeable development of outdoor fields.
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14
Introduction
Executive Summary – Development Impacts
To properly estimate the demand and associated fiscal and economic impacts for a
new development on Schmitt Island including a multipurpose indoor court facility
and an addition to the ice arena complex, the historical operations at existing
athletic facilities were extensively analyzed, paired with feedback from local user
groups. This information was synthesized to develop recommendations relative to
the facility program which informed the demand projections and the resulting
impacts of the development. A detailed analysis of this work can be found in section
5 of this report.
As shown in Year 5, often considered the year of stabilization for sports complex
facilities, the ice arena complex is projected to generate $5.7 million in total
spending and $600,000 in tax revenues, while the indoor sports complex is
projected to generate $16.6 million in total spending and $1.1 million in total tax
revenues.
Ice Arena Complex - Dubuque, IA
Economic and Fiscal Impacts - Local and
Regional Tournaments / Special Events
Year 5
Economic Impact ($M)
Direct Spending $4.0
Indirect Spending 0.9
Induced Spending 0.8
Total Spending $5.7
Increased Earnings $1.1
Employment (FTE jobs)53
Fiscal Impact ($000)
State Sales Tax $0.2
County Sales Tax 0.04
County TOT 0.3
Total $0.6
Source: Johnson Consulting
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Introduction
Executive Summary - Observations
Johnson Consulting recognizes that sports complexes are crucial to community sports organizations and highly beneficial to a community’s tourism industry. The
Dubuque region lacks any large-scale sports complex and currently the community uses any available inventory of school and park facilities in Dubuque. Through our
market analysis, stakeholder engagement, industry trends research, and case studies Johnson Consulting believes that there is an opportunity for Schmitt Island to
introduce a new venue to the Dubuque market with a unique opportunity to serve the area’s residents and visitors.
The Dubuque metro area has positive economic indicators such as above average median household income and low unemployment rates. While these factors would
indicate future economic growth in Dubuque, the city is losing young families to larger markets. The slight decline in the Dubuque population base can be attributed
partially due to manufacturing jobs leaving the market, but it can also be due in part to the lack of family focused assets like a sports complex. This is also evident in the
regions below average spending on sports participation fees which indicates either a lack of willingness to spend on fees or a lack of a facility on which to spend those
fees.
The Dubuque region is severely lacking in all kinds of sports surfaces. Other metro areas such as Des Moines, Cedar Rapids, the Quad Cities, Chicago or Madison
have large concentrations of surfaces which provides assets for the communities and are used to attract large youth sports tournaments. Dubuque’s local organizations
rely on school and park courts for practices and games and the lack of surfaces at a single location and the lack of quality surfaces prevents the region from hosting
sports tournaments. Local organizations indicated to us that the lack of available surface time prevents the growth of their organizations and inhibits them from hosting
regional tournaments. With Dubuque’s inability to host youth sports tournaments, parents travel to different markets every week which not only frustrates parents but it
means large amounts of spending is leaving the region for other markets.
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Introduction
Executive Summary - Observations
Specialization has led to a decrease in sports per participant. Kids are dedicating themselves to one or two sports rather than playing a wide variety of sports, year-
round. This has led to the increased popularity of club teams that play in weekend tournaments that often requires traveling. Nationally, sports historically dominated by
girls (like volleyball, gymnastics and cheerleading) are increasing in popularity in part due to the rise of female sports stars like Caitlin Clark and Simone Biles. Ice sports
have also increased their national popularity as the high fixed costs associated with sports like hockey are easier to justify if (due to specialization) an athlete is playing
year-round rather than seasonally. Locally, the popularity of sports is often capped by the number of facilities available. Indoor sports and ice sports in Dubuque are
capped due to the lack of courts and ice rinks. Additional courts would likely grow the popularity of these sports in Dubuque.
When analyzing case studies, Schmitt Island has a lot of positive attributes especially their proximity to existing entertainment options. Commonly, these facilities are
located in close proximity to entertainment and retail; the upcoming family entertainment center at the Q Casino will complement a potential new sports complex on
Schmitt Island. However, Dubuque is behind in several key factors like number of nearby hotels and distance to a major airport compared to markets with a similar
development such as Appleton, Des Moines and the Quad Cities. Any space should be built with multi-sport capabilities like the Community First Champion Center in
Appleton, Wisconsin which has an ice rink that can be converted into basketball courts. Most of these facilities operate using a public-private-partnership and were
financed through a variety of methods such as hotel taxes, TIFs and city bonds.
Johnson Consulting helped develop several different scenarios for potential developments on Schmitt Island. The optimal scenario involves 6 additional basketball
courts and an additional ice rink to the existing ImOn Arena. This would allow local sports organizations that use either ice rinks or hardwood surfaces a place to practice
and host tournaments. While outdoor sports like baseball and soccer are important to the city and locally popular, Schmitt Island’s size restricts any sizeable
development of outdoor fields. The price elasticity of rental rates in the market may prove to be a challenge for the indoor courts, but their ability to host multiple sports
like basketball, volleyball, wrestling and cheerleading should increase the demand for the facility.
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2. Market Assessment
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2.1 Economic & Demographic Trends
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19
Market Assessment
Overview
Dubuque is located in Eastern Iowa on the Mississippi River bordering
Wisconsin and Illinois. As of 2024, Dubuque has a population of 59,635 making
it the 11 th biggest city in the state of Iowa. Unlike the rest of Iowa which is
relatively flat, Dubuque is located in the Driftless Region and is situated on
bluffs, giving it a hilly terrain compared to the rest of Iowa. While Dubuque’s
economy has traditionally relied on manufacturing, the city needs to diversify its
economy to grow. The region has a modest tourism draw, partially because of
the “Field of Dreams” movie site which is located in nearby Dyersville. However,
Dubuque can be difficult to travel to:
•Air: Dubuque lost its air service back in January of 2024, but its regional
airport regained limited service in November of 2024 with flights to Chicago.
Previously, Dubuque residents had to drive to nearby markets to fly. Now,
travel to and from Dubuque can be done completely via air.
•Highway: Dubuque is not connected to any major Interstate, so in order to
drive to Dubuque only major highways like U.S Highway 20 and U.S Highway
151 are available.
As shown by the map on the right the 30-, 90-, and 240-minute drivetime
catchments reach as far East as Chicago, as far South as Springfield, IL, as far
West as Des Moines and as far North as Wausau, WI.
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20
Market Assessment
Population
The resident population of the city of Dubuque was 59,635 persons in 2024. The 30-, 90-, and 240-minute drive time catchment areas, reflecting the draw of a potential
new Schmitt Island Sports Complex, had populations ranging from 124,963 to 19,567,095. Between 2010 and 2024, the population of the city of Dubuque increased at
an average rate of 0.2 percent per annum. These growth rates were below that of Iowa and the nation. From 2024 to 2029, the population of Dubuque is forecasted to
grow at an average rate of negative 0.1 percent per annum. Growth rates in these markets are consistent with the 240-minute drivetime catchment but well below the
state and national forecasts. As regional deindustrialized continues, jobs and workers will continue to leave the region at larger rates.
2000 2010 2024 2029 CAGR*
2010-2024
CAGR*
2024-2029
USA 281,421,906 308,745,538 338,440,954 344,873,411 0.7%0.4%
Iowa 2,926,324 3,046,355 3,236,114 3,275,570 0.4%0.2%
Dubuque 57,816 57,617 59,635 59,356 0.2%-0.1%
Schmitt Island (30 minutes)113,850 120,003 124,963 125,000 0.3%0.0%
Schmitt Island (90 minutes)1,149,389 1,207,838 1,267,049 1,269,561 0.3%0.0%
Schmitt Island (240 minutes)18,448,309 19,285,244 19,567,095 19,454,997 0.1%-0.1%
*Compounded Annual Growth Rate
Sources: Esri, Johnson Consulting
Population
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21
Market Assessment
Age
Age is an important demographic indicator to consider when evaluating the
market. Some markets seek to combat “brain drain,” a phenomenon where
primarily college-educated young professionals are leaked to larger or different
metropolitan markets. Other markets seek to attract wealthier retirees, which
bring economic spending, leisure time, and philanthropic dollars with them to
these markets. Dubuque has a lack of well-paying jobs which has increased an
exodus of young workers, furthering the issue of “brain drain.”
The Dubuque area has a much younger age distribution relative to state and
national averages. 29% of the people in the 30-minute drivetime catchment
around Schmitt Island are ages 15-34, representing a much higher proportion
than the state and nation. This is likely due to the three major colleges in the city
that bring large numbers of young people to the city. However, the proportion of
middle age populations (ages 30-54) are significantly lower than state and
national averages. These demographics are particularly important because they
represent heads of families. The lack of this age group indicates Dubuque may
have a lack of quality family-friendly amenities. A sports facility could help to
retain and attract families to the region.
`
Sources: Esri, Johnson Consulting
2024 Age Distribution
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
Pe
r
c
e
n
t
a
g
e
o
f
P
o
p
u
l
a
t
i
o
n
United States Iowa Schmitt Island (30 minutes)
29%
2010 2024 2029
CAGR* 2010-
2024
CAGR*
2024-2029
USA 37.1 39.3 40.4 0.4%0.6%
Iowa 38 38.9 39.9 0.2%0.5%
Dubuque 37.9 37.9 39.2 0.0%0.7%
Schmitt Island (30 minutes)37.4 38.6 39.4 0.2%0.4%
Schmitt Island (90 minutes)38.8 40.2 41.2 0.3%0.5%
Schmitt Island (240 minutes)36.8 39.3 40.3 0.5%0.5%
*Compounded Annual Growth Rate
Sources: Esri, Johnson Consulting
Median Age
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Market Assessment
Education & Income
Education and income, although not strict predictors of sports, recreation and
entertainment facility performance, are important market attributes for benchmarking
the level of activity. Markets with higher educational attainment and income levels are
more likely to have a robust economic base and healthy education system, which are
key components of ensuring long-term growth and resiliency. Well-educated, higher
income markets have a significant advantage when it comes to attracting new
businesses, and are also more likely to have the nightlife, retail, and tourism products
that appeal to event planners.
The 30-minute drivetime radius around Schmitt Island has below average educational
attainment levels among adults age 25+ for high levels of educational attainment.
35.4% of people in the area around Schmitt Island have a Bachelor’s or higher
educational attainment. This is lower than national levels but higher than the state
average. The Dubuque area has a low proportion of adults age 25+ without a high
school education and high proportion of adults 25+ with a high school education.
The median household income in the 30-minutes around Schmitt Island is $66,647
per annum, significantly below that of the U.S. ($79,068). Income levels in the city of
Dubuque are projected to grow at a rate of 2.6 per annum over the next five years,
which is less than the United States. These education and income statistics reflect a
weak economic trajectory.
Sources: Esri, Johnson Consulting
2024 Educational Attainment
9.4%
26.8%27.1%
36.8%
5.9%
29.6%30.8%
33.7%
5.2%
31.7%
27.7%
35.4%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Less than High
School
High School or
Equivalent
Some College /
Associate's
Bachelor's or
Higher
Pe
r
c
e
n
t
o
f
A
d
u
l
t
s
A
g
e
2
5
+
United States Iowa Schmitt Island (30 minutes)
2024 2029 CAGR*
USA $79,068 $91,442 3.0%
Iowa $74,738 $83,750 2.3%
Dubuque $66,647 $75,612 2.6%
Schmitt Island (30 minutes)$75,102 $84,530 2.4%
Schmitt Island (90 minutes)$76,143 $86,177 2.5%
Schmitt Island (240 minutes)$79,873 $91,365 2.7%
*Compounded Annual Growth Rate
Sources: Esri, Johnson Consulting
Median Household Income
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23
Market Assessment
Dubuque Regional Average Sports Spend
Each number in the dots to the right represent an index of spending within that
region, where 110 represents 10% higher than the national average and 95
representing 5% less than the national average.
The 30-minute drivetime catchment spends roughly 11 % less than the national
average on fees for participant sporting events. This indicates a lack of
disposable income allocated towards sports. The 90-minute drivetime catchment
spends 8% less than the national average and the 4-hour drivetime catchment
spends 2% less than national average most likely due to its inclusion of major
markets like Chicago, Milwaukee and Des Moines.
Dubuque area residents spend far less than the national average on fees for
participant sporting events (including trips and local events). This could either be
due an unwillingness to spend on expensive sports tournaments and events or
due to the lack of available venues, tournaments and opportunities in the
Dubuque area. A new venue may bring higher rates of spending as there would
be more sporting opportunities in the Dubuque area.
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Market Assessment
Disposable Income and Sports Spending
The table below shows the differences between different cities, states and regions’ median disposable income and other sports spend related statistics. Dubuque and
the drivetime catchments closest to Dubuque have below average median disposable income as well as below average other sports spending categories. This likely
means that the ability and desire to pay for a quality athletic facility will be less than national averages. However, the 240-minute drivetime catchment is on-par with
national averages meaning there are a large number of people within driving distance who are willing to spend on sports tourism. These people are likely concentrated
in large metro areas such as Chicago, Milwaukee and Des Moines.
Median
Disposable
Income
Fees for
Participant
Sports
Membership
Fees for
Social/Recreation
/Health Clubs
Admission to
Sports Events
Total Sports
Spending
% of Disposable
Income Spent on
Sports Events
% of Disposable
Income Spent on
Sports Events,
Indexed to National
Average*
United States $63,562 $133 $302 $79 $515 0.81%100
Iowa $59,890 $116 $266 $79 $461 0.77%95
Dubuque $55,427 $107 $251 $73 $431 0.78%96
Schmitt Island (30 minutes)$60,617 $118 $273 $80 $472 0.78%96
Schmitt Island (90 minutes)$60,671 $121 $279 $82 $482 0.79%98
Schmitt Island (240 minutes)$63,297 $130 $300 $84 $514 0.81%100
*Where 100 is average, 110 is 10% above average, and 90 is 10% below average
Sources: Esri, Johnson Consulting
Disposable Income and Average Household Sports Spending
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Market Assessment
Major Employers & Unemployment
A strong corporate and business presence can be important in the success of a
sports, recreation, event and entertainment facility, because local businesses
support facilities by attracting residents to the area, and providing disposable
income, as well as through their requirement for event space, and through
donations, sponsorships and advertising. Dubuque has attempted to diversify its
market away from a manufacturing focus to a wide range of sectors. However,
the rate of lost manufacturing jobs is outpacing the gain of new non-
manufacturing jobs.
Despite having issues diversifying their economy, Dubuque has maintained
relatively low unemployment numbers. Both Iowa and Dubuque’s unemployment
rates have consistently tracked lower than that of the United States. In 2024,
Dubuque and Iowa’s unemployment rate was 2.9% and 3.0% respectively; the
United States had a higher rate of 4.3%. However, unemployment rates don’t
always capture the entire picture as they ignore variables like underemployment
and labor participation rate. For example, stakeholder engagement and reports
on the region indicated high paying jobs in Dubuque was less than compared to
the rest of Iowa. This is also indicated by Dubuque’s low median household
income.
Employer Industry Employees
John Deere Dubuque Works Manufacturing 2,810
Dubuque Community Schools Education 2,000
MercyOne Dubuque Medical Center Health Care 1,438
HODGE Industrial Services 1,102
Medical Associates Clinic Health Care 1,069
University of Wisconsin-Platteville Education 1,062
UnityPoint Health - Finley Hospital Health Care 940
Cottingham & Butler, Inc.Insurance 851
City of Dubuque Government 737
Sedgwick CMS Insurance 725
Rainbo Oil Company Retail Trade 558
Western Dubuque County Community School District Education 551
Hormel Manufacturing 550
Medline Industries Health Care 500
Mi-T-M Corporation Industrial Services 465
Source: Greater Dubuque Development Corp, Johnson Consulting
Major Employers in Dubuque, IA
Sources: Bureau of Labor Statistics, Johnson Consulting
Unemployment Rate
0%
2%
4%
6%
8%
10%
12%
2007 2009 2011 2013 2015 2017 2019 2021 2023
United States Iowa Dubuque (MSA)
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26
Market Assessment
Location Quotient by Industry Sector
As of 2024, the largest industry in Dubuque was Manufacturing. With increasing
costs and automation, keeping manufacturing jobs in Dubuque (and the United
States) will only get more difficult. There is a want and a need to diversify
Dubuque’s economy away from an industry that is not projected to grow
domestically. The top 5 industries with the most employees are:
•Manufacturing
•Health Care and Social Assistance
•Retail Trade
•Educational Services
•Accommodation/Food Service
The table on the right provides a location quotient analysis of the number of
employees in the Dubuque area by industry sector relative to that of the U.S. as a
whole. Location quotients of 1 indicate a similar relative concentration of that
particular industry in the region, while values higher than 1 indicate higher
concentrations of that industry, and values lower than 1 indicate lower
concentrations of that industry. The location quotient values are color-coded
accordingly. The Dubuque region has a high concentration of Manufacturing and
Agriculture related jobs relative to that of the United States.
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27
Market Assessment
Implications
Dubuque is a mid-sized city that is having problems with maintaining a robust population. The city of Dubuque currently has a population of 59,635 and the population of
the city is projected to slightly decline while the metro area of Dubuque is projected to remain stagnate. Dubuque’s largest industry, manufacturing, has been on a
decline ever since the deindustrialization of the 1980’s, which has led to a mass-exodus of working-class residents. Dubuque also faces a problem with losing younger
college-educated residents to larger markets (aka “Brain Drain”). Dubuque does not have as many family-friendly community assets as larger markets. The construction
of additional sports surfaces or a sports facility on Schmitt Island would help to lessen that drain away from the city.
Dubuque’s economic and demographic profile has some extremely positive attributes. The Dubuque metro area has a strong median household income of $75,102 and
it is expected to increase by 2.4% by 2029. Dubuque also has an extremely young population due to the number of universities located within the city. The City of
Dubuque’s median age is 37.9, which is much lower than the national average of 39.3. Dubuque also has an Unemployment rate of 2.9% which is in-line with Iowa’s
(3.0%) and well below the national average of 4.3%. A sports facility on Schmitt Island could greatly help to improve these already positive attributes. Young college
graduates from one of Dubuque’s universities who are deciding where to settle down and start a family will see a youth sports complex as a positive reason for staying
in Dubuque.
Dubuque residents are less likely to spend on participation sporting events. Residents in a 30-minute drivetime around Schmitt Island spend 11 % less than the national
average on fees for participant sporting events. Dubuque’s current inventory of rentable sports facilities is largely run by the school district and is purposefully
inexpensive so that teams and organizations can get cheap practice times. This may be part of what drives down Dubuque’s average spend on participation sporting
events. This also indicates a high market elasticity, the higher the rental costs, the less likely people are willing to spend.
Page 99 of 959
2.2 Regional Facility Audit
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29
Regional Facility Audit
Hotel inventory
Data from CoStar, which is an independent hotel research firm whose statistics
are widely used in the industry, indicates that within a 30-minute drivetime radius
of Schmitt Island, there are 50 hotels with a total of 2,682 rooms. There are only
six hotels with 100 or more rooms. The table to the right shows these hotels
along with their exact number of rooms, hotel class, total meeting space and
largest meeting space. The largest hotel by number of rooms and most meeting
space is the Grand Harbor Resort & Waterpark, which has 193 Upper Upscale
rooms and over 86,000 SF of meeting space.
Dubuque’s inventory of large hotels is on the higher end with three of their six
largest hotels classified as Upper Upscale or Upscale. The other three hotels are
more affordable options that range from Economy to Upper Midscale. The map
to the right shows the location of the hotels within a 30-minute drivetime of
Schmitt Island that are greater than 100 rooms. All major hotels in the Dubuque
region are located within Dubuque with most being in Downtown Dubuque or on
Schmitt Island itself.
If the proposed Schmitt Island facility is going to host traveling youth sports
tournaments, additional hotel rooms will likely be necessary in meeting the
demand these tournaments can bring.
Hotel Class
Year Built
(Renovated)Rooms
Largest
Meeting
Space (SF)
Total
Meeting
Space (SF)
Grand Harbor Resort & Waterpark Upper Upscale 2002 193 9,000 86,000
Holiday Inn Dubuque Galena Upper Midscale 1991 (2003)193 3,075 9,599
Days Inn Dubuque Economy 1961 162 1,000 1,000
Best Western Plus Dubuque Hotel & Conference Center Upper Midscale 1978 (2018)150 4,127 12,845
Hotel Julien Dubuque Upper Upscale 1914 (2012)133 6,566 18,786
Hilton Garden Inn Dubuque Downtown Upscale 2005 116 1,225 1,545
Hotels <100 Rooms 1,735 17,711 20,778
Total 2,682 42,704 150,553
Sources: CoStar, Johnson Consulting
Dubuque Hotel Inventory
Schmitt Island Page 101 of 959
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Regional Facility Audit
Hotel Pipeline
There are two hotels within a 30-minute drivetime radius of Schmitt Island with a
total of 257 rooms set to enter the market by 2026. One of the hotels is an
addition to the hotel already at the Q Casino, while the other will be a 160 room
Marriott hotel near the Port of Dubuque. The Marriott in the Port of Dubuque will
be split into two hotels, one of which will be dedicated to more long-term stays.
The map on the right shows where the new hotels will be located within
Dubuque. The blue circles are the incoming hotels while the orange circles are
the existing hotels. The map shows that Schmitt Island and the Port of Dubuque
are the two popular areas for hotels in the city, indicating that these are popular
areas for tourism.
Schmitt Island
Property Name Hotel Class Phase
Year
Opening Rooms
Courtyard by Marriott TBD Approved 2026 160
Tapestry Collection by Hilton Upper Upscale Final Planning 2025 97
Total 257
Sources: CoStar, Johnson Consulting
Dubuque Area Hotel Pipeline
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Regional Facility Audit
Hotel Market
Dubuque’s hotel market has rebounded from the dip incurred by the COVID-19
pandemic. The chart to the right shows the Dubuque area’s ADR, RevPAR and
Occupancy since 2013. Dubuque area’s RevPAR and ADR have climbed back
up to levels higher than before the pandemic. The market’s occupancy rate was
slightly declining before the pandemic and despite recovering from lows in 2020,
it has stagnated post-pandemic.
Sources: CoStar, Johnson Consulting
Dubuque Hotel Market Performance
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Oc
c
u
p
a
n
c
y
AD
R
&
R
e
v
P
A
R
Average Daily Rate (ADR)Revenue per Available Room (RevPAR)Occupancy
$120.51
$68.17
56.6%
Page 103 of 959
32
Regional Facility Audit
Local & Regional Supply Overview
In order to identify if a market is primed or not for a sports complex, it is important to look at both local and regional facility supply to determine the level of competition
for events such as games, practices, tournaments, and outside events. The challenges that any new sports complex will face depend on market and facility saturation,
and an evaluation of whether the local and regional supply already exceeds local and regional demand for both indoor and outdoor sports.
Johnson Consulting compiled a comprehensive list of local and regional sports facilities. The facilities have been classified based on their proximity to Schmitt Island.
Local facilities are those within a 30-minute drive time of Schmitt Island and regional facilities are those located within a 4-hour drive time, although this facility is
perceived to also draw from outside this radius. We also identified sports complexes that would qualify as tournament-quality facilities – those with 4 or more courts
under one roof. The potential Schmitt Island Sports Complex would likely compete with these facilities for demand on either a local or regional level.
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33
Regional Facility Audit
Dubuque Regional Baseball Facilities
The 30-minute drivetime from Schmitt Island has a low quantity of large
baseball facilities. The number of baseball facilities are limited to large
areas of flat land which are hard to come by in Dubuque. In the 30-minute
drivetime catchment outside the City of Dubuque there is plenty of flat land,
but there is far less population to support a large number of ball fields.
Small towns will have one or two ball fields for little league and high school
use, but not large complexes like the Prairie Ridge Youth Sports Complex in
Ankeny which has 17 baseball fields. This is the largest facility in the 240-
minute drivetime catchment. Larger metro areas like Milwaukee, Chicago
and Des Moines all have a larger concentration of baseball diamonds.
Specifically, the Des Moines metro area has a much larger concentration of
baseball complex than the other major metro areas in the 240-minute
drivetime catchment. There is a need for a larger baseball facility in the
Dubuque region. The lack of diamonds force families to drive 90+ minutes
to larger facilities in Cedar Rapids and the Quad Cities.
1 2
3
4 5
Facility Fields
1 Prairie Ridge Youth Sports Complex 17
2 Grimes Sports Complex 13
3 TBK Bank Sports Complex 10
4 Janesville Youth Sports Complex 10
5 Haban Park 12
Source: Relevant Facilities, Johnson Consulting
Notable Baseball Facilities
Dubuque
# of surfaces
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Regional Facility Audit
Dubuque Regional Indoor Court Facilities
Dubuque lacks one large basketball facility, rather there are smaller facilities
scattered across the city. The courts that the city does have are mostly
single courts in schools and community centers, so sports organizations not
only compete with other organizations for court time, but also the schools
and community centers who run the courts.
There is a larger concentration of high inventory court facilities on the
outskirts of the 90-minute drivetime catchment in the Quad Cities, Madison
and Cedar Rapids. Parents expressed frustration at routinely driving to
these metro areas for not just games on the weekend but routine weekday
practices as well.
In the 240-minute drivetime catchment there is a high concentration of
basketball facilities to the east namely in the Chicago metro area. However,
the area West of Dubuque doesn’t have as large of an inventory of indoor
court facilities. A new facility could draw families from the Des Moines area
or from the North like La Crosse where there is a similar lack of courts.
Dubuque
# of surfaces
1
2
3
4
5
Facility Courts
1 TBK Bank Sports Complex 8
2 Game on Sports/Sandlot Sports CR 5
3 Pleasant Prairie Rec Plex 12
4 Community First Champion Center 8
5 Romeoville Athletic & Events Center 8
Source: Relevant Facilities, Johnson Consulting
Notable Indoor Facilities
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Regional Facility Audit
Dubuque Regional Soccer Facilities
Similar to baseball facilities, large soccer facilities require large swaths of flat
land; Dubuque’s hilly terrain hinders the city’s ability to have one large facility.
The Dubuque Soccer Complex is the largest soccer complex in Dubuque with 7
soccer fields and is also the third largest within the 90-minute drivetime
catchment, behind the Tuma Sports Complex (22 fields) in Marion, IA and the
Reddan Sports Complex (11 fields) in Verona, WI.
The largest facilities are in the 240-minute drivetime catchment like the Fond Du
Lac Soccer Complex (32 fields) in Wisconsin or the Stuart Sports Complex (31
fields) in Montgomery, Illinois. In order to compete with these facilities, a new
Dubuque soccer facility would need to be similarly large and given the
competitive facilities comparative proximity to larger markets, a new Dubuque
Soccer Facility would still have trouble drawing families from Chicago or
Milwaukee.
1
2
3
4
Dubuque
# of surfaces
Facility Fields
1 Tuma Sports Complex 22
2 Fond Du Lac Soccer Complex 32
3 Mercyhealth Sportscore One 18
4 Stuart Sports Complex 31
Source: Relevant Facilities, Johnson Consulting
Notable Soccer Facilities
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Regional Facility Audit
Dubuque Regional Hockey Facilities
The ImOn Arena on Schmitt Island is Dubuque’s lone rink and the only sheet of
ice within an hour of Dubuque. The closest competitive facilities are all close to
the 90-minute drivetime catchment like the Capital Ice Arena in Madison or the
ImOn Arena in Cedar Rapids. Many cities in Eastern Iowa like Cedar Rapids,
Iowa City, and Mason City have at least one sheet of ice. A second sheet of ice
could prevent leakage from the Dubuque market to larger ice facilities like the
ImOn Arena in Cedar Rapids.
A second sheet of ice would double the number of peak ice hours and make
Schmitt Island’s ImOn Arena eligible to compete with those facilities in Madison
and Cedar Rapids for tournaments. The Chicagoland area has a large number of
rinks, but the sport is so popular that ice time is still limited and costly. A second
sheet of ice might be able to attract tournaments from the Chicagoland area.
1
2
3
4
5
Dubuque
# of surfaces
Facility Rinks
1 Graham Arena Complex 4
2 ImOn Ice Arena 2
3 Capitol Ice Arena 2
4 Canlan Ice Sports 3
5 Woodman's Sports & Convention Center 2
Source: Relevant Facilities, Johnson Consulting
Notable Hockey Facilities
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Regional Facility Audit
Dubuque Facilities Rental Rates
Currently, the hourly rental rates for McAleece Park fields are affordable
enough to easily accommodate residents and community non-profits.
The $30/hour rental rate for non-residents or for profits is the highest
rate and still extremely affordable. Similarly, pickleball and tennis court
rates are very low and affordable.
Basketball court rentals are run through the local school district and are
similarly affordable. School Districts do not rent out courts on an hourly
basis, rather, they sell weekly 75-minute time slots for 10 weeks for
$110 .
These rates are likely not market prices; they are set at a low price point
to accommodate for community organizations and sports leagues.
These affordable rental rates may indicate that the popularity of sports in
Dubuque may be largely fueled by its affordability and accessibility to
large swaths of citizens.
Dubuque Local
Schools &
Colleges
Resident
Organizations
/ Nonprofits
Resident
Private Users/
For Profits
Non
Residents/For
Profit
Baseball/Softball Fields*
McAleece Field #1 Per Agreement $20 $25 $30
McAleece Field #2 Per Agreement $20 $25 $30
McAleece Field #3 Per Agreement $20 $25 $30
Petrakis Per Agreement $20 $25 $30
Veteran's Memorial Park Field #1 Per Agreement $20 $25 $30
Veteran's Memorial Park Field #2 Per Agreement $20 $25 $30
Valentine Park Per Agreement $20 $25 $30
Pickleball/Tennis/Volleyball Courts
Outdoor Pickleball/Tennis Per Agreement $3 $5
Outdoor Volleyball Per Agreement $5 $8
Source: City of Dubuque, Johnson Consulting
*Baseball/Softball Field prep is an added cost and includes dragging the infield, chalking, and setting bases;
$10/field on weekdays, $20/field on weekends/holidays. Lights are an additional $15/hour/field.
Dubuque Facilities
Rental Rates
Facility Type
Hourl Rental Rates
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38
Regional Facility Audit
Field of Dreams
The Field of Dreams movie site is a 40-minute drive from Schmitt Island in nearby
Dyersville, Iowa. The youth baseball tournament series that is run in coordination with
the movie site is by far the area’s largest Sports Tourism attraction. The table to the right
shows the impact of the Field of Dreams tournaments.
In 2024 there were 10 tournament weekends that brought in 453 teams from across the
country. The economic impact of the tournaments was not just limited to players and
coaches as each coach and player was likely to bring family members along as well.
There was an estimated $1.5 million in accommodation spending and another $6.8
million in estimated total visitor spending.
The Field of Dreams fields bring in far more visitors than any other sports tourism asset
in the Dubuque area. However, the lack of ancillary Field of Dreams youth fields means
that teams end up playing at other facilities. Many of the facilities are in flood plains and
are susceptible to rain outs as seen by the footnote on the chart. If additional fields are
added, they must be carefully placed to minimize the impact of flooding/weather.
However, additional fields would allow the Field of Dreams tournament to bring in more
teams per tournament, thus increasing economic impact.
453 Teams
857 Games
15 Skills Competitions
28 Champions
106,677 Miles Traveled
$1,546,104 Accomodation Spending
$6,805,833 Total Visitor Spending
93 Jobs Created
*Rain delays 9 out of 10 weekends
2024 Summary
Field of Dreams
Source: Field of Dreams, Travel Dubuque, Johnson
Consulting
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39
Regional Facility Audit
ImOn Arena
ImOn Arena, formerly known as Mystique Ice Center and Dubuque Ice Arena, is located on Schmitt Island and is the primary ice rink that serves the City of Dubuque
and surrounding communities. The facility is owned by the City of Dubuque and operated by Schmitt Island Development Corporation. The arena was originally opened
in 2010 for approximately $10 million and was renovated in 2022 for $6 million to address foundation concerns.
ImOn Arena is a 3,200-seat, single sheet ice rink and event space. The arena features concessions, luxury box suites, press boxes, a lounge with a full bar, meeting
rooms, restrooms, and a small pro shop. The arena is home to the Dubuque Fighting Saints of the USHL, Dubuque Youth Hockey, and the Dubuque Saints, the
Dubuque High School hockey team, and the University of Dubuque men’s and women’s hockey teams. The facility hosts youth, adult, and senior hockey, as well as
figure skating, public skate, and other ice activities.
Being the area’s first and only dedicated ice arena, the facility is in high demand. Key user group usage over the 2023 calendar year compared to available hours of
operation are charted below. As shown, the winter months have a much higher utilization rate than the summer months. This is further illustrated by the seasonal
calendars on the following pages.
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40
Regional Facility Audit
ImOn Arena
The following calendars are samples of
an average month during the winter,
spring, and summer seasons at the
arena. As the schedule shows, the ImOn
Arena is booked almost every week day
from 6am to 9pm, indicating there is
enough participation in the Dubuque
area to expand to two rinks.
An extra sheet of ice would allow more
practice time for local organizations,
allowing for the growth of ice sports and
events. ImOn would also be able to
double their peak ice hours (5pm-10pm
daily) allowing them to bring in more
revenue.
Winter 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
6:00 AM
6:30 AM
7:00 AM
7:30 AM
8:00 AM
8:30 AM
9:00 AM
9:30 AM
10:00 AM
10:30 AM
11:00 AM
11:30 AM
12:00 PM
12:30 PM
1:00 PM
1:30 PM
2:00 PM
2:30 PM
3:00 PM
3:30 PM
4:00 PM
4:30 PM
5:00 PM
5:30 PM
6:00 PM
6:30 PM
7:00 PM
7:30 PM
8:00 PM
8:30 PM
9:00 PM
9:30 PM
10:00 PM
10:30 PM
11:00 PM
11:30 PM
12:00 AM
Page 112 of 959
41
Regional Facility Audit
ImOn Arena
Page 113 of 959
42
Regional Facility Audit
ImOn Arena
The arena currently only has one sheet of ice. With the number of regular user groups, local demand, and regional demand, there is likely an opportunity to expand
programming if an additional sheet of ice was available. Revenues at the arena also align with busier seasons as a main revenue source is food and beverage sales
during events.
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Regional Facility Audit
Implications
Dubuque is severely lacking in large sports facilities when compared to other neighboring markets. The facility inventory maps indicate that other markets such as Cedar
Rapids, Des Moines, Quad Cities and Madison have a higher number of facilities and fields than compared to Dubuque. This is understandable as Dubuque’s terrain
makes it far more difficult to build large baseball and soccer complexes in the city. Baseball is an extremely popular sport in the region and the Field of Dreams
tournaments is a large draw to the region; however, the inadequate inventory of fields near the facility leads to Dubuque’s poorly irrigated fields to be used.
Sports Facility Rental rates are extremely affordable in Dubuque to cater to local organizations and not towards large tournament teams. Available surfaces are often
scattered throughout the city and are not in one central location. These fields and courts are of varying qualities and many are not capable of hosting large scale
tournaments. A new facility would increase the supply of quality surfaces, but likely at the expense of affordability. A new higher quality facility will likely have a higher
rental rate than other facilities in the area that are ran by schools or the parks department.
Dubuque’s ice arena is a prime candidate for an additional surface. The rink is booked from open to close during the winter months and has to accommodate multiple
teams of all ages. Currently there isn’t enough ice time to accommodate for additional hockey or figure skating athletes and the growth of ice sports in Dubuque is
capped. A new sheet of ice would allow additional participants to form new teams and to expand the popularity of hockey and figure skating in the region. An additional
sheet of ice would also allow the facility to double their prime ice sheet time. This prime ice sheet time that runs from 5pm-10pm generates far more hourly revenue than
6am practice times which some organizations are forced to use due to the lack of ice time. An additional sheet of ice would also put Dubuque on par with other markets
like Cedar Rapids and Madison that have a facility with two sheets of ice. This would allow Dubuque to bring in larger hockey tournaments to Schmitt Island. While the
ImOn ice arena is currently used heavily during the winter, the sheet of ice isn’t heavily utilized in the summer. If an additional sheet of ice is to be added to the arena, it
should have multipurpose capabilities. Being able to convert the second sheet of ice to courts or turf during the summer months would increase utilization of Schmitt
Island even more.
Page 115 of 959
2.3 Stakeholder Engagement – Key
Findings
Page 116 of 959
45
Stakeholder Engagement
Overview
The engagement of potential users of a new venue on Schmitt Island was
emphasized as a priority of this study from the outset. As with any project of this
importance, it is crucial to engage with a wide variety of individuals and
organizations throughout the industry to foster a sense of buy-in and inform the
study’s observations, conclusions, and recommendations.
Johnson Consulting’s outreach strategy involved conducting supplemental, targeted
focus groups and interviews with key stakeholders in the proposed project, potential
project partners, and local, regional, and national industry experts in the realm of
sports tourism facilities.
These focus groups and interviews began with in-person sessions in August 2024
and continued throughout the remainder of the study. Johnson Consulting
conducted interviews and focus groups with individuals representing 27 different
organizations, including local sporting organization leaders, local government
leadership, and regional venues. These engagements helped us to understand the
popularity and trajectory of the youth sports in the region, the needs of its
stakeholders, and whether the proposed venue would help meet those needs. They
also provided important context on local government, current attempts at a similar
facility, and the market opportunities that exist for the proposed venue. The diagram
to the right outlines the scope of the stakeholder engagement effort.
Community Engagement
Key
Stakeholders
Potential
Partners
Industry
Experts
Local Sporting
Organizations
Local
Governments Local Venues
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46
Stakeholder Engagement
Key Themes
There is an apparent need for additional, quality athletic surfaces in
Dubuque. The existing limited availability results in participants and dollars
leaking into neighboring markets.
A sports and recreation development on Schmitt Island has the potential to
create opportunity for sports tourism in Dubuque with the ability to host
tournaments and other large-scale events. However, a tournament quality
facility may present a challenge to shift the status quo of local use.
Input from various stakeholders suggest there is not only an opportunity to
leverage programming partnerships for this project, but the majority of
stakeholders agreed that a public-private partnership would be ideal for the
development of this project. Further, it was noted that sports complexes and
similar developments may have ripple effects on the local economy, such as
workforce recruitment and retention and local business growth.
Key Themes
Evident Gap in the Sports Market
Participant & Economic Leakage
Sports Tourism Potential
Partnership Opportunity (P3)
Employer/Employee Recruitment/Retention
Paradigm Shift from Local Facilities
Page 118 of 959
3. Participation Trends &
Comparative Market Analysis
Page 119 of 959
3.1 Participation Trends
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49
Participation Trends & Comparative Market Analysis
Sports Industry Facility Trends
Throughout the past decade, youth sports facilities aimed at generating tourism through large multi-day tournaments have become increasingly common, as their
magnitude is often able to draw demand from surrounding states, and sometimes the entire country. While generating sports tourism demand relies on several factors,
the widely accepted standards for a facility to qualify as a sports tourism facility for each surface type are as follows:
•Indoor Facility: 4 or more surfaces in a single venue
•Outdoor Facility: 10 or more surfaces at a single venue
The number of surfaces is not necessarily the only determining factor for whether a facility will generate sports tourism. Other factors that influence the success of
sports tourism facilities include:
•Strategic location: Facilities that have major metropolitan areas within close proximities (~4-hour drive time) are accessible to a larger number of people, and thus
have more opportunities to host larger events, and can rely on steady local and regional events to provide consistent demand and out of town visitors.
•Proximity to other competitive sports tourism facilities: While a sports tourism facility with an ideal strategic location near a major US city may initially seem like an
ideal development, it is possible that similar facilities have already been developed nearby and would represent significant competition for a new facility.
•Quality: The quality of the surfaces is often a major selling point for the most prominent sports tourism facilities in the country. Significant investment in the
development and upkeep of top-quality surfaces and buildings, as well as other features such as lighting, parking, and management are essential for acquiring major
events that bring in visitors from further destinations.
•Partnerships and sponsorships: Gaining recognition through an affiliation with a well-known sports team (e.g., NBA, NFL, or MLB team) or prominent athletic/sports-
based company (e.g., Nike, Under Armour, Gatorade) can help propel a facility to national recognition, depending on the prominence of the sponsor/partner.
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50
Participation Trends
Sports Industry Participation Trends
Total team sports participation had been stagnating if not decreasing from 2012
to 2022, but there was an increase of 7M participants from 2022 to 2023. 2020
was a 10 year low in total team sports participants, but since then that number
has increased every year and even exceeded pre-COVID levels at 136 million
team sports participants.
The chart to the right also shows the gradual decline in Sports per Participant.
This underlies the gaining popularity of specialization. As more kids choose to
focus on a single sport, they no longer participate in multiple sports. While this
can lead to the decrease in total sport participation, it can lead to higher
commitment participation. For example, a little league may only have one
tournament a year, but travel ball leagues may have a tournament every week.
Source: SFIA, Johnson Consulting
Team Sport Participation & Sports Per Participant
132M 132M 130M 132M 133M 133M 132M 130M 126M 126M 129M 136M
2.14 2.06 2.02 1.99 1.94 1.97 1.92 1.84 1.88 1.85 1.82 1.73
0
0.5
1
1.5
2
2.5
3
0
40
80
120
160
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Total Sport Participants Sports Per Participant
Page 122 of 959
51
Participation Trends
Indoor Sports Trends Participation
There has been a sharp increase in indoor sports participation in sports such as basketball, cheerleading and gymnastics. The rapid increase in participation is likely
due a post-COVID rebound. The two sharpest increases in indoor sports have been in majority female participation sports. The recent popularity of female sports figures
like Simone Biles and Caitlin Clark have increased sports participation among girls. Volleyball is the only major indoor alternative to basketball and it’s likely that as
sports participation recovers from COVID that volleyball will continue its increase in participation.
Basketball Volleyball Cheerleading Gymnastics
1.1%8.5%8.5%22.8%
Sources: NSGA Sports Participation Survey, Johnson Consulting
Change in Indoor Sports Participation Trends (2020-2023)
Sport
Percentage Change
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52
Participation Trends
Outdoor Sports Trends Participation
The post-COVID rebound among outdoor sports is similarly sharp among Lacrosse and Soccer which in addition to gaining participation since the lifting of COVID
restrictions have seen long term success in gaining participation since 2010. Both Lacrosse and Soccer have seen a growing popularity in the United States as seen by
the addition and growth of the Professional Lacrosse League, Major League Soccer and United Soccer League. These sports are gaining in visibility and are similarly
popular entertainment options for children who are deciding what sports they want to play. Baseball has seen a sharp decline in participation from 2020 to 2023, which is
in line with its decline since 2010. As travel ball leagues take over Little Leagues, baseball has become more expensive and less accessible to more and more
Americans. Softball has seen a less dramatic decrease, but participation has still dropped. This is likely due to the increasing popularity of pickleball which has replaced
softball as the sport of leisure for young adults.
Baseball*Softball*Football Lacrosse Outdoor Soccer
-4.9%-0.6%-5.1%6.5%4.5%
Source: NSGA Sports Participation Survey, Johnson Consulting
Percentage Change
*These are national participation trends and not representative of Dubuque's local increased popularity in
Baseball and Softball
Change in Outdoor Sports Participation Trends (2020-2023)
Sport
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53
Participation Trends
Ice Sports Trends Participation
Ice sports such as Ice Hockey and Figure Skating have seen a similar increase in popularity from 2020 to 2023. One factor that contributed to this is the popularity of the
2022 Winter Olympics. Ice and Snow Sports such as hockey, figure skating, skiing and snowboarding all saw an average increase in participation by 10.9% since the
Winter Olympics in 2022. Ice hockey and figure skating were some of the only outdoor sporting activities people were able to participate in during COVID which drew a
lot of new participants to the sport. Additionally, the popularity of the National Hockey League is leading to the popularity of hockey in previously untapped markets. The
Stanley Cup playoffs had a record high first round viewership numbers and the Stanley Cup continues to increase in total viewership in contrast with other professional
sporting championships. The expansion of teams to Las Vegas and Seattle along with a team moving to Utah has drawn more visibility on the sport of hockey to
markets where hockey typically wasn’t a popular sport.
Ice Hockey Figure Skating
8.7%8.4%
Source: NSGA Sports Participation Survey, Johnson Consulting
Percentage Change
Change in Ice Sports Participation Trends
(2020-2023)
Sport
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54
Market Penetration
Sports Penetration Methodology
The flow chart below summarizes the methodology used to determine the Total Estimated Demand for sports Participation/visitation in Dubuque.
Each drivetime catchment Population was multiplied by a custom individual sports participation rate to get a total number of participants in each drivetime catchment.
The total sport participants in each drivetime catchment were multiplied by a custom estimated Market Penetration Rate. For the 90- and 240-Minute drivetime
catchments, this is a measure of how many competitive facilities within a drivetime catchment are in Dubuque. For the 30-Minute drivetime catchment, a Sports
Surfaces Deficiency Rate was used to measure how adequately Dubuque provides sports surfaces compared to other communities of a similar size.
X X =Population National Participation
Rates by Sport
CHJC Estimated
Market Penetration
Rate
Total Estimated
Demand
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55
Market Penetration
Current Dubuque Market Penetration Rate
The table on the right shows the current Total Estimated Demand by each
drivetime catchment. Currently, most of the sporting activity that occurs in
Dubuque comes from local users rather than sports tourism. Dubuque
does not have the facilities to attract outside sports tourism. The Field of
Dreams youth baseball tournaments does bring in a large portion of the
city’s sports tourism. Youth baseball teams are coming to Dubuque
because of the nearby Field of Dreams movie site and not because there
is a facility with a large inventory of fields. Dubuque does not have any
major facility that would attract large regional tournaments, which is why
the penetration rates for the 90-minute and 240-minute drivetime
catchments were so low. Sports like basketball are able to attract a
couple of tournaments every year, but these tournaments are often split
between multiple facilities. Most tournament organizers want to utilize one
single facility for their tournaments to limit travel time for parents. A large
facility with multiple fields is necessary for attracting larger tournaments or
in the case of baseball, maintaining large tournament attendance.
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56
Market Penetration
Projected Dubuque Market Penetration Rate
The table on the right shows Dubuque’s potential market penetration if regionally
competitive facilities for each sport were built. These facilities would mainly
compete with other facilities with a similar number of fields within a 90-minute
drivetime catchment. For example, if ImOn Arena were to add an extra sheet of
ice, they would be able to compete with other two sheet facilities in Madison and
Cedar Rapids. The table on the bottom shows how the minimum number of
fields necessary to be considered a competitive facility within the 90-minute
drivetime catchment.
Creating a facility that is more catered towards sports tourism would also provide
additional court/field space for local organizations. Tournaments are likely only to
occur during the weekends; this leaves the facilities to local organizations during
the week days. Whenever a sports tourism facility is built, a community asset is
added.
Source: Johnson Consulting
Ice Hockey/
Ice Skating
Baseball/Softball
8 Diamonds
Soccer/Lacrosse/
Football
8 Rectangular Fields
Basketball/
Volleyball/
Cheerleading/
Wrestling
4 Courts
Minimum Facility Threshold (90-Minute)
2 Rinks
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57
Market Penetration
Projected Dubuque Market Penetration Rate
The table on the right shows Dubuque’s potential market penetration if a
regionally competitive facility for each sport were to be built. These facilities
would mainly compete with other facilities with a similar number of fields within a
240-minute drivetime catchment. The table on the bottom shows the minimum
number of fields necessary to be considered a competitive facility within the 240-
minute drivetime catchment.
As mentioned on the previous slide whenever more surfaces are added so is a
community asset as local sports organizations can use the surfaces whenever
tournaments are in town.
Source: Johnson Consulting
Minimum Facility Threshold (240-Minute)
Ice Hockey/
Ice Skating
3 Rinks
Baseball/Softball
12 Diamonds
Soccer/Lacrosse/
Football
12 Rectangular Fields
Basketball/
Volleyball
8 Courts
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58
Market Penetration
Total Market Penetration Across Different Scenarios
The chart to the right shows how many total participants (from both community
use and sports tourism) each kind of facility would attract under each scenario.
Under every scenario, an indoor sports venue generates the most additional
visitors. This is likely due to the number of different indoor sports. An indoor
space does not have to just be programmed with basketball or volleyball, but can
also have sports like wrestling, cheerleading and dance. If a four or eight court
facility were to be added to Dubuque, there would be a total participation of
33,206 and 79,882 users respectively. An 8 and 12 field baseball facility would
attract 22,633 and 52,624 users respectively. Given the popularity of the Field of
Dreams tournament, any number of high-quality fields that are built in the
Dubuque area would be used for tournaments. The indoor facility would have
more sports uses and less weather constrictions than the baseball fields but
would have to market the facility more actively. Adding a sheet of ice to the ImOn
arena would certainly bring more visitation to the arena than there currently is,
but they would have to compete with other facilities such as the ImOn Arena in
Cedar Rapids and the Capital Ice Arena in the Madison area. Adding two sheets
of ice would position the facility to be at a competitive advantage to the other two
sheet facilities. However, due to the concentration of facilities in the Chicago and
Milwaukee areas, it will be much harder to attract teams from these metro areas
to come all the way to Dubuque.
Source: Esri, NSGA Sports Participation Survey, NRPA, Johnson Consulting
Market Penetration by Sport and Scenario
*Sports Include Baseball, Softball, Ice Hockey, Figure Skating, Volleyball, Basketball, Cheerleading, Gymnastics, Wrestling,
Soccer, Tennis, Pickleball, Lacrosse
9,008
33,206
79,882
3,212
10,706
39,567
8,515
22,633
52,624
2,180
7,321
46,366
0
20,000
40,000
60,000
80,000
100,000
Existing Facilities Regional Facility National Facility
Indoor Sports Rectangular Fields Diamonds Ice
73,866
218,440
22,916
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59
Industry Trends
Iowa Sports Trends
The table to the right shows the Average Economic Impact of Sporting Events in
Iowa. While baseball does not have the largest impact per event, due to the
number of events, it generates a sizable amount of income.
While national trends have seen decreases in baseball and softball partially due
to specialization, Dubuque has seen an increase in participation due to the
nearby Field of Dreams movie site field as well as the success of local high
school and college baseball teams. More broadly, most sports are seeing an
increase in participation since COVID. Paired with Dubuque’s high sports
participation rate, Dubuque’s low inventory of facilities in the area is an issue for
Dubuque residents who are eager to play. According to the National Recreation
and Park Association (NRPA), Dubuque is drastically underserved for a
community of its size.
Dubuque’s current market penetration rate tells a similar story. Currently,
Dubuque attracts a very small amount of sports tourism with the Field of Dreams
tournaments being the only regional attraction. The addition of a large,
centralized indoor court space would have the largest economic impact for the
Dubuque area due to its year-round usability and number of sports the facility
could host.
Sport Average Impact Per Event
Baseball $294,566
Multi-Sport*$1,059,878
Football $147,522
Wrestling $406,557
Basketball $309,215
Volleyball $241,095
Cheer & Dance $373,397
Soccer $317,127
Golf $68,800
Cycling $93,935
Source: Huddle Up Group, Travel Iowa, iTIP
Average Economic Impact of Sporting Events in Iowa
*Multi-Sport includes events like the Special Olympics, AAU Junior Olympics,
Iowa Senior Games, etc.
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60
Industry Trends
Implications
Despite specialization’s decrease in the number of sports per participant, total youth team sports participation has overall increased. Participation in a single sport is
typically more intense and involves more practices, games and tournaments than casual participation in multiple sports. This contributes to an increase in sports tourism.
Additionally, most sports have seen an increase in participation since 2020, as more restrictions lifted there was a boost in participation. Notably there has been an
increase in women’s sports including basketball, volleyball and gymnastics.
Dubuque residents show an affinity towards sports with their high participation numbers. However, Dubuque does not have the requisite facilities to handle the
community’s desired level of participation. Local organizations are forced to use the limited number of school gymnasiums for indoor sports, outdoor soccer organizations
struggle to find enough space for their growing organizations and the ImOn Arena is not big enough for the hockey and figure skating organizations in Dubuque. The lack
of facilities not only indicates that the local organizations’ needs aren’t being met, but also the city’s sports tournaments aspirations are harder to meet. Dubuque is
extremely lacking in hosting sports tourism events. The Dubuque region is able to attract a strong number of visitors for baseball tournaments due to the popularity of the
Field of Dreams tournament and movie site. However, the Field of Dreams Tournament isn’t attracting teams because of the high-quality fields and the construction of
more fields would lead to increased sports tourism.
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3.2 Comparative Market Analysis
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62
Comparative Market Analysis
Case Studies Overview
The following case studies were chosen as examples of
leading industry trends and best practices in relation to
proposed development improvements based in sports
and recreation on Schmitt Island. The case study set
includes a variety of facilities that may include indoor,
outdoor, and multipurpose programming. This
subsection of the report includes detailed profiles of
each destination that describe key programming,
development, and operating characteristics as well as a
benchmarking exercise to compare each of the venue’s
markets and other attributes to that of Dubuque.
Dubuque
Key Facility
1 Community First Champions Center - Appleton, WI
2 TBK Bank Sports Complex - Bettendorf, IA
3 MidAmerican Energy RecPlex - West Des Moines, IA
4 FunCity Courts & FunCity Turf - Burlington, IA
Map Legend
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Comparative Market Analysis
Community First Champion Center
Year Opened: 2019
Ownership/ Management: The Town of Grand Chute owns the facility while Fox Cities Sports
Development, Inc. manages the facility with 7 full time employees.
Size: The 164,000 SF indoor facility sits on approximately 11 acres.
Cost: The cost of construction in 2019 was $30 million, which would translate to approximately
$37 million today.
The cost of construction was provided by a 3% hotel tax, which also helped fund the Fox Cities
Exhibition Center.
Facilities: The Community First Champion Center is a preeminent indoor sports facility in the
Midwest, located in the Fox Cities region of northeastern Wisconsin. The facility features a year-
round ice rink, a fieldhouse, and an arena that transitions from an ice rink and hardwood courts,
depending on the season. The rink is NHL-sized, and has seating for 1,000. The fieldhouse has
4 basketball courts, which can be converted to 8 volleyball courts, and has seating for 800. The
seasonal arena switches between an NHL-sized ice rink and 4 basketball courts (or 6 volleyball
courts), and has seating for 300. In addition to these sports spaces, the venue has 10 locker
rooms, 3 team meeting rooms, a Champion Links Golf Simulator, an on-site physical therapy
clinic, a trainer’s room, concessions, and an observation deck and mezzanine for spectators
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Comparative Market Analysis
Community First Champion Center
Rental Rates:
•Basketball courts: $60/hour
•Pickleball courts: $15/hour
•Open skate: $7/hour
•Other surfaces and event rentals are negotiable.
Demand: The Community First Champion Center attracts regional and
national tournaments for hockey, basketball, and volleyball, and hosts youth
sports camps and community events. The facility is truly multi-purpose in its
design and programming, with flexible sports spaces as well as space devoted
to services (i.e., physical therapy, massage, personal training, etc.) and to
meetings. In 2022, the facility was activated 357 days out of the year with a
total of 66 tournaments, 37,000 participants, and 57,000 spectators. Those 66
tournaments held at the facility generated 13,725 room nights and nearly $4.3
million in direct visitor spending in the Fox Cities.
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Comparative Market Analysis
TBK Bank Sports Complex
Year Opened: 2018
Ownership/ Management: The complex is privately owned by a coalition of private residents and
business leaders TBK Bank Sports Complex and JP Sports.
Size: The 273,000 SF indoor complex, accompanied by the outdoor fields, sits on 76 acres. In 2022, plans
for expansion will add on an additional 109 acres to the development. The expansion plans include two
new multiuse fields, a 3-story golf facility, a new hotel, as well as retail, dining, and bars.
Cost: The original development in 2018 cost $50 million. The planned expansion, to be completed by the
end of 2024, is expected to cost approximately $75 million. The city has agreed to $5.8 million in economic
development grants and a 75% tax increment finance rebate over the next 20 years.
Facilities: TBK Bank Sports Complex is a facility built for players and families alike to enjoy participating
in youth sports. On their 76-acre campus, there are two (2) lighted turf soccer fields, two (2) full-size grass
fields, ten (10) turf baseball/softball fields that are convertible into 6 more turf soccer fields, and five (5)
sand volleyball courts as a part of their outdoor facility. In their indoor, there is a multi-purpose field, eight
(8) regulation sized basketball/ (16) volleyball courts, a physical therapy facility, team training areas, and
fitness center. Additionally, there is a TBK Entertainment Center with thirty-two (32) bowling lanes, a two-
story laser tag room, escape rooms, VR sports, and an arcade.
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Comparative Market Analysis
TBK Bank Sports Complex
Future plans originally were outdoor turf fields near the new Iron Tee Golf Range.
However, announced in fall of 2023, developers now plan to build a 100,000 SF
building to house indoor turf fields just east of the TBK Bank Sports Complex. The
fields would be utilized for baseball, softball, soccer, football, and lacrosse.
Rental Rates: Rates are negotiable with facility staff depending on event type and
size.
Demand: The TBK Bank Sports Complex hosts a number of tournaments,
leagues, clubs, and clinics. The facility also offers in-house club teams for
baseball, softball, volleyball, basketball, and soccer. Some of the affiliated sports
organizations include the Barnstormer Baseball Club, Texas Glory Fastpitch
Softball, Iowa Swarm Basketball, Sporting Iowa East Soccer Club, Quad City
Strikers, Platform Elite Basketball Club, TBK Bank Sports Academy, and other
TBK Bank leagues. On any given weekend, the complex sees anywhere from
3,000 to 4,000 visitors. The outdoor complex is booked nearly every weekend for
baseball, so the planned expansion should provide tournament opportunity for
more sports such as rugby and soccer.
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Comparative Market Analysis
MidAmerican Energy Company RecPlex
Year Opened: 2021
Ownership/ Management: The RecPlex was developed as a unique destination to enhance
the quality of life for Central Iowans of all ages and abilities. The City of West Des Moines
owns and operates the facility and built a public-private partnership to develop the site to
address the demand for a regional, year-round sports facility and the opportunity to grow
youth sports programming.
Size: The 300,000 SF RecPlex facility, accompanied by three outdoor multipurpose fields,
sits on 66 acres. There is a possibility for expansion in adding an additional sheet of ice.
Cost: The public-private partnership the city developed allowed for the construction of the
facility. Most of the funding came from city bonds, hotel motel tax revenue, loans, local option
sales tax revenue, tax increment financing, and state and local grants. Staff has also
leveraged the sponsorship and naming rights opportunities available, such as Hy-Vee, Kum &
Go, and private donors, as another funding mechanism for the RecPlex. The total cost in
2021 was $59.8 million, including $16.5 million in city bonds backed by future local option
sales tax revenue, $16.4 million in city bonds backed by future hotel-motel tax revenue, $12.4
million in corporate and individual donations and pledges, and mix of other grants, loans and
tax revenue. The additional sheet of ice would cost north of $30 million and would be funded
through private donations, a bond funded through local option sales tax, and grants.
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Comparative Market Analysis
MidAmerican Energy Company RecPlex
Facilities: The RecPlex features 2 indoor ice arenas, the 150,000 SF Hy-Vee fieldhouse with 3 full sized basketball
courts (6 volleyball courts), a multipurpose court, 3 pickleball courts, and a full-sized indoor turf. Each of the hardcourts
feature a scoreboard, shot clocks, and seating. There is also a warm up and batting area, an Esports Center, and
multipurpose rooms for teams, meetings, and other events such as birthday parties. There are two ice arenas, the Abel
Ice Arena with a capacity of 2,400 people, and can double as a 20,000 SF convention space, and the Patty & Jim
Cownie Family Arena has seating for 300 spectators. There is parking for 1,200 vehicles on site. Outside, the complex
offers three full size turf fields with lighting, restrooms, and internet access. The venue is focused on youth sports and
offers soccer, ice hockey, skating, soccer, volleyball, pickleball, basketball, baseball, softball, lacrosse, football, and
other athletic, educational, and adaptive programming. The RecPlex has proven to offer access to sports and
recreation programs to all ages as well as being an economic driver for the area, impacting almost every business
including hotels, restaurants, and retail. The facility is closely located to other key attractions in West Des Moines and
there are future plans to continue development adjacent to the RecPlex, including athletic surfaces and commercial
development.
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Comparative Market Analysis
MidAmerican Energy Company RecPlex
Rental Rates: Rental rates for spaces at the facility are listed on the right.
Demand: In its first year open, the facility was fully booked with approximately 40 events, 90 event
days, and 120,000 attendees, and the high demand for the facility continues today. According to
Placer.ai, the facility attracts nearly 900,000 annual visitors, with 22% traveling from over 10 miles
away. The ice arena is available to the community for public skating and other programming, such
as curling and broomball. The indoor turf is also used for a variety of activities such as Toddler Time
and 55+ softball and the outdoor turf is used for ultimate frisbee. The Esports center features 30
computers and 6 gaming consoles, providing for additional programming for all ages.
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Comparative Market Analysis
FunCity Turf & FunCity Courts
Year Opened: FunCity Turf opened across from the outdoor Burlington Regional RecPlex in 2019
and FunCity Courts opened in 2023. The two facilities are located 3 miles apart.
Ownership/ Management: Both facilities are owned and operated by the Greater Burlington Area
Sports Facilities organization, a 501(c)(3) nonprofit organization incorporated in the State of Iowa.
Management of the facilities are overseen by a 9-person board of directors. The RecPlex across from
FunCity Turf is not affiliated with FunCity and is owned by the City of Burlington. FunCity Courts are
also a separate entity from the FunCity/Catfish Bend Casino, which is owned and operated by Great
River Entertainment.
Size: FunCity Turf is a 78,500 SF turf within a dome. FunCity Courts portion of the resort is
approximately 27,000 SF (3 basketball courts and 4 dedicated pickleball courts).
Cost: The FunCity Turf Air-Supported Dome cost $4.3 million to build. FunCity Courts was the
second and final phase of a project aimed at increasing sports tourism in the Burlington Area. $6.1
million has been raised for the project through the Imagine Campaign and $3.1 million was invested
by a private investor who also helped fund the feasibility studies.
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71
Comparative Market Analysis
FunCity Turf & FunCity Courts
Facilities: FunCity Turf is a 94,000 SF facility with a 78,500 SF
artificial turf. The turf can convert into up to 8 soccer fields, two youth
softball fields, and other sports. There are also bating and pitching
cages available for local teams. This facility offers a variety of
concessions and also serves Anheuser Busch products as of 2019.
FunCity Courts are located at Catfish Bend Casino FunCity Resort.
There is a hotel, casino, waterpark, bowling, an arcade, dining options,
and other entertainment housed on the same site as the FunCity
Courts. FunCity Courts offers three full-sized collegiate basketball
courts that can also be used for volleyball, as well as four pickleball
courts. FunCity operated a Snack Shake in the courtside area in
addition to the other dining options in the complex.
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Comparative Market Analysis
FunCity Turf & FunCity Courts
Rental Rates: The FunCity Turf offers Open Dome times when there are no scheduled practices,
games our tournaments. Entry is $5 for everyone entering the facility. FunCity Courts also offer Open
Play sessions; $5 for basketball and volleyball and $10 for pickleball. Rental rates for both facilities
are shown at right.
Demand: Despite opening last year, FunCity Turf is booked nearly every weekend, especially in the
winter months, for tournaments. Weekdays are filled with organized practices and games. FunCity
Courts are planned to host over two dozen basketball, volleyball, and pickleball tournaments and
leagues for the 2024-2025 season.
FunCity Courts are located at the FunCity Resort and Casino and is utilized by local athletes, SCC
students, and weekend tournaments.
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73
Comparative Market Analysis
Benchmarking – Facility Development
The balance of this subsection will provide a benchmarking analysis across the
case study facilities and where applicable, Schmitt Island. As shown at right, the
development size, cost, and locational attributes are compared across each case
study. TBK Bank Sports Complex covers the largest footprint and was also the
most expensive facility. Despite the high cost, an expansion is still underway and
nearby development has been catalyzed by the complex. FunCity Courts and
FunCity Turf is located furthest away from an international airport and has the
lowest number of nearby hotel rooms. This may suggest that primary users are
locals, but this could also be a frequent drive-to destination with the FunCity
Resort attached to FunCity Courts. This is also a newer facility, and more hotel
development may follow.
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74
Comparative Market Analysis
Benchmarking – Athletic Surfaces
To understand the athletic surface offerings at each facility, the number of
hard courts, fields, diamonds, and ice sheets are benchmarked at right.
The courts are counted as basketball courts, meaning this number often
doubles in terms of volleyball courts. Fields are any multipurpose grass or
turf rectangle, indoor or outdoor. It is important to note that there is a
seasonal arena at the Community First Champion Center that is either an
arena or can be transitioned into 4 basketball courts (6 volleyball courts)
depending on the time of year. This type of multifunctionality running
parallel to sports seasons may be an effective design consideration for
improvements on Schmitt Island.
Pickleball courts, sand volleyball courts, and other additional amenities are
also featured across these facilities.
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Comparative Market Analysis
Benchmarking – Placer.ai
Placer.ai collects geolocational data from mobile devices and
extrapolates that data to provide site traffic analyses. Total visitation,
average dwell time, visitor frequency, and visitor origin were analyzed
for the entire year of 2023. Schmitt Island is already an established
destination, attracting over 135,000 visitors annually and has the
highest reported dwell times and visitor frequency. TBK Bank Sports
Complex and the MidAmerican Energy Company RecPlex both attract
over 6 times as many visitors, likely due to the volume of tournaments
these destinations attract. Schmitt Island falls behind when looking at
out of town visitors. Non-local visitors are defined as those traveling to
the destination from over 100 miles away, suggesting they may book
a hotel room for the visit. If Schmitt Island develops a sports tourism
destination that attracts athletic tournaments, it is likely that the
percentage of non-local visitors will increase.
Furthermore, as shown on the bottom right graph, TBK Bank Sports
Complex has attracted over 18,000 visits from the Dubuque market in
the last 12 months.
*Visitors to Facility from Nov 1, 2023 - Nov 1, 2024
Source: Placer.AI, Johnson Consulting
MidAmerican Energy
Company RecPlex
West Des Moines, IA
FunCity Courts &
FunCity Turf
Burlington, IA
TBK Bank Sports
Complex
Bettendorf, IA
# of Visitors from the Dubuque Metro Area
Community First
Champion Center
Appleton, WI
881
18,201
6,372
3,889
ImOn Arena,
McAleece
Park, &
Petrakis Park
Community
First
Champion
Center
TBK Bank
Sports
Complex
MidAmerican
Energy
Company
RecPlex
FunCity
Courts &
FunCity Turf
2023 Total Visitation 135,318 592,382 1,421,860 875,335 118,167
Avg. Dwell Time (minutes)213 151 134 129 157
Visitor Frequency*6.4 3.8 4.7 4.4 3.3
2023 % Non-local Visitors**6%14%20%22%24%
*Visitor Frequency defined by average times a visitor attends a facility
**Defined as visitors traveling from over 100 miles away
Source: Placer.ai, Johnson Consulting
Placer.ai Data Comparison
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76
Comparative Market Analysis
Benchmarking – 30-Minute Market Analysis
The chart at right focuses on the 30-minute radius around each case study
facility as well as Schmitt Island. As shown, the comparative markets are
somewhat similar as far as age, income, and average household spend on
sports. However, Schmitt Island has the 2nd lowest population behind the
Burlington market. This suggests that the facility should be designed to serve
local demand, but also be oriented for sports tourism to draw in users from a
larger catchment area.
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77
Comparative Market Analysis
Benchmarking – 90-Minute Market Analysis
When expanding the market analysis to a 90-minute radius around each case
study site and Schmitt Island, Schmitt Island comes in above average for
median age, median household income, and average household spend on
sports. The total population in the 90-minute market also exceeds 1.2 million
residents, significantly expanding the pool of users a sports development on
Schmitt Island may draw from.
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78
Comparative Market Analysis
Implications
The color-coded ranking matrix on this page illustrates a high-level overview of key attributes when considering a sports complex oriented for sports tourism. As shown,
the two facilities in Burlington, FunCity Courts and FunCity Turf are ranked the lowest in market, locational, and tournament attributes. Burlington is top-ranked for non-
local visitors, but this is likely attributed to FunCity Courts being co-located with FunCity Resort, which includes a casino. This proves that a casino paired with a sports
complex, which Schmitt Island has the ability to leverage, may attract more overnight visitors.
The other three case studies rank higher than Schmitt Island as far as locational and tournament attributes. Community First Champion Center, TBK Bank Sports
Complex, and MidAmerican Energy Company are all located much closer to an international airport and hotel clusters as compared to Schmitt Island and the FunCity
facilities. Further, while Schmitt Island or Dubuque does not currently have a high capacity for tournaments, especially indoor, there is substantial acreage on Schmitt
Island that may offer a development opportunity for additional indoor surfaces. However, there is also a gap in the market for more high-quality diamonds.
The four baseball/softball diamonds on Schmitt
Island may be able to host baseball/softball
tournaments, but there are opportunities for
facility improvement to attract more regional
events, but factors such as a hotel supply may
be a limiting condition. Market research and
stakeholder engagement suggest that there is
desire and demand for more athletic surfaces in
Dubuque, and becoming a preeminent
destination for one or two sports, similar to the
models at TBK Bank Sports Complex and
Community First Champion Center.
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79
Comparative Market Analysis
Implications
The case study facilities were largely financed through partnerships, such as public-private-partnerships with the local municipality. Funding strategies used include hotel
tax, TIFs, city bonds, local options sales tax, loans, grants and donations. Another way to fund ongoing operations of a facility is naming rights, of which all four case
studies have taken advantage. ImOn Arena on Schmitt Island has already been able to attract a naming rights sponsor and has historically partnered with the City of
Dubuque for capital improvements. Communities view sports complexes as local assets but also as economic development catalysts, resulting in government appetite to
partner with other entities to develop these projects in their communities.
Another key takeaway from the case studies, namely Community First Champion Center, is multifunctionality and flexibility. The seasonal arena at Community First
Champion Center allows for an ice sheet during hockey season or additional indoor courts during off-peak ice seasons. This model should be considered when proposing
improvements for ImOn Arena in Schmitt Island as there is demand for more ice, but the space can also be utilized in the off -season for other sports or non-sporting
events.
Success across the case studies and sports complexes nationwide typically relates back to the ability to attract events and host tournaments at the facility, while also
serving as a community amenity. A new sports and recreation development on Schmitt Island should be high quality and designed with sports tourism in mind in order to
program the facility on the weekends and maintain a revenue stream, but also be accessible to the community on weekdays for single surface rentals for organized
practice and games.
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4. Program Recommendations
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81
Program Recommendations
Overview
The Consulting Team has conducted market research, analyzed local and national sports trends, and engaged with the community and local sports organizations in
order to evaluate what the Dubuque market can support in regards to sports and recreation. Furthermore, the Consulting Team assessed the site on Schmitt Island to
determine what is the most logical development based on the site, market needs, and the opportunity to influence sports tourism in Dubuque.
Overall, there is a high level of demand for additional athletic facilities across all sports in Dubuque. Participation rates and the propensity to spend on sports are both
projected to increase, but the market is lacking a sufficient number of quality athletic surfaces to support the existing and future demand. Based on sports participation
trends and input from local users, there is an inclination towards indoor sports such as basketball, volleyball, and hockey. While other sports such as baseball and
softball are reported to be nationally trending down, there is a recognized need for quality baseball and softball diamonds in Dubuque to serve the local school district
and higher educational institutions.
When considering development on Schmitt Island, there is the advantage of leveraging the existing destination. Not only are there existing athletic offerings on Schmitt
Island, including ImOn Arena, McAleece Park & Recreation Complex, and Petrakis Park, the site also offers the Q Casino, a hotel, marina, and planned family
entertainment offerings. Schmitt Island is the type of development that traditionally supports sports complexes nationally, offering amenities for daily and overnight
visitors. Also, while there is an identified need for quality baseball and softball facilities in Dubuque, it is the judgement of the Consulting Team that due to site
constraints, the most appropriate sports and recreation development on Schmitt Island should be based in indoor athletic programming, despite the existing baseball
and softball diamonds on site at McAleece Park & Recreation Complex and Petrakis Park.
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Program Recommendations
Overview (Continued)
On the other hand, there are potential risks when considering a sports and recreation development in Dubuque, and furthermore on Schmitt Island. For example, the
hotel supply in the market may be a limiting condition for tournaments and attracting overnight visitors, as most tournament holders require room blocks for their
participants and spectators. Additionally, there are existing parking limitations on the Schmitt Island site, which will have to be addressed in order to absorb the projected
increased traffic to the site. Other than support infrastructure such as hotel rooms and parking, there are a few factors that will be key to the development and ongoing
success of this project, such as exploring partnership opportunities. It will be important to develop the appropriate partnerships for financing, operating, and
programming a new sports development on Schmitt Island.
Furthermore, the orientation and success of this development will fall under two primary buckets: community use and sports tourism. While the majority of programming
for sports tourism will occur on the weekends, the community will be utilizing the facility on weekdays. Base on input from existing local sports participants, there may be
a paradigm shift relevant to the rental model that will be required to support a tournament quality facility. Despite these challenges, there is arguably a more significant
risk of not developing a sports tourism quality facility in Dubuque, which would result in the persistence of a gap in the local market for athletic facility offerings and the
continuation of sports tourism dollars being leaked into other markets.
In achieving the goal of evaluating potential sports and recreation development scenarios for the Dubuque market and further, on Schmitt Island, the following Scenarios
A-F were assessed. Each scenario was considered in relation to the market demand, feasibility, and viability of development on Schmitt Island.
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Program Recommendations
Schmitt Island Development Scenarios
Scenario A: Maintaining the site on Schmitt Island including ImOn
Arena, McAleece Park & Recreation Complex, and Petrakis Park as-is.
The Consulting Team has concluded that there is a strong market
opportunity for a facility in Dubuque and on Schmitt Island and there is
an abundance of need for additional athletic facilities across all sports.
Not developing a sports and recreation complex would be a missed
opportunity for the market.
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Program Recommendations
Schmitt Island Development Scenarios
Scenario B: Developing a small sports complex in addition to ImOn
Arena as well as improving the existing baseball and softball diamonds at
McAleece Park & Recreation Complex and Petrakis Park. This scenario
also plans for a future expansion of ice at ImOn Arena.
One goal of the sports and recreation development on Schmitt Island is
to encourage year-round site activation. Due to the seasonal limitations
of baseball and softball, there will be less site activation as a result of
baseball and softball programming compared to indoor sporting events.
This scenario also restricts the capability of developing a full-fledged
multipurpose indoor facility as there are only 4 basketball courts in this
scenario.
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Program Recommendations
Schmitt Island Development Scenarios
Scenario C: A focus on the fields with improvements and upgrades to
two of the existing baseball and softball diamonds at McAleece Park &
Recreation Complex and Petrakis Park and converting the other two
diamonds into multipurpose fields. No improvements to ImOn Arena.
Similarly to Scenario B, while there is an identified need in the
community for improved baseball and softball diamonds, Scenario C will
result in a challenge to stimulate year-round foot traffic to the site
compared to an indoor facility. While there is demand for quality baseball
and softball diamonds in Dubuque, it is of the judgement of the
Consulting Team that baseball and softball diamonds may not be the
highest and best use of the Schmitt Island site. Further, this Scenario
does not include upgrades or expansion plans to ImOn Area, resulting in
the persistence of an unmet demand in the market for indoor athletic
space.
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Program Recommendations
Schmitt Island Development Scenarios
Scenario D: A full indoor sports court and turf complex buildout on one
existing baseball/softball diamond at McAleece Park & Recreation
Complex and Petrakis Park while preserving and upgrading the other
three diamonds. There will also be an addition to ImOn Arena to develop
one seasonal ice sheet that has the capability to transition from ice to
courts or turf during the off-season for ice sports.
The size and scale of this development scenario may be too robust for
the Dubuque market and the regional draw for indoor turf may be limited.
Scenario D would also require the displacement of one of the existing
baseball and softball diamonds at McAleece Park & Recreation Complex
and Petrakis Park and a relocation effort would be necessary in order to
continue to serve key user groups.
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Program Recommendations
Schmitt Island Development Scenarios
Scenario E: A large indoor sports complex on two of the four existing
baseball and softball diamonds at McAleece Park & Recreation Complex
and Petrakis Park. One baseball diamond and one softball diamond
would be maintained and improved and one seasonal ice sheet that has
the capability to transition from ice to courts or turf during the off -season
for ice sports would be added to ImOn Arena.
The Consulting Team considers this scenario to be the most appropriate
for the market opportunity and feasibility of development on Schmitt
Island due to the development of the additional ice sheet and volume of
indoor court space. However, due to the cost associated with two
separate facilities, this scenario would likely only be viable if key baseball
and softball diamond users are project partners, such as the local school
district and higher education institutions.
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Program Recommendations
Schmitt Island Development Scenarios
Scenario F: A small indoor sports complex and one seasonal ice sheet
that has the capability to transition from ice to courts or turf during the
off-season for ice sports, both attached to ImOn Arena. One baseball
diamond and one softball diamond would be maintained and improved at
McAleece Park & Recreation Complex and Petrakis Park while the other
two diamonds will transition to multipurpose outdoor fields.
Scenario F, while limited by not developing a full-fledged indoor facility
and necessitating key baseball and softball programming partners, this
scenario is likely the most viable for not only the Dubuque market, but
particularly for the Schmitt Island development site. This scenario
addresses the local need for additional athletic surfaces without fully
displacing the baseball and softball facilities on Schmitt Island, and
enabling the site to attract indoor athletic tournaments without
overloading site capacity
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Program Recommendations
Observations
It is of the opinion of the Consulting Team that Scenarios A-C are the least effective options to achieve the goal of catalyzing Sports Tourism in the market. Due to the
limitations of the baseball/softball season, existing regional facilities, and other proximate developments in the pipeline, it is suggested that other athletic surfaces, such
as multipurpose indoor and ice, be the focus of a new sports complex in Dubuque. While there is a demand for baseball and softball facilities in Dubuque, Schmitt Island
is not the ideal site, and an indoor sports and recreation complex is more logical to be located on Schmitt Island.
Looking through the lens of sports tourism, the Consulting Teams views Scenarios D-F as the most viable options to advance the sports tourism market in Dubuque.
There is a strong case for additional indoor surfaces such as indoor courts and ice. Existing facilities that are offered in Dubuque are often unavailable for use due to
availability and quality challenges. Further, Scenario F is positioned to be the highest and best use of the site on Schmitt Island to develop a sports and recreation
complex to serve local demand while also attracting regional and national events to the market. This scenario preserves the baseball/softball diamonds to allow for
continued use by key user groups, while also developing an indoor complex with a seasonal arena to expand local utilization and event opportunity. This will result in
year-round site activation from all sports programming without putting strain on the site limitations. From a financial feasibility standpoint, Scenario F is a culmination of
the research conducted by the Consulting Team to right-size the business model to be viable from both community and sports tourism perspectives. Overall, the
outcome of the market analysis makes a strong case for programming for indoor courts and ice on Schmitt Island. One challenge for indoor courts may be the price
elasticity of the market and the practicality of local users shifting to higher rental rates. Further, there will be operational cost savings for a development additional ice
sheet, suggesting that if the development approach were to be phased, ice should be the primary focus. In the vein of viability, leveraging public-private partnerships
will be essential for an improved sports and recreation destination on Schmitt Island from development to operations. Beyond Schmitt Island, this project should catalyze
community-wide economic development, such as the growth in hotel room supply and other supporting infrastructure in response to the projected increased market
visits.
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5. Demand Projections, Economic &
Fiscal Impacts, and Funding Strategies
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5.1 Demand Projections
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Demand Projections
Overview
To properly estimate the potential demand for a new indoor sports complex, the historical operations at existing athletic facilities, including ImOn Arena, were extensively
analyzed in order to understand the existing conditions. The historical operation data was then used to develop recommendations relative to the proposed facility’s
program (e.g., number of surfaces, community space, and other amenities). Based upon this program, and considering the historical and existing demand, we projected
demand at an expanded indoor facility. Johnson Consulting is of the opinion that many of the projected utilization levels as well as rental rates assumed are fairly
conservative and in line with this conceptual planning phase of the proposed development. The following subsection will provide separate demand projections for the
additional ice sheet at ImOn Arena and the indoor sports complex expansion.
Key Assumptions
It is important to note that prior to reviewing the following projections, a set of initial assumptions had to be made in order to properly form a business plan for the
proposed indoor sports complex on Schmitt Island. The following demand projections are based on the programming recommendations from the Consulting Team,
which includes adding an additional seasonal ice sheet to ImOn Arena and an indoor court facility expansion that includes 6 basketball courts. For the purpose of this
analysis, Johnson Consulting assumed that:
•Schmitt Island, and further, the existing ImOn Arena building, is the development site.
• All existing contracts and agreements with ImOn Arena will be renegotiated.
•A public-private partnership will be leveraged for development.
•A third-party operator will oversee daily operations.
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Demand Projections
It often takes time for facilities to reach maximum utilization levels, but as this development is building off of an already established destination on Schmitt Island at
ImOn Arena, the complex will be a distinguished regional asset. During the first few years of operations, there will be a need for an in-house promoter, local sports
organizations, and the facility manager to target tournaments and promote rentals, especially for the indoor court space. Establishing a presence in the growing indoor
sports facility market will be important in nurturing what effectively amounts to a new market niche for the City of Dubuque and the greater region, as there is not a
similar facility within a 90-minute drive of the project site. With this development, the demand profile at the indoor complex will, over time, increase in volume and
improve in quality. The following demand sectors can be expected:
Tournaments – Based upon interviews with local industry professionals, there are currently insufficient facilities in the area to host local and regional winter indoor
tournaments particularly for hockey, basketball, and volleyball. The addition of a new facility with greater capacity and amenities is perceived to have the ability to attract
regional youth sport associations. In addition, the location of the hotels and family entertainment infrastructure will encourage overnight visits by attendees, generating
additional room nights and increasing the economic impact in the surrounding area.
League Play – The indoor ice and multipurpose sports complex will be a natural fit for local league play, which will generate weekday demand that may not otherwise
be filled through tournament play. Both youth and adult leagues are suitable for the facility. In order to ensure a seamless integration into the market, the facility should
work to expand existing leagues that are short on ice and indoor court space. There is already an established league calendar for ImOn Arena, which is expected to
grow with the additional sheet of ice.
Camps/Clinics/Lessons/Practice – Similar to tournaments and leagues, camps, and clinics can either be held by outside promoters that rent the facility to hold the
event, or held in-house with participants charged an entrance fee. Camps are currently offered by some local facilities, but the size and quality of the new facility will
enable it to handle larger camps and sports festivals that could possibly draw from a larger market as well. These types of events can expect to last three-to-four days
and draw professional athletes and coaches as instructors. Lastly, the facility can be made available to Dubuque Public Schools and local higher educational institution’s
sports teams that are in need of indoor ice and court space.
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Demand Projections
Skills Training – Another type of event that could be used to maximize use of the facility is skills training sessions. Skills training would draw demand from those
already using the facility for other events. This event type would likely consist of hour-long rentals that can be offered during downtime at the facility during the week
when there is no league play. This training can be for both the ice as well as courts, depending on the type of sports.
Consumer Shows – Regionally, there seems to be limited opportunity for such events; however, hosting occasional consumer shows and festivals will act as ‘filler’ for
weekends when demand for tournaments and other sports-related functions are low due to seasonality. Ideally, the promotional arm of the facility would take an active
role in attracting and developing consumer shows and festivals at the venue. Consumer shows would target more of a local attendance base, offering home
improvement and other related types of shows. This event type will generate most of its room night demand from exhibitors and has proven successful in sports facilities
similar to the one proposed.
Festivals and Other Events – In addition to the above events, the facility could also serve as a venue for corporate rentals, parties, shows and community events. The
indoor facility would be able to further maximize the number of event days by hosting other non-sports related events to fully utilize the facility during off -season periods
of the year. The sports complex will not compete with the current event venues in Dubuque, but rather host events that cannot be accommodated anywhere else during
non-peak season.
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95
Demand Projections
Events & Attendance
The table at right presents a projected
event demand calendar for the indoor
sports complex and ice arena’s first 10
years of operations. As is common with
these types of facilities, demand is
expected to ramp up and reach
stabilization in Year 5. The primary driver
of events will be new demand currently
unable to be accommodated at existing
facilities. As shown, in Year 5, there is
projected to be 209 annual events and
126,561 total attendees, including both
participants and spectators.
Multipurpose Indoor Sports Complex & Ice Arena Complex - Dubuque, IA
Events & Attendance
Year 5 (Stabilization)
Participant Spectator Total
Activity Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Attendance Attendance Attendance
Tournaments - Regional
Ice Sports 5 6 6 7 7 7 7 7 7 7 4,200 8,400 12,600
Basketball 3 4 5 5 5 5 5 5 5 5 5,000 12,500 17,500
Volleyball 5 6 7 8 8 8 8 8 8 8 4,000 10,000 14,000
Wrestling 2 2 3 3 3 3 3 3 3 3 1,200 3,000 4,200
Pickleball 4 5 5 6 6 6 6 6 6 6 6,000 15,000 21,000
Gymnastics 1 2 2 2 2 2 2 2 2 2 2,000 5,000 7,000
Cheer 1 1 1 1 1 1 1 1 1 1 1,000 2,500 3,500
Other (Martial Arts, Judo/Jiu Jitsu)1 2 2 2 2 2 2 2 2 2 900 2,250 3,150
Tournaments - Local
Ice Sports 7 8 8 9 9 9 9 9 9 9 2,700 5,400 8,100
Basketball 3 4 5 5 5 5 5 5 5 5 3,000 6,000 9,000
Volleyball 1 2 2 2 2 2 2 2 2 2 600 1,200 1,800
Wrestling 0 0 0 0 0 0 0 0 0 0 0 0 0
Pickleball 3 4 5 5 5 5 5 5 5 5 1,250 2,500 3,750
Gymnastics 0 0 0 0 0 0 0 0 0 0 0 0 0
Cheer 0 0 0 0 0 0 0 0 0 0 0 0 0
Other (Martial Arts, Judo/Jiu Jitsu)1 1 1 1 1 1 1 1 1 1 225 450 675
Leagues
Ice Sports 62 70 74 78 82 82 82 82 82 82 6,888 6,888 13,776
Basketball 8 10 12 13 13 13 13 13 13 13 2,600 2,600 5,200
Volleyball 8 10 12 13 13 13 13 13 13 13 1,300 1,300 2,600
Wrestling 0 0 0 0 0 0 0 0 0 0 0 0 0
Gymnastics 2 2 3 3 3 3 3 3 3 3 600 600 1,200
Cheer 3 4 5 5 5 5 5 5 5 5 1,500 1,500 3,000
Other (Martial Arts, Judo/Jiu Jitsu)0 0 0 0 0 0 0 0 0 0 0 0 0
Camps/ Clinics/ Lessons
Ice Sports 6 7 7 8 8 8 8 8 8 8 600 600 1,200
Basketball 3 4 5 5 5 5 5 5 5 5 250 250 500
Volleyball 3 4 5 5 5 5 5 5 5 5 250 250 500
Wrestling 1 2 2 2 2 2 2 2 2 2 100 100 200
Pickleball 3 3 4 4 4 4 4 4 4 4 200 200 400
Gymnastics 1 1 1 1 1 1 1 1 1 1 50 50 100
Cheer 2 2 3 3 3 3 3 3 3 3 150 150 300
Other (Martial Arts, Judo/Jiu Jitsu)5 5 6 7 7 7 7 7 7 7 175 175 350
Special Events
Special/Community/Miscellaneous Events 1 2 2 2 2 2 2 2 2 2 3,000 0 3,000
Total 145 172 193 205 209 209 209 209 209 209 45,818 80,743 126,561
Source: Johnson Consulting
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5.2 Economic & Fiscal Impact Analysis
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Economic & Fiscal Impact Analysis
Overview
Economic Impact is defined as incremental new spending in an economy that is
the direct result of certain activities, facilities, or events. For the purpose of this
analysis, impact totals are discussed in terms of the Dubuque economy. The
levels of impacts are described as follows:
Direct Spend – spending that occurs as a direct result of the facility’s operation
(example: attendee purchases meal at restaurant nearby).
Indirect Spend – re-spending of the initial direct expenditures on goods and
services (example: restaurant purchases more food from supplier).
Induced Spend – changes in local consumption due to the personal spending
by employees whose incomes are supported by direct and indirect spending
(example: waiter at the restaurant has more personal income to spend).
Increased Earnings – measures increased employee and worker compensation
related to the facility’s operation.
Employment – measures the number of full-time equivalent (FTE) jobs
supported in the local economy as a result of the facility’s operation.
Fiscal Impact – reflects tax revenues to local and state governments that result
from the facility’s operation.
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Economic & Fiscal Impact Analysis
Rates
The table on the upper right summarizes the multiplier rates utilized in the economic
impact estimates to calculate indirect spending, induced spending, increased
earnings, and employment. These multiplier rates are derived from an IMPLAN input-
output model, which is a nationally recognized analytical tool commonly used to
estimate economic impacts. An input-output model analyzes the commodities and
income that normally flow through various sectors of the economy.
Tax Rates
The table on the bottom right summarizes the applicable tax rates utilized in the fiscal
impact estimates. They focus on the taxes directly affected by visitors’ spending
activities:
•General Sales Tax – is 7.0 percent total, which includes State sales tax at 6
percent and County sales tax at 1.0 percent. There is no City sales tax.
•Hotel/ Motel Tax – is applied to hotel room sales, in addition to Sales and Use Tax .
Transient Occupancy Tax is 7.0 percent.
Multipurpose Indoor Sports Complex & Ice Arena Complex -
Dubuque, IA
Economic Impact Multilpiers
Impact Multiplier Base
Indirect Spending 0.2327 per $1 of direct spending
Induced Spending 0.1950 per $1 of direct spending
Increased Earnings 0.2693 per $1 of direct spending
Increased Employment 13.2444 per $1 million of direct spending
Source: Johnson Consulting
Multipurpose Indoor Sports Complex & Ice Arena Complex -
Dubuque, IA
Applicable Tax Rates
Rate
General Sales Tax
State Sales Tax 6.0%of total spending
County Sales Tax 1.0%of total spending
Total 7.0%
Hotel Occupancy Tax
County TOT 7.0%of spending on lodging
Source: IA Dept. of Revenue
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99
Economic & Fiscal Impact Analysis
Estimated Regional Impacts – Multipurpose Indoor Sports Complex
The table at right summarizes the
estimated activity and spending volume
at the proposed indoor sports complex
for regional events. Regional and
special events, unlike local events, are
assumed to attract overnight visitors,
resulting in lodging tax revenues, meals,
and other expenses, for these events.
As shown, in Year 5, the complex is
estimated to generate 35,175 room
nights, generate $14.3 million in total
spending, 133 jobs, $2.7 million in
increased earnings, and $1 million in
total tax revenues from sales and
lodging taxes.
Multipurpose Indoor Sports Complex - Dubuque, IA
Economic and Fiscal Impacts - Regional Tournaments / Special Events
Assumptions Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Activity Volume
# of Events*18 24 27 29 29 29 29 29 29 29
Attendance
Participants 12,476 16,634 18,714 20,100 20,100 20,100 20,100 20,100 20,100 20,100
Spectators 31,190 41,586 46,784 50,250 50,250 50,250 50,250 50,250 50,250 50,250
Total 43,666 58,221 65,498 70,350 70,350 70,350 70,350 70,350 70,350 70,350
Length of Stay 2.5 Nights
Est. Room Nights (assumes double occupancy)Ratio
Of Participants 40.0%6,238 8,317 9,357 10,050 10,050 10,050 10,050 10,050 10,050 10,050
Of Spectators 40.0%15,595 20,793 23,392 25,125 25,125 25,125 25,125 25,125 25,125 25,125
Total 21,833 29,110 32,749 35,175 35,175 35,175 35,175 35,175 35,175 35,175
Est. Spending Volume ($000)
On Lodging $120.00 / RN $2,620 $3,581 $4,129 $4,546 $4,659 $4,776 $4,895 $5,017 $5,143 $5,271
On Meals and Incidentals $69.00 / P 3,013 4,118 4,748 5,227 5,358 5,492 5,629 5,770 5,914 6,062
Total Direct Spending $5,633 $7,698 $8,877 $9,773 $10,017 $10,268 $10,524 $10,788 $11,057 $11,334
Economic Impact ($M)Multipliers
Direct Spending $5.6 $7.7 $8.9 $9.8 $10.0 $10.3 $10.5 $10.8 $11.1 $11.3
Indirect Spending 0.2327 1.3 1.8 2.1 2.3 2.3 2.4 2.4 2.5 2.6 2.6
Induced Spending 0.1950 1.1 1.5 1.7 1.9 2.0 2.0 2.1 2.1 2.2 2.2
Total Spending $8.0 $11.0 $12.7 $14.0 $14.3 $14.7 $15.0 $15.4 $15.8 $16.2
Increased Earnings 0.2693 $1.5 $2.1 $2.4 $2.6 $2.7 $2.8 $2.8 $2.9 $3.0 $3.1
Employment (FTE jobs)13.2444 75 102 118 129 133 136 139 143 146 150
Fiscal Impact ($000)Rate
State Sales Tax 6.00%$0.3 $0.5 $0.5 $0.6 $0.6 $0.6 $0.6 $0.6 $0.7 $0.7
County Sales Tax 1.00%0.06 0.08 0.09 0.10 0.10 0.10 0.11 0.11 0.11 0.11
County TOT 7.00%0.2 0.3 0.3 0.3 0.3 0.3 0.3 0.4 0.4 0.4
Total $0.6 $0.8 $0.9 $1.0 $1.0 $1.1 $1.1 $1.1 $1.1 $1.2
Source: Johnson Consulting
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Economic & Fiscal Impact Analysis
Total Economic Impact – Multipurpose Indoor Sports Complex
The table below summarizes the estimated spending volume at the proposed indoor sports complex for local, regional, and
special events combined. As shown, in Year 5, the sports complex is estimated to generate $16.6 million in total spending,
154 jobs, $3.1 million in increased earnings, and $1.1 million in total tax revenues.
Multipurpose Indoor Sports Complex - Dubuque, IA
Economic and Fiscal Impacts - Local and Regional Tournaments / Special Events
Assumptions Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Economic Impact ($M)Multipliers
Direct Spending $6.8 $9.0 $10.3 $11.3 $11.6 $11.9 $12.2 $12.5 $12.8 $13.2
Indirect Spending 0.2327 1.6 2.1 2.4 2.6 2.7 2.8 2.8 2.9 3.0 3.1
Induced Spending 0.1950 1.3 1.8 2.0 2.2 2.3 2.3 2.4 2.4 2.5 2.6
Total Spending $9.7 $12.9 $14.7 $16.1 $16.6 $17.0 $17.5 $17.9 $18.3 $18.8
Increased Earnings 0.2693 $1.8 $2.4 $2.8 $3.0 $3.1 $3.2 $3.3 $3.4 $3.5 $3.5
Employment (FTE jobs)13.2444 90 120 136 150 154 158 162 166 170 174
Fiscal Impact ($000)Rate
State Sales Tax 6.00%$0.4 $0.5 $0.6 $0.7 $0.7 $0.7 $0.7 $0.8 $0.8 $0.8
County Sales Tax 1.00%0.07 0.09 0.10 0.11 0.12 0.12 0.12 0.13 0.13 0.13
County TOT 7.00%0.2 0.3 0.3 0.3 0.3 0.3 0.3 0.4 0.4 0.4
Total $0.7 $0.9 $1.0 $1.1 $1.1 $1.2 $1.2 $1.2 $1.3 $1.3
Source: Johnson Consulting
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101
Economic & Fiscal Impact Analysis
Construction Impacts – Multipurpose Indoor Sports Complex
The estimated hard cost of construction of the indoor sports complex, as provided by
RDG, is approximately $20 million. The one-time construction impact of this
development is projected to generate 370 jobs, $10.3 million in total spending, and
$720,000 in total tax revenues.
Multipurpose Indoor Sports Complex - Dubuque, IA
Estimated One-Time Construction Impact- Indoor
Multiplier or
Tax Rate Amount
Est. Hard Costs for Development $20,000,000
Impact on Construction Jobs
% of Costs Spent on Labor 55.0%
Labor Costs $11,000,000
Average Construction Laborer Salary $30,000
# of On-Site Construction Jobs 370 ✓
Economic Impact
% of Costs Spent on Material 45.0%
Material Costs $9,000,000
% Spent Locally 80.0%
Direct Construction Spending $7,200,000
Indirect Spending 0.23 1,680,000
Induced Spending 0.20 1,400,000
Total Spending $10,280,000 ✓
Increased Earnings 0.27 $1,940,000 ✓
Employment (in FTE Jobs)13.24 100 ✓
Fiscal Impact
Sales Tax 7.00%$720,000
Total $720,000 ✓
Source: Johnson Consulting
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Economic & Fiscal Impact Analysis
Estimated Regional Impacts – Ice Arena Complex
The table at right summarizes the
estimated activity and spending volume
at the proposed ice arena complex for
regional events. Regional and special
events, unlike local events are assumed
to attract overnight visitors, resulting in
lodging tax revenues, meals, and other
expenses, for these events. As shown,
in Year 5, the ice arena complex is
estimated to generate 11 ,644 room
nights, generate $4.5 million in total
spending, 41 jobs, $800,000 in
increased earnings, and $300,000 in
total tax revenues from sales and
lodging taxes.
Ice Arena Complex - Dubuque, IA
Economic and Fiscal Impacts - Regional Tournaments / Special Events
Assumptions Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Activity Volume
# of Events*12 14 14 16 16 16 16 16 16 16
Attendance
Participants 5,175 6,038 6,038 6,900 6,900 6,900 6,900 6,900 6,900 6,900
Spectators 10,350 12,075 12,075 13,800 13,800 13,800 13,800 13,800 13,800 13,800
Total 15,525 18,113 18,113 20,700 20,700 20,700 20,700 20,700 20,700 20,700
Length of Stay 2.5 Nights
Est. Room Nights (assumes double occupancy)Ratio
Of Participants 45.0%2,911 3,396 3,396 3,881 3,881 3,881 3,881 3,881 3,881 3,881
Of Spectators 45.0%5,822 6,792 6,792 7,763 7,763 7,763 7,763 7,763 7,763 7,763
Total 8,733 10,188 10,188 11,644 11,644 11,644 11,644 11,644 11,644 11,644
Est. Spending Volume ($000)
On Lodging $120.00 / RN $1,048 $1,253 $1,284 $1,505 $1,542 $1,581 $1,620 $1,661 $1,702 $1,745
On Meals and Incidentals $69.00 / P 1,071 1,281 1,313 1,538 1,577 1,616 1,656 1,698 1,740 1,784
Total Direct Spending $2,119 $2,534 $2,598 $3,043 $3,119 $3,197 $3,277 $3,359 $3,443 $3,529
Economic Impact ($M)Multipliers
Direct Spending $2.1 $2.5 $2.6 $3.0 $3.1 $3.2 $3.3 $3.4 $3.4 $3.5
Indirect Spending 0.2327 0.5 0.6 0.6 0.7 0.7 0.7 0.8 0.8 0.8 0.8
Induced Spending 0.1950 0.4 0.5 0.5 0.6 0.6 0.6 0.6 0.7 0.7 0.7
Total Spending $3.0 $3.6 $3.7 $4.3 $4.5 $4.6 $4.7 $4.8 $4.9 $5.0
Increased Earnings 0.2693 $0.6 $0.7 $0.7 $0.8 $0.8 $0.9 $0.9 $0.9 $0.9 $1.0
Employment (FTE jobs)13.2444 28 34 34 40 41 42 43 44 46 47
Fiscal Impact ($000)Rate
State Sales Tax 6.00%$0.1 $0.2 $0.2 $0.2 $0.2 $0.2 $0.2 $0.2 $0.2 $0.2
County Sales Tax 1.00%0.02 0.03 0.03 0.03 0.03 0.03 0.03 0.03 0.03 0.04
County TOT 7.00%0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1
Total $0.2 $0.3 $0.3 $0.3 $0.3 $0.3 $0.3 $0.4 $0.4 $0.4
Source: Johnson Consulting
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Economic & Fiscal Impact Analysis
Total Economic Impact – Multipurpose Indoor Sports Complex
The table below summarizes the estimated spending volume at the proposed ice arena complex for local, regional, and
special events combined. As shown, in Year 5, the ice arena complex is estimated to generate $5.7 million in total spending,
53 jobs, $1.1 million in increased earnings, and $600,000 in total tax revenues.
Ice Arena Complex - Dubuque, IA
Economic and Fiscal Impacts - Local and Regional Tournaments / Special Events
Assumptions Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Economic Impact ($M)Multipliers
Direct Spending $2.9 $3.3 $3.4 $3.9 $4.0 $4.1 $4.2 $4.3 $4.4 $4.5
Indirect Spending 0.2327 0.7 0.8 0.8 0.9 0.9 0.9 1.0 1.0 1.0 1.0
Induced Spending 0.1950 0.6 0.6 0.7 0.8 0.8 0.8 0.8 0.8 0.9 0.9
Total Spending $4.1 $4.8 $4.9 $5.5 $5.7 $5.8 $6.0 $6.1 $6.3 $6.4
Increased Earnings 0.2693 $0.8 $0.9 $0.9 $1.0 $1.1 $1.1 $1.1 $1.2 $1.2 $1.2
Employment (FTE jobs)13.2444 38 44 45 51 53 54 55 57 58 60
Fiscal Impact ($000)Rate
State Sales Tax 6.00%$0.2 $0.2 $0.2 $0.2 $0.2 $0.2 $0.3 $0.3 $0.3 $0.3
County Sales Tax 1.00%0.03 0.03 0.03 0.04 0.04 0.04 0.04 0.04 0.04 0.05
County TOT 7.00%0.2 0.2 0.2 0.3 0.3 0.3 0.3 0.3 0.3 0.3
Total $0.4 $0.5 $0.5 $0.5 $0.6 $0.6 $0.6 $0.6 $0.6 $0.6
Source: Johnson Consulting
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104
Economic & Fiscal Impact Analysis
Construction Impacts – Ice Arena Complex
The estimated hard cost of construction of the ice arena complex, as provided by RDG,
is approximately $28 million. The one-time construction impact of this development is
projected to generate 510 jobs, $14.4 million in total spending, and $1.01 million in total
tax revenues.
Ice Arena Complex - Dubuque, IA
Estimated One-Time Construction Impact- Indoor
Multiplier or
Tax Rate Amount
Est. Hard Costs for Development $28,000,000
Impact on Construction Jobs
% of Costs Spent on Labor 55.0%
Labor Costs $15,400,000
Average Construction Laborer Salary $30,000
# of On-Site Construction Jobs 510 ✓
Economic Impact
% of Costs Spent on Material 45.0%
Material Costs $12,600,000
% Spent Locally 80.0%
Direct Construction Spending $10,080,000
Indirect Spending 0.23 2,350,000
Induced Spending 0.20 1,970,000
Total Spending $14,400,000 ✓
Increased Earnings 0.27 $2,710,000 ✓
Employment (in FTE Jobs)13.24 130 ✓
Fiscal Impact
General Sales Tax 7.00%$1,010,000
Total $1,010,000 ✓
Source: Johnson Consulting
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5.3 Funding Strategies
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106
Funding Strategies
Overview
This section discussed recent trends in sports complex funding and provides an inventory of potential funding sources and strategies. Funding a sports complex in
Dubuque can be approached through various strategies including public funding, private investments, community partnerships, grants, taxing, and other funding tools.
There are programs unique to Dubuque, such as the Iowa Economic Authority Sports Tourism Program, which provides financial assistance for projects that market or
promote sporting events in Iowa. Further, sports complexes can leverage funding tools that other public facilities may not, such as, anchor tenant agreements and
associations with partners such as higher education institutions. Each funding strategy has its own set of requirements, benefits, and potential challenges. A
comprehensive approach that combines multiple funding sources is likely to increase the financial viability of financing a project.
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107
Funding Strategies
Case Study: Community First Champion Center
The Community First Champion Center opened in 2019. The facility is owned
by the Town of Grand Chute and is managed by the Fox Cities Sports
Development Inc. The 164,000 SF facility features an ice rink, a seasonal ice
rink that converts into four basketball courts, and a fieldhouse with four
additional courts. The initial cost of construction in 2019 was $30 million.
Development funding came from a 3% hotel tax, which also helped to fund the
Fox Cities Exhibition Center.
Case Study: TBK Bank Sports Complex
TBK Bank Sports Complex opened in 2018 and is privately owned. The
273,000 SF indoor complex features 8 basketball courts and a multipurpose
turf field. There are also 4 rectangular fields and 10 baseball/softball
diamonds. The development cost $50 million and was primarily funded
through private investments and naming rights. There is also a planned $75
million expansion that will be supported through the City of Bettendorf through
$5.8 million in grants and a 20-year 75% tax increment finance rebate.
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Funding Strategies
Case Study: MidAmerican Energy Company RecPlex
The RecPlex was developed through a public-private partnership with the city.
The facility opened in 2021 and offers 300,000 SF of indoor space featuring
two ice rinks, with plans to build a third, 4 courts, pickleball courts, and indoor
turf, in addition to three outdoor multipurpose rectangular fields. The total cost
of development was $59.8 million including $16.5 million in city bonds backed
by future local option sales tax revenue, $16.4 million in city bonds backed by
future hotel-motel tax revenue, $12.4 million in corporate and individual
donations and pledges, naming rights, sponsorships, and a mix of other
grants, loans and tax revenue. The additional sheet of ice would cost north of
$30 million and would be funded through private donations, a bond funded
through local option sales tax, and grants.
Case Study: Prospect Meadows Sports Complex
Prospect Meadows is a 501(c)3 nonprofit organization that developed an 8
baseball/softball diamonds complex on 128 acres in 2019. The $14 million
complex was developed through a combination of public and private funding
sources. Approximately $5.9 million was raised from private donors, including
Perfect Game who serves as an anchor tenant and commits to bringing 1,000
teams annually to the complex for 15 years. Total fundraising efforts amassed
$11 .75 million. $5.85 million was secured from public entities, including Linn
County and the cities of Marion and Cedar Rapids. Linn County signed a 95-
year lease agreement for the 128 acres.
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Funding Strategies
Funding Mechanisms
There are numerous financing tools used to fund facilities that could be applied to a sports and recreation development in Dubuque. These include:
1.Pay-As-You -Go Financing: Projects that are relatively small or that are financed in municipalities with rapidly growing tax bases are sometimes paid for directly out of
appropriated funds each year. However, the majority of facilities are financed with long-term debt so that payment of capital costs corresponds to the period over
which the facility is used and its economic benefits are realized. Some portion of the proposed stadium might be paid for out of the City’s general fund, but that
portion is likely to make up a small amount of the overall capital stack.
2.General Obligation Bond Financing: Long-term bonding using the general obligation of the City, County, and/ or State either directly as part of a capital outlay
program or as guaranteed debt of an authority that would provide strong credit and relatively low borrowing costs. GO bonding is typically reserved for projects
perceived to benefit the population as a whole, such as educational, economic development, or transportation, and the proposed complex certainly falls within this
category of projects. This is a strong financing option for this project, though it will be important to identify funds which would make sense to service the debt on
them.
3.Revenue Bond Financing: Revenue bonds are another source of finance that can be used to build, own, and operate public purpose facilities that have no power to
tax. They derive their revenues from user fees and other sources and must finance general and capital expenditures out of these receipts and whatever amount they
are permitted to borrow, which can be tailored to fit the specific requirements of the involved local and state governments.
4.Capital Development Funds: Certain public or non-profit organizations have funds devoted specifically to capital development projects. Often these funds are used
for smaller, pay-as-you-go type projects, but they can also make up part of the capital stack on a larger project or improvement plan. This could be a viable funding
source, though likely a small part of the overall capital stack.
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Funding Strategies
Funding Mechanisms
5.Naming Rights & Sponsorships: Sponsorships and particularly naming rights can be a substantial, long-term revenue stream for facilities. Given the proposed
facility’s prominence within Dubuque and projected foot traffic, paired with the already established sponsors, this funding source could be significant, though still a
relatively minor part of the overall capital stack.
6.Tourism Improvement District (TID): Similar to a traditional Business Improvement District (BID), a TID is a district in which a special assessment is levied on hotel
room sales (and sometimes other sales such as tickets, retail, or meals). The money collected is managed by a dedicated non-profit or advisory board, often made
up of local tourism industry stakeholders such as hoteliers and restauranteurs, and used to fund destination marketing and development initiatives. This could be
viable for this project given its potential to bolster Dubuque’s tourism and hospitality industry.
Taxing Mechanisms
In addition to the financing tools described above, there are a number of taxing mechanisms that could be used to fund the sports complex, including:
1.Sales Taxes: Sales tax provides a strong credit structure because it is relatively predictable and tends to track with inflation and economic growth. A general sales tax
increase, or expansion of the base, can provide a robust incremental revenue stream. However, these taxes are often difficult to implement because they primarily
tax local residents and require referendum and/ or State legislative approval. There are examples of municipalities using a general sales tax, over a fixed period, to
finance major capital projects. The quick-pay method enables municipalities to generate the necessary revenue over a short period of time, but a general sales tax is
a blunt taxing instrument that does not provide a direct correlation between burden and benefit.
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Funding Strategies
Taxing Mechanisms
2.Hotel Occupancy Tax : Hotel taxes have the major advantage of primarily taxing out-of-town visitors, rather than local residents. Given that this facility would
contribute to generating local hotel stays, a proportionate amount of hotel tax put to its financing would be reasonable.
3.Food and Beverage Tax : Food and beverage taxes have been used throughout the country to support the costs of developing, and renovating, public assembly
facilities and to fund related infrastructure. The revenue potential is significant, as the second highest spend occurs on food service, after lodging. Food and
beverage taxes are directed towards beneficiaries of the project and to some extent, non-residents. There may be an opportunity to leverage some portion of
existing food and beverage tax revenues, or dedicating an additional point to support development and operations of the sports complex.
4.Tax Increment Financing (TIF): TIFs are based on the incremental tax value of ancillary economic development projects that are triggered by a major facility. The tax
base of a defined TIF district is frozen and any increases in the future tax base are used to repay TIF bonds. While typically instated prior to construction of a new
facility, they can be applied to support capital improvements and ongoing operations. The most powerful TIFs are those based on sales tax but there are many
examples of property tax based TIFs throughout the country. This could be applicable to this project, though a district would need to be established.
5.Development Fees / Land Lease Income: Fees for the right to develop projects near a public assembly facility can assist in funding. These so-called linkage fees
have been imposed in locations where land adjacent to a public assembly facility is at a premium, typically on hotels, parking decks, retail stores, and other uses that
can benefit from their proximity to the facility.
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Schmitt Island Development &
Sports Complex Feasibility Study
January 2025
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TABLE OF CONTENTS
2
SE
C
T
I
O
N 2 PAGE 17:
Market Assessment & Regional Facility Audit
SE
C
T
I
O
N 1 PAGE 3:
Introduction
SE
C
T
I
O
N 3 PAGE 47:
Participation Trends & Comparative Market Analysis
SE
C
T
I
O
N 5 PAGE 90:
Demand Projections , Economic & Fiscal
Impacts, and Funding Strategies
SE
C
T
I
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N 4 PAGE 80:
Market Supportable Program Recommendations
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1.1 Introduction
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4
Introduction
Transmittal Letter
Re: Schmitt Island Development & Sports Complex Market Feasibility Study
DRA:
C.H. Johnson Consulting, Inc. (Johnson Consulting) is pleased to submit this report to you regarding the Market Feasibility Study for Schmitt Island Development &
Sports Complex. Pursuant to our engagement, this report update fulfills the scope of work outlined in the statement of work submitted by Johnson Consulting to The
Dubuque Racing Association on June 8th, 2024.
Johnson Consulting has no responsibility to update this report for events, plan modifications, and circumstances occurring after the date of this report. The findings
presented herein reflect analyses of primary and secondary sources of information. Johnson Consulting used sources deemed to be reliable but cannot guarantee their
accuracy. Moreover, some of the estimates and analyses presented in this study are based on trends and assumptions, which can result in differences between
projected results and actual results. Because events and circumstances frequently do not occur as expected, those differences may be material. This report is intended
for the Client’s internal use and cannot be used for project underwriting purposes without Johnson Consulting’s written consent.
We have enjoyed serving you on this engagement and look forward to providing you with continuing service.
Sincerely,
C.H. Johnson Consulting, Inc
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5
Introduction
Study Introduction & Methodology
Johnson Consulting was retained by the Dubuque Racing Association (DRA) to conduct a
market feasibility study for a potential sports complex on Schmitt Island. The study aims to
foster the ability of the DRA and the City, as well as any local partner organizations, to make
informed decisions regarding the development and continuing operation of a complex. The
proposal document submitted to the DRA by Johnson Consulting outlines detailed services for
the study. Broadly, the objective of this study is to answer the following questions:
What do the characteristics of the local market suggest about Schmitt Island/Dubuque’s
ability to support this potential complex?
What trends within the sports and entertainment industry could impact the project?
What is the overall market opportunity for a new sports complex in Dubuque?
What approach positions the DRA to advance the planning and development of the project?
In order to answer the questions above, Johnson Consulting developed and executed a
comprehensive methodology for the study, which is illustrated by the figure on the right. The
observations, analysis, and conclusions of the study will be presented throughout the remaining
sections of this report.
Market Opportunity
Assessment
Market
Analysis
Real Estate
Analysis
Industry
Trends
Implementation
Roadmap
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6
Introduction
Project Overview
Schmitt Island is a part of Dubuque which is a mid-sized city in Iowa on the
Mississippi river bordering Wisconsin and Illinois. Dubuque has recently focused on
tourism as it is able to attract regional visitors partially due to its picturesque bluffs,
proximity to the Field of Dreams Movie Site and other local attractions. Schmitt
Island’s Q Casino and ImOn Ice Arena serve as entertainment destinations for the
city. Schmitt Island also serves the community as a recreation hub as the Ice Arena
and four baseball diamonds at McAleece Park provides practice times for local
sports organizations. Longstanding plans to further development Schmitt Island
have included expanding these two sports related assets to enhance the
functionality of the island. Not only would extra or updated fields provide the
community with an asset but could potentially serve to attract sports tourism to the
island and city. Additionally, any new complex on the island’s south side would pair
well with the Q Casino’s updated family entertainment center and amphitheater,
further cementing Schmitt Island as a regional destination.
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1.2 Executive Summary
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8
Introduction
Executive Summary - Market Assessment
Johnson Consulting recognizes that sports complexes are crucial to community sports
organizations and are highly beneficial to a community’s tourism industry. The Dubuque
region lacks any large-scale sports complex and currently the community uses any available
inventory of school and park facilities in Dubuque, but these facilities often face challenges
with availability and quality. Through our market analysis, stakeholder engagement, industry
trends research, and case study research, Johnson Consulting believes that there is an
opportunity to introduce a new venue to the Dubuque market with a unique opportunity to
serve the area’s residents and visitors.
The Dubuque metro area has positive economic indicators such as above average median
household income and low unemployment rates. While these factors would indicate future
economic growth in Dubuque, the city is losing young families to larger markets. The exodus
from Dubuque is partially due to manufacturing jobs leaving the market, but it is also due to
the lack of family focused assets, like a sports complex. This is also evident in the region’s
below average spending on sports participation fees, which can indicate either a lack of
willingness to spend on fees or a lack of facilities on which to spend those dollars.
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9
Introduction
Executive Summary - Facility Audit
As seen by the map on the right, the Dubuque region is deficient in all types of
major sports facilities. Other metro areas such as Des Moines, Cedar Rapids, the
Quad Cities, Chicago or Milwaukee have venues with large concentrations of
surfaces which provides assets for the communities and are used to attract large
youth sports tournaments. Dubuque’s local organizations rely on school and park
courts for practices and games but the lack of surfaces at a single location and the
lack of quality surfaces prevents the region from hosting youth sports tournaments.
Local organizations indicated that the lack of available surface time prevents the
growth of their organizations and inhibits them from hosting regional tournaments.
Dubuque’s inability to host youth sports tournaments has led to participants and
their families traveling to different markets for tourism, resulting in dollars leaking to
other markets for local use and sports tourism.
Legend
Dubuque
# of surfaces
Baseball
Hockey
Basketball
Soccer
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10
Introduction
Executive Summary - Stakeholder Engagement
Johnson Consulting met with a wide variety of local organizations in order to gauge
the level of interest for a new sports complex on Schmitt Island. It is crucial to
engage with a wide variety of individuals and organizations throughout the area and
industry to better inform the study’s observations and conclusions. The list to the
right details to whom Johnson Consulting spoke through the course of the project.
•Northern Iowa Community College
•Mayor of Dubuque
•Miller Development
•Court One
•City of Dubuque City Manager
•City of Dubuque Leisure Services
Director
•City of Dubuque Director of Office of
Shared Prosperity and Neighborhood
Support
•City of Dubuque Recreation Division
Manager
•Dubuque Youth Volleyball
•Dubuque Senior Saints Hockey
•Dubuque Fossils Hockey
•Dubuque Fighting Saints Hockey
•Loras College Athletic Director and
VP Student Services
•Holy Family Catholic Schools
•ImOn Arena (Dubuque)
•University of Dubuque Soccer
•Dubuque Soccer Club
•Greater Dubuque Development Corp
•Dubuque Community Schools
•Travel Dubuque
•Q Casino
•Dubuque Dream Center
•Dubuque Figure Skating
•Peosta Community Center
•Dubuque County Basketball
Academy
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11
Introduction
Executive Summary - Sports Participation Trends
Specialization has led to a decrease in sports per participant. Athletes are
dedicating themselves to one or two sports rather than playing multiple sports. This
has led to the increased popularity of club teams that compete in weekend
tournaments that often require traveling. Nationally, sports historically dominated by
girls (like volleyball, gymnastics and cheerleading) are increasing in popularity in
part due to the rise of female sports stars like Caitlin Clark and Simone Biles. Ice
sports have also increased their national popularity as the high fixed costs
associated with sports like hockey are easier to justify, if an athlete is playing year-
round rather than seasonally. Locally, the popularity of sports is often capped by the
number of facilities available. Indoor sports and ice sports in Dubuque are capped
due to the lack of courts and ice rinks. Additional surfaces would likely grow the
popularity of these sports in Dubuque.
Source: SFIA, Johnson Consulting
Team Sport Participation & Sports Per Participant
132M 132M 130M 132M 133M 133M 132M 130M 126M 126M 129M 136M
2.14 2.06 2.02 1.99 1.94 1.97 1.92 1.84 1.88 1.85 1.82 1.73
0
0.5
1
1.5
2
2.5
3
0
40
80
120
160
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Total Sport Participants Sports Per Participant
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12
Introduction
Executive Summary - Case Studies
Johnson Consulting analyzed 4 case studies in order to inform
recommendations for a sports and recreation complex in Dubuque relative
to development, operations, financing, and best practices. When comparing
Dubuque, and further, Schmitt Island to the case study set, Schmitt Island
offers positive attributes such as proximity to existing entertainment options.
However, limiting conditions were also identified, such as hotel supply and
proximity to a major airport. The design of the case study facilities also
offered examples of how a multipurpose sports complex can serve multiple
sports and other uses, such as the seasonal ice rink in Appleton.
Additionally, case study research provided examples on initial and ongoing
development and financing structures that have been successful in other
markets, including public-private-partnerships and municipal funding tools.
Detailed profiles of each case study facility, as well as a benchmarking
exercise, can be found in Section 3 of this report.
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13
Introduction
Executive Summary – Market Supportable Recommendations
The Consulting team developed several different scenarios for potential
developments on Schmitt Island. The optimal scenario involves 6 additional
basketball courts and an additional ice rink to the existing ImOn Arena. This would
provide local sports organizations that use either ice rinks or hardwood surfaces a
place to practice and host tournaments. The price elasticity of rental rates in the
market may prove to be a challenge for the indoor courts, but their ability to host
tournaments for multiple sports like basketball, volleyball, wrestling and
cheerleading should increase the demand for the facility. While outdoor sports like
baseball and soccer are important to the city and locally popular, Schmitt Island’s
size and development attributes restrict any sizeable development of outdoor fields.
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14
Introduction
Executive Summary – Development Impacts
To properly estimate the demand and associated fiscal and economic impacts for a
new development on Schmitt Island including a multipurpose indoor court facility
and an addition to the ice arena complex, the historical operations at existing
athletic facilities were extensively analyzed, paired with feedback from local user
groups. This information was synthesized to develop recommendations relative to
the facility program which informed the demand projections and the resulting
impacts of the development. A detailed analysis of this work can be found in section
5 of this report.
As shown in Year 5, often considered the year of stabilization for sports complex
facilities, the ice arena complex is projected to generate $5.7 million in total
spending and $600,000 in tax revenues, while the indoor sports complex is
projected to generate $16.6 million in total spending and $1.1 million in total tax
revenues.
Ice Arena Complex - Dubuque, IA
Economic and Fiscal Impacts - Local and
Regional Tournaments / Special Events
Year 5
Economic Impact ($M)
Direct Spending $4.0
Indirect Spending 0.9
Induced Spending 0.8
Total Spending $5.7
Increased Earnings $1.1
Employment (FTE jobs)53
Fiscal Impact ($000)
State Sales Tax $0.2
County Sales Tax 0.04
County TOT 0.3
Total $0.6
Source: Johnson Consulting
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15
Introduction
Executive Summary - Observations
Johnson Consulting recognizes that sports complexes are crucial to community sports organizations and highly beneficial to a community’s tourism industry. The
Dubuque region lacks any large-scale sports complex and currently the community uses any available inventory of school and park facilities in Dubuque. Through our
market analysis, stakeholder engagement, industry trends research, and case studies Johnson Consulting believes that there is an opportunity for Schmitt Island to
introduce a new venue to the Dubuque market with a unique opportunity to serve the area’s residents and visitors.
The Dubuque metro area has positive economic indicators such as above average median household income and low unemployment rates. While these factors would
indicate future economic growth in Dubuque, the city is losing young families to larger markets. The slight decline in the Dubuque population base can be attributed
partially due to manufacturing jobs leaving the market, but it can also be due in part to the lack of family focused assets like a sports complex. This is also evident in the
regions below average spending on sports participation fees which indicates either a lack of willingness to spend on fees or a lack of a facility on which to spend those
fees.
The Dubuque region is severely lacking in all kinds of sports surfaces. Other metro areas such as Des Moines, Cedar Rapids, the Quad Cities, Chicago or Madison
have large concentrations of surfaces which provides assets for the communities and are used to attract large youth sports tournaments. Dubuque’s local organizations
rely on school and park courts for practices and games and the lack of surfaces at a single location and the lack of quality surfaces prevents the region from hosting
sports tournaments. Local organizations indicated to us that the lack of available surface time prevents the growth of their organizations and inhibits them from hosting
regional tournaments. With Dubuque’s inability to host youth sports tournaments, parents travel to different markets every week which not only frustrates parents but it
means large amounts of spending is leaving the region for other markets.
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16
Introduction
Executive Summary - Observations
Specialization has led to a decrease in sports per participant. Kids are dedicating themselves to one or two sports rather than playing a wide variety of sports, year-
round. This has led to the increased popularity of club teams that play in weekend tournaments that often requires traveling. Nationally, sports historically dominated by
girls (like volleyball, gymnastics and cheerleading) are increasing in popularity in part due to the rise of female sports stars like Caitlin Clark and Simone Biles. Ice sports
have also increased their national popularity as the high fixed costs associated with sports like hockey are easier to justify if (due to specialization) an athlete is playing
year-round rather than seasonally. Locally, the popularity of sports is often capped by the number of facilities available. Indoor sports and ice sports in Dubuque are
capped due to the lack of courts and ice rinks. Additional courts would likely grow the popularity of these sports in Dubuque.
When analyzing case studies, Schmitt Island has a lot of positive attributes especially their proximity to existing entertainment options. Commonly, these facilities are
located in close proximity to entertainment and retail; the upcoming family entertainment center at the Q Casino will complement a potential new sports complex on
Schmitt Island. However, Dubuque is behind in several key factors like number of nearby hotels and distance to a major airport compared to markets with a similar
development such as Appleton, Des Moines and the Quad Cities. Any space should be built with multi-sport capabilities like the Community First Champion Center in
Appleton, Wisconsin which has an ice rink that can be converted into basketball courts. Most of these facilities operate using a public-private-partnership and were
financed through a variety of methods such as hotel taxes, TIFs and city bonds.
Johnson Consulting helped develop several different scenarios for potential developments on Schmitt Island. The optimal scenario involves 6 additional basketball
courts and an additional ice rink to the existing ImOn Arena. This would allow local sports organizations that use either ice rinks or hardwood surfaces a place to practice
and host tournaments. While outdoor sports like baseball and soccer are important to the city and locally popular, Schmitt Island’s size restricts any sizeable
development of outdoor fields. The price elasticity of rental rates in the market may prove to be a challenge for the indoor courts, but their ability to host multiple sports
like basketball, volleyball, wrestling and cheerleading should increase the demand for the facility.
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2. Market Assessment
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2.1 Economic & Demographic Trends
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19
Market Assessment
Overview
Dubuque is located in Eastern Iowa on the Mississippi River bordering
Wisconsin and Illinois. As of 2024, Dubuque has a population of 59,635 making
it the 11 th biggest city in the state of Iowa. Unlike the rest of Iowa which is
relatively flat, Dubuque is located in the Driftless Region and is situated on
bluffs, giving it a hilly terrain compared to the rest of Iowa. While Dubuque’s
economy has traditionally relied on manufacturing, the city needs to diversify its
economy to grow. The region has a modest tourism draw, partially because of
the “Field of Dreams” movie site which is located in nearby Dyersville. However,
Dubuque can be difficult to travel to:
•Air: Dubuque lost its air service back in January of 2024, but its regional
airport regained limited service in November of 2024 with flights to Chicago.
Previously, Dubuque residents had to drive to nearby markets to fly. Now,
travel to and from Dubuque can be done completely via air.
•Highway: Dubuque is not connected to any major Interstate, so in order to
drive to Dubuque only major highways like U.S Highway 20 and U.S Highway
151 are available.
As shown by the map on the right the 30-, 90-, and 240-minute drivetime
catchments reach as far East as Chicago, as far South as Springfield, IL, as far
West as Des Moines and as far North as Wausau, WI.
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20
Market Assessment
Population
The resident population of the city of Dubuque was 59,635 persons in 2024. The 30-, 90-, and 240-minute drive time catchment areas, reflecting the draw of a potential
new Schmitt Island Sports Complex, had populations ranging from 124,963 to 19,567,095. Between 2010 and 2024, the population of the city of Dubuque increased at
an average rate of 0.2 percent per annum. These growth rates were below that of Iowa and the nation. From 2024 to 2029, the population of Dubuque is forecasted to
grow at an average rate of negative 0.1 percent per annum. Growth rates in these markets are consistent with the 240-minute drivetime catchment but well below the
state and national forecasts. As regional deindustrialized continues, jobs and workers will continue to leave the region at larger rates.
2000 2010 2024 2029 CAGR*
2010-2024
CAGR*
2024-2029
USA 281,421,906 308,745,538 338,440,954 344,873,411 0.7%0.4%
Iowa 2,926,324 3,046,355 3,236,114 3,275,570 0.4%0.2%
Dubuque 57,816 57,617 59,635 59,356 0.2%-0.1%
Schmitt Island (30 minutes)113,850 120,003 124,963 125,000 0.3%0.0%
Schmitt Island (90 minutes)1,149,389 1,207,838 1,267,049 1,269,561 0.3%0.0%
Schmitt Island (240 minutes)18,448,309 19,285,244 19,567,095 19,454,997 0.1%-0.1%
*Compounded Annual Growth Rate
Sources: Esri, Johnson Consulting
Population
Page 203 of 959
21
Market Assessment
Age
Age is an important demographic indicator to consider when evaluating the
market. Some markets seek to combat “brain drain,” a phenomenon where
primarily college-educated young professionals are leaked to larger or different
metropolitan markets. Other markets seek to attract wealthier retirees, which
bring economic spending, leisure time, and philanthropic dollars with them to
these markets. Dubuque has a lack of well-paying jobs which has increased an
exodus of young workers, furthering the issue of “brain drain.”
The Dubuque area has a much younger age distribution relative to state and
national averages. 29% of the people in the 30-minute drivetime catchment
around Schmitt Island are ages 15-34, representing a much higher proportion
than the state and nation. This is likely due to the three major colleges in the city
that bring large numbers of young people to the city. However, the proportion of
middle age populations (ages 30-54) are significantly lower than state and
national averages. These demographics are particularly important because they
represent heads of families. The lack of this age group indicates Dubuque may
have a lack of quality family-friendly amenities. A sports facility could help to
retain and attract families to the region.
`
Sources: Esri, Johnson Consulting
2024 Age Distribution
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
Pe
r
c
e
n
t
a
g
e
o
f
P
o
p
u
l
a
t
i
o
n
United States Iowa Schmitt Island (30 minutes)
29%
Page 204 of 959
22
Market Assessment
Education & Income
Education and income, although not strict predictors of sports, recreation and
entertainment facility performance, are important market attributes for benchmarking
the level of activity. Markets with higher educational attainment and income levels are
more likely to have a robust economic base and healthy education system, which are
key components of ensuring long-term growth and resiliency. Well-educated, higher
income markets have a significant advantage when it comes to attracting new
businesses, and are also more likely to have the nightlife, retail, and tourism products
that appeal to event planners.
The 30-minute drivetime radius around Schmitt Island has below average educational
attainment levels among adults age 25+ for high levels of educational attainment.
35.4% of people in the area around Schmitt Island have a Bachelor’s or higher
educational attainment. This is lower than national levels but higher than the state
average. The Dubuque area has a low proportion of adults age 25+ without a high
school education and high proportion of adults 25+ with a high school education.
The median household income in the 30-minutes around Schmitt Island is $66,647
per annum, significantly below that of the U.S. ($79,068). Income levels in the city of
Dubuque are projected to grow at a rate of 2.6 per annum over the next five years,
which is less than the United States. These education and income statistics reflect a
weak economic trajectory.
Sources: Esri, Johnson Consulting
2024 Educational Attainment
9.4%
26.8%27.1%
36.8%
5.9%
29.6%30.8%
33.7%
5.2%
31.7%
27.7%
35.4%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Less than High
School
High School or
Equivalent
Some College /
Associate's
Bachelor's or
Higher
Pe
r
c
e
n
t
o
f
A
d
u
l
t
s
A
g
e
2
5
+
United States Iowa Schmitt Island (30 minutes)
2024 2029 CAGR*
USA $79,068 $91,442 3.0%
Iowa $74,738 $83,750 2.3%
Dubuque $66,647 $75,612 2.6%
Schmitt Island (30 minutes)$75,102 $84,530 2.4%
Schmitt Island (90 minutes)$76,143 $86,177 2.5%
Schmitt Island (240 minutes)$79,873 $91,365 2.7%
*Compounded Annual Growth Rate
Sources: Esri, Johnson Consulting
Median Household Income
Page 205 of 959
23
Market Assessment
Dubuque Regional Average Sports Spend
Each number in the dots to the right represent an index of spending within that
region, where 110 represents 10% higher than the national average and 95
representing 5% less than the national average.
The 30-minute drivetime catchment spends roughly 11 % less than the national
average on fees for participant sporting events. This indicates a lack of
disposable income allocated towards sports. The 90-minute drivetime catchment
spends 8% less than the national average and the 4-hour drivetime catchment
spends 2% less than national average most likely due to its inclusion of major
markets like Chicago, Milwaukee and Des Moines.
Dubuque area residents spend far less than the national average on fees for
participant sporting events (including trips and local events). This could either be
due an unwillingness to spend on expensive sports tournaments and events or
due to the lack of available venues, tournaments and opportunities in the
Dubuque area. A new venue may bring higher rates of spending as there would
be more sporting opportunities in the Dubuque area.
Page 206 of 959
24
Market Assessment
Disposable Income and Sports Spending
The table below shows the differences between different cities, states and regions’ median disposable income and other sports spend related statistics. Dubuque and
the drivetime catchments closest to Dubuque have below average median disposable income as well as below average other sports spending categories. This likely
means that the ability and desire to pay for a quality athletic facility will be less than national averages. However, the 240-minute drivetime catchment is on-par with
national averages meaning there are a large number of people within driving distance who are willing to spend on sports tourism. These people are likely concentrated
in large metro areas such as Chicago, Milwaukee and Des Moines.
Median
Disposable
Income
Fees for
Participant
Sports
Membership
Fees for
Social/Recreation
/Health Clubs
Admission to
Sports Events
Total Sports
Spending
% of Disposable
Income Spent on
Sports Events
% of Disposable
Income Spent on
Sports Events,
Indexed to National
Average*
United States $63,562 $133 $302 $79 $515 0.81%100
Iowa $59,890 $116 $266 $79 $461 0.77%95
Dubuque $55,427 $107 $251 $73 $431 0.78%96
Schmitt Island (30 minutes)$60,617 $118 $273 $80 $472 0.78%96
Schmitt Island (90 minutes)$60,671 $121 $279 $82 $482 0.79%98
Schmitt Island (240 minutes)$63,297 $130 $300 $84 $514 0.81%100
*Where 100 is average, 110 is 10% above average, and 90 is 10% below average
Sources: Esri, Johnson Consulting
Disposable Income and Average Household Sports Spending
Page 207 of 959
25
Market Assessment
Major Employers & Unemployment
A strong corporate and business presence can be important in the success of a
sports, recreation, event and entertainment facility, because local businesses
support facilities by attracting residents to the area, and providing disposable
income, as well as through their requirement for event space, and through
donations, sponsorships and advertising. Dubuque has attempted to diversify its
market away from a manufacturing focus to a wide range of sectors. However,
the rate of lost manufacturing jobs is outpacing the gain of new non-
manufacturing jobs.
Despite having issues diversifying their economy, Dubuque has maintained
relatively low unemployment numbers. Both Iowa and Dubuque’s unemployment
rates have consistently tracked lower than that of the United States. In 2024,
Dubuque and Iowa’s unemployment rate was 2.9% and 3.0% respectively; the
United States had a higher rate of 4.3%. However, unemployment rates don’t
always capture the entire picture as they ignore variables like underemployment
and labor participation rate. For example, stakeholder engagement and reports
on the region indicated high paying jobs in Dubuque was less than compared to
the rest of Iowa. This is also indicated by Dubuque’s low median household
income.
Employer Industry Employees
John Deere Dubuque Works Manufacturing 2,810
Dubuque Community Schools Education 2,000
MercyOne Dubuque Medical Center Health Care 1,438
HODGE Industrial Services 1,102
Medical Associates Clinic Health Care 1,069
University of Wisconsin-Platteville Education 1,062
UnityPoint Health - Finley Hospital Health Care 940
Cottingham & Butler, Inc.Insurance 851
City of Dubuque Government 737
Sedgwick CMS Insurance 725
Rainbo Oil Company Retail Trade 558
Western Dubuque County Community School District Education 551
Hormel Manufacturing 550
Medline Industries Health Care 500
Mi-T-M Corporation Industrial Services 465
Source: Greater Dubuque Development Corp, Johnson Consulting
Major Employers in Dubuque, IA
Sources: Bureau of Labor Statistics, Johnson Consulting
Unemployment Rate
0%
2%
4%
6%
8%
10%
12%
2007 2009 2011 2013 2015 2017 2019 2021 2023
United States Iowa Dubuque (MSA)
Page 208 of 959
26
Market Assessment
Location Quotient by Industry Sector
As of 2024, the largest industry in Dubuque was Manufacturing. With increasing
costs and automation, keeping manufacturing jobs in Dubuque (and the United
States) will only get more difficult. There is a want and a need to diversify
Dubuque’s economy away from an industry that is not projected to grow
domestically. The top 5 industries with the most employees are:
•Manufacturing
•Health Care and Social Assistance
•Retail Trade
•Educational Services
•Accommodation/Food Service
The table on the right provides a location quotient analysis of the number of
employees in the Dubuque area by industry sector relative to that of the U.S. as a
whole. Location quotients of 1 indicate a similar relative concentration of that
particular industry in the region, while values higher than 1 indicate higher
concentrations of that industry, and values lower than 1 indicate lower
concentrations of that industry. The location quotient values are color-coded
accordingly. The Dubuque region has a high concentration of Manufacturing and
Agriculture related jobs relative to that of the United States.
Page 209 of 959
27
Market Assessment
Implications
Dubuque is a mid-sized city that is having problems with maintaining a robust population. The city of Dubuque currently has a population of 59,635 and the population of
the city is projected to slightly decline while the metro area of Dubuque is projected to remain stagnate. Dubuque’s largest industry, manufacturing, has been on a
decline ever since the deindustrialization of the 1980’s, which has led to a mass-exodus of working-class residents. Dubuque also faces a problem with losing younger
college-educated residents to larger markets (aka “Brain Drain”). Dubuque does not have as many family-friendly community assets as larger markets. The construction
of additional sports surfaces or a sports facility on Schmitt Island would help to lessen that drain away from the city.
Dubuque’s economic and demographic profile has some extremely positive attributes. The Dubuque metro area has a strong median household income of $75,102 and
it is expected to increase by 2.4% by 2029. Dubuque also has an extremely young population due to the number of universities located within the city. The City of
Dubuque’s median age is 37.9, which is much lower than the national average of 39.3. Dubuque also has an Unemployment rate of 2.9% which is in-line with Iowa’s
(3.0%) and well below the national average of 4.3%. A sports facility on Schmitt Island could greatly help to improve these already positive attributes. Young college
graduates from one of Dubuque’s universities who are deciding where to settle down and start a family will see a youth sports complex as a positive reason for staying
in Dubuque.
Dubuque residents are less likely to spend on participation sporting events. Residents in a 30-minute drivetime around Schmitt Island spend 11 % less than the national
average on fees for participant sporting events. Dubuque’s current inventory of rentable sports facilities is largely run by the school district and is purposefully
inexpensive so that teams and organizations can get cheap practice times. This may be part of what drives down Dubuque’s average spend on participation sporting
events. This also indicates a high market elasticity, the higher the rental costs, the less likely people are willing to spend.
Page 210 of 959
2.2 Regional Facility Audit
Page 211 of 959
29
Regional Facility Audit
Hotel inventory
Data from CoStar, which is an independent hotel research firm whose statistics
are widely used in the industry, indicates that within a 30-minute drivetime radius
of Schmitt Island, there are 50 hotels with a total of 2,682 rooms. There are only
six hotels with 100 or more rooms. The table to the right shows these hotels
along with their exact number of rooms, hotel class, total meeting space and
largest meeting space. The largest hotel by number of rooms and most meeting
space is the Grand Harbor Resort & Waterpark, which has 193 Upper Upscale
rooms and over 86,000 SF of meeting space.
Dubuque’s inventory of large hotels is on the higher end with three of their six
largest hotels classified as Upper Upscale or Upscale. The other three hotels are
more affordable options that range from Economy to Upper Midscale. The map
to the right shows the location of the hotels within a 30-minute drivetime of
Schmitt Island that are greater than 100 rooms. All major hotels in the Dubuque
region are located within Dubuque with most being in Downtown Dubuque or on
Schmitt Island itself.
If the proposed Schmitt Island facility is going to host traveling youth sports
tournaments, additional hotel rooms will likely be necessary in meeting the
demand these tournaments can bring.
Hotel Class
Year Built
(Renovated)Rooms
Largest
Meeting
Space (SF)
Total
Meeting
Space (SF)
Grand Harbor Resort & Waterpark Upper Upscale 2002 193 9,000 86,000
Holiday Inn Dubuque Galena Upper Midscale 1991 (2003)193 3,075 9,599
Days Inn Dubuque Economy 1961 162 1,000 1,000
Best Western Plus Dubuque Hotel & Conference Center Upper Midscale 1978 (2018)150 4,127 12,845
Hotel Julien Dubuque Upper Upscale 1914 (2012)133 6,566 18,786
Hilton Garden Inn Dubuque Downtown Upscale 2005 116 1,225 1,545
Hotels <100 Rooms 1,735 17,711 20,778
Total 2,682 42,704 150,553
Sources: CoStar, Johnson Consulting
Dubuque Hotel Inventory
Schmitt Island Page 212 of 959
30
Regional Facility Audit
Hotel Pipeline
There are two hotels within a 30-minute drivetime radius of Schmitt Island with a
total of 257 rooms set to enter the market by 2026. One of the hotels is an
addition to the hotel already at the Q Casino, while the other will be a 160 room
Marriott hotel near the Port of Dubuque. The Marriott in the Port of Dubuque will
be split into two hotels, one of which will be dedicated to more long-term stays.
The map on the right shows where the new hotels will be located within
Dubuque. The blue circles are the incoming hotels while the orange circles are
the existing hotels. The map shows that Schmitt Island and the Port of Dubuque
are the two popular areas for hotels in the city, indicating that these are popular
areas for tourism.
Schmitt Island
Property Name Hotel Class Phase
Year
Opening Rooms
Courtyard by Marriott TBD Approved 2026 160
Tapestry Collection by Hilton Upper Upscale Final Planning 2025 97
Total 257
Sources: CoStar, Johnson Consulting
Dubuque Area Hotel Pipeline
Page 213 of 959
31
Regional Facility Audit
Hotel Market
Dubuque’s hotel market has rebounded from the dip incurred by the COVID-19
pandemic. The chart to the right shows the Dubuque area’s ADR, RevPAR and
Occupancy since 2013. Dubuque area’s RevPAR and ADR have climbed back
up to levels higher than before the pandemic. The market’s occupancy rate was
slightly declining before the pandemic and despite recovering from lows in 2020,
it has stagnated post-pandemic.
Sources: CoStar, Johnson Consulting
Dubuque Hotel Market Performance
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Oc
c
u
p
a
n
c
y
AD
R
&
R
e
v
P
A
R
Average Daily Rate (ADR)Revenue per Available Room (RevPAR)Occupancy
$120.51
$68.17
56.6%
Page 214 of 959
32
Regional Facility Audit
Local & Regional Supply Overview
In order to identify if a market is primed or not for a sports complex, it is important to look at both local and regional facility supply to determine the level of competition
for events such as games, practices, tournaments, and outside events. The challenges that any new sports complex will face depend on market and facility saturation,
and an evaluation of whether the local and regional supply already exceeds local and regional demand for both indoor and outdoor sports.
Johnson Consulting compiled a comprehensive list of local and regional sports facilities. The facilities have been classified based on their proximity to Schmitt Island.
Local facilities are those within a 30-minute drive time of Schmitt Island and regional facilities are those located within a 4-hour drive time, although this facility is
perceived to also draw from outside this radius. We also identified sports complexes that would qualify as tournament-quality facilities – those with 4 or more courts
under one roof. The potential Schmitt Island Sports Complex would likely compete with these facilities for demand on either a local or regional level.
Page 215 of 959
33
Regional Facility Audit
Dubuque Regional Baseball Facilities
The 30-minute drivetime from Schmitt Island has a low quantity of large
baseball facilities. The number of baseball facilities are limited to large
areas of flat land which are hard to come by in Dubuque. In the 30-minute
drivetime catchment outside the City of Dubuque there is plenty of flat land,
but there is far less population to support a large number of ball fields.
Small towns will have one or two ball fields for little league and high school
use, but not large complexes like the Prairie Ridge Youth Sports Complex in
Ankeny which has 17 baseball fields. This is the largest facility in the 240-
minute drivetime catchment. Larger metro areas like Milwaukee, Chicago
and Des Moines all have a larger concentration of baseball diamonds.
Specifically, the Des Moines metro area has a much larger concentration of
baseball complex than the other major metro areas in the 240-minute
drivetime catchment. There is a need for a larger baseball facility in the
Dubuque region. The lack of diamonds force families to drive 90+ minutes
to larger facilities in Cedar Rapids and the Quad Cities.
1 2
3
4 5
Facility Fields
1 Prairie Ridge Youth Sports Complex 17
2 Grimes Sports Complex 13
3 TBK Bank Sports Complex 10
4 Janesville Youth Sports Complex 10
5 Haban Park 12
Source: Relevant Facilities, Johnson Consulting
Notable Baseball Facilities
Page 216 of 959
34
Regional Facility Audit
Dubuque Regional Indoor Court Facilities
Dubuque lacks one large basketball facility, rather there are smaller facilities
scattered across the city. The courts that the city does have are mostly
single courts in schools and community centers, so sports organizations not
only compete with other organizations for court time, but also the schools
and community centers who run the courts.
There is a larger concentration of high inventory court facilities on the
outskirts of the 90-minute drivetime catchment in the Quad Cities, Madison
and Cedar Rapids. Parents expressed frustration at routinely driving to
these metro areas for not just games on the weekend but routine weekday
practices as well.
In the 240-minute drivetime catchment there is a high concentration of
basketball facilities to the east namely in the Chicago metro area. However,
the area West of Dubuque doesn’t have as large of an inventory of indoor
court facilities. A new facility could draw families from the Des Moines area
or from the North like La Crosse where there is a similar lack of courts.
Dubuque
# of surfaces
1
2
3
4
5
Facility Courts
1 TBK Bank Sports Complex 8
2 Game on Sports/Sandlot Sports CR 5
3 Pleasant Prairie Rec Plex 12
4 Community First Champion Center 8
5 Romeoville Athletic & Events Center 8
Source: Relevant Facilities, Johnson Consulting
Notable Indoor Facilities
Page 217 of 959
35
Regional Facility Audit
Dubuque Regional Soccer Facilities
Similar to baseball facilities, large soccer facilities require large swaths of flat
land; Dubuque’s hilly terrain hinders the city’s ability to have one large facility.
The Dubuque Soccer Complex is the largest soccer complex in Dubuque with 7
soccer fields and is also the third largest within the 90-minute drivetime
catchment, behind the Tuma Sports Complex (22 fields) in Marion, IA and the
Reddan Sports Complex (11 fields) in Verona, WI.
The largest facilities are in the 240-minute drivetime catchment like the Fond Du
Lac Soccer Complex (32 fields) in Wisconsin or the Stuart Sports Complex (31
fields) in Montgomery, Illinois. In order to compete with these facilities, a new
Dubuque soccer facility would need to be similarly large and given the
competitive facilities comparative proximity to larger markets, a new Dubuque
Soccer Facility would still have trouble drawing families from Chicago or
Milwaukee.
1
2
3
4
Dubuque
# of surfaces
Facility Fields
1 Tuma Sports Complex 22
2 Fond Du Lac Soccer Complex 32
3 Mercyhealth Sportscore One 18
4 Stuart Sports Complex 31
Source: Relevant Facilities, Johnson Consulting
Notable Soccer Facilities
Page 218 of 959
36
Regional Facility Audit
Dubuque Regional Hockey Facilities
The ImOn Arena on Schmitt Island is Dubuque’s lone rink and the only sheet of
ice within an hour of Dubuque. The closest competitive facilities are all close to
the 90-minute drivetime catchment like the Capital Ice Arena in Madison or the
ImOn Arena in Cedar Rapids. Many cities in Eastern Iowa like Cedar Rapids,
Iowa City, and Mason City have at least one sheet of ice. A second sheet of ice
could prevent leakage from the Dubuque market to larger ice facilities like the
ImOn Arena in Cedar Rapids.
A second sheet of ice would double the number of peak ice hours and make
Schmitt Island’s ImOn Arena eligible to compete with those facilities in Madison
and Cedar Rapids for tournaments. The Chicagoland area has a large number of
rinks, but the sport is so popular that ice time is still limited and costly. A second
sheet of ice might be able to attract tournaments from the Chicagoland area.
1
2
3
4
5
Dubuque
# of surfaces
Facility Rinks
1 Graham Arena Complex 4
2 ImOn Ice Arena 2
3 Capitol Ice Arena 2
4 Canlan Ice Sports 3
5 Woodman's Sports & Convention Center 2
Source: Relevant Facilities, Johnson Consulting
Notable Hockey Facilities
Page 219 of 959
37
Regional Facility Audit
Dubuque Facilities Rental Rates
Currently, the hourly rental rates for McAleece Park fields are affordable
enough to easily accommodate residents and community non-profits.
The $30/hour rental rate for non-residents or for profits is the highest
rate and still extremely affordable. Similarly, pickleball and tennis court
rates are very low and affordable.
Basketball court rentals are run through the local school district and are
similarly affordable. School Districts do not rent out courts on an hourly
basis, rather, they sell weekly 75-minute time slots for 10 weeks for
$110 .
These rates are likely not market prices; they are set at a low price point
to accommodate for community organizations and sports leagues.
These affordable rental rates may indicate that the popularity of sports in
Dubuque may be largely fueled by its affordability and accessibility to
large swaths of citizens.
Dubuque Local
Schools &
Colleges
Resident
Organizations
/ Nonprofits
Resident
Private Users/
For Profits
Non
Residents/For
Profit
Baseball/Softball Fields*
McAleece Field #1 Per Agreement $20 $25 $30
McAleece Field #2 Per Agreement $20 $25 $30
McAleece Field #3 Per Agreement $20 $25 $30
Petrakis Per Agreement $20 $25 $30
Veteran's Memorial Park Field #1 Per Agreement $20 $25 $30
Veteran's Memorial Park Field #2 Per Agreement $20 $25 $30
Valentine Park Per Agreement $20 $25 $30
Pickleball/Tennis/Volleyball Courts
Outdoor Pickleball/Tennis Per Agreement $3 $5
Outdoor Volleyball Per Agreement $5 $8
Source: City of Dubuque, Johnson Consulting
*Baseball/Softball Field prep is an added cost and includes dragging the infield, chalking, and setting bases;
$10/field on weekdays, $20/field on weekends/holidays. Lights are an additional $15/hour/field.
Dubuque Facilities
Rental Rates
Facility Type
Hourl Rental Rates
Page 220 of 959
38
Regional Facility Audit
Field of Dreams
The Field of Dreams movie site is a 40-minute drive from Schmitt Island in nearby
Dyersville, Iowa. The youth baseball tournament series that is run in coordination with
the movie site is by far the area’s largest Sports Tourism attraction. The table to the right
shows the impact of the Field of Dreams tournaments.
In 2024 there were 10 tournament weekends that brought in 453 teams from across the
country. The economic impact of the tournaments was not just limited to players and
coaches as each coach and player was likely to bring family members along as well.
There was an estimated $1.5 million in accommodation spending and another $6.8
million in estimated total visitor spending.
The Field of Dreams fields bring in far more visitors than any other sports tourism asset
in the Dubuque area. However, the lack of ancillary Field of Dreams youth fields means
that teams end up playing at other facilities. Many of the facilities are in flood plains and
are susceptible to rain outs as seen by the footnote on the chart. If additional fields are
added, they must be carefully placed to minimize the impact of flooding/weather.
However, additional fields would allow the Field of Dreams tournament to bring in more
teams per tournament, thus increasing economic impact.
453 Teams
857 Games
15 Skills Competitions
28 Champions
106,677 Miles Traveled
$1,546,104 Accomodation Spending
$6,805,833 Total Visitor Spending
93 Jobs Created
*Rain delays 9 out of 10 weekends
2024 Summary
Field of Dreams
Source: Field of Dreams, Travel Dubuque, Johnson
Consulting
Page 221 of 959
39
Regional Facility Audit
ImOn Arena
ImOn Arena, formerly known as Mystique Ice Center and Dubuque Ice Arena, is located on Schmitt Island and is the primary ice rink that serves the City of Dubuque
and surrounding communities. The facility is owned by the City of Dubuque and operated by Schmitt Island Development Corporation. The arena was originally opened
in 2010 for approximately $10 million and was renovated in 2022 for $6 million to address foundation concerns.
ImOn Arena is a 3,200-seat, single sheet ice rink and event space. The arena features concessions, luxury box suites, press boxes, a lounge with a full bar, meeting
rooms, restrooms, and a small pro shop. The arena is home to the Dubuque Fighting Saints of the USHL, Dubuque Youth Hockey, and the Dubuque Saints, the
Dubuque High School hockey team, and the University of Dubuque men’s and women’s hockey teams. The facility hosts youth, adult, and senior hockey, as well as
figure skating, public skate, and other ice activities.
Being the area’s first and only dedicated ice arena, the facility is in high demand. Key user group usage over the 2023 calendar year compared to available hours of
operation are charted below. As shown, the winter months have a much higher utilization rate than the summer months. This is further illustrated by the seasonal
calendars on the following pages.
Page 222 of 959
40
Regional Facility Audit
ImOn Arena
The following calendars are samples of
an average month during the winter,
spring, and summer seasons at the
arena. As the schedule shows, the ImOn
Arena is booked almost every week day
from 6am to 9pm, indicating there is
enough participation in the Dubuque
area to expand to two rinks.
An extra sheet of ice would allow more
practice time for local organizations,
allowing for the growth of ice sports and
events. ImOn would also be able to
double their peak ice hours (5pm-10pm
daily) allowing them to bring in more
revenue.
Winter 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
6:00 AM
6:30 AM
7:00 AM
7:30 AM
8:00 AM
8:30 AM
9:00 AM
9:30 AM
10:00 AM
10:30 AM
11:00 AM
11:30 AM
12:00 PM
12:30 PM
1:00 PM
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Regional Facility Audit
ImOn Arena
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42
Regional Facility Audit
ImOn Arena
The arena currently only has one sheet of ice. With the number of regular user groups, local demand, and regional demand, there is likely an opportunity to expand
programming if an additional sheet of ice was available. Revenues at the arena also align with busier seasons as a main revenue source is food and beverage sales
during events.
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Regional Facility Audit
Implications
Dubuque is severely lacking in large sports facilities when compared to other neighboring markets. The facility inventory maps indicate that other markets such as Cedar
Rapids, Des Moines, Quad Cities and Madison have a higher number of facilities and fields than compared to Dubuque. This is understandable as Dubuque’s terrain
makes it far more difficult to build large baseball and soccer complexes in the city. Baseball is an extremely popular sport in the region and the Field of Dreams
tournaments is a large draw to the region; however, the inadequate inventory of fields near the facility leads to Dubuque’s poorly irrigated fields to be used.
Sports Facility Rental rates are extremely affordable in Dubuque to cater to local organizations and not towards large tournament teams. Available surfaces are often
scattered throughout the city and are not in one central location. These fields and courts are of varying qualities and many are not capable of hosting large scale
tournaments. A new facility would increase the supply of quality surfaces, but likely at the expense of affordability. A new higher quality facility will likely have a higher
rental rate than other facilities in the area that are ran by schools or the parks department.
Dubuque’s ice arena is a prime candidate for an additional surface. The rink is booked from open to close during the winter months and has to accommodate multiple
teams of all ages. Currently there isn’t enough ice time to accommodate for additional hockey or figure skating athletes and the growth of ice sports in Dubuque is
capped. A new sheet of ice would allow additional participants to form new teams and to expand the popularity of hockey and figure skating in the region. An additional
sheet of ice would also allow the facility to double their prime ice sheet time. This prime ice sheet time that runs from 5pm-10pm generates far more hourly revenue than
6am practice times which some organizations are forced to use due to the lack of ice time. An additional sheet of ice would also put Dubuque on par with other markets
like Cedar Rapids and Madison that have a facility with two sheets of ice. This would allow Dubuque to bring in larger hockey tournaments to Schmitt Island. While the
ImOn ice arena is currently used heavily during the winter, the sheet of ice isn’t heavily utilized in the summer. If an additional sheet of ice is to be added to the arena, it
should have multipurpose capabilities. Being able to convert the second sheet of ice to courts or turf during the summer months would increase utilization of Schmitt
Island even more.
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2.3 Stakeholder Engagement – Key
Findings
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Stakeholder Engagement
Overview
The engagement of potential users of a new venue on Schmitt Island was
emphasized as a priority of this study from the outset. As with any project of this
importance, it is crucial to engage with a wide variety of individuals and
organizations throughout the industry to foster a sense of buy-in and inform the
study’s observations, conclusions, and recommendations.
Johnson Consulting’s outreach strategy involved conducting supplemental, targeted
focus groups and interviews with key stakeholders in the proposed project, potential
project partners, and local, regional, and national industry experts in the realm of
sports tourism facilities.
These focus groups and interviews began with in-person sessions in August 2024
and continued throughout the remainder of the study. Johnson Consulting
conducted interviews and focus groups with individuals representing 27 different
organizations, including local sporting organization leaders, local government
leadership, and regional venues. These engagements helped us to understand the
popularity and trajectory of the youth sports in the region, the needs of its
stakeholders, and whether the proposed venue would help meet those needs. They
also provided important context on local government, current attempts at a similar
facility, and the market opportunities that exist for the proposed venue. The diagram
to the right outlines the scope of the stakeholder engagement effort.
Community Engagement
Key
Stakeholders
Potential
Partners
Industry
Experts
Local Sporting
Organizations
Local
Governments Local Venues
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46
Stakeholder Engagement
Key Themes
There is an apparent need for additional, quality athletic surfaces in
Dubuque. The existing limited availability results in participants and dollars
leaking into neighboring markets.
A sports and recreation development on Schmitt Island has the potential to
create opportunity for sports tourism in Dubuque with the ability to host
tournaments and other large-scale events. However, a tournament quality
facility may present a challenge to shift the status quo of local use.
Input from various stakeholders suggest there is not only an opportunity to
leverage programming partnerships for this project, but the majority of
stakeholders agreed that a public-private partnership would be ideal for the
development of this project. Further, it was noted that sports complexes and
similar developments may have ripple effects on the local economy, such as
workforce recruitment and retention and local business growth.
Key Themes
Evident Gap in the Sports Market
Participant & Economic Leakage
Sports Tourism Potential
Partnership Opportunity (P3)
Employer/Employee Recruitment/Retention
Paradigm Shift from Local Facilities
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3. Participation Trends &
Comparative Market Analysis
Page 230 of 959
3.1 Participation Trends
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49
Participation Trends & Comparative Market Analysis
Sports Industry Facility Trends
Throughout the past decade, youth sports facilities aimed at generating tourism through large multi-day tournaments have become increasingly common, as their
magnitude is often able to draw demand from surrounding states, and sometimes the entire country. While generating sports tourism demand relies on several factors,
the widely accepted standards for a facility to qualify as a sports tourism facility for each surface type are as follows:
•Indoor Facility: 4 or more surfaces in a single venue
•Outdoor Facility: 10 or more surfaces at a single venue
The number of surfaces is not necessarily the only determining factor for whether a facility will generate sports tourism. Other factors that influence the success of
sports tourism facilities include:
•Strategic location: Facilities that have major metropolitan areas within close proximities (~4-hour drive time) are accessible to a larger number of people, and thus
have more opportunities to host larger events, and can rely on steady local and regional events to provide consistent demand and out of town visitors.
•Proximity to other competitive sports tourism facilities: While a sports tourism facility with an ideal strategic location near a major US city may initially seem like an
ideal development, it is possible that similar facilities have already been developed nearby and would represent significant competition for a new facility.
•Quality: The quality of the surfaces is often a major selling point for the most prominent sports tourism facilities in the country. Significant investment in the
development and upkeep of top-quality surfaces and buildings, as well as other features such as lighting, parking, and management are essential for acquiring major
events that bring in visitors from further destinations.
•Partnerships and sponsorships: Gaining recognition through an affiliation with a well-known sports team (e.g., NBA, NFL, or MLB team) or prominent athletic/sports-
based company (e.g., Nike, Under Armour, Gatorade) can help propel a facility to national recognition, depending on the prominence of the sponsor/partner.
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Participation Trends
Sports Industry Participation Trends
Total team sports participation had been stagnating if not decreasing from 2012
to 2022, but there was an increase of 7M participants from 2022 to 2023. 2020
was a 10 year low in total team sports participants, but since then that number
has increased every year and even exceeded pre-COVID levels at 136 million
team sports participants.
The chart to the right also shows the gradual decline in Sports per Participant.
This underlies the gaining popularity of specialization. As more kids choose to
focus on a single sport, they no longer participate in multiple sports. While this
can lead to the decrease in total sport participation, it can lead to higher
commitment participation. For example, a little league may only have one
tournament a year, but travel ball leagues may have a tournament every week.
Source: SFIA, Johnson Consulting
Team Sport Participation & Sports Per Participant
132M 132M 130M 132M 133M 133M 132M 130M 126M 126M 129M 136M
2.14 2.06 2.02 1.99 1.94 1.97 1.92 1.84 1.88 1.85 1.82 1.73
0
0.5
1
1.5
2
2.5
3
0
40
80
120
160
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Total Sport Participants Sports Per Participant
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51
Participation Trends
Indoor Sports Trends Participation
There has been a sharp increase in indoor sports participation in sports such as basketball, cheerleading and gymnastics. The rapid increase in participation is likely
due a post-COVID rebound. The two sharpest increases in indoor sports have been in majority female participation sports. The recent popularity of female sports figures
like Simone Biles and Caitlin Clark have increased sports participation among girls. Volleyball is the only major indoor alternative to basketball and it’s likely that as
sports participation recovers from COVID that volleyball will continue its increase in participation.
Basketball Volleyball Cheerleading Gymnastics
1.1%8.5%8.5%22.8%
Sources: NSGA Sports Participation Survey, Johnson Consulting
Change in Indoor Sports Participation Trends (2020-2023)
Sport
Percentage Change
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52
Participation Trends
Outdoor Sports Trends Participation
The post-COVID rebound among outdoor sports is similarly sharp among Lacrosse and Soccer which in addition to gaining participation since the lifting of COVID
restrictions have seen long term success in gaining participation since 2010. Both Lacrosse and Soccer have seen a growing popularity in the United States as seen by
the addition and growth of the Professional Lacrosse League, Major League Soccer and United Soccer League. These sports are gaining in visibility and are similarly
popular entertainment options for children who are deciding what sports they want to play. Baseball has seen a sharp decline in participation from 2020 to 2023, which is
in line with its decline since 2010. As travel ball leagues take over Little Leagues, baseball has become more expensive and less accessible to more and more
Americans. Softball has seen a less dramatic decrease, but participation has still dropped. This is likely due to the increasing popularity of pickleball which has replaced
softball as the sport of leisure for young adults.
Baseball*Softball*Football Lacrosse Outdoor Soccer
-4.9%-0.6%-5.1%6.5%4.5%
Source: NSGA Sports Participation Survey, Johnson Consulting
Percentage Change
*These are national participation trends and not representative of Dubuque's local increased popularity in
Baseball and Softball
Change in Outdoor Sports Participation Trends (2020-2023)
Sport
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53
Participation Trends
Ice Sports Trends Participation
Ice sports such as Ice Hockey and Figure Skating have seen a similar increase in popularity from 2020 to 2023. One factor that contributed to this is the popularity of the
2022 Winter Olympics. Ice and Snow Sports such as hockey, figure skating, skiing and snowboarding all saw an average increase in participation by 10.9% since the
Winter Olympics in 2022. Ice hockey and figure skating were some of the only outdoor sporting activities people were able to participate in during COVID which drew a
lot of new participants to the sport. Additionally, the popularity of the National Hockey League is leading to the popularity of hockey in previously untapped markets. The
Stanley Cup playoffs had a record high first round viewership numbers and the Stanley Cup continues to increase in total viewership in contrast with other professional
sporting championships. The expansion of teams to Las Vegas and Seattle along with a team moving to Utah has drawn more visibility on the sport of hockey to
markets where hockey typically wasn’t a popular sport.
Ice Hockey Figure Skating
8.7%8.4%
Source: NSGA Sports Participation Survey, Johnson Consulting
Percentage Change
Change in Ice Sports Participation Trends
(2020-2023)
Sport
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54
Market Penetration
Sports Penetration Methodology
The flow chart below summarizes the methodology used to determine the Total Estimated Demand for sports Participation/visitation in Dubuque.
Each drivetime catchment Population was multiplied by a custom individual sports participation rate to get a total number of participants in each drivetime catchment.
The total sport participants in each drivetime catchment were multiplied by a custom estimated Market Penetration Rate. For the 90- and 240-Minute drivetime
catchments, this is a measure of how many competitive facilities within a drivetime catchment are in Dubuque. For the 30-Minute drivetime catchment, a Sports
Surfaces Deficiency Rate was used to measure how adequately Dubuque provides sports surfaces compared to other communities of a similar size.
X X =Population National Participation
Rates by Sport
CHJC Estimated
Market Penetration
Rate
Total Estimated
Demand
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55
Market Penetration
Current Dubuque Market Penetration Rate
The table on the right shows the current Total Estimated Demand by each
drivetime catchment. Currently, most of the sporting activity that occurs in
Dubuque comes from local users rather than sports tourism. Dubuque
does not have the facilities to attract outside sports tourism. The Field of
Dreams youth baseball tournaments does bring in a large portion of the
city’s sports tourism. Youth baseball teams are coming to Dubuque
because of the nearby Field of Dreams movie site and not because there
is a facility with a large inventory of fields. Dubuque does not have any
major facility that would attract large regional tournaments, which is why
the penetration rates for the 90-minute and 240-minute drivetime
catchments were so low. Sports like basketball are able to attract a
couple of tournaments every year, but these tournaments are often split
between multiple facilities. Most tournament organizers want to utilize one
single facility for their tournaments to limit travel time for parents. A large
facility with multiple fields is necessary for attracting larger tournaments or
in the case of baseball, maintaining large tournament attendance.
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Market Penetration
Projected Dubuque Market Penetration Rate
The table on the right shows Dubuque’s potential market penetration if regionally
competitive facilities for each sport were built. These facilities would mainly
compete with other facilities with a similar number of fields within a 90-minute
drivetime catchment. For example, if ImOn Arena were to add an extra sheet of
ice, they would be able to compete with other two sheet facilities in Madison and
Cedar Rapids. The table on the bottom shows how the minimum number of
fields necessary to be considered a competitive facility within the 90-minute
drivetime catchment.
Creating a facility that is more catered towards sports tourism would also provide
additional court/field space for local organizations. Tournaments are likely only to
occur during the weekends; this leaves the facilities to local organizations during
the week days. Whenever a sports tourism facility is built, a community asset is
added.
Source: Johnson Consulting
Ice Hockey/
Ice Skating
Baseball/Softball
8 Diamonds
Soccer/Lacrosse/
Football
8 Rectangular Fields
Basketball/
Volleyball/
Cheerleading/
Wrestling
4 Courts
Minimum Facility Threshold (90-Minute)
2 Rinks
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57
Market Penetration
Projected Dubuque Market Penetration Rate
The table on the right shows Dubuque’s potential market penetration if a
regionally competitive facility for each sport were to be built. These facilities
would mainly compete with other facilities with a similar number of fields within a
240-minute drivetime catchment. The table on the bottom shows the minimum
number of fields necessary to be considered a competitive facility within the 240-
minute drivetime catchment.
As mentioned on the previous slide whenever more surfaces are added so is a
community asset as local sports organizations can use the surfaces whenever
tournaments are in town.
Source: Johnson Consulting
Minimum Facility Threshold (240-Minute)
Ice Hockey/
Ice Skating
3 Rinks
Baseball/Softball
12 Diamonds
Soccer/Lacrosse/
Football
12 Rectangular Fields
Basketball/
Volleyball
8 Courts
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58
Market Penetration
Total Market Penetration Across Different Scenarios
The chart to the right shows how many total participants (from both community
use and sports tourism) each kind of facility would attract under each scenario.
Under every scenario, an indoor sports venue generates the most additional
visitors. This is likely due to the number of different indoor sports. An indoor
space does not have to just be programmed with basketball or volleyball, but can
also have sports like wrestling, cheerleading and dance. If a four or eight court
facility were to be added to Dubuque, there would be a total participation of
33,206 and 79,882 users respectively. An 8 and 12 field baseball facility would
attract 22,633 and 52,624 users respectively. Given the popularity of the Field of
Dreams tournament, any number of high-quality fields that are built in the
Dubuque area would be used for tournaments. The indoor facility would have
more sports uses and less weather constrictions than the baseball fields but
would have to market the facility more actively. Adding a sheet of ice to the ImOn
arena would certainly bring more visitation to the arena than there currently is,
but they would have to compete with other facilities such as the ImOn Arena in
Cedar Rapids and the Capital Ice Arena in the Madison area. Adding two sheets
of ice would position the facility to be at a competitive advantage to the other two
sheet facilities. However, due to the concentration of facilities in the Chicago and
Milwaukee areas, it will be much harder to attract teams from these metro areas
to come all the way to Dubuque.
Source: Esri, NSGA Sports Participation Survey, NRPA, Johnson Consulting
Market Penetration by Sport and Scenario
*Sports Include Baseball, Softball, Ice Hockey, Figure Skating, Volleyball, Basketball, Cheerleading, Gymnastics, Wrestling,
Soccer, Tennis, Pickleball, Lacrosse
9,008
33,206
79,882
3,212
10,706
39,567
8,515
22,633
52,624
2,180
7,321
46,366
0
20,000
40,000
60,000
80,000
100,000
Existing Facilities Regional Facility National Facility
Indoor Sports Rectangular Fields Diamonds Ice
73,866
218,440
22,916
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59
Industry Trends
Iowa Sports Trends
The table to the right shows the Average Economic Impact of Sporting Events in
Iowa. While baseball does not have the largest impact per event, due to the
number of events, it generates a sizable amount of income.
While national trends have seen decreases in baseball and softball partially due
to specialization, Dubuque has seen an increase in participation due to the
nearby Field of Dreams movie site field as well as the success of local high
school and college baseball teams. More broadly, most sports are seeing an
increase in participation since COVID. Paired with Dubuque’s high sports
participation rate, Dubuque’s low inventory of facilities in the area is an issue for
Dubuque residents who are eager to play. According to the National Recreation
and Park Association (NRPA), Dubuque is drastically underserved for a
community of its size.
Dubuque’s current market penetration rate tells a similar story. Currently,
Dubuque attracts a very small amount of sports tourism with the Field of Dreams
tournaments being the only regional attraction. The addition of a large,
centralized indoor court space would have the largest economic impact for the
Dubuque area due to its year-round usability and number of sports the facility
could host.
Sport Average Impact Per Event
Baseball $294,566
Multi-Sport*$1,059,878
Football $147,522
Wrestling $406,557
Basketball $309,215
Volleyball $241,095
Cheer & Dance $373,397
Soccer $317,127
Golf $68,800
Cycling $93,935
Source: Huddle Up Group, Travel Iowa, iTIP
Average Economic Impact of Sporting Events in Iowa
*Multi-Sport includes events like the Special Olympics, AAU Junior Olympics,
Iowa Senior Games, etc.
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60
Industry Trends
Implications
Despite specialization’s decrease in the number of sports per participant, total youth team sports participation has overall increased. Participation in a single sport is
typically more intense and involves more practices, games and tournaments than casual participation in multiple sports. This contributes to an increase in sports tourism.
Additionally, most sports have seen an increase in participation since 2020, as more restrictions lifted there was a boost in participation. Notably there has been an
increase in women’s sports including basketball, volleyball and gymnastics.
Dubuque residents show an affinity towards sports with their high participation numbers. However, Dubuque does not have the requisite facilities to handle the
community’s desired level of participation. Local organizations are forced to use the limited number of school gymnasiums for indoor sports, outdoor soccer organizations
struggle to find enough space for their growing organizations and the ImOn Arena is not big enough for the hockey and figure skating organizations in Dubuque. The lack
of facilities not only indicates that the local organizations’ needs aren’t being met, but also the city’s sports tournaments aspirations are harder to meet. Dubuque is
extremely lacking in hosting sports tourism events. The Dubuque region is able to attract a strong number of visitors for baseball tournaments due to the popularity of the
Field of Dreams tournament and movie site. However, the Field of Dreams Tournament isn’t attracting teams because of the high-quality fields and the construction of
more fields would lead to increased sports tourism.
Page 243 of 959
3.2 Comparative Market Analysis
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62
Comparative Market Analysis
Case Studies Overview
The following case studies were chosen as examples of
leading industry trends and best practices in relation to
proposed development improvements based in sports
and recreation on Schmitt Island. The case study set
includes a variety of facilities that may include indoor,
outdoor, and multipurpose programming. This
subsection of the report includes detailed profiles of
each destination that describe key programming,
development, and operating characteristics as well as a
benchmarking exercise to compare each of the venue’s
markets and other attributes to that of Dubuque.
Dubuque
Key Facility
1 Community First Champions Center - Appleton, WI
2 TBK Bank Sports Complex - Bettendorf, IA
3 MidAmerican Energy RecPlex - West Des Moines, IA
4 FunCity Courts & FunCity Turf - Burlington, IA
Map Legend
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63
Comparative Market Analysis
Community First Champion Center
Year Opened: 2019
Ownership/ Management: The Town of Grand Chute owns the facility while Fox Cities Sports
Development, Inc. manages the facility with 7 full time employees.
Size: The 164,000 SF indoor facility sits on approximately 11 acres.
Cost: The cost of construction in 2019 was $30 million, which would translate to approximately
$37 million today.
The cost of construction was provided by a 3% hotel tax, which also helped fund the Fox Cities
Exhibition Center.
Facilities: The Community First Champion Center is a preeminent indoor sports facility in the
Midwest, located in the Fox Cities region of northeastern Wisconsin. The facility features a year-
round ice rink, a fieldhouse, and an arena that transitions from an ice rink and hardwood courts,
depending on the season. The rink is NHL-sized, and has seating for 1,000. The fieldhouse has
4 basketball courts, which can be converted to 8 volleyball courts, and has seating for 800. The
seasonal arena switches between an NHL-sized ice rink and 4 basketball courts (or 6 volleyball
courts), and has seating for 300. In addition to these sports spaces, the venue has 10 locker
rooms, 3 team meeting rooms, a Champion Links Golf Simulator, an on-site physical therapy
clinic, a trainer’s room, concessions, and an observation deck and mezzanine for spectators
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64
Comparative Market Analysis
Community First Champion Center
Rental Rates:
•Basketball courts: $60/hour
•Pickleball courts: $15/hour
•Open skate: $7/hour
•Other surfaces and event rentals are negotiable.
Demand: The Community First Champion Center attracts regional and
national tournaments for hockey, basketball, and volleyball, and hosts youth
sports camps and community events. The facility is truly multi-purpose in its
design and programming, with flexible sports spaces as well as space devoted
to services (i.e., physical therapy, massage, personal training, etc.) and to
meetings. In 2022, the facility was activated 357 days out of the year with a
total of 66 tournaments, 37,000 participants, and 57,000 spectators. Those 66
tournaments held at the facility generated 13,725 room nights and nearly $4.3
million in direct visitor spending in the Fox Cities.
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Comparative Market Analysis
TBK Bank Sports Complex
Year Opened: 2018
Ownership/ Management: The complex is privately owned by a coalition of private residents and
business leaders TBK Bank Sports Complex and JP Sports.
Size: The 273,000 SF indoor complex, accompanied by the outdoor fields, sits on 76 acres. In 2022, plans
for expansion will add on an additional 109 acres to the development. The expansion plans include two
new multiuse fields, a 3-story golf facility, a new hotel, as well as retail, dining, and bars.
Cost: The original development in 2018 cost $50 million. The planned expansion, to be completed by the
end of 2024, is expected to cost approximately $75 million. The city has agreed to $5.8 million in economic
development grants and a 75% tax increment finance rebate over the next 20 years.
Facilities: TBK Bank Sports Complex is a facility built for players and families alike to enjoy participating
in youth sports. On their 76-acre campus, there are two (2) lighted turf soccer fields, two (2) full-size grass
fields, ten (10) turf baseball/softball fields that are convertible into 6 more turf soccer fields, and five (5)
sand volleyball courts as a part of their outdoor facility. In their indoor, there is a multi-purpose field, eight
(8) regulation sized basketball/ (16) volleyball courts, a physical therapy facility, team training areas, and
fitness center. Additionally, there is a TBK Entertainment Center with thirty-two (32) bowling lanes, a two-
story laser tag room, escape rooms, VR sports, and an arcade.
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66
Comparative Market Analysis
TBK Bank Sports Complex
Future plans originally were outdoor turf fields near the new Iron Tee Golf Range.
However, announced in fall of 2023, developers now plan to build a 100,000 SF
building to house indoor turf fields just east of the TBK Bank Sports Complex. The
fields would be utilized for baseball, softball, soccer, football, and lacrosse.
Rental Rates: Rates are negotiable with facility staff depending on event type and
size.
Demand: The TBK Bank Sports Complex hosts a number of tournaments,
leagues, clubs, and clinics. The facility also offers in-house club teams for
baseball, softball, volleyball, basketball, and soccer. Some of the affiliated sports
organizations include the Barnstormer Baseball Club, Texas Glory Fastpitch
Softball, Iowa Swarm Basketball, Sporting Iowa East Soccer Club, Quad City
Strikers, Platform Elite Basketball Club, TBK Bank Sports Academy, and other
TBK Bank leagues. On any given weekend, the complex sees anywhere from
3,000 to 4,000 visitors. The outdoor complex is booked nearly every weekend for
baseball, so the planned expansion should provide tournament opportunity for
more sports such as rugby and soccer.
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67
Comparative Market Analysis
MidAmerican Energy Company RecPlex
Year Opened: 2021
Ownership/ Management: The RecPlex was developed as a unique destination to enhance
the quality of life for Central Iowans of all ages and abilities. The City of West Des Moines
owns and operates the facility and built a public-private partnership to develop the site to
address the demand for a regional, year-round sports facility and the opportunity to grow
youth sports programming.
Size: The 300,000 SF RecPlex facility, accompanied by three outdoor multipurpose fields,
sits on 66 acres. There is a possibility for expansion in adding an additional sheet of ice.
Cost: The public-private partnership the city developed allowed for the construction of the
facility. Most of the funding came from city bonds, hotel motel tax revenue, loans, local option
sales tax revenue, tax increment financing, and state and local grants. Staff has also
leveraged the sponsorship and naming rights opportunities available, such as Hy-Vee, Kum &
Go, and private donors, as another funding mechanism for the RecPlex. The total cost in
2021 was $59.8 million, including $16.5 million in city bonds backed by future local option
sales tax revenue, $16.4 million in city bonds backed by future hotel-motel tax revenue, $12.4
million in corporate and individual donations and pledges, and mix of other grants, loans and
tax revenue. The additional sheet of ice would cost north of $30 million and would be funded
through private donations, a bond funded through local option sales tax, and grants.
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68
Comparative Market Analysis
MidAmerican Energy Company RecPlex
Facilities: The RecPlex features 2 indoor ice arenas, the 150,000 SF Hy-Vee fieldhouse with 3 full sized basketball
courts (6 volleyball courts), a multipurpose court, 3 pickleball courts, and a full-sized indoor turf. Each of the hardcourts
feature a scoreboard, shot clocks, and seating. There is also a warm up and batting area, an Esports Center, and
multipurpose rooms for teams, meetings, and other events such as birthday parties. There are two ice arenas, the Abel
Ice Arena with a capacity of 2,400 people, and can double as a 20,000 SF convention space, and the Patty & Jim
Cownie Family Arena has seating for 300 spectators. There is parking for 1,200 vehicles on site. Outside, the complex
offers three full size turf fields with lighting, restrooms, and internet access. The venue is focused on youth sports and
offers soccer, ice hockey, skating, soccer, volleyball, pickleball, basketball, baseball, softball, lacrosse, football, and
other athletic, educational, and adaptive programming. The RecPlex has proven to offer access to sports and
recreation programs to all ages as well as being an economic driver for the area, impacting almost every business
including hotels, restaurants, and retail. The facility is closely located to other key attractions in West Des Moines and
there are future plans to continue development adjacent to the RecPlex, including athletic surfaces and commercial
development.
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Comparative Market Analysis
MidAmerican Energy Company RecPlex
Rental Rates: Rental rates for spaces at the facility are listed on the right.
Demand: In its first year open, the facility was fully booked with approximately 40 events, 90 event
days, and 120,000 attendees, and the high demand for the facility continues today. According to
Placer.ai, the facility attracts nearly 900,000 annual visitors, with 22% traveling from over 10 miles
away. The ice arena is available to the community for public skating and other programming, such
as curling and broomball. The indoor turf is also used for a variety of activities such as Toddler Time
and 55+ softball and the outdoor turf is used for ultimate frisbee. The Esports center features 30
computers and 6 gaming consoles, providing for additional programming for all ages.
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Comparative Market Analysis
FunCity Turf & FunCity Courts
Year Opened: FunCity Turf opened across from the outdoor Burlington Regional RecPlex in 2019
and FunCity Courts opened in 2023. The two facilities are located 3 miles apart.
Ownership/ Management: Both facilities are owned and operated by the Greater Burlington Area
Sports Facilities organization, a 501(c)(3) nonprofit organization incorporated in the State of Iowa.
Management of the facilities are overseen by a 9-person board of directors. The RecPlex across from
FunCity Turf is not affiliated with FunCity and is owned by the City of Burlington. FunCity Courts are
also a separate entity from the FunCity/Catfish Bend Casino, which is owned and operated by Great
River Entertainment.
Size: FunCity Turf is a 78,500 SF turf within a dome. FunCity Courts portion of the resort is
approximately 27,000 SF (3 basketball courts and 4 dedicated pickleball courts).
Cost: The FunCity Turf Air-Supported Dome cost $4.3 million to build. FunCity Courts was the
second and final phase of a project aimed at increasing sports tourism in the Burlington Area. $6.1
million has been raised for the project through the Imagine Campaign and $3.1 million was invested
by a private investor who also helped fund the feasibility studies.
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Comparative Market Analysis
FunCity Turf & FunCity Courts
Facilities: FunCity Turf is a 94,000 SF facility with a 78,500 SF
artificial turf. The turf can convert into up to 8 soccer fields, two youth
softball fields, and other sports. There are also bating and pitching
cages available for local teams. This facility offers a variety of
concessions and also serves Anheuser Busch products as of 2019.
FunCity Courts are located at Catfish Bend Casino FunCity Resort.
There is a hotel, casino, waterpark, bowling, an arcade, dining options,
and other entertainment housed on the same site as the FunCity
Courts. FunCity Courts offers three full-sized collegiate basketball
courts that can also be used for volleyball, as well as four pickleball
courts. FunCity operated a Snack Shake in the courtside area in
addition to the other dining options in the complex.
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Comparative Market Analysis
FunCity Turf & FunCity Courts
Rental Rates: The FunCity Turf offers Open Dome times when there are no scheduled practices,
games our tournaments. Entry is $5 for everyone entering the facility. FunCity Courts also offer Open
Play sessions; $5 for basketball and volleyball and $10 for pickleball. Rental rates for both facilities
are shown at right.
Demand: Despite opening last year, FunCity Turf is booked nearly every weekend, especially in the
winter months, for tournaments. Weekdays are filled with organized practices and games. FunCity
Courts are planned to host over two dozen basketball, volleyball, and pickleball tournaments and
leagues for the 2024-2025 season.
FunCity Courts are located at the FunCity Resort and Casino and is utilized by local athletes, SCC
students, and weekend tournaments.
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Comparative Market Analysis
Benchmarking – Facility Development
The balance of this subsection will provide a benchmarking analysis across the
case study facilities and where applicable, Schmitt Island. As shown at right, the
development size, cost, and locational attributes are compared across each case
study. TBK Bank Sports Complex covers the largest footprint and was also the
most expensive facility. Despite the high cost, an expansion is still underway and
nearby development has been catalyzed by the complex. FunCity Courts and
FunCity Turf is located furthest away from an international airport and has the
lowest number of nearby hotel rooms. This may suggest that primary users are
locals, but this could also be a frequent drive-to destination with the FunCity
Resort attached to FunCity Courts. This is also a newer facility, and more hotel
development may follow.
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Comparative Market Analysis
Benchmarking – Athletic Surfaces
To understand the athletic surface offerings at each facility, the number of
hard courts, fields, diamonds, and ice sheets are benchmarked at right.
The courts are counted as basketball courts, meaning this number often
doubles in terms of volleyball courts. Fields are any multipurpose grass or
turf rectangle, indoor or outdoor. It is important to note that there is a
seasonal arena at the Community First Champion Center that is either an
arena or can be transitioned into 4 basketball courts (6 volleyball courts)
depending on the time of year. This type of multifunctionality running
parallel to sports seasons may be an effective design consideration for
improvements on Schmitt Island.
Pickleball courts, sand volleyball courts, and other additional amenities are
also featured across these facilities.
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Comparative Market Analysis
Benchmarking – Placer.ai
Placer.ai collects geolocational data from mobile devices and
extrapolates that data to provide site traffic analyses. Total visitation,
average dwell time, visitor frequency, and visitor origin were analyzed
for the entire year of 2023. Schmitt Island is already an established
destination, attracting over 135,000 visitors annually and has the
highest reported dwell times and visitor frequency. TBK Bank Sports
Complex and the MidAmerican Energy Company RecPlex both attract
over 6 times as many visitors, likely due to the volume of tournaments
these destinations attract. Schmitt Island falls behind when looking at
out of town visitors. Non-local visitors are defined as those traveling to
the destination from over 100 miles away, suggesting they may book
a hotel room for the visit. If Schmitt Island develops a sports tourism
destination that attracts athletic tournaments, it is likely that the
percentage of non-local visitors will increase.
Furthermore, as shown on the bottom right graph, TBK Bank Sports
Complex has attracted over 18,000 visits from the Dubuque market in
the last 12 months.
*Visitors to Facility from Nov 1, 2023 - Nov 1, 2024
Source: Placer.AI, Johnson Consulting
MidAmerican Energy
Company RecPlex
West Des Moines, IA
FunCity Courts &
FunCity Turf
Burlington, IA
TBK Bank Sports
Complex
Bettendorf, IA
# of Visitors from the Dubuque Metro Area
Community First
Champion Center
Appleton, WI
881
18,201
6,372
3,889
ImOn Arena,
McAleece
Park, &
Petrakis Park
Community
First
Champion
Center
TBK Bank
Sports
Complex
MidAmerican
Energy
Company
RecPlex
FunCity
Courts &
FunCity Turf
2023 Total Visitation 135,318 592,382 1,421,860 875,335 118,167
Avg. Dwell Time (minutes)213 151 134 129 157
Visitor Frequency*6.4 3.8 4.7 4.4 3.3
2023 % Non-local Visitors**6%14%20%22%24%
*Visitor Frequency defined by average times a visitor attends a facility
**Defined as visitors traveling from over 100 miles away
Note: Data for Mercyhealth Sportscores only reflects visitation to Sportscore Two
Source: Placer.ai, Johnson Consulting
Placer.ai Data Comparison
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Comparative Market Analysis
Benchmarking – 30-Minute Market Analysis
The chart at right focuses on the 30-minute radius around each case study
facility as well as Schmitt Island. As shown, the comparative markets are
somewhat similar as far as age, income, and average household spend on
sports. However, Schmitt Island has the 2nd lowest population behind the
Burlington market. This suggests that the facility should be designed to serve
local demand, but also be oriented for sports tourism to draw in users from a
larger catchment area.
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Comparative Market Analysis
Benchmarking – 90-Minute Market Analysis
When expanding the market analysis to a 90-minute radius around each case
study site and Schmitt Island, Schmitt Island comes in above average for
median age, median household income, and average household spend on
sports. The total population in the 90-minute market also exceeds 1.2 million
residents, significantly expanding the pool of users a sports development on
Schmitt Island may draw from.
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Comparative Market Analysis
Implications
The color-coded ranking matrix on this page illustrates a high-level overview of key attributes when considering a sports complex oriented for sports tourism. As shown,
the two facilities in Burlington, FunCity Courts and FunCity Turf are ranked the lowest in market, locational, and tournament attributes. Burlington is top-ranked for non-
local visitors, but this is likely attributed to FunCity Courts being co-located with FunCity Resort, which includes a casino. This proves that a casino paired with a sports
complex, which Schmitt Island has the ability to leverage, may attract more overnight visitors.
The other three case studies rank higher than Schmitt Island as far as locational and tournament attributes. Community First Champion Center, TBK Bank Sports
Complex, and MidAmerican Energy Company are all located much closer to an international airport and hotel clusters as compared to Schmitt Island and the FunCity
facilities. Further, while Schmitt Island or Dubuque does not currently have a high capacity for tournaments, especially indoor, there is substantial acreage on Schmitt
Island that may offer a development opportunity for additional indoor surfaces. However, there is also a gap in the market for more high-quality diamonds.
The four baseball/softball diamonds on Schmitt
Island may be able to host baseball/softball
tournaments, but there are opportunities for
facility improvement to attract more regional
events, but factors such as a hotel supply may
be a limiting condition. Market research and
stakeholder engagement suggest that there is
desire and demand for more athletic surfaces in
Dubuque, and becoming a preeminent
destination for one or two sports, similar to the
models at TBK Bank Sports Complex and
Community First Champion Center.
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Comparative Market Analysis
Implications
The case study facilities were largely financed through partnerships, such as public-private-partnerships with the local municipality. Funding strategies used include hotel
tax, TIFs, city bonds, local options sales tax, loans, grants and donations. Another way to fund ongoing operations of a facility is naming rights, of which all four case
studies have taken advantage. ImOn Arena on Schmitt Island has already been able to attract a naming rights sponsor and has historically partnered with the City of
Dubuque for capital improvements. Communities view sports complexes as local assets but also as economic development catalysts, resulting in government appetite to
partner with other entities to develop these projects in their communities.
Another key takeaway from the case studies, namely Community First Champion Center, is multifunctionality and flexibility. The seasonal arena at Community First
Champion Center allows for an ice sheet during hockey season or additional indoor courts during off-peak ice seasons. This model should be considered when proposing
improvements for ImOn Arena in Schmitt Island as there is demand for more ice, but the space can also be utilized in the off-season for other sports or non-sporting
events.
Success across the case studies and sports complexes nationwide typically relates back to the ability to attract events and host tournaments at the facility, while also
serving as a community amenity. A new sports and recreation development on Schmitt Island should be high quality and designed with sports tourism in mind in order to
program the facility on the weekends and maintain a revenue stream, but also be accessible to the community on weekdays for single surface rentals for organized
practice and games.
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4. Program Recommendations
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81
Program Recommendations
Overview
The Consulting Team has conducted market research, analyzed local and national sports trends, and engaged with the community and local sports organizations in
order to evaluate what the Dubuque market can support in regards to sports and recreation. Furthermore, the Consulting Team assessed the site on Schmitt Island to
determine what is the most logical development based on the site, market needs, and the opportunity to influence sports tourism in Dubuque.
Overall, there is a high level of demand for additional athletic facilities across all sports in Dubuque. Participation rates and the propensity to spend on sports are both
projected to increase, but the market is lacking a sufficient number of quality athletic surfaces to support the existing and future demand. Based on sports participation
trends and input from local users, there is an inclination towards indoor sports such as basketball, volleyball, and hockey. While other sports such as baseball and
softball are reported to be nationally trending down, there is a recognized need for quality baseball and softball diamonds in Dubuque to serve the local school district
and higher educational institutions.
When considering development on Schmitt Island, there is the advantage of leveraging the existing destination. Not only are there existing athletic offerings on Schmitt
Island, including ImOn Arena, McAleece Park & Recreation Complex, and Petrakis Park, the site also offers the Q Casino, a hotel, marina, and planned family
entertainment offerings. Schmitt Island is the type of development that traditionally supports sports complexes nationally, offering amenities for daily and overnight
visitors. Also, while there is an identified need for quality baseball and softball facilities in Dubuque, it is the judgement of the Consulting Team that due to site
constraints, the most appropriate sports and recreation development on Schmitt Island should be based in indoor athletic programming, despite the existing baseball
and softball diamonds on site at McAleece Park & Recreation Complex and Petrakis Park.
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Program Recommendations
Overview (Continued)
On the other hand, there are potential risks when considering a sports and recreation development in Dubuque, and furthermore on Schmitt Island. For example, the
hotel supply in the market may be a limiting condition for tournaments and attracting overnight visitors, as most tournament holders require room blocks for their
participants and spectators. Additionally, there are existing parking limitations on the Schmitt Island site, which will have to be addressed in order to absorb the projected
increased traffic to the site. Other than support infrastructure such as hotel rooms and parking, there are a few factors that will be key to the development and ongoing
success of this project, such as exploring partnership opportunities. It will be important to develop the appropriate partnerships for financing, operating, and
programming a new sports development on Schmitt Island.
Furthermore, the orientation and success of this development will fall under two primary buckets: community use and sports tourism. While the majority of programming
for sports tourism will occur on the weekends, the community will be utilizing the facility on weekdays. Base on input from existing local sports participants, there may be
a paradigm shift relevant to the rental model that will be required to support a tournament quality facility. Despite these challenges, there is arguably a more significant
risk of not developing a sports tourism quality facility in Dubuque, which would result in the persistence of a gap in the local market for athletic facility offerings and the
continuation of sports tourism dollars being leaked into other markets.
In achieving the goal of evaluating potential sports and recreation development scenarios for the Dubuque market and further, on Schmitt Island, the following Scenarios
A-F were assessed. Each scenario was considered in relation to the market demand, feasibility, and viability of development on Schmitt Island.
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Program Recommendations
Schmitt Island Development Scenarios
Scenario A: Maintaining the site on Schmitt Island including ImOn
Arena, McAleece Park & Recreation Complex, and Petrakis Park as-is.
The Consulting Team has concluded that there is a strong market
opportunity for a facility in Dubuque and on Schmitt Island and there is
an abundance of need for additional athletic facilities across all sports.
Not developing a sports and recreation complex would be a missed
opportunity for the market.
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Program Recommendations
Schmitt Island Development Scenarios
Scenario B: Developing a small sports complex in addition to ImOn
Arena as well as improving the existing baseball and softball diamonds at
McAleece Park & Recreation Complex and Petrakis Park. This scenario
also plans for a future expansion of ice at ImOn Arena.
One goal of the sports and recreation development on Schmitt Island is
to encourage year-round site activation. Due to the seasonal limitations
of baseball and softball, there will be less site activation as a result of
baseball and softball programming compared to indoor sporting events.
This scenario also restricts the capability of developing a full-fledged
multipurpose indoor facility as there are only 4 basketball courts in this
scenario.
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Program Recommendations
Schmitt Island Development Scenarios
Scenario C: A focus on the fields with improvements and upgrades to
two of the existing baseball and softball diamonds at McAleece Park &
Recreation Complex and Petrakis Park and converting the other two
diamonds into multipurpose fields. No improvements to ImOn Arena.
Similarly to Scenario B, while there is an identified need in the
community for improved baseball and softball diamonds, Scenario C will
result in a challenge to stimulate year-round foot traffic to the site
compared to an indoor facility. While there is demand for quality baseball
and softball diamonds in Dubuque, it is of the judgement of the
Consulting Team that baseball and softball diamonds may not be the
highest and best use of the Schmitt Island site. Further, this Scenario
does not include upgrades or expansion plans to ImOn Area, resulting in
the persistence of an unmet demand in the market for indoor athletic
space.
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Program Recommendations
Schmitt Island Development Scenarios
Scenario D: A full indoor sports court and turf complex buildout on one
existing baseball/softball diamond at McAleece Park & Recreation
Complex and Petrakis Park while preserving and upgrading the other
three diamonds. There will also be an addition to ImOn Arena to develop
one seasonal ice sheet that has the capability to transition from ice to
courts or turf during the off-season for ice sports.
The size and scale of this development scenario may be too robust for
the Dubuque market and the regional draw for indoor turf may be limited.
Scenario D would also require the displacement of one of the existing
baseball and softball diamonds at McAleece Park & Recreation Complex
and Petrakis Park and a relocation effort would be necessary in order to
continue to serve key user groups.
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Program Recommendations
Schmitt Island Development Scenarios
Scenario E: A large indoor sports complex on two of the four existing
baseball and softball diamonds at McAleece Park & Recreation Complex
and Petrakis Park. One baseball diamond and one softball diamond
would be maintained and improved and one seasonal ice sheet that has
the capability to transition from ice to courts or turf during the off-season
for ice sports would be added to ImOn Arena.
The Consulting Team considers this scenario to be the most appropriate
for the market opportunity and feasibility of development on Schmitt
Island due to the development of the additional ice sheet and volume of
indoor court space. However, due to the cost associated with two
separate facilities, this scenario would likely only be viable if key baseball
and softball diamond users are project partners, such as the local school
district and higher education institutions.
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Program Recommendations
Schmitt Island Development Scenarios
Scenario F: A small indoor sports complex and one seasonal ice sheet
that has the capability to transition from ice to courts or turf during the
off-season for ice sports, both attached to ImOn Arena. One baseball
diamond and one softball diamond would be maintained and improved at
McAleece Park & Recreation Complex and Petrakis Park while the other
two diamonds will transition to multipurpose outdoor fields.
Scenario F, while limited by not developing a full-fledged indoor facility
and necessitating key baseball and softball programming partners, this
scenario is likely the most viable for not only the Dubuque market, but
particularly for the Schmitt Island development site. This scenario
addresses the local need for additional athletic surfaces without fully
displacing the baseball and softball facilities on Schmitt Island, and
enabling the site to attract indoor athletic tournaments without
overloading site capacity
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Program Recommendations
Observations
It is of the opinion of the Consulting Team that Scenarios A-C are the least effective options to achieve the goal of catalyzing Sports Tourism in the market. Due to the
limitations of the baseball/softball season, existing regional facilities, and other proximate developments in the pipeline, it is suggested that other athletic surfaces, such
as multipurpose indoor and ice, be the focus of a new sports complex in Dubuque. While there is a demand for baseball and softball facilities in Dubuque, Schmitt Island
is not the ideal site, and an indoor sports and recreation complex is more logical to be located on Schmitt Island.
Looking through the lens of sports tourism, the Consulting Teams views Scenarios D-F as the most viable options to advance the sports tourism market in Dubuque.
There is a strong case for additional indoor surfaces such as indoor courts and ice. Existing facilities that are offered in Dubuque are often unavailable for use due to
availability and quality challenges. Further, Scenario F is positioned to be the highest and best use of the site on Schmitt Island to develop a sports and recreation
complex to serve local demand while also attracting regional and national events to the market. This scenario preserves the baseball/softball diamonds to allow for
continued use by key user groups, while also developing an indoor complex with a seasonal arena to expand local utilization and event opportunity. This will result in
year-round site activation from all sports programming without putting strain on the site limitations. From a financial feasibility standpoint, Scenario F is a culmination of
the research conducted by the Consulting Team to right-size the business model to be viable from both community and sports tourism perspectives. Overall, the
outcome of the market analysis makes a strong case for programming for indoor courts and ice on Schmitt Island. One challenge for indoor courts may be the price
elasticity of the market and the practicality of local users shifting to higher rental rates. Further, there will be operational cost savings for a development additional ice
sheet, suggesting that if the development approach were to be phased, ice should be the primary focus. In the vein of viability, leveraging public-private partnerships
will be essential for an improved sports and recreation destination on Schmitt Island from development to operations. Beyond Schmitt Island, this project should catalyze
community-wide economic development, such as the growth in hotel room supply and other supporting infrastructure in response to the projected increased market
visits.
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5. Demand Projections, Economic &
Fiscal Impacts, and Funding Strategies
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5.1 Demand Projections
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Demand Projections
Overview
To properly estimate the potential demand for a new indoor sports complex, the historical operations at existing athletic facilities, including ImOn Arena, were extensively
analyzed in order to understand the existing conditions. The historical operation data was then used to develop recommendations relative to the proposed facility’s
program (e.g., number of surfaces, community space, and other amenities). Based upon this program, and considering the historical and existing demand, we projected
demand at an expanded indoor facility. Johnson Consulting is of the opinion that many of the projected utilization levels as well as rental rates assumed are fairly
conservative and in line with this conceptual planning phase of the proposed development. The following subsection will provide separate demand projections for the
additional ice sheet at ImOn Arena and the indoor sports complex expansion.
Key Assumptions
It is important to note that prior to reviewing the following projections, a set of initial assumptions had to be made in order to properly form a business plan for the
proposed indoor sports complex on Schmitt Island. The following demand projections are based on the programming recommendations from the Consulting Team,
which includes adding an additional seasonal ice sheet to ImOn Arena and an indoor court facility expansion that includes 6 basketball courts. For the purpose of this
analysis, Johnson Consulting assumed that:
•Schmitt Island, and further, the existing ImOn Arena building, is the development site.
• All existing contracts and agreements with ImOn Arena will be renegotiated.
•A public-private partnership will be leveraged for development.
•A third-party operator will oversee daily operations.
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Demand Projections
It often takes time for facilities to reach maximum utilization levels, but as this development is building off of an already established destination on Schmitt Island at
ImOn Arena, the complex will be a distinguished regional asset. During the first few years of operations, there will be a need for an in-house promoter, local sports
organizations, and the facility manager to target tournaments and promote rentals, especially for the indoor court space. Establishing a presence in the growing indoor
sports facility market will be important in nurturing what effectively amounts to a new market niche for the City of Dubuque and the greater region, as there is not a
similar facility within a 90-minute drive of the project site. With this development, the demand profile at the indoor complex will, over time, increase in volume and
improve in quality. The following demand sectors can be expected:
Tournaments – Based upon interviews with local industry professionals, there are currently insufficient facilities in the area to host local and regional winter indoor
tournaments particularly for hockey, basketball, and volleyball. The addition of a new facility with greater capacity and amenities is perceived to have the ability to attract
regional youth sport associations. In addition, the location of the hotels and family entertainment infrastructure will encourage overnight visits by attendees, generating
additional room nights and increasing the economic impact in the surrounding area.
League Play – The indoor ice and multipurpose sports complex will be a natural fit for local league play, which will generate weekday demand that may not otherwise
be filled through tournament play. Both youth and adult leagues are suitable for the facility. In order to ensure a seamless integration into the market, the facility should
work to expand existing leagues that are short on ice and indoor court space. There is already an established league calendar for ImOn Arena, which is expected to
grow with the additional sheet of ice.
Camps/Clinics/Lessons/Practice – Similar to tournaments and leagues, camps, and clinics can either be held by outside promoters that rent the facility to hold the
event, or held in-house with participants charged an entrance fee. Camps are currently offered by some local facilities, but the size and quality of the new facility will
enable it to handle larger camps and sports festivals that could possibly draw from a larger market as well. These types of events can expect to last three-to-four days
and draw professional athletes and coaches as instructors. Lastly, the facility can be made available to Dubuque Public Schools and local higher educational institution’s
sports teams that are in need of indoor ice and court space.
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Demand Projections
Skills Training – Another type of event that could be used to maximize use of the facility is skills training sessions. Skills training would draw demand from those
already using the facility for other events. This event type would likely consist of hour-long rentals that can be offered during downtime at the facility during the week
when there is no league play. This training can be for both the ice as well as courts, depending on the type of sports.
Consumer Shows – Regionally, there seems to be limited opportunity for such events; however, hosting occasional consumer shows and festivals will act as ‘filler’ for
weekends when demand for tournaments and other sports-related functions are low due to seasonality. Ideally, the promotional arm of the facility would take an active
role in attracting and developing consumer shows and festivals at the venue. Consumer shows would target more of a local attendance base, offering home
improvement and other related types of shows. This event type will generate most of its room night demand from exhibitors and has proven successful in sports facilities
similar to the one proposed.
Festivals and Other Events – In addition to the above events, the facility could also serve as a venue for corporate rentals, parties, shows and community events. The
indoor facility would be able to further maximize the number of event days by hosting other non-sports related events to fully utilize the facility during off-season periods
of the year. The sports complex will not compete with the current event venues in Dubuque, but rather host events that cannot be accommodated anywhere else during
non-peak season.
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Demand Projections
Events & Attendance
The table at right presents a projected
event demand calendar for the indoor
sports complex and ice arena’s first 10
years of operations. As is common with
these types of facilities, demand is
expected to ramp up and reach
stabilization in Year 5. The primary driver
of events will be new demand currently
unable to be accommodated at existing
facilities. As shown, in Year 5, there is
projected to be 209 annual events and
126,561 total attendees, including both
participants and spectators.
Multipurpose Indoor Sports Complex & Ice Arena Complex - Dubuque, IA
Events & Attendance
Year 5 (Stabilization)
Participant Spectator Total
Activity Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Attendance Attendance Attendance
Tournaments - Regional
Ice Sports 5 6 6 7 7 7 7 7 7 7 4,200 8,400 12,600
Basketball 3 4 5 5 5 5 5 5 5 5 5,000 12,500 17,500
Volleyball 5 6 7 8 8 8 8 8 8 8 4,000 10,000 14,000
Wrestling 2 2 3 3 3 3 3 3 3 3 1,200 3,000 4,200
Pickleball 4 5 5 6 6 6 6 6 6 6 6,000 15,000 21,000
Gymnastics 1 2 2 2 2 2 2 2 2 2 2,000 5,000 7,000
Cheer 1 1 1 1 1 1 1 1 1 1 1,000 2,500 3,500
Other (Martial Arts, Judo/Jiu Jitsu)1 2 2 2 2 2 2 2 2 2 900 2,250 3,150
Tournaments - Local
Ice Sports 7 8 8 9 9 9 9 9 9 9 2,700 5,400 8,100
Basketball 3 4 5 5 5 5 5 5 5 5 3,000 6,000 9,000
Volleyball 1 2 2 2 2 2 2 2 2 2 600 1,200 1,800
Wrestling 0 0 0 0 0 0 0 0 0 0 0 0 0
Pickleball 3 4 5 5 5 5 5 5 5 5 1,250 2,500 3,750
Gymnastics 0 0 0 0 0 0 0 0 0 0 0 0 0
Cheer 0 0 0 0 0 0 0 0 0 0 0 0 0
Other (Martial Arts, Judo/Jiu Jitsu)1 1 1 1 1 1 1 1 1 1 225 450 675
Leagues
Ice Sports 62 70 74 78 82 82 82 82 82 82 6,888 6,888 13,776
Basketball 8 10 12 13 13 13 13 13 13 13 2,600 2,600 5,200
Volleyball 8 10 12 13 13 13 13 13 13 13 1,300 1,300 2,600
Wrestling 0 0 0 0 0 0 0 0 0 0 0 0 0
Gymnastics 2 2 3 3 3 3 3 3 3 3 600 600 1,200
Cheer 3 4 5 5 5 5 5 5 5 5 1,500 1,500 3,000
Other (Martial Arts, Judo/Jiu Jitsu)0 0 0 0 0 0 0 0 0 0 0 0 0
Camps/ Clinics/ Lessons
Ice Sports 6 7 7 8 8 8 8 8 8 8 600 600 1,200
Basketball 3 4 5 5 5 5 5 5 5 5 250 250 500
Volleyball 3 4 5 5 5 5 5 5 5 5 250 250 500
Wrestling 1 2 2 2 2 2 2 2 2 2 100 100 200
Pickleball 3 3 4 4 4 4 4 4 4 4 200 200 400
Gymnastics 1 1 1 1 1 1 1 1 1 1 50 50 100
Cheer 2 2 3 3 3 3 3 3 3 3 150 150 300
Other (Martial Arts, Judo/Jiu Jitsu)5 5 6 7 7 7 7 7 7 7 175 175 350
Special Events
Special/Community/Miscellaneous Events 1 2 2 2 2 2 2 2 2 2 3,000 0 3,000
Total 145 172 193 205 209 209 209 209 209 209 45,818 80,743 126,561
Source: Johnson Consulting
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5.2 Economic & Fiscal Impact Analysis
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Economic & Fiscal Impact Analysis
Overview
Economic Impact is defined as incremental new spending in an economy that is
the direct result of certain activities, facilities, or events. For the purpose of this
analysis, impact totals are discussed in terms of the Dubuque economy. The
levels of impacts are described as follows:
Direct Spend – spending that occurs as a direct result of the facility’s operation
(example: attendee purchases meal at restaurant nearby).
Indirect Spend – re-spending of the initial direct expenditures on goods and
services (example: restaurant purchases more food from supplier).
Induced Spend – changes in local consumption due to the personal spending
by employees whose incomes are supported by direct and indirect spending
(example: waiter at the restaurant has more personal income to spend).
Increased Earnings – measures increased employee and worker compensation
related to the facility’s operation.
Employment – measures the number of full-time equivalent (FTE) jobs
supported in the local economy as a result of the facility’s operation.
Fiscal Impact – reflects tax revenues to local and state governments that result
from the facility’s operation.
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Economic & Fiscal Impact Analysis
Rates
The table on the upper right summarizes the multiplier rates utilized in the economic
impact estimates to calculate indirect spending, induced spending, increased
earnings, and employment. These multiplier rates are derived from an IMPLAN input-
output model, which is a nationally recognized analytical tool commonly used to
estimate economic impacts. An input-output model analyzes the commodities and
income that normally flow through various sectors of the economy.
Tax Rates
The table on the bottom right summarizes the applicable tax rates utilized in the fiscal
impact estimates. They focus on the taxes directly affected by visitors’ spending
activities:
•General Sales Tax – is 7.0 percent total, which includes State sales tax at 6
percent and County sales tax at 1.0 percent. There is no City sales tax.
•Hotel/ Motel Tax – is applied to hotel room sales, in addition to Sales and Use Tax .
Transient Occupancy Tax is 7.0 percent.
Multipurpose Indoor Sports Complex & Ice Arena Complex -
Dubuque, IA
Economic Impact Multilpiers
Impact Multiplier Base
Indirect Spending 0.2327 per $1 of direct spending
Induced Spending 0.1950 per $1 of direct spending
Increased Earnings 0.2693 per $1 of direct spending
Increased Employment 13.2444 per $1 million of direct spending
Source: Johnson Consulting
Multipurpose Indoor Sports Complex & Ice Arena Complex -
Dubuque, IA
Applicable Tax Rates
Rate
General Sales Tax
State Sales Tax 6.0%of total spending
County Sales Tax 1.0%of total spending
Total 7.0%
Hotel Occupancy Tax
County TOT 7.0%of spending on lodging
Source: IA Dept. of Revenue
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Economic & Fiscal Impact Analysis
Estimated Regional Impacts – Multipurpose Indoor Sports Complex
The table at right summarizes the
estimated activity and spending volume
at the proposed indoor sports complex
for regional events. Regional and
special events, unlike local events, are
assumed to attract overnight visitors,
resulting in lodging tax revenues, meals,
and other expenses, for these events.
As shown, in Year 5, the complex is
estimated to generate 35,175 room
nights, generate $14.3 million in total
spending, 133 jobs, $2.7 million in
increased earnings, and $1 million in
total tax revenues from sales and
lodging taxes.
Multipurpose Indoor Sports Complex - Dubuque, IA
Economic and Fiscal Impacts - Regional Tournaments / Special Events
Assumptions Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Activity Volume
# of Events*18 24 27 29 29 29 29 29 29 29
Attendance
Participants 12,476 16,634 18,714 20,100 20,100 20,100 20,100 20,100 20,100 20,100
Spectators 31,190 41,586 46,784 50,250 50,250 50,250 50,250 50,250 50,250 50,250
Total 43,666 58,221 65,498 70,350 70,350 70,350 70,350 70,350 70,350 70,350
Length of Stay 2.5 Nights
Est. Room Nights (assumes double occupancy)Ratio
Of Participants 40.0%6,238 8,317 9,357 10,050 10,050 10,050 10,050 10,050 10,050 10,050
Of Spectators 40.0%15,595 20,793 23,392 25,125 25,125 25,125 25,125 25,125 25,125 25,125
Total 21,833 29,110 32,749 35,175 35,175 35,175 35,175 35,175 35,175 35,175
Est. Spending Volume ($000)
On Lodging $120.00 / RN $2,620 $3,581 $4,129 $4,546 $4,659 $4,776 $4,895 $5,017 $5,143 $5,271
On Meals and Incidentals $69.00 / P 3,013 4,118 4,748 5,227 5,358 5,492 5,629 5,770 5,914 6,062
Total Direct Spending $5,633 $7,698 $8,877 $9,773 $10,017 $10,268 $10,524 $10,788 $11,057 $11,334
Economic Impact ($M)Multipliers
Direct Spending $5.6 $7.7 $8.9 $9.8 $10.0 $10.3 $10.5 $10.8 $11.1 $11.3
Indirect Spending 0.2327 1.3 1.8 2.1 2.3 2.3 2.4 2.4 2.5 2.6 2.6
Induced Spending 0.1950 1.1 1.5 1.7 1.9 2.0 2.0 2.1 2.1 2.2 2.2
Total Spending $8.0 $11.0 $12.7 $14.0 $14.3 $14.7 $15.0 $15.4 $15.8 $16.2
Increased Earnings 0.2693 $1.5 $2.1 $2.4 $2.6 $2.7 $2.8 $2.8 $2.9 $3.0 $3.1
Employment (FTE jobs)13.2444 75 102 118 129 133 136 139 143 146 150
Fiscal Impact ($000)Rate
State Sales Tax 6.00%$0.3 $0.5 $0.5 $0.6 $0.6 $0.6 $0.6 $0.6 $0.7 $0.7
County Sales Tax 1.00%0.06 0.08 0.09 0.10 0.10 0.10 0.11 0.11 0.11 0.11
County TOT 7.00%0.2 0.3 0.3 0.3 0.3 0.3 0.3 0.4 0.4 0.4
Total $0.6 $0.8 $0.9 $1.0 $1.0 $1.1 $1.1 $1.1 $1.1 $1.2
Source: Johnson Consulting
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Economic & Fiscal Impact Analysis
Total Economic Impact – Multipurpose Indoor Sports Complex
The table below summarizes the estimated spending volume at the proposed indoor sports complex for local, regional, and
special events combined. As shown, in Year 5, the sports complex is estimated to generate $16.6 million in total spending,
154 jobs, $3.1 million in increased earnings, and $1.1 million in total tax revenues.
Multipurpose Indoor Sports Complex - Dubuque, IA
Economic and Fiscal Impacts - Local and Regional Tournaments / Special Events
Assumptions Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Economic Impact ($M)Multipliers
Direct Spending $6.8 $9.0 $10.3 $11.3 $11.6 $11.9 $12.2 $12.5 $12.8 $13.2
Indirect Spending 0.2327 1.6 2.1 2.4 2.6 2.7 2.8 2.8 2.9 3.0 3.1
Induced Spending 0.1950 1.3 1.8 2.0 2.2 2.3 2.3 2.4 2.4 2.5 2.6
Total Spending $9.7 $12.9 $14.7 $16.1 $16.6 $17.0 $17.5 $17.9 $18.3 $18.8
Increased Earnings 0.2693 $1.8 $2.4 $2.8 $3.0 $3.1 $3.2 $3.3 $3.4 $3.5 $3.5
Employment (FTE jobs)13.2444 90 120 136 150 154 158 162 166 170 174
Fiscal Impact ($000)Rate
State Sales Tax 6.00%$0.4 $0.5 $0.6 $0.7 $0.7 $0.7 $0.7 $0.8 $0.8 $0.8
County Sales Tax 1.00%0.07 0.09 0.10 0.11 0.12 0.12 0.12 0.13 0.13 0.13
County TOT 7.00%0.2 0.3 0.3 0.3 0.3 0.3 0.3 0.4 0.4 0.4
Total $0.7 $0.9 $1.0 $1.1 $1.1 $1.2 $1.2 $1.2 $1.3 $1.3
Source: Johnson Consulting
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Economic & Fiscal Impact Analysis
Construction Impacts – Multipurpose Indoor Sports Complex
The estimated hard cost of construction of the indoor sports complex, as provided by
RDG, is approximately $20 million. The one-time construction impact of this
development is projected to generate 370 jobs, $10.3 million in total spending, and
$720,000 in total tax revenues.
Multipurpose Indoor Sports Complex - Dubuque, IA
Estimated One-Time Construction Impact- Indoor
Multiplier or
Tax Rate Amount
Est. Hard Costs for Development $20,000,000
Impact on Construction Jobs
% of Costs Spent on Labor 55.0%
Labor Costs $11,000,000
Average Construction Laborer Salary $30,000
# of On-Site Construction Jobs 370 ✓
Economic Impact
% of Costs Spent on Material 45.0%
Material Costs $9,000,000
% Spent Locally 80.0%
Direct Construction Spending $7,200,000
Indirect Spending 0.23 1,680,000
Induced Spending 0.20 1,400,000
Total Spending $10,280,000 ✓
Increased Earnings 0.27 $1,940,000 ✓
Employment (in FTE Jobs)13.24 100 ✓
Fiscal Impact
Sales Tax 7.00%$720,000
Total $720,000 ✓
Source: Johnson Consulting
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102
Economic & Fiscal Impact Analysis
Estimated Regional Impacts – Ice Arena Complex
The table at right summarizes the
estimated activity and spending volume
at the proposed ice arena complex for
regional events. Regional and special
events, unlike local events are assumed
to attract overnight visitors, resulting in
lodging tax revenues, meals, and other
expenses, for these events. As shown,
in Year 5, the ice arena complex is
estimated to generate 11 ,644 room
nights, generate $4.5 million in total
spending, 41 jobs, $800,000 in
increased earnings, and $300,000 in
total tax revenues from sales and
lodging taxes.
Ice Arena Complex - Dubuque, IA
Economic and Fiscal Impacts - Regional Tournaments / Special Events
Assumptions Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Activity Volume
# of Events*12 14 14 16 16 16 16 16 16 16
Attendance
Participants 5,175 6,038 6,038 6,900 6,900 6,900 6,900 6,900 6,900 6,900
Spectators 10,350 12,075 12,075 13,800 13,800 13,800 13,800 13,800 13,800 13,800
Total 15,525 18,113 18,113 20,700 20,700 20,700 20,700 20,700 20,700 20,700
Length of Stay 2.5 Nights
Est. Room Nights (assumes double occupancy)Ratio
Of Participants 45.0%2,911 3,396 3,396 3,881 3,881 3,881 3,881 3,881 3,881 3,881
Of Spectators 45.0%5,822 6,792 6,792 7,763 7,763 7,763 7,763 7,763 7,763 7,763
Total 8,733 10,188 10,188 11,644 11,644 11,644 11,644 11,644 11,644 11,644
Est. Spending Volume ($000)
On Lodging $120.00 / RN $1,048 $1,253 $1,284 $1,505 $1,542 $1,581 $1,620 $1,661 $1,702 $1,745
On Meals and Incidentals $69.00 / P 1,071 1,281 1,313 1,538 1,577 1,616 1,656 1,698 1,740 1,784
Total Direct Spending $2,119 $2,534 $2,598 $3,043 $3,119 $3,197 $3,277 $3,359 $3,443 $3,529
Economic Impact ($M)Multipliers
Direct Spending $2.1 $2.5 $2.6 $3.0 $3.1 $3.2 $3.3 $3.4 $3.4 $3.5
Indirect Spending 0.2327 0.5 0.6 0.6 0.7 0.7 0.7 0.8 0.8 0.8 0.8
Induced Spending 0.1950 0.4 0.5 0.5 0.6 0.6 0.6 0.6 0.7 0.7 0.7
Total Spending $3.0 $3.6 $3.7 $4.3 $4.5 $4.6 $4.7 $4.8 $4.9 $5.0
Increased Earnings 0.2693 $0.6 $0.7 $0.7 $0.8 $0.8 $0.9 $0.9 $0.9 $0.9 $1.0
Employment (FTE jobs)13.2444 28 34 34 40 41 42 43 44 46 47
Fiscal Impact ($000)Rate
State Sales Tax 6.00%$0.1 $0.2 $0.2 $0.2 $0.2 $0.2 $0.2 $0.2 $0.2 $0.2
County Sales Tax 1.00%0.02 0.03 0.03 0.03 0.03 0.03 0.03 0.03 0.03 0.04
County TOT 7.00%0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1
Total $0.2 $0.3 $0.3 $0.3 $0.3 $0.3 $0.3 $0.4 $0.4 $0.4
Source: Johnson Consulting
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Economic & Fiscal Impact Analysis
Total Economic Impact – Multipurpose Indoor Sports Complex
The table below summarizes the estimated spending volume at the proposed ice arena complex for local, regional, and
special events combined. As shown, in Year 5, the ice arena complex is estimated to generate $5.7 million in total spending,
53 jobs, $1.1 million in increased earnings, and $600,000 in total tax revenues.
Ice Arena Complex - Dubuque, IA
Economic and Fiscal Impacts - Local and Regional Tournaments / Special Events
Assumptions Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Economic Impact ($M)Multipliers
Direct Spending $2.9 $3.3 $3.4 $3.9 $4.0 $4.1 $4.2 $4.3 $4.4 $4.5
Indirect Spending 0.2327 0.7 0.8 0.8 0.9 0.9 0.9 1.0 1.0 1.0 1.0
Induced Spending 0.1950 0.6 0.6 0.7 0.8 0.8 0.8 0.8 0.8 0.9 0.9
Total Spending $4.1 $4.8 $4.9 $5.5 $5.7 $5.8 $6.0 $6.1 $6.3 $6.4
Increased Earnings 0.2693 $0.8 $0.9 $0.9 $1.0 $1.1 $1.1 $1.1 $1.2 $1.2 $1.2
Employment (FTE jobs)13.2444 38 44 45 51 53 54 55 57 58 60
Fiscal Impact ($000)Rate
State Sales Tax 6.00%$0.2 $0.2 $0.2 $0.2 $0.2 $0.2 $0.3 $0.3 $0.3 $0.3
County Sales Tax 1.00%0.03 0.03 0.03 0.04 0.04 0.04 0.04 0.04 0.04 0.05
County TOT 7.00%0.2 0.2 0.2 0.3 0.3 0.3 0.3 0.3 0.3 0.3
Total $0.4 $0.5 $0.5 $0.5 $0.6 $0.6 $0.6 $0.6 $0.6 $0.6
Source: Johnson Consulting
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Economic & Fiscal Impact Analysis
Construction Impacts – Ice Arena Complex
The estimated hard cost of construction of the ice arena complex, as provided by RDG,
is approximately $28 million. The one-time construction impact of this development is
projected to generate 510 jobs, $14.4 million in total spending, and $1.01 million in total
tax revenues.
Ice Arena Complex - Dubuque, IA
Estimated One-Time Construction Impact- Indoor
Multiplier or
Tax Rate Amount
Est. Hard Costs for Development $28,000,000
Impact on Construction Jobs
% of Costs Spent on Labor 55.0%
Labor Costs $15,400,000
Average Construction Laborer Salary $30,000
# of On-Site Construction Jobs 510 ✓
Economic Impact
% of Costs Spent on Material 45.0%
Material Costs $12,600,000
% Spent Locally 80.0%
Direct Construction Spending $10,080,000
Indirect Spending 0.23 2,350,000
Induced Spending 0.20 1,970,000
Total Spending $14,400,000 ✓
Increased Earnings 0.27 $2,710,000 ✓
Employment (in FTE Jobs)13.24 130 ✓
Fiscal Impact
General Sales Tax 7.00%$1,010,000
Total $1,010,000 ✓
Source: Johnson Consulting
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5.3 Funding Strategies
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Funding Strategies
Overview
This section discussed recent trends in sports complex funding and provides an inventory of potential funding sources and strategies. Funding a sports complex in
Dubuque can be approached through various strategies including public funding, private investments, community partnerships, grants, taxing, and other funding tools.
There are programs unique to Dubuque, such as the Iowa Economic Authority Sports Tourism Program, which provides financial assistance for projects that market or
promote sporting events in Iowa. Further, sports complexes can leverage funding tools that other public facilities may not, such as, anchor tenant agreements and
associations with partners such as higher education institutions. Each funding strategy has its own set of requirements, benefits, and potential challenges. A
comprehensive approach that combines multiple funding sources is likely to increase the financial viability of financing a project.
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Funding Strategies
Case Study: Community First Champion Center
The Community First Champion Center opened in 2019. The facility is owned
by the Town of Grand Chute and is managed by the Fox Cities Sports
Development Inc. The 164,000 SF facility features an ice rink, a seasonal ice
rink that converts into four basketball courts, and a fieldhouse with four
additional courts. The initial cost of construction in 2019 was $30 million.
Development funding came from a 3% hotel tax, which also helped to fund the
Fox Cities Exhibition Center.
Case Study: TBK Bank Sports Complex
TBK Bank Sports Complex opened in 2018 and is privately owned. The
273,000 SF indoor complex features 8 basketball courts and a multipurpose
turf field. There are also 4 rectangular fields and 10 baseball/softball
diamonds. The development cost $50 million and was primarily funded
through private investments and naming rights. There is also a planned $75
million expansion that will be supported through the City of Bettendorf through
$5.8 million in grants and a 20-year 75% tax increment finance rebate.
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Funding Strategies
Case Study: MidAmerican Energy Company RecPlex
The RecPlex was developed through a public-private partnership with the city.
The facility opened in 2021 and offers 300,000 SF of indoor space featuring
two ice rinks, with plans to build a third, 4 courts, pickleball courts, and indoor
turf, in addition to three outdoor multipurpose rectangular fields. The total cost
of development was $59.8 million including $16.5 million in city bonds backed
by future local option sales tax revenue, $16.4 million in city bonds backed by
future hotel-motel tax revenue, $12.4 million in corporate and individual
donations and pledges, naming rights, sponsorships, and a mix of other
grants, loans and tax revenue. The additional sheet of ice would cost north of
$30 million and would be funded through private donations, a bond funded
through local option sales tax, and grants.
Case Study: Prospect Meadows Sports Complex
Prospect Meadows is a 501(c)3 nonprofit organization that developed an 8
baseball/softball diamonds complex on 128 acres in 2019. The $14 million
complex was developed through a combination of public and private funding
sources. Approximately $5.9 million was raised from private donors, including
Perfect Game who serves as an anchor tenant and commits to bringing 1,000
teams annually to the complex for 15 years. Total fundraising efforts amassed
$11 .75 million. $5.85 million was secured from public entities, including Linn
County and the cities of Marion and Cedar Rapids. Linn County signed a 95-
year lease agreement for the 128 acres.
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Funding Strategies
Funding Mechanisms
There are numerous financing tools used to fund facilities that could be applied to a sports and recreation development in Dubuque. These include:
1.Pay-As-You -Go Financing: Projects that are relatively small or that are financed in municipalities with rapidly growing tax bases are sometimes paid for directly out of
appropriated funds each year. However, the majority of facilities are financed with long-term debt so that payment of capital costs corresponds to the period over
which the facility is used and its economic benefits are realized. Some portion of the proposed stadium might be paid for out of the City’s general fund, but that
portion is likely to make up a small amount of the overall capital stack.
2.General Obligation Bond Financing: Long-term bonding using the general obligation of the City, County, and/ or State either directly as part of a capital outlay
program or as guaranteed debt of an authority that would provide strong credit and relatively low borrowing costs. GO bonding is typically reserved for projects
perceived to benefit the population as a whole, such as educational, economic development, or transportation, and the proposed complex certainly falls within this
category of projects. This is a strong financing option for this project, though it will be important to identify funds which would make sense to service the debt on
them.
3.Revenue Bond Financing: Revenue bonds are another source of finance that can be used to build, own, and operate public purpose facilities that have no power to
tax. They derive their revenues from user fees and other sources and must finance general and capital expenditures out of these receipts and whatever amount they
are permitted to borrow, which can be tailored to fit the specific requirements of the involved local and state governments.
4.Capital Development Funds: Certain public or non-profit organizations have funds devoted specifically to capital development projects. Often these funds are used
for smaller, pay-as-you-go type projects, but they can also make up part of the capital stack on a larger project or improvement plan. This could be a viable funding
source, though likely a small part of the overall capital stack.
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Funding Strategies
Funding Mechanisms
5.Naming Rights & Sponsorships: Sponsorships and particularly naming rights can be a substantial, long-term revenue stream for facilities. Given the proposed
facility’s prominence within Dubuque and projected foot traffic, paired with the already established sponsors, this funding source could be significant, though still a
relatively minor part of the overall capital stack.
6.Tourism Improvement District (TID): Similar to a traditional Business Improvement District (BID), a TID is a district in which a special assessment is levied on hotel
room sales (and sometimes other sales such as tickets, retail, or meals). The money collected is managed by a dedicated non-profit or advisory board, often made
up of local tourism industry stakeholders such as hoteliers and restauranteurs, and used to fund destination marketing and development initiatives. This could be
viable for this project given its potential to bolster Dubuque’s tourism and hospitality industry.
Taxing Mechanisms
In addition to the financing tools described above, there are a number of taxing mechanisms that could be used to fund the sports complex, including:
1.Sales Taxes : Sales tax provides a strong credit structure because it is relatively predictable and tends to track with inflation and economic growth. A general sales tax
increase, or expansion of the base, can provide a robust incremental revenue stream. However, these taxes are often difficult to implement because they primarily
tax local residents and require referendum and/ or State legislative approval. There are examples of municipalities using a general sales tax, over a fixed period, to
finance major capital projects. The quick-pay method enables municipalities to generate the necessary revenue over a short period of time, but a general sales tax is
a blunt taxing instrument that does not provide a direct correlation between burden and benefit.
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Funding Strategies
Taxing Mechanisms
2.Hotel Occupancy Tax : Hotel taxes have the major advantage of primarily taxing out-of-town visitors, rather than local residents. Given that this facility would
contribute to generating local hotel stays, a proportionate amount of hotel tax put to its financing would be reasonable.
3.Food and Beverage Tax : Food and beverage taxes have been used throughout the country to support the costs of developing, and renovating, public assembly
facilities and to fund related infrastructure. The revenue potential is significant, as the second highest spend occurs on food service, after lodging. Food and
beverage taxes are directed towards beneficiaries of the project and to some extent, non-residents. There may be an opportunity to leverage some portion of
existing food and beverage tax revenues, or dedicating an additional point to support development and operations of the sports complex.
4.Tax Increment Financing (TIF): TIFs are based on the incremental tax value of ancillary economic development projects that are triggered by a major facility. The tax
base of a defined TIF district is frozen and any increases in the future tax base are used to repay TIF bonds. While typically instated prior to construction of a new
facility, they can be applied to support capital improvements and ongoing operations. The most powerful TIFs are those based on sales tax but there are many
examples of property tax based TIFs throughout the country. This could be applicable to this project, though a district would need to be established.
5.Development Fees / Land Lease Income: Fees for the right to develop projects near a public assembly facility can assist in funding. These so-called linkage fees
have been imposed in locations where land adjacent to a public assembly facility is at a premium, typically on hotels, parking decks, retail stores, and other uses that
can benefit from their proximity to the facility.
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Schmitt Island Development &
Sports Complex Feasibility Study
February 2025
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TABLE OF CONTENTS
2
SE
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N 2 PAGE 17:
Market Assessment & Regional Facility Audit
SE
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N 1 PAGE 3:
Introduction
SE
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N 3 PAGE 47:
Participation Trends & Comparative Market Analysis
SE
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N 5 PAGE 90:
Demand Projections , Economic & Fiscal
Impacts, and Funding Strategies
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N 4 PAGE 80:
Market Supportable Program Recommendations
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1.1 Introduction
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4
Introduction
Transmittal Letter
Re: Schmitt Island Development & Sports Complex Market Feasibility Study
DRA:
C.H. Johnson Consulting, Inc. (Johnson Consulting) is pleased to submit this report to you regarding the Market Feasibility Study for Schmitt Island Development &
Sports Complex. Pursuant to our engagement, this report update fulfills the scope of work outlined in the statement of work submitted by Johnson Consulting to The
Dubuque Racing Association on June 8th, 2024.
Johnson Consulting has no responsibility to update this report for events, plan modifications, and circumstances occurring after the date of this report. The findings
presented herein reflect analyses of primary and secondary sources of information. Johnson Consulting used sources deemed to be reliable but cannot guarantee their
accuracy. Moreover, some of the estimates and analyses presented in this study are based on trends and assumptions, which can result in differences between
projected results and actual results. Because events and circumstances frequently do not occur as expected, those differences may be material. This report is intended
for the Client’s internal use and cannot be used for project underwriting purposes without Johnson Consulting’s written consent.
We have enjoyed serving you on this engagement and look forward to providing you with continuing service.
Sincerely,
C.H. Johnson Consulting, Inc
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5
Introduction
Study Introduction & Methodology
Johnson Consulting was retained by the Dubuque Racing Association (DRA) to conduct a
market feasibility study for a potential sports complex on Schmitt Island. The study aims to
foster the ability of the DRA and the City, as well as any local partner organizations, to make
informed decisions regarding the development and continuing operation of a complex. The
proposal document submitted to the DRA by Johnson Consulting outlines detailed services for
the study. Broadly, the objective of this study is to answer the following questions:
▪What do the characteristics of the local market suggest about Schmitt Island/Dubuque’s
ability to support this potential complex?
▪What trends within the sports and entertainment industry could impact the project?
▪What is the overall market opportunity for a new sports complex in Dubuque?
▪What approach positions the DRA to advance the planning and development of the project?
In order to answer the questions above, Johnson Consulting developed and executed a
comprehensive methodology for the study, which is illustrated by the figure on the right. The
observations, analysis, and conclusions of the study will be presented throughout the remaining
sections of this report.
Market Opportunity
Assessment
Market
Analysis
Real Estate
Analysis
Industry
Trends
Implementation
Roadmap
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6
Introduction
Project Overview
Schmitt Island is a part of Dubuque which is a mid-sized city in Iowa on the
Mississippi river bordering Wisconsin and Illinois. Dubuque has recently focused on
tourism as it is able to attract regional visitors partially due to its picturesque bluffs,
proximity to the Field of Dreams Movie Site and other local attractions. Schmitt
Island’s Q Casino and ImOn Ice Arena serve as entertainment destinations for the
city. Schmitt Island also serves the community as a recreation hub as the Ice Arena
and four baseball diamonds at McAleece Park provides practice times for local
sports organizations. Longstanding plans to further development Schmitt Island
have included expanding these two sports related assets to enhance the
functionality of the island. Not only would extra or updated fields provide the
community with an asset but could potentially serve to attract sports tourism to the
island and city. Additionally, any new complex on the island’s south side would pair
well with the Q Casino’s updated family entertainment center and amphitheater,
further cementing Schmitt Island as a regional destination.
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1.2 Executive Summary
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8
Introduction
Executive Summary - Market Assessment
Johnson Consulting recognizes that sports complexes are crucial to community sports
organizations and are highly beneficial to a community’s tourism industry. The Dubuque
region lacks any large-scale sports complex and currently the community uses any available
inventory of school and park facilities in Dubuque, but these facilities often face challenges
with availability and quality. Through our market analysis, stakeholder engagement, industry
trends research, and case study research, Johnson Consulting believes that there is an
opportunity to introduce a new venue to the Dubuque market with a unique opportunity to
serve the area’s residents and visitors.
The Dubuque metro area has positive economic indicators such as above average median
household income and low unemployment rates. While these factors would indicate future
economic growth in Dubuque, the city is losing young families to larger markets. The exodus
from Dubuque is partially due to manufacturing jobs leaving the market, but it is also due to
the lack of family focused assets, like a sports complex. This is also evident in the region’s
below average spending on sports participation fees, which can indicate either a lack of
willingness to spend on fees or a lack of facilities on which to spend those dollars.
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9
Introduction
Executive Summary - Facility Audit
As seen by the map on the right, the Dubuque region is deficient in all types of
major sports facilities. Other metro areas such as Des Moines, Cedar Rapids, the
Quad Cities, Chicago or Milwaukee have venues with large concentrations of
surfaces which provides assets for the communities and are used to attract large
youth sports tournaments. Dubuque’s local organizations rely on school and park
courts for practices and games but the lack of surfaces at a single location and the
lack of quality surfaces prevents the region from hosting youth sports tournaments.
Local organizations indicated that the lack of available surface time prevents the
growth of their organizations and inhibits them from hosting regional tournaments.
Dubuque’s inability to host youth sports tournaments has led to participants and
their families traveling to different markets for tourism, resulting in dollars leaking to
other markets for local use and sports tourism.
Legend
Dubuque
# of surfaces
Baseball
Hockey
Basketball
Soccer
Page 303 of 959
10
Introduction
Executive Summary - Stakeholder Engagement
Johnson Consulting met with a wide variety of local organizations in order to gauge
the level of interest for a new sports complex on Schmitt Island. It is crucial to
engage with a wide variety of individuals and organizations throughout the area and
industry to better inform the study’s observations and conclusions. The list to the
right details to whom Johnson Consulting spoke through the course of the project.
•Northern Iowa Community College
•Mayor of Dubuque
•Miller Development
•Court One
•City of Dubuque City Manager
•City of Dubuque Leisure Services
Director
•City of Dubuque Director of Office of
Shared Prosperity and Neighborhood
Support
•City of Dubuque Recreation Division
Manager
•Dubuque Youth Volleyball
•Dubuque Senior Saints Hockey
•Dubuque Fossils Hockey
•Dubuque Fighting Saints Hockey
•Loras College Athletic Director and
VP Student Services
•Holy Family Catholic Schools
•ImOn Arena (Dubuque)
•University of Dubuque Soccer
•Dubuque Soccer Club
•Greater Dubuque Development Corp
•Dubuque Community Schools
•Travel Dubuque
•Q Casino
•Dubuque Dream Center
•Dubuque Figure Skating
•Peosta Community Center
•Dubuque County Basketball
Academy
Page 304 of 959
11
Introduction
Executive Summary - Sports Participation Trends
Specialization has led to a decrease in sports per participant. Athletes are
dedicating themselves to one or two sports rather than playing multiple sports. This
has led to the increased popularity of club teams that compete in weekend
tournaments that often require traveling. Nationally, sports historically dominated by
girls (like volleyball, gymnastics and cheerleading) are increasing in popularity in
part due to the rise of female sports stars like Caitlin Clark and Simone Biles. Ice
sports have also increased their national popularity as the high fixed costs
associated with sports like hockey are easier to justify, if an athlete is playing year-
round rather than seasonally. Locally, the popularity of sports is often capped by the
number of facilities available. Indoor sports and ice sports in Dubuque are capped
due to the lack of courts and ice rinks. Additional surfaces would likely grow the
popularity of these sports in Dubuque.
Source: SFIA, Johnson Consulting
Team Sport Participation & Sports Per Participant
132M 132M 130M 132M 133M 133M 132M 130M 126M 126M 129M 136M
2.14 2.06 2.02 1.99 1.94 1.97 1.92 1.84 1.88 1.85 1.82 1.73
0
0.5
1
1.5
2
2.5
3
0
40
80
120
160
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Total Sport Participants Sports Per Participant
Page 305 of 959
12
Introduction
Executive Summary - Case Studies
Johnson Consulting analyzed 4 case studies in order to inform
recommendations for a sports and recreation complex in Dubuque relative
to development, operations, financing, and best practices. When comparing
Dubuque, and further, Schmitt Island to the case study set, Schmitt Island
offers positive attributes such as proximity to existing entertainment options.
However, limiting conditions were also identified, such as hotel supply and
proximity to a major airport. The design of the case study facilities also
offered examples of how a multipurpose sports complex can serve multiple
sports and other uses, such as the seasonal ice rink in Appleton.
Additionally, case study research provided examples on initial and ongoing
development and financing structures that have been successful in other
markets, including public-private-partnerships and municipal funding tools.
Detailed profiles of each case study facility, as well as a benchmarking
exercise, can be found in Section 3 of this report.
Page 306 of 959
13
Introduction
Executive Summary – Market Supportable Recommendations
The Consulting team developed several different scenarios for potential
developments on Schmitt Island. The optimal scenario involves 6 additional
basketball courts and an additional ice rink to the existing ImOn Arena. This would
provide local sports organizations that use either ice rinks or hardwood surfaces a
place to practice and host tournaments. The price elasticity of rental rates in the
market may prove to be a challenge for the indoor courts, but their ability to host
tournaments for multiple sports like basketball, volleyball, wrestling and
cheerleading should increase the demand for the facility. While outdoor sports like
baseball and soccer are important to the city and locally popular, Schmitt Island’s
size and development attributes restrict any sizeable development of outdoor fields.
Page 307 of 959
14
Introduction
Executive Summary – Development Impacts
To properly estimate the demand and associated fiscal and economic impacts for a
new development on Schmitt Island including a multipurpose indoor court facility
and an addition to the ice arena complex, the historical operations at existing
athletic facilities were extensively analyzed, paired with feedback from local user
groups. This information was synthesized to develop recommendations relative to
the facility program which informed the demand projections and the resulting
impacts of the development. A detailed analysis of this work can be found in section
5 of this report.
As shown in Year 5, often considered the year of stabilization for sports complex
facilities, the ice arena complex is projected to generate $5.7 million in total
spending and $600,000 in tax revenues, while the indoor sports complex is
projected to generate $16.6 million in total spending and $1.1 million in total tax
revenues.
Ice Arena Complex - Dubuque, IA
Economic and Fiscal Impacts - Local and
Regional Tournaments / Special Events
Year 5
Economic Impact ($M)
Direct Spending $4.0
Indirect Spending 0.9
Induced Spending 0.8
Total Spending $5.7
Increased Earnings $1.1
Employment (FTE jobs)53
Fiscal Impact ($000)
State Sales Tax $0.2
County Sales Tax 0.04
County TOT 0.3
Total $0.6
Source: Johnson Consulting
Page 308 of 959
15
Introduction
Executive Summary - Observations
Johnson Consulting recognizes that sports complexes are crucial to community sports organizations and highly beneficial to a community’s tourism industry. The
Dubuque region lacks any large-scale sports complex and currently the community uses any available inventory of school and park facilities in Dubuque. Through our
market analysis, stakeholder engagement, industry trends research, and case studies Johnson Consulting believes that there is an opportunity for Schmitt Island to
introduce a new venue to the Dubuque market with a unique opportunity to serve the area’s residents and visitors.
The Dubuque metro area has positive economic indicators such as above average median household income and low unemployment rates. While these factors would
indicate future economic growth in Dubuque, the city is losing young families to larger markets. The slight decline in the Duluth population base can be attributed
partially due to manufacturing jobs leaving the market, but it can also be due in part to the lack of family focused assets like a sports complex. This is also evident in the
regions below average spending on sports participation fees which indicates either a lack of willingness to spend on fees or a lack of a facility on which to spend those
fees.
The Dubuque region is severely lacking in all kinds of sports surfaces. Other metro areas such as Des Moines, Cedar Rapids, the Quad Cities, Chicago or Madison
have large concentrations of surfaces which provides assets for the communities and are used to attract large youth sports tournaments. Dubuque’s local organizations
rely on school and park courts for practices and games and the lack of surfaces at a single location and the lack of quality surfaces prevents the region from hosting
sports tournaments. Local organizations indicated to us that the lack of available surface time prevents the growth of their organizations and inhibits them from hosting
regional tournaments. With Dubuque’s inability to host youth sports tournaments, parents travel to different markets every week which not only frustrates parents but it
means large amounts of spending is leaving the region for other markets.
Page 309 of 959
16
Introduction
Executive Summary - Observations
Specialization has led to a decrease in sports per participant. Kids are dedicating themselves to one or two sports rather than playing a wide variety of sports, year-
round. This has led to the increased popularity of club teams that play in weekend tournaments that often requires traveling. Nationally, sports historically dominated by
girls (like volleyball, gymnastics and cheerleading) are increasing in popularity in part due to the rise of female sports stars like Caitlin Clark and Simone Biles. Ice sports
have also increased their national popularity as the high fixed costs associated with sports like hockey are easier to justify if (due to specialization) an athlete is playing
year-round rather than seasonally. Locally, the popularity of sports is often capped by the number of facilities available. Indoor sports and ice sports in Dubuque are
capped due to the lack of courts and ice rinks. Additional courts would likely grow the popularity of these sports in Dubuque.
When analyzing case studies, Schmitt Island has a lot of positive attributes especially their proximity to existing entertainment options. Commonly, these facilities are
located in close proximity to entertainment and retail; the upcoming family entertainment center at the Q Casino will complement a potential new sports complex on
Schmitt Island. However, Dubuque is behind in several key factors like number of nearby hotels and distance to a major airport compared to markets with a similar
development such as Appleton, Des Moines and the Quad Cities. Any space should be built with multi-sport capabilities like the Community First Champion Center in
Appleton, Wisconsin which has an ice rink that can be converted into basketball courts. Most of these facilities operate using a public-private-partnership and were
financed through a variety of methods such as hotel taxes, TIFs and city bonds.
Johnson Consulting helped develop several different scenarios for potential developments on Schmitt Island. The optimal scenario involves 6 additional basketball
courts and an additional ice rink to the existing ImOn Arena. This would allow local sports organizations that use either ice rinks or hardwood surfaces a place to practice
and host tournaments. While outdoor sports like baseball and soccer are important to the city and locally popular, Schmitt Island’s size restricts any sizeable
development of outdoor fields. The price elasticity of rental rates in the market may prove to be a challenge for the indoor courts, but their ability to host multiple sports
like basketball, volleyball, wrestling and cheerleading should increase the demand for the facility.
Page 310 of 959
2. Market Assessment
Page 311 of 959
2.1 Economic & Demographic Trends
Page 312 of 959
19
Market Assessment
Overview
Dubuque is located in Eastern Iowa on the Mississippi River bordering
Wisconsin and Illinois. As of 2024, Dubuque has a population of 59,635 making
it the 11 th biggest city in the state of Iowa. Unlike the rest of Iowa which is
relatively flat, Dubuque is located in the Driftless Region and is situated on
bluffs, giving it a hilly terrain compared to the rest of Iowa. While Dubuque’s
economy has traditionally relied on manufacturing, the city needs to diversify its
economy to grow. The region has a modest tourism draw, partially because of
the “Field of Dreams” movie site which is located in nearby Dyersville. However,
Dubuque can be difficult to travel to:
•Air: Dubuque lost its air service back in January of 2024, but its regional
airport regained limited service in November of 2024 with flights to Chicago.
Previously, Dubuque residents had to drive to nearby markets to fly. Now,
travel to and from Dubuque can be done completely via air.
•Highway: Dubuque is not connected to any major Interstate, so in order to
drive to Dubuque only major highways like U.S Highway 20 and U.S Highway
151 are available.
As shown by the map on the right the 30-, 90-, and 240-minute drivetime
catchments reach as far East as Chicago, as far South as Springfield, IL, as far
West as Des Moines and as far North as Wausau, WI.
Page 313 of 959
20
Market Assessment
Population
The resident population of the city of Dubuque was 59,635 persons in 2024. The 30-, 90-, and 240-minute drive time catchment areas, reflecting the draw of a potential
new Schmitt Island Sports Complex, had populations ranging from 124,963 to 19,567,095. Between 2010 and 2024, the population of the city of Dubuque increased at
an average rate of 0.2 percent per annum. These growth rates were below that of Iowa and the nation. From 2024 to 2029, the population of Dubuque is forecasted to
grow at an average rate of negative 0.1 percent per annum. Growth rates in these markets are consistent with the 240-minute drivetime catchment but well below the
state and national forecasts. As regional deindustrialized continues, jobs and workers will continue to leave the region at larger rates.
2000 2010 2024 2029 CAGR*
2010-2024
CAGR*
2024-2029
USA 281,421,906 308,745,538 338,440,954 344,873,411 0.7%0.4%
Iowa 2,926,324 3,046,355 3,236,114 3,275,570 0.4%0.2%
Dubuque 57,816 57,617 59,635 59,356 0.2%-0.1%
Schmitt Island (30 minutes)113,850 120,003 124,963 125,000 0.3%0.0%
Schmitt Island (90 minutes)1,149,389 1,207,838 1,267,049 1,269,561 0.3%0.0%
Schmitt Island (240 minutes)18,448,309 19,285,244 19,567,095 19,454,997 0.1%-0.1%
*Compounded Annual Growth Rate
Sources: Esri, Johnson Consulting
Population
Page 314 of 959
21
Market Assessment
Age
Age is an important demographic indicator to consider when evaluating the
market. Some markets seek to combat “brain drain,” a phenomenon where
primarily college-educated young professionals are leaked to larger or different
metropolitan markets. Other markets seek to attract wealthier retirees, which
bring economic spending, leisure time, and philanthropic dollars with them to
these markets. Dubuque has a lack of well-paying jobs which has increased an
exodus of young workers, furthering the issue of “brain drain.”
The Dubuque area has a much younger age distribution relative to state and
national averages. 29% of the people in the 30-minute drivetime catchment
around Schmitt Island are ages 15-34, representing a much higher proportion
than the state and nation. This is likely due to the three major colleges in the city
that bring large numbers of young people to the city. However, the proportion of
middle age populations (ages 30-54) are significantly lower than state and
national averages. These demographics are particularly important because they
represent heads of families. The lack of this age group indicates Dubuque may
have a lack of quality family-friendly amenities. A sports facility could help to
retain and attract families to the region.
`
Sources: Esri, Johnson Consulting
2024 Age Distribution
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
Pe
r
c
e
n
t
a
g
e
o
f
P
o
p
u
l
a
t
i
o
n
United States Iowa Schmitt Island (30 minutes)
29%
Page 315 of 959
22
Market Assessment
Education & Income
Education and income, although not strict predictors of sports, recreation and
entertainment facility performance, are important market attributes for benchmarking
the level of activity. Markets with higher educational attainment and income levels are
more likely to have a robust economic base and healthy education system, which are
key components of ensuring long-term growth and resiliency. Well-educated, higher
income markets have a significant advantage when it comes to attracting new
businesses, and are also more likely to have the nightlife, retail, and tourism products
that appeal to event planners.
The 30-minute drivetime radius around Schmitt Island has below average educational
attainment levels among adults age 25+ for high levels of educational attainment.
35.4% of people in the area around Schmitt Island have a Bachelor’s or higher
educational attainment. This is lower than national levels but higher than the state
average. The Dubuque area has a low proportion of adults age 25+ without a high
school education and high proportion of adults 25+ with a high school education.
The median household income in the 30-minutes around Schmitt Island is $66,647
per annum, significantly below that of the U.S. ($79,068). Income levels in the city of
Dubuque are projected to grow at a rate of 2.6 per annum over the next five years,
which is less than the United States. These education and income statistics reflect a
weak economic trajectory.
Sources: Esri, Johnson Consulting
2024 Educational Attainment
9.4%
26.8%27.1%
36.8%
5.9%
29.6%30.8%
33.7%
5.2%
31.7%
27.7%
35.4%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Less than High
School
High School or
Equivalent
Some College /
Associate's
Bachelor's or
Higher
Pe
r
c
e
n
t
o
f
A
d
u
l
t
s
A
g
e
2
5
+
United States Iowa Schmitt Island (30 minutes)
2024 2029 CAGR*
USA $79,068 $91,442 3.0%
Iowa $74,738 $83,750 2.3%
Dubuque $66,647 $75,612 2.6%
Schmitt Island (30 minutes)$75,102 $84,530 2.4%
Schmitt Island (90 minutes)$76,143 $86,177 2.5%
Schmitt Island (240 minutes)$79,873 $91,365 2.7%
*Compounded Annual Growth Rate
Sources: Esri, Johnson Consulting
Median Household Income
Page 316 of 959
23
Market Assessment
Dubuque Regional Average Sports Spend
Each number in the dots to the right represent an index of spending within that
region, where 110 represents 10% higher than the national average and 95
representing 5% less than the national average.
The 30-minute drivetime catchment spends roughly 11 % less than the national
average on fees for participant sporting events. This indicates a lack of
disposable income allocated towards sports. The 90-minute drivetime catchment
spends 8% less than the national average and the 4-hour drivetime catchment
spends 2% less than national average most likely due to its inclusion of major
markets like Chicago, Milwaukee and Des Moines.
Dubuque area residents spend far less than the national average on fees for
participant sporting events (including trips and local events). This could either be
due an unwillingness to spend on expensive sports tournaments and events or
due to the lack of available venues, tournaments and opportunities in the
Dubuque area. A new venue may bring higher rates of spending as there would
be more sporting opportunities in the Dubuque area.
Page 317 of 959
24
Market Assessment
Disposable Income and Sports Spending
The table below shows the differences between different cities, states and regions’ median disposable income and other sports spend related statistics. Dubuque and
the drivetime catchments closest to Dubuque have below average median disposable income as well as below average other sports spending categories. This likely
means that the ability and desire to pay for a quality athletic facility will be less than national averages. However, the 240-minute drivetime catchment is on-par with
national averages meaning there are a large number of people within driving distance who are willing to spend on sports tourism. These people are likely concentrated
in large metro areas such as Chicago, Milwaukee and Des Moines.
Median
Disposable
Income
Fees for
Participant
Sports
Membership
Fees for
Social/Recreation
/Health Clubs
Admission to
Sports Events
Total Sports
Spending
% of Disposable
Income Spent on
Sports Events
% of Disposable
Income Spent on
Sports Events,
Indexed to National
Average*
United States $63,562 $133 $302 $79 $515 0.81%100
Iowa $59,890 $116 $266 $79 $461 0.77%95
Dubuque $55,427 $107 $251 $73 $431 0.78%96
Schmitt Island (30 minutes)$60,617 $118 $273 $80 $472 0.78%96
Schmitt Island (90 minutes)$60,671 $121 $279 $82 $482 0.79%98
Schmitt Island (240 minutes)$63,297 $130 $300 $84 $514 0.81%100
*Where 100 is average, 110 is 10% above average, and 90 is 10% below average
Sources: Esri, Johnson Consulting
Disposable Income and Average Household Sports Spending
Page 318 of 959
25
Market Assessment
Major Employers & Unemployment
A strong corporate and business presence can be important in the success of a
sports, recreation, event and entertainment facility, because local businesses
support facilities by attracting residents to the area, and providing disposable
income, as well as through their requirement for event space, and through
donations, sponsorships and advertising. Dubuque has attempted to diversify its
market away from a manufacturing focus to a wide range of sectors. However,
the rate of lost manufacturing jobs is outpacing the gain of new non-
manufacturing jobs.
Despite having issues diversifying their economy, Dubuque has maintained
relatively low unemployment numbers. Both Iowa and Dubuque’s unemployment
rates have consistently tracked lower than that of the United States. In 2024,
Dubuque and Iowa’s unemployment rate was 2.9% and 3.0% respectively; the
United States had a higher rate of 4.3%. However, unemployment rates don’t
always capture the entire picture as they ignore variables like underemployment
and labor participation rate. For example, stakeholder engagement and reports
on the region indicated high paying jobs in Dubuque was less than compared to
the rest of Iowa. This is also indicated by Dubuque’s low median household
income.
Employer Industry Employees
John Deere Dubuque Works Manufacturing 2,810
Dubuque Community Schools Education 2,000
MercyOne Dubuque Medical Center Health Care 1,438
HODGE Industrial Services 1,102
Medical Associates Clinic Health Care 1,069
University of Wisconsin-Platteville Education 1,062
UnityPoint Health - Finley Hospital Health Care 940
Cottingham & Butler, Inc.Insurance 851
City of Dubuque Government 737
Sedgwick CMS Insurance 725
Rainbo Oil Company Retail Trade 558
Western Dubuque County Community School District Education 551
Hormel Manufacturing 550
Medline Industries Health Care 500
Mi-T-M Corporation Industrial Services 465
Source: Greater Dubuque Development Corp, Johnson Consulting
Major Employers in Dubuque, IA
Sources: Bureau of Labor Statistics, Johnson Consulting
Unemployment Rate
0%
2%
4%
6%
8%
10%
12%
2007 2009 2011 2013 2015 2017 2019 2021 2023
United States Iowa Dubuque (MSA)
Page 319 of 959
26
Market Assessment
Location Quotient by Industry Sector
As of 2024, the largest industry in Dubuque was Manufacturing. With increasing
costs and automation, keeping manufacturing jobs in Dubuque (and the United
States) will only get more difficult. There is a want and a need to diversify
Dubuque’s economy away from an industry that is not projected to grow
domestically. The top 5 industries with the most employees are:
•Manufacturing
•Health Care and Social Assistance
•Retail Trade
•Educational Services
•Accommodation/Food Service
The table on the right provides a location quotient analysis of the number of
employees in the Dubuque area by industry sector relative to that of the U.S. as a
whole. Location quotients of 1 indicate a similar relative concentration of that
particular industry in the region, while values higher than 1 indicate higher
concentrations of that industry, and values lower than 1 indicate lower
concentrations of that industry. The location quotient values are color-coded
accordingly. The Dubuque region has a high concentration of Manufacturing and
Agriculture related jobs relative to that of the United States.
Page 320 of 959
27
Market Assessment
Implications
Dubuque is a mid-sized city that is having problems with maintaining a robust population. The city of Dubuque currently has a population of 59,635 and the population of
the city is projected to slightly decline while the metro area of Dubuque is projected to remain stagnate. Dubuque’s largest industry, manufacturing, has been on a
decline ever since the deindustrialization of the 1980’s, which has led to a mass-exodus of working-class residents. Dubuque also faces a problem with losing younger
college-educated residents to larger markets (aka “Brain Drain”). Dubuque does not have as many family-friendly community assets as larger markets. The construction
of additional sports surfaces or a sports facility on Schmitt Island would help to lessen that drain away from the city.
Dubuque’s economic and demographic profile has some extremely positive attributes. The Dubuque metro area has a strong median household income of $75,102 and
it is expected to increase by 2.4% by 2029. Dubuque also has an extremely young population due to the number of universities located within the city. The City of
Dubuque’s median age is 37.9, which is much lower than the national average of 39.3. Dubuque also has an Unemployment rate of 2.9% which is in-line with Iowa’s
(3.0%) and well below the national average of 4.3%. A sports facility on Schmitt Island could greatly help to improve these already positive attributes. Young college
graduates from one of Dubuque’s universities who are deciding where to settle down and start a family will see a youth sports complex as a positive reason for staying
in Dubuque.
Dubuque residents are less likely to spend on participation sporting events. Residents in a 30-minute drivetime around Schmitt Island spend 11 % less than the national
average on fees for participant sporting events. Dubuque’s current inventory of rentable sports facilities is largely run by the school district and is purposefully
inexpensive so that teams and organizations can get cheap practice times. This may be part of what drives down Dubuque’s average spend on participation sporting
events. This also indicates a high market elasticity, the higher the rental costs, the less likely people are willing to spend.
Page 321 of 959
2.2 Regional Facility Audit
Page 322 of 959
29
Regional Facility Audit
Hotel inventory
Data from CoStar, which is an independent hotel research firm whose statistics
are widely used in the industry, indicates that within a 30-minute drivetime radius
of Schmitt Island, there are 50 hotels with a total of 2,682 rooms. There are only
six hotels with 100 or more rooms. The table to the right shows these hotels
along with their exact number of rooms, hotel class, total meeting space and
largest meeting space. The largest hotel by number of rooms and most meeting
space is the Grand Harbor Resort & Waterpark, which has 193 Upper Upscale
rooms and over 86,000 SF of meeting space.
Dubuque’s inventory of large hotels is on the higher end with three of their six
largest hotels classified as Upper Upscale or Upscale. The other three hotels are
more affordable options that range from Economy to Upper Midscale. The map
to the right shows the location of the hotels within a 30-minute drivetime of
Schmitt Island that are greater than 100 rooms. All major hotels in the Dubuque
region are located within Dubuque with most being in Downtown Dubuque or on
Schmitt Island itself.
If the proposed Schmitt Island facility is going to host traveling youth sports
tournaments, additional hotel rooms will likely be necessary in meeting the
demand these tournaments can bring.
Hotel Class
Year Built
(Renovated)Rooms
Largest
Meeting
Space (SF)
Total
Meeting
Space (SF)
Grand Harbor Resort & Waterpark Upper Upscale 2002 193 9,000 86,000
Holiday Inn Dubuque Galena Upper Midscale 1991 (2003)193 3,075 9,599
Days Inn Dubuque Economy 1961 162 1,000 1,000
Best Western Plus Dubuque Hotel & Conference Center Upper Midscale 1978 (2018)150 4,127 12,845
Hotel Julien Dubuque Upper Upscale 1914 (2012)133 6,566 18,786
Hilton Garden Inn Dubuque Downtown Upscale 2005 116 1,225 1,545
Hotels <100 Rooms 1,735 17,711 20,778
Total 2,682 42,704 150,553
Sources: CoStar, Johnson Consulting
Dubuque Hotel Inventory
Schmitt Island Page 323 of 959
30
Regional Facility Audit
Hotel Pipeline
There are two hotels within a 30-minute drivetime radius of Schmitt Island with a
total of 257 rooms set to enter the market by 2026. One of the hotels is an
addition to the hotel already at the Q Casino, while the other will be a 160 room
Marriott hotel near the Port of Dubuque. The Marriott in the Port of Dubuque will
be split into two hotels, one of which will be dedicated to more long-term stays.
The map on the right shows where the new hotels will be located within
Dubuque. The blue circles are the incoming hotels while the orange circles are
the existing hotels. The map shows that Schmitt Island and the Port of Dubuque
are the two popular areas for hotels in the city, indicating that these are popular
areas for tourism.
Schmitt Island
Property Name Hotel Class Phase
Year
Opening Rooms
Courtyard by Marriott TBD Approved 2026 160
Tapestry Collection by Hilton Upper Upscale Final Planning 2025 97
Total 257
Sources: CoStar, Johnson Consulting
Dubuque Area Hotel Pipeline
Page 324 of 959
31
Regional Facility Audit
Hotel Market
Dubuque’s hotel market has rebounded from the dip incurred by the COVID-19
pandemic. The chart to the right shows the Dubuque area’s ADR, RevPAR and
Occupancy since 2013. Dubuque area’s RevPAR and ADR have climbed back
up to levels higher than before the pandemic. The market’s occupancy rate was
slightly declining before the pandemic and despite recovering from lows in 2020,
it has stagnated post-pandemic.
Sources: CoStar, Johnson Consulting
Dubuque Hotel Market Performance
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Oc
c
u
p
a
n
c
y
AD
R
&
R
e
v
P
A
R
Average Daily Rate (ADR)Revenue per Available Room (RevPAR)Occupancy
$120.51
$68.17
56.6%
Page 325 of 959
32
Regional Facility Audit
Local & Regional Supply Overview
In order to identify if a market is primed or not for a sports complex, it is important to look at both local and regional facility supply to determine the level of competition
for events such as games, practices, tournaments, and outside events. The challenges that any new sports complex will face depend on market and facility saturation,
and an evaluation of whether the local and regional supply already exceeds local and regional demand for both indoor and outdoor sports.
Johnson Consulting compiled a comprehensive list of local and regional sports facilities. The facilities have been classified based on their proximity to Schmitt Island.
Local facilities are those within a 30-minute drive time of Schmitt Island and regional facilities are those located within a 4-hour drive time, although this facility is
perceived to also draw from outside this radius. We also identified sports complexes that would qualify as tournament-quality facilities – those with 4 or more courts
under one roof. The potential Schmitt Island Sports Complex would likely compete with these facilities for demand on either a local or regional level.
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Regional Facility Audit
Dubuque Regional Baseball Facilities
The 30-minute drivetime from Schmitt Island has a low quantity of large
baseball facilities. The number of baseball facilities are limited to large
areas of flat land which are hard to come by in Dubuque. In the 30-minute
drivetime catchment outside the City of Dubuque there is plenty of flat land,
but there is far less population to support a large number of ball fields.
Small towns will have one or two ball fields for little league and high school
use, but not large complexes like the Prairie Ridge Youth Sports Complex in
Ankeny which has 17 baseball fields. This is the largest facility in the 240-
minute drivetime catchment. Larger metro areas like Milwaukee, Chicago
and Des Moines all have a larger concentration of baseball diamonds.
Specifically, the Des Moines metro area has a much larger concentration of
baseball complex than the other major metro areas in the 240-minute
drivetime catchment. There is a need for a larger baseball facility in the
Dubuque region. The lack of diamonds force families to drive 90+ minutes
to larger facilities in Cedar Rapids and the Quad Cities.
1 2
3
4 5
Facility Fields
1 Prairie Ridge Youth Sports Complex 17
2 Grimes Sports Complex 13
3 TBK Bank Sports Complex 10
4 Janesville Youth Sports Complex 10
5 Haban Park 12
Source: Relevant Facilities, Johnson Consulting
Notable Baseball Facilities
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Regional Facility Audit
Dubuque Regional Indoor Court Facilities
Dubuque lacks one large basketball facility, rather there are smaller facilities
scattered across the city. The courts that the city does have are mostly
single courts in schools and community centers, so sports organizations not
only compete with other organizations for court time, but also the schools
and community centers who run the courts.
There is a larger concentration of high inventory court facilities on the
outskirts of the 90-minute drivetime catchment in the Quad Cities, Madison
and Cedar Rapids. Parents expressed frustration at routinely driving to
these metro areas for not just games on the weekend but routine weekday
practices as well.
In the 240-minute drivetime catchment there is a high concentration of
basketball facilities to the east namely in the Chicago metro area. However,
the area West of Dubuque doesn’t have as large of an inventory of indoor
court facilities. A new facility could draw families from the Des Moines area
or from the North like La Crosse where there is a similar lack of courts.
Dubuque
# of surfaces
1
2
3
4
5
Facility Courts
1 TBK Bank Sports Complex 8
2 Game on Sports/Sandlot Sports CR 5
3 Pleasant Prairie Rec Plex 12
4 Community First Champion Center 8
5 Romeoville Athletic & Events Center 8
Source: Relevant Facilities, Johnson Consulting
Notable Indoor Facilities
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Regional Facility Audit
Dubuque Regional Soccer Facilities
Similar to baseball facilities, large soccer facilities require large swaths of flat
land; Dubuque’s hilly terrain hinders the city’s ability to have one large facility.
The Dubuque Soccer Complex is the largest soccer complex in Dubuque with 7
soccer fields and is also the third largest within the 90-minute drivetime
catchment, behind the Tuma Sports Complex (22 fields) in Marion, IA and the
Reddan Sports Complex (11 fields) in Verona, WI.
The largest facilities are in the 240-minute drivetime catchment like the Fond Du
Lac Soccer Complex (32 fields) in Wisconsin or the Stuart Sports Complex (31
fields) in Montgomery, Illinois. In order to compete with these facilities, a new
Dubuque soccer facility would need to be similarly large and given the
competitive facilities comparative proximity to larger markets, a new Dubuque
Soccer Facility would still have trouble drawing families from Chicago or
Milwaukee.
1
2
3
4
Dubuque
# of surfaces
Facility Fields
1 Tuma Sports Complex 22
2 Fond Du Lac Soccer Complex 32
3 Mercyhealth Sportscore One 18
4 Stuart Sports Complex 31
Source: Relevant Facilities, Johnson Consulting
Notable Soccer Facilities
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Regional Facility Audit
Dubuque Regional Hockey Facilities
The ImOn Arena on Schmitt Island is Dubuque’s lone rink and the only sheet of
ice within an hour of Dubuque. The closest competitive facilities are all close to
the 90-minute drivetime catchment like the Capital Ice Arena in Madison or the
ImOn Arena in Cedar Rapids. Many cities in Eastern Iowa like Cedar Rapids,
Iowa City, and Mason City have at least one sheet of ice. A second sheet of ice
could prevent leakage from the Dubuque market to larger ice facilities like the
ImOn Arena in Cedar Rapids.
A second sheet of ice would double the number of peak ice hours and make
Schmitt Island’s ImOn Arena eligible to compete with those facilities in Madison
and Cedar Rapids for tournaments. The Chicagoland area has a large number of
rinks, but the sport is so popular that ice time is still limited and costly. A second
sheet of ice might be able to attract tournaments from the Chicagoland area.
1
2
3
4
5
Dubuque
# of surfaces
Facility Rinks
1 Graham Arena Complex 4
2 ImOn Ice Arena 2
3 Capitol Ice Arena 2
4 Canlan Ice Sports 3
5 Woodman's Sports & Convention Center 2
Source: Relevant Facilities, Johnson Consulting
Notable Hockey Facilities
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Regional Facility Audit
Dubuque Facilities Rental Rates
Currently, the hourly rental rates for McAleece Park fields are affordable
enough to easily accommodate residents and community non-profits.
The $30/hour rental rate for non-residents or for profits is the highest
rate and still extremely affordable. Similarly, pickleball and tennis court
rates are very low and affordable.
Basketball court rentals are run through the local school district and are
similarly affordable. School Districts do not rent out courts on an hourly
basis, rather, they sell weekly 75-minute time slots for 10 weeks for
$110.
These rates are likely not market prices; they are set at a low price point
to accommodate for community organizations and sports leagues.
These affordable rental rates may indicate that the popularity of sports in
Dubuque may be largely fueled by its affordability and accessibility to
large swaths of citizens.
Dubuque Local
Schools &
Colleges
Resident
Organizations
/ Nonprofits
Resident
Private Users/
For Profits
Non
Residents/For
Profit
Baseball/Softball Fields*
McAleece Field #1 Per Agreement $20 $25 $30
McAleece Field #2 Per Agreement $20 $25 $30
McAleece Field #3 Per Agreement $20 $25 $30
Petrakis Per Agreement $20 $25 $30
Veteran's Memorial Park Field #1 Per Agreement $20 $25 $30
Veteran's Memorial Park Field #2 Per Agreement $20 $25 $30
Valentine Park Per Agreement $20 $25 $30
Pickleball/Tennis/Volleyball Courts
Outdoor Pickleball/Tennis Per Agreement $3 $5
Outdoor Volleyball Per Agreement $5 $8
Source: City of Dubuque, Johnson Consulting
*Baseball/Softball Field prep is an added cost and includes dragging the infield, chalking, and setting bases;
$10/field on weekdays, $20/field on weekends/holidays. Lights are an additional $15/hour/field.
Dubuque Facilities
Rental Rates
Facility Type
Hourl Rental Rates
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Regional Facility Audit
Field of Dreams
The Field of Dreams movie site is a 40-minute drive from Schmitt Island in nearby
Dyersville, Iowa. The youth baseball tournament series that is run in coordination with
the movie site is by far the area’s largest Sports Tourism attraction. The table to the right
shows the impact of the Field of Dreams tournaments.
In 2024 there were 10 tournament weekends that brought in 453 teams from across the
country. The economic impact of the tournaments was not just limited to players and
coaches as each coach and player was likely to bring family members along as well.
There was an estimated $1.5 million in accommodation spending and another $6.8
million in estimated total visitor spending.
The Field of Dreams fields bring in far more visitors than any other sports tourism asset
in the Dubuque area. However, the lack of ancillary Field of Dreams youth fields means
that teams end up playing at other facilities. Many of the facilities are in flood plains and
are susceptible to rain outs as seen by the footnote on the chart. If additional fields are
added, they must be carefully placed to minimize the impact of flooding/weather.
However, additional fields would allow the Field of Dreams tournament to bring in more
teams per tournament, thus increasing economic impact.
453 Teams
857 Games
15 Skills Competitions
28 Champions
106,677 Miles Traveled
$1,546,104 Accomodation Spending
$6,805,833 Total Visitor Spending
93 Jobs Created
*Rain delays 9 out of 10 weekends
2024 Summary
Field of Dreams
Source: Field of Dreams, Travel Dubuque, Johnson
Consulting
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Regional Facility Audit
ImOn Arena
ImOn Arena, formerly known as Mystique Ice Center and Dubuque Ice Arena, is located on Schmitt Island and is the primary ice rink that serves the City of Dubuque
and surrounding communities. The facility is owned by the City of Dubuque and operated by Schmitt Island Development Corporation. The arena was originally opened
in 2010 for approximately $10 million and was renovated in 2022 for $6 million to address foundation concerns.
ImOn Arena is a 3,200-seat, single sheet ice rink and event space. The arena features concessions, luxury box suites, press boxes, a lounge with a full bar, meeting
rooms, restrooms, and a small pro shop. The arena is home to the Dubuque Fighting Saints of the USHL, Dubuque Youth Hockey, and the Dubuque Saints, the
Dubuque High School hockey team, and the University of Dubuque men’s and women’s hockey teams. The facility hosts youth, adult, and senior hockey, as well as
figure skating, public skate, and other ice activities.
Being the area’s first and only dedicated ice arena, the facility is in high demand. Key user group usage over the 2023 calendar year compared to available hours of
operation are charted below. As shown, the winter months have a much higher utilization rate than the summer months. This is further illustrated by the seasonal
calendars on the following pages.
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Regional Facility Audit
ImOn Arena
The following calendars are samples of
an average month during the winter,
spring, and summer seasons at the
arena. As the schedule shows, the ImOn
Arena is booked almost every week day
from 6am to 9pm, indicating there is
enough participation in the Dubuque
area to expand to two rinks.
An extra sheet of ice would allow more
practice time for local organizations,
allowing for the growth of ice sports and
events. ImOn would also be able to
double their peak ice hours (5pm-10pm
daily) allowing them to bring in more
revenue.
Winter 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
6:00 AM
6:30 AM
7:00 AM
7:30 AM
8:00 AM
8:30 AM
9:00 AM
9:30 AM
10:00 AM
10:30 AM
11:00 AM
11:30 AM
12:00 PM
12:30 PM
1:00 PM
1:30 PM
2:00 PM
2:30 PM
3:00 PM
3:30 PM
4:00 PM
4:30 PM
5:00 PM
5:30 PM
6:00 PM
6:30 PM
7:00 PM
7:30 PM
8:00 PM
8:30 PM
9:00 PM
9:30 PM
10:00 PM
10:30 PM
11:00 PM
11:30 PM
12:00 AM
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Regional Facility Audit
ImOn Arena
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Regional Facility Audit
ImOn Arena
The arena currently only has one sheet of ice. With the number of regular user groups, local demand, and regional demand, there is likely an opportunity to expand
programming if an additional sheet of ice was available. Revenues at the arena also align with busier seasons as a main revenue source is food and beverage sales
during events.
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Regional Facility Audit
Implications
Dubuque is severely lacking in large sports facilities when compared to other neighboring markets. The facility inventory maps indicate that other markets such as Cedar
Rapids, Des Moines, Quad Cities and Madison have a higher number of facilities and fields than compared to Dubuque. This is understandable as Dubuque’s terrain
makes it far more difficult to build large baseball and soccer complexes in the city. Baseball is an extremely popular sport in the region and the Field of Dreams
tournaments is a large draw to the region; however, the inadequate inventory of fields near the facility leads to Dubuque’s poorly irrigated fields to be used.
Sports Facility Rental rates are extremely affordable in Dubuque to cater to local organizations and not towards large tournament teams. Available surfaces are often
scattered throughout the city and are not in one central location. These fields and courts are of varying qualities and many are not capable of hosting large scale
tournaments. A new facility would increase the supply of quality surfaces, but likely at the expense of affordability. A new higher quality facility will likely have a higher
rental rate than other facilities in the area that are ran by schools or the parks department.
Dubuque’s ice arena is a prime candidate for an additional surface. The rink is booked from open to close during the winter months and has to accommodate multiple
teams of all ages. Currently there isn’t enough ice time to accommodate for additional hockey or figure skating athletes and the growth of ice sports in Dubuque is
capped. A new sheet of ice would allow additional participants to form new teams and to expand the popularity of hockey and figure skating in the region. An additional
sheet of ice would also allow the facility to double their prime ice sheet time. This prime ice sheet time that runs from 5pm-10pm generates far more hourly revenue than
6am practice times which some organizations are forced to use due to the lack of ice time. An additional sheet of ice would also put Dubuque on par with other markets
like Cedar Rapids and Madison that have a facility with two sheets of ice. This would allow Dubuque to bring in larger hockey tournaments to Schmitt Island. While the
ImOn ice arena is currently used heavily during the winter, the sheet of ice isn’t heavily utilized in the summer. If an additional sheet of ice is to be added to the arena, it
should have multipurpose capabilities. Being able to convert the second sheet of ice to courts or turf during the summer months would increase utilization of Schmitt
Island even more.
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2.3 Stakeholder Engagement – Key
Findings
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Stakeholder Engagement
Overview
The engagement of potential users of a new venue on Schmitt Island was
emphasized as a priority of this study from the outset. As with any project of this
importance, it is crucial to engage with a wide variety of individuals and
organizations throughout the industry to foster a sense of buy-in and inform the
study’s observations, conclusions, and recommendations.
Johnson Consulting’s outreach strategy involved conducting supplemental, targeted
focus groups and interviews with key stakeholders in the proposed project, potential
project partners, and local, regional, and national industry experts in the realm of
sports tourism facilities.
These focus groups and interviews began with in-person sessions in August 2024
and continued throughout the remainder of the study. Johnson Consulting
conducted interviews and focus groups with individuals representing 27 different
organizations, including local sporting organization leaders, local government
leadership, and regional venues. These engagements helped us to understand the
popularity and trajectory of the youth sports in the region, the needs of its
stakeholders, and whether the proposed venue would help meet those needs. They
also provided important context on local government, current attempts at a similar
facility, and the market opportunities that exist for the proposed venue. The diagram
to the right outlines the scope of the stakeholder engagement effort.
Community Engagement
Key
Stakeholders
Potential
Partners
Industry
Experts
Local Sporting
Organizations
Local
Governments Local Venues
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46
Stakeholder Engagement
Key Themes
There is an apparent need for additional, quality athletic surfaces in
Dubuque. The existing limited availability results in participants and dollars
leaking into neighboring markets.
A sports and recreation development on Schmitt Island has the potential to
create opportunity for sports tourism in Dubuque with the ability to host
tournaments and other large-scale events. However, a tournament quality
facility may present a challenge to shift the status quo of local use.
Input from various stakeholders suggest there is not only an opportunity to
leverage programming partnerships for this project, but the majority of
stakeholders agreed that a public-private partnership would be ideal for the
development of this project. Further, it was noted that sports complexes and
similar developments may have ripple effects on the local economy, such as
workforce recruitment and retention and local business growth.
Key Themes
Evident Gap
in the
Sports
Market
Participant
& Economic
Leakage
Sports
Tourism
Potential
Partnership
Opportunity
(P3)
Employer/
Employee
Recruitment
/Retention
Paradigm
Shift from
Local
Facilities
Page 340 of 959
3. Participation Trends &
Comparative Market Analysis
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3.1 Participation Trends
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49
Participation Trends & Comparative Market Analysis
Sports Industry Facility Trends
Throughout the past decade, youth sports facilities aimed at generating tourism through large multi-day tournaments have become increasingly common, as their
magnitude is often able to draw demand from surrounding states, and sometimes the entire country. While generating sports tourism demand relies on several factors,
the widely accepted standards for a facility to qualify as a sports tourism facility for each surface type are as follows:
•Indoor Facility: 4 or more surfaces in a single venue
•Outdoor Facility: 10 or more surfaces at a single venue
The number of surfaces is not necessarily the only determining factor for whether a facility will generate sports tourism. Other factors that influence the success of
sports tourism facilities include:
•Strategic location: Facilities that have major metropolitan areas within close proximities (~4-hour drive time) are accessible to a larger number of people, and thus
have more opportunities to host larger events, and can rely on steady local and regional events to provide consistent demand and out of town visitors.
•Proximity to other competitive sports tourism facilities: While a sports tourism facility with an ideal strategic location near a major US city may initially seem like an
ideal development, it is possible that similar facilities have already been developed nearby and would represent significant competition for a new facility.
•Quality: The quality of the surfaces is often a major selling point for the most prominent sports tourism facilities in the country. Significant investment in the
development and upkeep of top-quality surfaces and buildings, as well as other features such as lighting, parking, and management are essential for acquiring major
events that bring in visitors from further destinations.
•Partnerships and sponsorships: Gaining recognition through an affiliation with a well-known sports team (e.g., NBA, NFL, or MLB team) or prominent athletic/sports-
based company (e.g., Nike, Under Armour, Gatorade) can help propel a facility to national recognition, depending on the prominence of the sponsor/partner.
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Participation Trends
Sports Industry Participation Trends
Total team sports participation had been stagnating if not decreasing from 2012
to 2022, but there was an increase of 7M participants from 2022 to 2023. 2020
was a 10 year low in total team sports participants, but since then that number
has increased every year and even exceeded pre-COVID levels at 136 million
team sports participants.
The chart to the right also shows the gradual decline in Sports per Participant.
This underlies the gaining popularity of specialization. As more kids choose to
focus on a single sport, they no longer participate in multiple sports. While this
can lead to the decrease in total sport participation, it can lead to higher
commitment participation. For example, a little league may only have one
tournament a year, but travel ball leagues may have a tournament every week.
Source: SFIA, Johnson Consulting
Team Sport Participation & Sports Per Participant
132M 132M 130M 132M 133M 133M 132M 130M 126M 126M 129M 136M
2.14 2.06 2.02 1.99 1.94 1.97 1.92 1.84 1.88 1.85 1.82 1.73
0
0.5
1
1.5
2
2.5
3
0
40
80
120
160
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Total Sport Participants Sports Per Participant
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Participation Trends
Indoor Sports Trends Participation
There has been a sharp increase in indoor sports participation in sports such as basketball, cheerleading and gymnastics. The rapid increase in participation is likely
due a post-COVID rebound. The two sharpest increases in indoor sports have been in majority female participation sports. The recent popularity of female sports figures
like Simone Biles and Caitlin Clark have increased sports participation among girls. Volleyball is the only major indoor alternative to basketball and it’s likely that as
sports participation recovers from COVID that volleyball will continue its increase in participation.
Basketball Volleyball Cheerleading Gymnastics
1.1%8.5%8.5%22.8%
Sources: NSGA Sports Participation Survey, Johnson Consulting
Change in Indoor Sports Participation Trends (2020-2023)
Sport
Percentage Change
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Participation Trends
Outdoor Sports Trends Participation
The post-COVID rebound among outdoor sports is similarly sharp among Lacrosse and Soccer which in addition to gaining participation since the lifting of COVID
restrictions have seen long term success in gaining participation since 2010. Both Lacrosse and Soccer have seen a growing popularity in the United States as seen by
the addition and growth of the Professional Lacrosse League, Major League Soccer and United Soccer League. These sports are gaining in visibility and are similarly
popular entertainment options for children who are deciding what sports they want to play. Baseball has seen a sharp decline in participation from 2020 to 2023, which is
in line with its decline since 2010. As travel ball leagues take over Little Leagues, baseball has become more expensive and less accessible to more and more
Americans. Softball has seen a less dramatic decrease, but participation has still dropped. This is likely due to the increasing popularity of pickleball which has replaced
softball as the sport of leisure for young adults.
Baseball*Softball*Football Lacrosse Outdoor Soccer
-4.9%-0.6%-5.1%6.5%4.5%
Source: NSGA Sports Participation Survey, Johnson Consulting
Percentage Change
*These are national participation trends and not representative of Dubuque's local increased popularity in
Baseball and Softball
Change in Outdoor Sports Participation Trends (2020-2023)
Sport
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53
Participation Trends
Ice Sports Trends Participation
Ice sports such as Ice Hockey and Figure Skating have seen a similar increase in popularity from 2020 to 2023. One factor that contributed to this is the popularity of the
2022 Winter Olympics. Ice and Snow Sports such as hockey, figure skating, skiing and snowboarding all saw an average increase in participation by 10.9% since the
Winter Olympics in 2022. Ice hockey and figure skating were some of the only outdoor sporting activities people were able to participate in during COVID which drew a
lot of new participants to the sport. Additionally, the popularity of the National Hockey League is leading to the popularity of hockey in previously untapped markets. The
Stanley Cup playoffs had a record high first round viewership numbers and the Stanley Cup continues to increase in total viewership in contrast with other professional
sporting championships. The expansion of teams to Las Vegas and Seattle along with a team moving to Utah has drawn more visibility on the sport of hockey to
markets where hockey typically wasn’t a popular sport.
Ice Hockey Figure Skating
8.7%8.4%
Source: NSGA Sports Participation Survey, Johnson Consulting
Percentage Change
Change in Ice Sports Participation Trends
(2020-2023)
Sport
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54
Market Penetration
Sports Penetration Methodology
The flow chart below summarizes the methodology used to determine the Total Estimated Demand for sports Participation/visitation in Dubuque.
Each drivetime catchment Population was multiplied by a custom individual sports participation rate to get a total number of participants in each drivetime catchment.
The total sport participants in each drivetime catchment were multiplied by a custom estimated Market Penetration Rate. For the 90- and 240-Minute drivetime
catchments, this is a measure of how many competitive facilities within a drivetime catchment are in Dubuque. For the 30-Minute drivetime catchment, a Sports
Surfaces Deficiency Rate was used to measure how adequately Dubuque provides sports surfaces compared to other communities of a similar size.
X X =Population National Participation
Rates by Sport
CHJC Estimated
Market Penetration
Rate
Total Estimated
Demand
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Market Penetration
Current Dubuque Market Penetration Rate
The table on the right shows the current Total Estimated Demand by each
drivetime catchment. Currently, most of the sporting activity that occurs in
Dubuque comes from local users rather than sports tourism. Dubuque
does not have the facilities to attract outside sports tourism. The Field of
Dreams youth baseball tournaments does bring in a large portion of the
city’s sports tourism. Youth baseball teams are coming to Dubuque
because of the nearby Field of Dreams movie site and not because there
is a facility with a large inventory of fields. Dubuque does not have any
major facility that would attract large regional tournaments, which is why
the penetration rates for the 90-minute and 240-minute drivetime
catchments were so low. Sports like basketball are able to attract a
couple of tournaments every year, but these tournaments are often split
between multiple facilities. Most tournament organizers want to utilize one
single facility for their tournaments to limit travel time for parents. A large
facility with multiple fields is necessary for attracting larger tournaments or
in the case of baseball, maintaining large tournament attendance.
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Market Penetration
Projected Dubuque Market Penetration Rate
The table on the right shows Dubuque’s potential market penetration if regionally
competitive facilities for each sport were built. These facilities would mainly
compete with other facilities with a similar number of fields within a 90-minute
drivetime catchment. For example, if ImOn Arena were to add an extra sheet of
ice, they would be able to compete with other two sheet facilities in Madison and
Cedar Rapids. The table on the bottom shows how the minimum number of
fields necessary to be considered a competitive facility within the 90-minute
drivetime catchment.
Creating a facility that is more catered towards sports tourism would also provide
additional court/field space for local organizations. Tournaments are likely only to
occur during the weekends; this leaves the facilities to local organizations during
the week days. Whenever a sports tourism facility is built, a community asset is
added.
Source: Johnson Consulting
Ice Hockey/
Ice Skating
Baseball/Softball
8 Diamonds
Soccer/Lacrosse/
Football
8 Rectangular Fields
Basketball/
Volleyball/
Cheerleading/
Wrestling
4 Courts
Minimum Facility Threshold (90-Minute)
2 Rinks
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Market Penetration
Projected Dubuque Market Penetration Rate
The table on the right shows Dubuque’s potential market penetration if a
regionally competitive facility for each sport were to be built. These facilities
would mainly compete with other facilities with a similar number of fields within a
240-minute drivetime catchment. The table on the bottom shows the minimum
number of fields necessary to be considered a competitive facility within the 240-
minute drivetime catchment.
As mentioned on the previous slide whenever more surfaces are added so is a
community asset as local sports organizations can use the surfaces whenever
tournaments are in town.
Source: Johnson Consulting
Minimum Facility Threshold (240-Minute)
Ice Hockey/
Ice Skating
3 Rinks
Baseball/Softball
12 Diamonds
Soccer/Lacrosse/
Football
12 Rectangular Fields
Basketball/
Volleyball
8 Courts
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Market Penetration
Total Market Penetration Across Different Scenarios
The chart to the right shows how many total participants (from both community
use and sports tourism) each kind of facility would attract under each scenario.
Under every scenario, an indoor sports venue generates the most additional
visitors. This is likely due to the number of different indoor sports. An indoor
space does not have to just be programmed with basketball or volleyball, but can
also have sports like wrestling, cheerleading and dance. If a four or eight court
facility were to be added to Dubuque, there would be a total participation of
33,206 and 79,882 users respectively. An 8 and 12 field baseball facility would
attract 22,633 and 52,624 users respectively. Given the popularity of the Field of
Dreams tournament, any number of high-quality fields that are built in the
Dubuque area would be used for tournaments. The indoor facility would have
more sports uses and less weather constrictions than the baseball fields but
would have to market the facility more actively. Adding a sheet of ice to the ImOn
arena would certainly bring more visitation to the arena than there currently is,
but they would have to compete with other facilities such as the ImOn Arena in
Cedar Rapids and the Capital Ice Arena in the Madison area. Adding two sheets
of ice would position the facility to be at a competitive advantage to the other two
sheet facilities. However, due to the concentration of facilities in the Chicago and
Milwaukee areas, it will be much harder to attract teams from these metro areas
to come all the way to Dubuque.
Source: Esri, NSGA Sports Participation Survey, NRPA, Johnson Consulting
Market Penetration by Sport and Scenario
*Sports Include Baseball, Softball, Ice Hockey, Figure Skating, Volleyball, Basketball, Cheerleading, Gymnastics, Wrestling,
Soccer, Tennis, Pickleball, Lacrosse
9,008
33,206
79,882
3,212
10,706
39,567
8,515
22,633
52,624
2,180
7,321
46,366
0
20,000
40,000
60,000
80,000
100,000
Existing Facilities Regional Facility National Facility
Indoor Sports Rectangular Fields Diamonds Ice
73,866
218,440
22,916
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59
Industry Trends
Iowa Sports Trends
The table to the right shows the Average Economic Impact of Sporting Events in
Iowa. While baseball does not have the largest impact per event, due to the
number of events, it generates a sizable amount of income.
While national trends have seen decreases in baseball and softball partially due
to specialization, Dubuque has seen an increase in participation due to the
nearby Field of Dreams movie site field as well as the success of local high
school and college baseball teams. More broadly, most sports are seeing an
increase in participation since COVID. Paired with Dubuque’s high sports
participation rate, Dubuque’s low inventory of facilities in the area is an issue for
Dubuque residents who are eager to play. According to the National Recreation
and Park Association (NRPA), Dubuque is drastically underserved for a
community of its size.
Dubuque’s current market penetration rate tells a similar story. Currently,
Dubuque attracts a very small amount of sports tourism with the Field of Dreams
tournaments being the only regional attraction. The addition of a large,
centralized indoor court space would have the largest economic impact for the
Dubuque area due to its year-round usability and number of sports the facility
could host.
Sport Average Impact Per Event
Baseball $294,566
Multi-Sport*$1,059,878
Football $147,522
Wrestling $406,557
Basketball $309,215
Volleyball $241,095
Cheer & Dance $373,397
Soccer $317,127
Golf $68,800
Cycling $93,935
Source: Huddle Up Group, Travel Iowa, iTIP
Average Economic Impact of Sporting Events in Iowa
*Multi-Sport includes events like the Special Olympics, AAU Junior Olympics,
Iowa Senior Games, etc.
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Industry Trends
Implications
Despite specialization’s decrease in the number of sports per participant, total youth team sports participation has overall increased. Participation in a single sport is
typically more intense and involves more practices, games and tournaments than casual participation in multiple sports. This contributes to an increase in sports tourism.
Additionally, most sports have seen an increase in participation since 2020, as more restrictions lifted there was a boost in participation. Notably there has been an
increase in women’s sports including basketball, volleyball and gymnastics.
Dubuque residents show an affinity towards sports with their high participation numbers. However, Dubuque does not have the requisite facilities to handle the
community’s desired level of participation. Local organizations are forced to use the limited number of school gymnasiums for indoor sports, outdoor soccer organizations
struggle to find enough space for their growing organizations and the ImOn Arena is not big enough for the hockey and figure skating organizations in Dubuque. The lack
of facilities not only indicates that the local organizations’ needs aren’t being met, but also the city’s sports tournaments aspirations are harder to meet. Dubuque is
extremely lacking in hosting sports tourism events. The Dubuque region is able to attract a strong number of visitors for baseball tournaments due to the popularity of the
Field of Dreams tournament and movie site. However, the Field of Dreams Tournament isn’t attracting teams because of the high-quality fields and the construction of
more fields would lead to increased sports tourism.
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3.2 Comparative Market Analysis
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62
Comparative Market Analysis
Case Studies Overview
The following case studies were chosen as examples of
leading industry trends and best practices in relation to
proposed development improvements based in sports
and recreation on Schmitt Island. The case study set
includes a variety of facilities that may include indoor,
outdoor, and multipurpose programming. This
subsection of the report includes detailed profiles of
each destination that describe key programming,
development, and operating characteristics as well as a
benchmarking exercise to compare each of the venue’s
markets and other attributes to that of Dubuque.
Dubuque
Key Facility
1 Community First Champions Center - Appleton, WI
2 TBK Bank Sports Complex - Bettendorf, IA
3 MidAmerican Energy RecPlex - West Des Moines, IA
4 FunCity Courts & FunCity Turf - Burlington, IA
Map Legend
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Comparative Market Analysis
Community First Champion Center
Year Opened: 2019
Ownership/ Management: The Town of Grand Chute owns the facility while Fox Cities Sports
Development, Inc. manages the facility with 7 full time employees.
Size: The 164,000 SF indoor facility sits on approximately 11 acres.
Cost: The cost of construction in 2019 was $30 million, which would translate to approximately
$37 million today.
The cost of construction was provided by a 3% hotel tax, which also helped fund the Fox Cities
Exhibition Center.
Facilities: The Community First Champion Center is a preeminent indoor sports facility in the
Midwest, located in the Fox Cities region of northeastern Wisconsin. The facility features a year-
round ice rink, a fieldhouse, and an arena that transitions from an ice rink and hardwood courts,
depending on the season. The rink is NHL-sized, and has seating for 1,000. The fieldhouse has
4 basketball courts, which can be converted to 8 volleyball courts, and has seating for 800. The
seasonal arena switches between an NHL-sized ice rink and 4 basketball courts (or 6 volleyball
courts), and has seating for 300. In addition to these sports spaces, the venue has 10 locker
rooms, 3 team meeting rooms, a Champion Links Golf Simulator, an on-site physical therapy
clinic, a trainer’s room, concessions, and an observation deck and mezzanine for spectators
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Comparative Market Analysis
Community First Champion Center
Rental Rates:
•Basketball courts: $60/hour
•Pickleball courts: $15/hour
•Open skate: $7/hour
•Other surfaces and event rentals are negotiable.
Demand: The Community First Champion Center attracts regional and
national tournaments for hockey, basketball, and volleyball, and hosts youth
sports camps and community events. The facility is truly multi-purpose in its
design and programming, with flexible sports spaces as well as space devoted
to services (i.e., physical therapy, massage, personal training, etc.) and to
meetings. In 2022, the facility was activated 357 days out of the year with a
total of 66 tournaments, 37,000 participants, and 57,000 spectators. Those 66
tournaments held at the facility generated 13,725 room nights and nearly $4.3
million in direct visitor spending in the Fox Cities.
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Comparative Market Analysis
TBK Bank Sports Complex
Year Opened: 2018
Ownership/ Management: The complex is privately owned by a coalition of private residents and
business leaders TBK Bank Sports Complex and JP Sports.
Size: The 273,000 SF indoor complex, accompanied by the outdoor fields, sits on 76 acres. In 2022, plans
for expansion will add on an additional 109 acres to the development. The expansion plans include two
new multiuse fields, a 3-story golf facility, a new hotel, as well as retail, dining, and bars.
Cost: The original development in 2018 cost $50 million. The planned expansion, to be completed by the
end of 2024, is expected to cost approximately $75 million. The city has agreed to $5.8 million in economic
development grants and a 75% tax increment finance rebate over the next 20 years.
Facilities: TBK Bank Sports Complex is a facility built for players and families alike to enjoy participating
in youth sports. On their 76-acre campus, there are two (2) lighted turf soccer fields, two (2) full-size grass
fields, ten (10) turf baseball/softball fields that are convertible into 6 more turf soccer fields, and five (5)
sand volleyball courts as a part of their outdoor facility. In their indoor, there is a multi-purpose field, eight
(8) regulation sized basketball/ (16) volleyball courts, a physical therapy facility, team training areas, and
fitness center. Additionally, there is a TBK Entertainment Center with thirty-two (32) bowling lanes, a two-
story laser tag room, escape rooms, VR sports, and an arcade.
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Comparative Market Analysis
TBK Bank Sports Complex
Future plans originally were outdoor turf fields near the new Iron Tee Golf Range.
However, announced in fall of 2023, developers now plan to build a 100,000 SF
building to house indoor turf fields just east of the TBK Bank Sports Complex. The
fields would be utilized for baseball, softball, soccer, football, and lacrosse.
Rental Rates: Rates are negotiable with facility staff depending on event type and
size.
Demand: The TBK Bank Sports Complex hosts a number of tournaments,
leagues, clubs, and clinics. The facility also offers in-house club teams for
baseball, softball, volleyball, basketball, and soccer. Some of the affiliated sports
organizations include the Barnstormer Baseball Club, Texas Glory Fastpitch
Softball, Iowa Swarm Basketball, Sporting Iowa East Soccer Club, Quad City
Strikers, Platform Elite Basketball Club, TBK Bank Sports Academy, and other
TBK Bank leagues. On any given weekend, the complex sees anywhere from
3,000 to 4,000 visitors. The outdoor complex is booked nearly every weekend for
baseball, so the planned expansion should provide tournament opportunity for
more sports such as rugby and soccer.
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Comparative Market Analysis
MidAmerican Energy Company RecPlex
Year Opened: 2021
Ownership/ Management: The RecPlex was developed as a unique destination to enhance
the quality of life for Central Iowans of all ages and abilities. The City of West Des Moines
owns and operates the facility and built a public-private partnership to develop the site to
address the demand for a regional, year-round sports facility and the opportunity to grow
youth sports programming.
Size: The 300,000 SF RecPlex facility, accompanied by three outdoor multipurpose fields,
sits on 66 acres. There is a possibility for expansion in adding an additional sheet of ice.
Cost: The public-private partnership the city developed allowed for the construction of the
facility. Most of the funding came from city bonds, hotel motel tax revenue, loans, local option
sales tax revenue, tax increment financing, and state and local grants. Staff has also
leveraged the sponsorship and naming rights opportunities available, such as Hy-Vee, Kum &
Go, and private donors, as another funding mechanism for the RecPlex. The total cost in
2021 was $59.8 million, including $16.5 million in city bonds backed by future local option
sales tax revenue, $16.4 million in city bonds backed by future hotel-motel tax revenue, $12.4
million in corporate and individual donations and pledges, and mix of other grants, loans and
tax revenue. The additional sheet of ice would cost north of $30 million and would be funded
through private donations, a bond funded through local option sales tax, and grants.
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Comparative Market Analysis
MidAmerican Energy Company RecPlex
Facilities: The RecPlex features 2 indoor ice arenas, the 150,000 SF Hy-Vee fieldhouse with 3 full sized basketball
courts (6 volleyball courts), a multipurpose court, 3 pickleball courts, and a full-sized indoor turf. Each of the hardcourts
feature a scoreboard, shot clocks, and seating. There is also a warm up and batting area, an Esports Center, and
multipurpose rooms for teams, meetings, and other events such as birthday parties. There are two ice arenas, the Abel
Ice Arena with a capacity of 2,400 people, and can double as a 20,000 SF convention space, and the Patty & Jim
Cownie Family Arena has seating for 300 spectators. There is parking for 1,200 vehicles on site. Outside, the complex
offers three full size turf fields with lighting, restrooms, and internet access. The venue is focused on youth sports and
offers soccer, ice hockey, skating, soccer, volleyball, pickleball, basketball, baseball, softball, lacrosse, football, and
other athletic, educational, and adaptive programming. The RecPlex has proven to offer access to sports and
recreation programs to all ages as well as being an economic driver for the area, impacting almost every business
including hotels, restaurants, and retail. The facility is closely located to other key attractions in West Des Moines and
there are future plans to continue development adjacent to the RecPlex, including athletic surfaces and commercial
development.
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Comparative Market Analysis
MidAmerican Energy Company RecPlex
Rental Rates: Rental rates for spaces at the facility are listed on the right.
Demand: In its first year open, the facility was fully booked with approximately 40 events, 90 event
days, and 120,000 attendees, and the high demand for the facility continues today. According to
Placer.ai, the facility attracts nearly 900,000 annual visitors, with 22% traveling from over 10 miles
away. The ice arena is available to the community for public skating and other programming, such
as curling and broomball. The indoor turf is also used for a variety of activities such as Toddler Time
and 55+ softball and the outdoor turf is used for ultimate frisbee. The Esports center features 30
computers and 6 gaming consoles, providing for additional programming for all ages.
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Comparative Market Analysis
FunCity Turf & FunCity Courts
Year Opened: FunCity Turf opened across from the outdoor Burlington Regional RecPlex in 2019
and FunCity Courts opened in 2023. The two facilities are located 3 miles apart.
Ownership/ Management: Both facilities are owned and operated by the Greater Burlington Area
Sports Facilities organization, a 501(c)(3) nonprofit organization incorporated in the State of Iowa.
Management of the facilities are overseen by a 9-person board of directors. The RecPlex across from
FunCity Turf is not affiliated with FunCity and is owned by the City of Burlington. FunCity Courts are
also a separate entity from the FunCity/Catfish Bend Casino, which is owned and operated by Great
River Entertainment.
Size: FunCity Turf is a 78,500 SF turf within a dome. FunCity Courts portion of the resort is
approximately 27,000 SF (3 basketball courts and 4 dedicated pickleball courts).
Cost: The FunCity Turf Air-Supported Dome cost $4.3 million to build. FunCity Courts was the
second and final phase of a project aimed at increasing sports tourism in the Burlington Area. $6.1
million has been raised for the project through the Imagine Campaign and $3.1 million was invested
by a private investor who also helped fund the feasibility studies.
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Comparative Market Analysis
FunCity Turf & FunCity Courts
Facilities: FunCity Turf is a 94,000 SF facility with a 78,500 SF
artificial turf. The turf can convert into up to 8 soccer fields, two youth
softball fields, and other sports. There are also bating and pitching
cages available for local teams. This facility offers a variety of
concessions and also serves Anheuser Busch products as of 2019.
FunCity Courts are located at Catfish Bend Casino FunCity Resort.
There is a hotel, casino, waterpark, bowling, an arcade, dining options,
and other entertainment housed on the same site as the FunCity
Courts. FunCity Courts offers three full-sized collegiate basketball
courts that can also be used for volleyball, as well as four pickleball
courts. FunCity operated a Snack Shake in the courtside area in
addition to the other dining options in the complex.
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Comparative Market Analysis
FunCity Turf & FunCity Courts
Rental Rates: The FunCity Turf offers Open Dome times when there are no scheduled practices,
games our tournaments. Entry is $5 for everyone entering the facility. FunCity Courts also offer Open
Play sessions; $5 for basketball and volleyball and $10 for pickleball. Rental rates for both facilities
are shown at right.
Demand: Despite opening last year, FunCity Turf is booked nearly every weekend, especially in the
winter months, for tournaments. Weekdays are filled with organized practices and games. FunCity
Courts are planned to host over two dozen basketball, volleyball, and pickleball tournaments and
leagues for the 2024-2025 season.
FunCity Courts are located at the FunCity Resort and Casino and is utilized by local athletes, SCC
students, and weekend tournaments.
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Comparative Market Analysis
Benchmarking – Facility Development
The balance of this subsection will provide a benchmarking analysis across the
case study facilities and where applicable, Schmitt Island. As shown at right, the
development size, cost, and locational attributes are compared across each case
study. TBK Bank Sports Complex covers the largest footprint and was also the
most expensive facility. Despite the high cost, an expansion is still underway and
nearby development has been catalyzed by the complex. FunCity Courts and
FunCity Turf is located furthest away from an international airport and has the
lowest number of nearby hotel rooms. This may suggest that primary users are
locals, but this could also be a frequent drive-to destination with the FunCity
Resort attached to FunCity Courts. This is also a newer facility, and more hotel
development may follow.
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Comparative Market Analysis
Benchmarking – Athletic Surfaces
To understand the athletic surface offerings at each facility, the number of
hard courts, fields, diamonds, and ice sheets are benchmarked at right.
The courts are counted as basketball courts, meaning this number often
doubles in terms of volleyball courts. Fields are any multipurpose grass or
turf rectangle, indoor or outdoor. It is important to note that there is a
seasonal arena at the Community First Champion Center that is either an
arena or can be transitioned into 4 basketball courts (6 volleyball courts)
depending on the time of year. This type of multifunctionality running
parallel to sports seasons may be an effective design consideration for
improvements on Schmitt Island.
Pickleball courts, sand volleyball courts, and other additional amenities are
also featured across these facilities.
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Comparative Market Analysis
Benchmarking – Placer.ai
Placer.ai collects geolocational data from mobile devices and
extrapolates that data to provide site traffic analyses. Total visitation,
average dwell time, visitor frequency, and visitor origin were analyzed
for the entire year of 2023. Schmitt Island is already an established
destination, attracting over 135,000 visitors annually and has the
highest reported dwell times and visitor frequency. TBK Bank Sports
Complex and the MidAmerican Energy Company RecPlex both attract
over 6 times as many visitors, likely due to the volume of tournaments
these destinations attract. Schmitt Island falls behind when looking at
out of town visitors. Non-local visitors are defined as those traveling to
the destination from over 100 miles away, suggesting they may book
a hotel room for the visit. If Schmitt Island develops a sports tourism
destination that attracts athletic tournaments, it is likely that the
percentage of non-local visitors will increase.
Furthermore, as shown on the bottom right graph, TBK Bank Sports
Complex has attracted over 18,000 visits from the Dubuque market in
the last 12 months.
*Visitors to Facility from Nov 1, 2023 - Nov 1, 2024
Source: Placer.AI, Johnson Consulting
MidAmerican Energy
Company RecPlex
West Des Moines, IA
FunCity Courts &
FunCity Turf
Burlington, IA
TBK Bank Sports
Complex
Bettendorf, IA
# of Visitors from the Dubuque Metro Area
Community First
Champion Center
Appleton, WI
881
18,201
6,372
3,889
ImOn Arena,
McAleece
Park, &
Petrakis Park
Community
First
Champion
Center
TBK Bank
Sports
Complex
MidAmerican
Energy
Company
RecPlex
FunCity
Courts &
FunCity Turf
2023 Total Visitation 135,318 592,382 1,421,860 875,335 118,167
Avg. Dwell Time (minutes)213 151 134 129 157
Visitor Frequency*6.4 3.8 4.7 4.4 3.3
2023 % Non-local Visitors**6%14%20%22%24%
*Visitor Frequency defined by average times a visitor attends a facility
**Defined as visitors traveling from over 100 miles away
Note: Data for Mercyhealth Sportscores only reflects visitation to Sportscore Two
Source: Placer.ai, Johnson Consulting
Placer.ai Data Comparison
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Comparative Market Analysis
Benchmarking – 30-Minute Market Analysis
The chart at right focuses on the 30-minute radius around each case study
facility as well as Schmitt Island. As shown, the comparative markets are
somewhat similar as far as age, income, and average household spend on
sports. However, Schmitt Island has the 2nd lowest population behind the
Burlington market. This suggests that the facility should be designed to serve
local demand, but also be oriented for sports tourism to draw in users from a
larger catchment area.
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Comparative Market Analysis
Benchmarking – 90-Minute Market Analysis
When expanding the market analysis to a 90-minute radius around each case
study site and Schmitt Island, Schmitt Island comes in above average for
median age, median household income, and average household spend on
sports. The total population in the 90-minute market also exceeds 1.2 million
residents, significantly expanding the pool of users a sports development on
Schmitt Island may draw from.
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Comparative Market Analysis
Implications
The color-coded ranking matrix on this page illustrates a high-level overview of key attributes when considering a sports complex oriented for sports tourism. As shown,
the two facilities in Burlington, FunCity Courts and FunCity Turf are ranked the lowest in market, locational, and tournament attributes. Burlington is top-ranked for non-
local visitors, but this is likely attributed to FunCity Courts being co-located with FunCity Resort, which includes a casino. This proves that a casino paired with a sports
complex, which Schmitt Island has the ability to leverage, may attract more overnight visitors.
The other three case studies rank higher than Schmitt Island as far as locational and tournament attributes. Community First Champion Center, TBK Bank Sports
Complex, and MidAmerican Energy Company are all located much closer to an international airport and hotel clusters as compared to Schmitt Island and the FunCity
facilities. Further, while Schmitt Island or Dubuque does not currently have a high capacity for tournaments, especially indoor, there is substantial acreage on Schmitt
Island that may offer a development opportunity for additional indoor surfaces. However, there is also a gap in the market for more high-quality diamonds.
The four baseball/softball diamonds on Schmitt
Island may be able to host baseball/softball
tournaments, but there are opportunities for
facility improvement to attract more regional
events, but factors such as a hotel supply may
be a limiting condition. Market research and
stakeholder engagement suggest that there is
desire and demand for more athletic surfaces in
Dubuque, and becoming a preeminent
destination for one or two sports, similar to the
models at TBK Bank Sports Complex and
Community First Champion Center.
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Comparative Market Analysis
Implications
The case study facilities were largely financed through partnerships, such as public-private-partnerships with the local municipality. Funding strategies used include hotel
tax, TIFs, city bonds, local options sales tax, loans, grants and donations. Another way to fund ongoing operations of a facility is naming rights, of which all four case
studies have taken advantage. ImOn Arena on Schmitt Island has already been able to attract a naming rights sponsor and has historically partnered with the City of
Dubuque for capital improvements. Communities view sports complexes as local assets but also as economic development catalysts, resulting in government appetite to
partner with other entities to develop these projects in their communities.
Another key takeaway from the case studies, namely Community First Champion Center, is multifunctionality and flexibility. The seasonal arena at Community First
Champion Center allows for an ice sheet during hockey season or additional indoor courts during off-peak ice seasons. This model should be considered when proposing
improvements for ImOn Arena in Schmitt Island as there is demand for more ice, but the space can also be utilized in the off-season for other sports or non-sporting
events.
Success across the case studies and sports complexes nationwide typically relates back to the ability to attract events and host tournaments at the facility, while also
serving as a community amenity. A new sports and recreation development on Schmitt Island should be high quality and designed with sports tourism in mind in order to
program the facility on the weekends and maintain a revenue stream, but also be accessible to the community on weekdays for single surface rentals for organized
practice and games.
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4. Program Recommendations
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81
Program Recommendations
Overview
The Consulting Team has conducted market research, analyzed local and national sports trends, and engaged with the community and local sports organizations in
order to evaluate what the Dubuque market can support in regards to sports and recreation. Furthermore, the Consulting Team assessed the site on Schmitt Island to
determine what is the most logical development based on the site, market needs, and the opportunity to influence sports tourism in Dubuque.
Overall, there is a high level of demand for additional athletic facilities across all sports in Dubuque. Participation rates and the propensity to spend on sports are both
projected to increase, but the market is lacking a sufficient number of quality athletic surfaces to support the existing and future demand. Based on sports participation
trends and input from local users, there is an inclination towards indoor sports such as basketball, volleyball, and hockey. While other sports such as baseball and
softball are reported to be nationally trending down, there is a recognized need for quality baseball and softball diamonds in Dubuque to serve the local school district
and higher educational institutions.
When considering development on Schmitt Island, there is the advantage of leveraging the existing destination. Not only are there existing athletic offerings on Schmitt
Island, including ImOn Arena, McAleece Park & Recreation Complex, and Petrakis Park, the site also offers the Q Casino, a hotel, marina, and planned family
entertainment offerings. Schmitt Island is the type of development that traditionally supports sports complexes nationally, offering amenities for daily and overnight
visitors. Also, while there is an identified need for quality baseball and softball facilities in Dubuque, it is the judgement of the Consulting Team that due to site
constraints, the most appropriate sports and recreation development on Schmitt Island should be based in indoor athletic programming, despite the existing baseball
and softball diamonds on site at McAleece Park & Recreation Complex and Petrakis Park.
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Program Recommendations
Overview (Continued)
On the other hand, there are potential risks when considering a sports and recreation development in Dubuque, and furthermore on Schmitt Island. For example, the
hotel supply in the market may be a limiting condition for tournaments and attracting overnight visitors, as most tournament holders require room blocks for their
participants and spectators. Additionally, there are existing parking limitations on the Schmitt Island site, which will have to be addressed in order to absorb the projected
increased traffic to the site. Other than support infrastructure such as hotel rooms and parking, there are a few factors that will be key to the development and ongoing
success of this project, such as exploring partnership opportunities. It will be important to develop the appropriate partnerships for financing, operating, and
programming a new sports development on Schmitt Island.
Furthermore, the orientation and success of this development will fall under two primary buckets: community use and sports tourism. While the majority of programming
for sports tourism will occur on the weekends, the community will be utilizing the facility on weekdays. Base on input from existing local sports participants, there may be
a paradigm shift relevant to the rental model that will be required to support a tournament quality facility. Despite these challenges, there is arguably a more significant
risk of not developing a sports tourism quality facility in Dubuque, which would result in the persistence of a gap in the local market for athletic facility offerings and the
continuation of sports tourism dollars being leaked into other markets.
In achieving the goal of evaluating potential sports and recreation development scenarios for the Dubuque market and further, on Schmitt Island, the following Scenarios
A-F were assessed. Each scenario was considered in relation to the market demand, feasibility, and viability of development on Schmitt Island.
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Program Recommendations
Schmitt Island Development Scenarios
Scenario A: Maintaining the site on Schmitt Island including ImOn
Arena, McAleece Park & Recreation Complex, and Petrakis Park as-is.
The Consulting Team has concluded that there is a strong market
opportunity for a facility in Dubuque and on Schmitt Island and there is
an abundance of need for additional athletic facilities across all sports.
Not developing a sports and recreation complex would be a missed
opportunity for the market.
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Program Recommendations
Schmitt Island Development Scenarios
Scenario B: Developing a small sports complex in addition to ImOn
Arena as well as improving the existing baseball and softball diamonds at
McAleece Park & Recreation Complex and Petrakis Park. This scenario
also plans for a future expansion of ice at ImOn Arena.
One goal of the sports and recreation development on Schmitt Island is
to encourage year-round site activation. Due to the seasonal limitations
of baseball and softball, there will be less site activation as a result of
baseball and softball programming compared to indoor sporting events.
This scenario also restricts the capability of developing a full-fledged
multipurpose indoor facility as there are only 4 basketball courts in this
scenario.
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Program Recommendations
Schmitt Island Development Scenarios
Scenario C: A focus on the fields with improvements and upgrades to
two of the existing baseball and softball diamonds at McAleece Park &
Recreation Complex and Petrakis Park and converting the other two
diamonds into multipurpose fields. No improvements to ImOn Arena.
Similarly to Scenario B, while there is an identified need in the
community for improved baseball and softball diamonds, Scenario C will
result in a challenge to stimulate year-round foot traffic to the site
compared to an indoor facility. While there is demand for quality baseball
and softball diamonds in Dubuque, it is of the judgement of the
Consulting Team that baseball and softball diamonds may not be the
highest and best use of the Schmitt Island site. Further, this Scenario
does not include upgrades or expansion plans to ImOn Area, resulting in
the persistence of an unmet demand in the market for indoor athletic
space.
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Program Recommendations
Schmitt Island Development Scenarios
Scenario D: A full indoor sports court and turf complex buildout on one
existing baseball/softball diamond at McAleece Park & Recreation
Complex and Petrakis Park while preserving and upgrading the other
three diamonds. There will also be an addition to ImOn Arena to develop
one seasonal ice sheet that has the capability to transition from ice to
courts or turf during the off-season for ice sports.
The size and scale of this development scenario may be too robust for
the Dubuque market and the regional draw for indoor turf may be limited.
Scenario D would also require the displacement of one of the existing
baseball and softball diamonds at McAleece Park & Recreation Complex
and Petrakis Park and a relocation effort would be necessary in order to
continue to serve key user groups.
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Program Recommendations
Schmitt Island Development Scenarios
Scenario E: A large indoor sports complex on two of the four existing
baseball and softball diamonds at McAleece Park & Recreation Complex
and Petrakis Park. One baseball diamond and one softball diamond
would be maintained and improved and one seasonal ice sheet that has
the capability to transition from ice to courts or turf during the off-season
for ice sports would be added to ImOn Arena.
The Consulting Team considers this scenario to be the most appropriate
for the market opportunity and feasibility of development on Schmitt
Island due to the development of the additional ice sheet and volume of
indoor court space. However, due to the cost associated with two
separate facilities, this scenario would likely only be viable if key baseball
and softball diamond users are project partners, such as the local school
district and higher education institutions.
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Program Recommendations
Schmitt Island Development Scenarios
Scenario F: A small indoor sports complex and one seasonal ice sheet
that has the capability to transition from ice to courts or turf during the
off-season for ice sports, both attached to ImOn Arena. One baseball
diamond and one softball diamond would be maintained and improved at
McAleece Park & Recreation Complex and Petrakis Park while the other
two diamonds will transition to multipurpose outdoor fields.
Scenario F, while limited by not developing a full-fledged indoor facility
and necessitating key baseball and softball programming partners, this
scenario is likely the most viable for not only the Dubuque market, but
particularly for the Schmitt Island development site. This scenario
addresses the local need for additional athletic surfaces without fully
displacing the baseball and softball facilities on Schmitt Island, and
enabling the site to attract indoor athletic tournaments without
overloading site capacity
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Program Recommendations
Observations
It is of the opinion of the Consulting Team that Scenarios A-C are the least effective options to achieve the goal of catalyzing Sports Tourism in the market. Due to the
limitations of the baseball/softball season, existing regional facilities, and other proximate developments in the pipeline, it is suggested that other athletic surfaces, such
as multipurpose indoor and ice, be the focus of a new sports complex in Dubuque. While there is a demand for baseball and softball facilities in Dubuque, Schmitt Island
is not the ideal site, and an indoor sports and recreation complex is more logical to be located on Schmitt Island.
Looking through the lens of sports tourism, the Consulting Teams views Scenarios D-F as the most viable options to advance the sports tourism market in Dubuque.
There is a strong case for additional indoor surfaces such as indoor courts and ice. Existing facilities that are offered in Dubuque are often unavailable for use due to
availability and quality challenges. Further, Scenario F is positioned to be the highest and best use of the site on Schmitt Island to develop a sports and recreation
complex to serve local demand while also attracting regional and national events to the market. This scenario preserves the baseball/softball diamonds to allow for
continued use by key user groups, while also developing an indoor complex with a seasonal arena to expand local utilization and event opportunity. This will result in
year-round site activation from all sports programming without putting strain on the site limitations. From a financial feasibility standpoint, Scenario F is a culmination of
the research conducted by the Consulting Team to right-size the business model to be viable from both community and sports tourism perspectives. Overall, the
outcome of the market analysis makes a strong case for programming for indoor courts and ice on Schmitt Island. One challenge for indoor courts may be the price
elasticity of the market and the practicality of local users shifting to higher rental rates. Further, there will be operational cost savings for a development additional ice
sheet, suggesting that if the development approach were to be phased, ice should be the primary focus. In the vein of viability, leveraging public-private partnerships
will be essential for an improved sports and recreation destination on Schmitt Island from development to operations. Beyond Schmitt Island, this project should catalyze
community-wide economic development, such as the growth in hotel room supply and other supporting infrastructure in response to the projected increased market
visits.
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5. Demand Projections, Economic &
Fiscal Impacts, and Funding Strategies
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5.1 Demand Projections
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92
Demand Projections
Overview
To properly estimate the potential demand for a new indoor sports complex, the historical operations at existing athletic facilities, including ImOn Arena, were extensively
analyzed in order to understand the existing conditions. The historical operation data was then used to develop recommendations relative to the proposed facility’s
program (e.g., number of surfaces, community space, and other amenities). Based upon this program, and considering the historical and existing demand, we projected
demand at an expanded indoor facility. Johnson Consulting is of the opinion that many of the projected utilization levels as well as rental rates assumed are fairly
conservative and in line with this conceptual planning phase of the proposed development. The following subsection will provide separate demand projections for the
additional ice sheet at ImOn Arena and the indoor sports complex expansion.
Key Assumptions
It is important to note that prior to reviewing the following projections, a set of initial assumptions had to be made in order to properly form a business plan for the
proposed indoor sports complex on Schmitt Island. The following demand projections are based on the programming recommendations from the Consulting Team,
which includes adding an additional seasonal ice sheet to ImOn Arena and an indoor court facility expansion that includes 6 basketball courts. For the purpose of this
analysis, Johnson Consulting assumed that:
•Schmitt Island, and further, the existing ImOn Arena building, is the development site.
• All existing contracts and agreements with ImOn Arena will be renegotiated.
•A public-private partnership will be leveraged for development.
•A third-party operator will oversee daily operations.
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Demand Projections
It often takes time for facilities to reach maximum utilization levels, but as this development is building off of an already established destination on Schmitt Island at
ImOn Arena, the complex will be a distinguished regional asset. During the first few years of operations, there will be a need for an in-house promoter, local sports
organizations, and the facility manager to target tournaments and promote rentals, especially for the indoor court space. Establishing a presence in the growing indoor
sports facility market will be important in nurturing what effectively amounts to a new market niche for the City of Dubuque and the greater region, as there is not a
similar facility within a 90-minute drive of the project site. With this development, the demand profile at the indoor complex will, over time, increase in volume and
improve in quality. The following demand sectors can be expected:
Tournaments – Based upon interviews with local industry professionals, there are currently insufficient facilities in the area to host local and regional winter indoor
tournaments particularly for hockey, basketball, and volleyball. The addition of a new facility with greater capacity and amenities is perceived to have the ability to attract
regional youth sport associations. In addition, the location of the hotels and family entertainment infrastructure will encourage overnight visits by attendees, generating
additional room nights and increasing the economic impact in the surrounding area.
League Play – The indoor ice and multipurpose sports complex will be a natural fit for local league play, which will generate weekday demand that may not otherwise
be filled through tournament play. Both youth and adult leagues are suitable for the facility. In order to ensure a seamless integration into the market, the facility should
work to expand existing leagues that are short on ice and indoor court space. There is already an established league calendar for ImOn Arena, which is expected to
grow with the additional sheet of ice.
Camps/Clinics/Lessons/Practice – Similar to tournaments and leagues, camps, and clinics can either be held by outside promoters that rent the facility to hold the
event, or held in-house with participants charged an entrance fee. Camps are currently offered by some local facilities, but the size and quality of the new facility will
enable it to handle larger camps and sports festivals that could possibly draw from a larger market as well. These types of events can expect to last three-to-four days
and draw professional athletes and coaches as instructors. Lastly, the facility can be made available to Dubuque Public Schools and local higher educational institution’s
sports teams that are in need of indoor ice and court space.
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Demand Projections
Skills Training – Another type of event that could be used to maximize use of the facility is skills training sessions. Skills training would draw demand from those
already using the facility for other events. This event type would likely consist of hour-long rentals that can be offered during downtime at the facility during the week
when there is no league play. This training can be for both the ice as well as courts, depending on the type of sports.
Consumer Shows – Regionally, there seems to be limited opportunity for such events; however, hosting occasional consumer shows and festivals will act as ‘filler’ for
weekends when demand for tournaments and other sports-related functions are low due to seasonality. Ideally, the promotional arm of the facility would take an active
role in attracting and developing consumer shows and festivals at the venue. Consumer shows would target more of a local attendance base, offering home
improvement and other related types of shows. This event type will generate most of its room night demand from exhibitors and has proven successful in sports facilities
similar to the one proposed.
Festivals and Other Events – In addition to the above events, the facility could also serve as a venue for corporate rentals, parties, shows and community events. The
indoor facility would be able to further maximize the number of event days by hosting other non-sports related events to fully utilize the facility during off-season periods
of the year. The sports complex will not compete with the current event venues in Dubuque, but rather host events that cannot be accommodated anywhere else during
non-peak season.
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Demand Projections
Events & Attendance
The table at right presents a projected
event demand calendar for the indoor
sports complex and ice arena’s first 10
years of operations. As is common with
these types of facilities, demand is
expected to ramp up and reach
stabilization in Year 5. The primary driver
of events will be new demand currently
unable to be accommodated at existing
facilities. As shown, in Year 5, there is
projected to be 209 annual events and
126,561 total attendees, including both
participants and spectators.
Multipurpose Indoor Sports Complex & Ice Arena Complex - Dubuque, IA
Events & Attendance
Year 5 (Stabilization)
Participant Spectator Total
Activity Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Attendance Attendance Attendance
Tournaments - Regional
Ice Sports 5 6 6 7 7 7 7 7 7 7 4,200 8,400 12,600
Basketball 3 4 5 5 5 5 5 5 5 5 5,000 12,500 17,500
Volleyball 5 6 7 8 8 8 8 8 8 8 4,000 10,000 14,000
Wrestling 2 2 3 3 3 3 3 3 3 3 1,200 3,000 4,200
Pickleball 4 5 5 6 6 6 6 6 6 6 6,000 15,000 21,000
Gymnastics 1 2 2 2 2 2 2 2 2 2 2,000 5,000 7,000
Cheer 1 1 1 1 1 1 1 1 1 1 1,000 2,500 3,500
Other (Martial Arts, Judo/Jiu Jitsu)1 2 2 2 2 2 2 2 2 2 900 2,250 3,150
Tournaments - Local
Ice Sports 7 8 8 9 9 9 9 9 9 9 2,700 5,400 8,100
Basketball 3 4 5 5 5 5 5 5 5 5 3,000 6,000 9,000
Volleyball 1 2 2 2 2 2 2 2 2 2 600 1,200 1,800
Wrestling 0 0 0 0 0 0 0 0 0 0 0 0 0
Pickleball 3 4 5 5 5 5 5 5 5 5 1,250 2,500 3,750
Gymnastics 0 0 0 0 0 0 0 0 0 0 0 0 0
Cheer 0 0 0 0 0 0 0 0 0 0 0 0 0
Other (Martial Arts, Judo/Jiu Jitsu)1 1 1 1 1 1 1 1 1 1 225 450 675
Leagues
Ice Sports 62 70 74 78 82 82 82 82 82 82 6,888 6,888 13,776
Basketball 8 10 12 13 13 13 13 13 13 13 2,600 2,600 5,200
Volleyball 8 10 12 13 13 13 13 13 13 13 1,300 1,300 2,600
Wrestling 0 0 0 0 0 0 0 0 0 0 0 0 0
Gymnastics 2 2 3 3 3 3 3 3 3 3 600 600 1,200
Cheer 3 4 5 5 5 5 5 5 5 5 1,500 1,500 3,000
Other (Martial Arts, Judo/Jiu Jitsu)0 0 0 0 0 0 0 0 0 0 0 0 0
Camps/ Clinics/ Lessons
Ice Sports 6 7 7 8 8 8 8 8 8 8 600 600 1,200
Basketball 3 4 5 5 5 5 5 5 5 5 250 250 500
Volleyball 3 4 5 5 5 5 5 5 5 5 250 250 500
Wrestling 1 2 2 2 2 2 2 2 2 2 100 100 200
Pickleball 3 3 4 4 4 4 4 4 4 4 200 200 400
Gymnastics 1 1 1 1 1 1 1 1 1 1 50 50 100
Cheer 2 2 3 3 3 3 3 3 3 3 150 150 300
Other (Martial Arts, Judo/Jiu Jitsu)5 5 6 7 7 7 7 7 7 7 175 175 350
Special Events
Special/Community/Miscellaneous Events 1 2 2 2 2 2 2 2 2 2 3,000 0 3,000
Total 145 172 193 205 209 209 209 209 209 209 45,818 80,743 126,561
Source: Johnson Consulting
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5.2 Economic & Fiscal Impact Analysis
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Economic & Fiscal Impact Analysis
Overview
Economic Impact is defined as incremental new spending in an economy that is
the direct result of certain activities, facilities, or events. For the purpose of this
analysis, impact totals are discussed in terms of the Dubuque economy. The
levels of impacts are described as follows:
Direct Spend – spending that occurs as a direct result of the facility’s operation
(example: attendee purchases meal at restaurant nearby).
Indirect Spend – re-spending of the initial direct expenditures on goods and
services (example: restaurant purchases more food from supplier).
Induced Spend – changes in local consumption due to the personal spending
by employees whose incomes are supported by direct and indirect spending
(example: waiter at the restaurant has more personal income to spend).
Increased Earnings – measures increased employee and worker compensation
related to the facility’s operation.
Employment – measures the number of full-time equivalent (FTE) jobs
supported in the local economy as a result of the facility’s operation.
Fiscal Impact – reflects tax revenues to local and state governments that result
from the facility’s operation.
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Economic & Fiscal Impact Analysis
Rates
The table on the upper right summarizes the multiplier rates utilized in the economic
impact estimates to calculate indirect spending, induced spending, increased
earnings, and employment. These multiplier rates are derived from an IMPLAN input-
output model, which is a nationally recognized analytical tool commonly used to
estimate economic impacts. An input-output model analyzes the commodities and
income that normally flow through various sectors of the economy.
Tax Rates
The table on the bottom right summarizes the applicable tax rates utilized in the fiscal
impact estimates. They focus on the taxes directly affected by visitors’ spending
activities:
•General Sales Tax – is 7.0 percent total, which includes State sales tax at 6
percent and County sales tax at 1.0 percent. There is no City sales tax.
•Hotel/ Motel Tax – is applied to hotel room sales, in addition to Sales and Use Tax.
Transient Occupancy Tax is 7.0 percent.
Multipurpose Indoor Sports Complex & Ice Arena Complex -
Dubuque, IA
Economic Impact Multilpiers
Impact Multiplier Base
Indirect Spending 0.2327 per $1 of direct spending
Induced Spending 0.1950 per $1 of direct spending
Increased Earnings 0.2693 per $1 of direct spending
Increased Employment 13.2444 per $1 million of direct spending
Source: Johnson Consulting
Multipurpose Indoor Sports Complex & Ice Arena Complex -
Dubuque, IA
Applicable Tax Rates
Rate
General Sales Tax
State Sales Tax 6.0%of total spending
County Sales Tax 1.0%of total spending
Total 7.0%
Hotel Occupancy Tax
County TOT 7.0%of spending on lodging
Source: IA Dept. of Revenue
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99
Economic & Fiscal Impact Analysis
Estimated Regional Impacts – Multipurpose Indoor Sports Complex
The table at right summarizes the
estimated activity and spending volume
at the proposed indoor sports complex
for regional events. Regional and
special events, unlike local events, are
assumed to attract overnight visitors,
resulting in lodging tax revenues, meals,
and other expenses, for these events.
As shown, in Year 5, the complex is
estimated to generate 35,175 room
nights, generate $14.3 million in total
spending, 133 jobs, $2.7 million in
increased earnings, and $1 million in
total tax revenues from sales and
lodging taxes.
Multipurpose Indoor Sports Complex - Dubuque, IA
Economic and Fiscal Impacts - Regional Tournaments / Special Events
Assumptions Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Activity Volume
# of Events*18 24 27 29 29 29 29 29 29 29
Attendance
Participants 12,476 16,634 18,714 20,100 20,100 20,100 20,100 20,100 20,100 20,100
Spectators 31,190 41,586 46,784 50,250 50,250 50,250 50,250 50,250 50,250 50,250
Total 43,666 58,221 65,498 70,350 70,350 70,350 70,350 70,350 70,350 70,350
Length of Stay 2.5 Nights
Est. Room Nights (assumes double occupancy)Ratio
Of Participants 40.0%6,238 8,317 9,357 10,050 10,050 10,050 10,050 10,050 10,050 10,050
Of Spectators 40.0%15,595 20,793 23,392 25,125 25,125 25,125 25,125 25,125 25,125 25,125
Total 21,833 29,110 32,749 35,175 35,175 35,175 35,175 35,175 35,175 35,175
Est. Spending Volume ($000)
On Lodging $120.00 / RN $2,620 $3,581 $4,129 $4,546 $4,659 $4,776 $4,895 $5,017 $5,143 $5,271
On Meals and Incidentals $69.00 / P 3,013 4,118 4,748 5,227 5,358 5,492 5,629 5,770 5,914 6,062
Total Direct Spending $5,633 $7,698 $8,877 $9,773 $10,017 $10,268 $10,524 $10,788 $11,057 $11,334
Economic Impact ($M)Multipliers
Direct Spending $5.6 $7.7 $8.9 $9.8 $10.0 $10.3 $10.5 $10.8 $11.1 $11.3
Indirect Spending 0.2327 1.3 1.8 2.1 2.3 2.3 2.4 2.4 2.5 2.6 2.6
Induced Spending 0.1950 1.1 1.5 1.7 1.9 2.0 2.0 2.1 2.1 2.2 2.2
Total Spending $8.0 $11.0 $12.7 $14.0 $14.3 $14.7 $15.0 $15.4 $15.8 $16.2
Increased Earnings 0.2693 $1.5 $2.1 $2.4 $2.6 $2.7 $2.8 $2.8 $2.9 $3.0 $3.1
Employment (FTE jobs)13.2444 75 102 118 129 133 136 139 143 146 150
Fiscal Impact ($000)Rate
State Sales Tax 6.00%$0.3 $0.5 $0.5 $0.6 $0.6 $0.6 $0.6 $0.6 $0.7 $0.7
County Sales Tax 1.00%0.06 0.08 0.09 0.10 0.10 0.10 0.11 0.11 0.11 0.11
County TOT 7.00%0.2 0.3 0.3 0.3 0.3 0.3 0.3 0.4 0.4 0.4
Total $0.6 $0.8 $0.9 $1.0 $1.0 $1.1 $1.1 $1.1 $1.1 $1.2
Source: Johnson Consulting
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Economic & Fiscal Impact Analysis
Total Economic Impact – Multipurpose Indoor Sports Complex
The table below summarizes the estimated spending volume at the proposed indoor sports complex for local, regional, and
special events combined. As shown, in Year 5, the sports complex is estimated to generate $16.6 million in total spending,
154 jobs, $3.1 million in increased earnings, and $1.1 million in total tax revenues.
Multipurpose Indoor Sports Complex - Dubuque, IA
Economic and Fiscal Impacts - Local and Regional Tournaments / Special Events
Assumptions Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Economic Impact ($M)Multipliers
Direct Spending $6.8 $9.0 $10.3 $11.3 $11.6 $11.9 $12.2 $12.5 $12.8 $13.2
Indirect Spending 0.2327 1.6 2.1 2.4 2.6 2.7 2.8 2.8 2.9 3.0 3.1
Induced Spending 0.1950 1.3 1.8 2.0 2.2 2.3 2.3 2.4 2.4 2.5 2.6
Total Spending $9.7 $12.9 $14.7 $16.1 $16.6 $17.0 $17.5 $17.9 $18.3 $18.8
Increased Earnings 0.2693 $1.8 $2.4 $2.8 $3.0 $3.1 $3.2 $3.3 $3.4 $3.5 $3.5
Employment (FTE jobs)13.2444 90 120 136 150 154 158 162 166 170 174
Fiscal Impact ($000)Rate
State Sales Tax 6.00%$0.4 $0.5 $0.6 $0.7 $0.7 $0.7 $0.7 $0.8 $0.8 $0.8
County Sales Tax 1.00%0.07 0.09 0.10 0.11 0.12 0.12 0.12 0.13 0.13 0.13
County TOT 7.00%0.2 0.3 0.3 0.3 0.3 0.3 0.3 0.4 0.4 0.4
Total $0.7 $0.9 $1.0 $1.1 $1.1 $1.2 $1.2 $1.2 $1.3 $1.3
Source: Johnson Consulting
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Economic & Fiscal Impact Analysis
Construction Impacts – Multipurpose Indoor Sports Complex
The estimated hard cost of construction of the indoor sports complex, as provided by
RDG, is approximately $20 million. The one-time construction impact of this
development is projected to generate 370 jobs, $10.3 million in total spending, and
$720,000 in total tax revenues.
Multipurpose Indoor Sports Complex - Dubuque, IA
Estimated One-Time Construction Impact- Indoor
Multiplier or
Tax Rate Amount
Est. Hard Costs for Development $20,000,000
Impact on Construction Jobs
% of Costs Spent on Labor 55.0%
Labor Costs $11,000,000
Average Construction Laborer Salary $30,000
# of On-Site Construction Jobs 370 ✓
Economic Impact
% of Costs Spent on Material 45.0%
Material Costs $9,000,000
% Spent Locally 80.0%
Direct Construction Spending $7,200,000
Indirect Spending 0.23 1,680,000
Induced Spending 0.20 1,400,000
Total Spending $10,280,000 ✓
Increased Earnings 0.27 $1,940,000 ✓
Employment (in FTE Jobs)13.24 100 ✓
Fiscal Impact
Sales Tax 7.00%$720,000
Total $720,000 ✓
Source: Johnson Consulting
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Economic & Fiscal Impact Analysis
Estimated Regional Impacts – Ice Arena Complex
The table at right summarizes the
estimated activity and spending volume
at the proposed ice arena complex for
regional events. Regional and special
events, unlike local events are assumed
to attract overnight visitors, resulting in
lodging tax revenues, meals, and other
expenses, for these events. As shown,
in Year 5, the ice arena complex is
estimated to generate 11 ,644 room
nights, generate $4.5 million in total
spending, 41 jobs, $800,000 in
increased earnings, and $300,000 in
total tax revenues from sales and
lodging taxes.
Ice Arena Complex - Dubuque, IA
Economic and Fiscal Impacts - Regional Tournaments / Special Events
Assumptions Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Activity Volume
# of Events*12 14 14 16 16 16 16 16 16 16
Attendance
Participants 5,175 6,038 6,038 6,900 6,900 6,900 6,900 6,900 6,900 6,900
Spectators 10,350 12,075 12,075 13,800 13,800 13,800 13,800 13,800 13,800 13,800
Total 15,525 18,113 18,113 20,700 20,700 20,700 20,700 20,700 20,700 20,700
Length of Stay 2.5 Nights
Est. Room Nights (assumes double occupancy)Ratio
Of Participants 45.0%2,911 3,396 3,396 3,881 3,881 3,881 3,881 3,881 3,881 3,881
Of Spectators 45.0%5,822 6,792 6,792 7,763 7,763 7,763 7,763 7,763 7,763 7,763
Total 8,733 10,188 10,188 11,644 11,644 11,644 11,644 11,644 11,644 11,644
Est. Spending Volume ($000)
On Lodging $120.00 / RN $1,048 $1,253 $1,284 $1,505 $1,542 $1,581 $1,620 $1,661 $1,702 $1,745
On Meals and Incidentals $69.00 / P 1,071 1,281 1,313 1,538 1,577 1,616 1,656 1,698 1,740 1,784
Total Direct Spending $2,119 $2,534 $2,598 $3,043 $3,119 $3,197 $3,277 $3,359 $3,443 $3,529
Economic Impact ($M)Multipliers
Direct Spending $2.1 $2.5 $2.6 $3.0 $3.1 $3.2 $3.3 $3.4 $3.4 $3.5
Indirect Spending 0.2327 0.5 0.6 0.6 0.7 0.7 0.7 0.8 0.8 0.8 0.8
Induced Spending 0.1950 0.4 0.5 0.5 0.6 0.6 0.6 0.6 0.7 0.7 0.7
Total Spending $3.0 $3.6 $3.7 $4.3 $4.5 $4.6 $4.7 $4.8 $4.9 $5.0
Increased Earnings 0.2693 $0.6 $0.7 $0.7 $0.8 $0.8 $0.9 $0.9 $0.9 $0.9 $1.0
Employment (FTE jobs)13.2444 28 34 34 40 41 42 43 44 46 47
Fiscal Impact ($000)Rate
State Sales Tax 6.00%$0.1 $0.2 $0.2 $0.2 $0.2 $0.2 $0.2 $0.2 $0.2 $0.2
County Sales Tax 1.00%0.02 0.03 0.03 0.03 0.03 0.03 0.03 0.03 0.03 0.04
County TOT 7.00%0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1
Total $0.2 $0.3 $0.3 $0.3 $0.3 $0.3 $0.3 $0.4 $0.4 $0.4
Source: Johnson Consulting
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Economic & Fiscal Impact Analysis
Total Economic Impact – Multipurpose Indoor Sports Complex
The table below summarizes the estimated spending volume at the proposed ice arena complex for local, regional, and
special events combined. As shown, in Year 5, the ice arena complex is estimated to generate $5.7 million in total spending,
53 jobs, $1.1 million in increased earnings, and $600,000 in total tax revenues.
Ice Arena Complex - Dubuque, IA
Economic and Fiscal Impacts - Local and Regional Tournaments / Special Events
Assumptions Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Economic Impact ($M)Multipliers
Direct Spending $2.9 $3.3 $3.4 $3.9 $4.0 $4.1 $4.2 $4.3 $4.4 $4.5
Indirect Spending 0.2327 0.7 0.8 0.8 0.9 0.9 0.9 1.0 1.0 1.0 1.0
Induced Spending 0.1950 0.6 0.6 0.7 0.8 0.8 0.8 0.8 0.8 0.9 0.9
Total Spending $4.1 $4.8 $4.9 $5.5 $5.7 $5.8 $6.0 $6.1 $6.3 $6.4
Increased Earnings 0.2693 $0.8 $0.9 $0.9 $1.0 $1.1 $1.1 $1.1 $1.2 $1.2 $1.2
Employment (FTE jobs)13.2444 38 44 45 51 53 54 55 57 58 60
Fiscal Impact ($000)Rate
State Sales Tax 6.00%$0.2 $0.2 $0.2 $0.2 $0.2 $0.2 $0.3 $0.3 $0.3 $0.3
County Sales Tax 1.00%0.03 0.03 0.03 0.04 0.04 0.04 0.04 0.04 0.04 0.05
County TOT 7.00%0.2 0.2 0.2 0.3 0.3 0.3 0.3 0.3 0.3 0.3
Total $0.4 $0.5 $0.5 $0.5 $0.6 $0.6 $0.6 $0.6 $0.6 $0.6
Source: Johnson Consulting
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Economic & Fiscal Impact Analysis
Construction Impacts – Ice Arena Complex
The estimated hard cost of construction of the ice arena complex, as provided by RDG,
is approximately $28 million. The one-time construction impact of this development is
projected to generate 510 jobs, $14.4 million in total spending, and $1.01 million in total
tax revenues.
Ice Arena Complex - Dubuque, IA
Estimated One-Time Construction Impact- Indoor
Multiplier or
Tax Rate Amount
Est. Hard Costs for Development $28,000,000
Impact on Construction Jobs
% of Costs Spent on Labor 55.0%
Labor Costs $15,400,000
Average Construction Laborer Salary $30,000
# of On-Site Construction Jobs 510 ✓
Economic Impact
% of Costs Spent on Material 45.0%
Material Costs $12,600,000
% Spent Locally 80.0%
Direct Construction Spending $10,080,000
Indirect Spending 0.23 2,350,000
Induced Spending 0.20 1,970,000
Total Spending $14,400,000 ✓
Increased Earnings 0.27 $2,710,000 ✓
Employment (in FTE Jobs)13.24 130 ✓
Fiscal Impact
General Sales Tax 7.00%$1,010,000
Total $1,010,000 ✓
Source: Johnson Consulting
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5.3 Funding Strategies
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106
Funding Strategies
Overview
This section discussed recent trends in sports complex funding and provides an inventory of potential funding sources and strategies. Funding a sports complex in
Dubuque can be approached through various strategies including public funding, private investments, community partnerships, grants, taxing, and other funding tools.
There are programs unique to Dubuque, such as the Iowa Economic Authority Sports Tourism Program, which provides financial assistance for projects that market or
promote sporting events in Iowa. Further, sports complexes can leverage funding tools that other public facilities may not, such as, anchor tenant agreements and
associations with partners such as higher education institutions. Each funding strategy has its own set of requirements, benefits, and potential challenges. A
comprehensive approach that combines multiple funding sources is likely to increase the financial viability of financing a project.
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Funding Strategies
Case Study: Community First Champion Center
The Community First Champion Center opened in 2019. The facility is owned
by the Town of Grand Chute and is managed by the Fox Cities Sports
Development Inc. The 164,000 SF facility features an ice rink, a seasonal ice
rink that converts into four basketball courts, and a fieldhouse with four
additional courts. The initial cost of construction in 2019 was $30 million.
Development funding came from a 3% hotel tax, which also helped to fund the
Fox Cities Exhibition Center.
Case Study: TBK Bank Sports Complex
TBK Bank Sports Complex opened in 2018 and is privately owned. The
273,000 SF indoor complex features 8 basketball courts and a multipurpose
turf field. There are also 4 rectangular fields and 10 baseball/softball
diamonds. The development cost $50 million and was primarily funded
through private investments and naming rights. There is also a planned $75
million expansion that will be supported through the City of Bettendorf through
$5.8 million in grants and a 20-year 75% tax increment finance rebate.
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Funding Strategies
Case Study: MidAmerican Energy Company RecPlex
The RecPlex was developed through a public-private partnership with the city.
The facility opened in 2021 and offers 300,000 SF of indoor space featuring
two ice rinks, with plans to build a third, 4 courts, pickleball courts, and indoor
turf, in addition to three outdoor multipurpose rectangular fields. The total cost
of development was $59.8 million including $16.5 million in city bonds backed
by future local option sales tax revenue, $16.4 million in city bonds backed by
future hotel-motel tax revenue, $12.4 million in corporate and individual
donations and pledges, naming rights, sponsorships, and a mix of other
grants, loans and tax revenue. The additional sheet of ice would cost north of
$30 million and would be funded through private donations, a bond funded
through local option sales tax, and grants.
Case Study: Prospect Meadows Sports Complex
Prospect Meadows is a 501(c)3 nonprofit organization that developed an 8
baseball/softball diamonds complex on 128 acres in 2019. The $14 million
complex was developed through a combination of public and private funding
sources. Approximately $5.9 million was raised from private donors, including
Perfect Game who serves as an anchor tenant and commits to bringing 1,000
teams annually to the complex for 15 years. Total fundraising efforts amassed
$11 .75 million. $5.85 million was secured from public entities, including Linn
County and the cities of Marion and Cedar Rapids. Linn County signed a 95-
year lease agreement for the 128 acres.
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Funding Strategies
Funding Mechanisms
There are numerous financing tools used to fund facilities that could be applied to a sports and recreation development in Dubuque. These include:
1.Pay-As-You-Go Financing: Projects that are relatively small or that are financed in municipalities with rapidly growing tax bases are sometimes paid for directly out of
appropriated funds each year. However, the majority of facilities are financed with long-term debt so that payment of capital costs corresponds to the period over
which the facility is used and its economic benefits are realized. Some portion of the proposed stadium might be paid for out of the City’s general fund, but that
portion is likely to make up a small amount of the overall capital stack.
2.General Obligation Bond Financing: Long-term bonding using the general obligation of the City, County, and/ or State either directly as part of a capital outlay
program or as guaranteed debt of an authority that would provide strong credit and relatively low borrowing costs. GO bonding is typically reserved for projects
perceived to benefit the population as a whole, such as educational, economic development, or transportation, and the proposed complex certainly falls within this
category of projects. This is a strong financing option for this project, though it will be important to identify funds which would make sense to service the debt on
them.
3.Revenue Bond Financing: Revenue bonds are another source of finance that can be used to build, own, and operate public purpose facilities that have no power to
tax. They derive their revenues from user fees and other sources and must finance general and capital expenditures out of these receipts and whatever amount they
are permitted to borrow, which can be tailored to fit the specific requirements of the involved local and state governments.
4.Capital Development Funds: Certain public or non-profit organizations have funds devoted specifically to capital development projects. Often these funds are used
for smaller, pay-as-you-go type projects, but they can also make up part of the capital stack on a larger project or improvement plan. This could be a viable funding
source, though likely a small part of the overall capital stack.
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Funding Mechanisms
5.Naming Rights & Sponsorships: Sponsorships and particularly naming rights can be a substantial, long-term revenue stream for facilities. Given the proposed
facility’s prominence within Dubuque and projected foot traffic, paired with the already established sponsors, this funding source could be significant, though still a
relatively minor part of the overall capital stack.
6.Tourism Improvement District (TID): Similar to a traditional Business Improvement District (BID), a TID is a district in which a special assessment is levied on hotel
room sales (and sometimes other sales such as tickets, retail, or meals). The money collected is managed by a dedicated non-profit or advisory board, often made
up of local tourism industry stakeholders such as hoteliers and restauranteurs, and used to fund destination marketing and development initiatives. This could be
viable for this project given its potential to bolster Dubuque’s tourism and hospitality industry.
Taxing Mechanisms
In addition to the financing tools described above, there are a number of taxing mechanisms that could be used to fund the sports complex, including:
1.Sales Taxes: Sales tax provides a strong credit structure because it is relatively predictable and tends to track with inflation and economic growth. A general sales tax
increase, or expansion of the base, can provide a robust incremental revenue stream. However, these taxes are often difficult to implement because they primarily
tax local residents and require referendum and/ or State legislative approval. There are examples of municipalities using a general sales tax, over a fixed period, to
finance major capital projects. The quick-pay method enables municipalities to generate the necessary revenue over a short period of time, but a general sales tax is
a blunt taxing instrument that does not provide a direct correlation between burden and benefit.
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Taxing Mechanisms
2.Hotel Occupancy Tax: Hotel taxes have the major advantage of primarily taxing out-of-town visitors, rather than local residents. Given that this facility would
contribute to generating local hotel stays, a proportionate amount of hotel tax put to its financing would be reasonable.
3.Food and Beverage Tax: Food and beverage taxes have been used throughout the country to support the costs of developing, and renovating, public assembly
facilities and to fund related infrastructure. The revenue potential is significant, as the second highest spend occurs on food service, after lodging. Food and
beverage taxes are directed towards beneficiaries of the project and to some extent, non-residents. There may be an opportunity to leverage some portion of
existing food and beverage tax revenues, or dedicating an additional point to support development and operations of the sports complex.
4.Tax Increment Financing (TIF): TIFs are based on the incremental tax value of ancillary economic development projects that are triggered by a major facility. The tax
base of a defined TIF district is frozen and any increases in the future tax base are used to repay TIF bonds. While typically instated prior to construction of a new
facility, they can be applied to support capital improvements and ongoing operations. The most powerful TIFs are those based on sales tax but there are many
examples of property tax based TIFs throughout the country. This could be applicable to this project, though a district would need to be established.
5.Development Fees / Land Lease Income: Fees for the right to develop projects near a public assembly facility can assist in funding. These so-called linkage fees
have been imposed in locations where land adjacent to a public assembly facility is at a premium, typically on hotels, parking decks, retail stores, and other uses that
can benefit from their proximity to the facility.
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