Bee Branch Watershed Application, Tab B (Project Plan)
Tab B:
Project Plan
Bee Branch Watershed
Flood Mitigation Project Plan
Project Plan Checklist
☒ 1. A detailed description of the project Scope of Work (Section B, Page B‐1)
a. All phases of construction or reconstruction included in the project (Section B, Page B‐1)
b. Maintenance plans for when the project is complete (Section B, Page B‐8)
☒ 2. An estimated cost of the project (Section C, Page C‐1)
a. The maximum amount of debt to be incurred for the purpose of funding the project
(Section C, Page C‐12)
b. A detailed description of all anticipated funding sources for the project (Section C, Page C‐9)
☒ 3. Information relating to either the proposed use of financial assistance from the flood
mitigation fund under section 418.10 or the proposed use of sales tax increment revenues
received under section 418.12(Section C)
☒ 4. Information related to the approval criteria in section 418.9, subsection 2: (Section C, Page C‐2)
a. Applications for financial assistance from the flood mitigation fund shall describe the type
and amount of assistance requested (Not applicable, applying for sales tax increment)
b. Applications for the use of sales tax revenues shall state the amount of sales tax revenues
necessary for completion of the project and shall contain a report from the Iowa Department
of Revenue, as requested by the government entity, that provides an estimate of the
projected annual sales tax increment for the proposed project. (Section C, C‐2)
☒ 5. A copy of the application for federal funds and subsequent approval letter as specified under
section 418.4, 3b (Appendix A)
☒ 6. A detailed budget (Section C, C‐13)
☒ 7. Documentation that the project is designed to mitigate future flooding of property that has
sustained significant damage and is likely to sustain significant flood damage in the future.
Detailed information of the existing property and infrastructure shall be included (Section E,
Page E‐1)
☒ 8. Documentation that the project addresses the impact of flooding both upstream and
downstream from the area (Section F, Page F‐1)
☒ 9. Documentation that the project conforms to any applicable floodplain ordinance (Section G,
Page G‐1)
☒ 10. Documentation as to how the mitigation is sufficiently valuable to the economic viability of
the state or is of sufficient historic value (Section H, Page H‐1)
☒ 11. Documentation to the extent to which the project would utilize local matching funds:
(Section C)
a. At least 50% of the total cost of the project, less any federal financial assistance, is funded
using local match funds, and (Section C, C‐7)
b. Unless the project will result in nonpublic investment in the governmental entity’s area as
defined in section 418.11, subsection 3, of an amount equal to 50% of the total cost of the
project. For purposes of this paragraph, “nonpublic investment” means investment by
nonpublic entities consisting of capital investment or infrastructure improvements occurring
in anticipated of or as a result of the project during the period of time between July 1, 2008,
and ten years after the board approves the project. Code of Iowa section 418.9, subsection
2d. (Section D, Page D‐1)
☒ 12. Documentation as to the extent of nonfinancial support committed to the project from
public and nonpublic sources (Section I, Page I‐1)
☒ 13. Proof of coordination with other watershed management measures adopted by the
governmental entity or adopted by the participating jurisdictions of the governmental entity, as
applicable. (Section J, Page J‐1)
☒ 14. Documentation that the project is consistent with (Section L, Page L‐1)
a. Applicable comprehensive countywide emergency operations plan in effect, and (Section L,
Page L‐1)
b. Other applicable local hazard mitigation plans. (Section L, L‐1)
☒ 15. Documentation that the financial assistance through the flood mitigation program is essential
to meet the necessary expenses or serious needs of the governmental entity related to the flood
mitigation (Section K, Page K‐1)
☒ 16. A map identifying project area (Appendix C)
Table of Contents
Section A: Introduction Page A‐1
Section B: Project Description
a. All phases of construction or reconstruction (Tab B #1 A) Page B‐1
b. Maintenance Plan (Tab B #1 B)
Section C: Project Financials Page C‐1
a. Estimated Project Cost (Tab B #2)
b. Sales Tax Increment (Tab B #3 & #4 B)
c. Funding Sources (Tab B #6 & #11 A)
d. Debt Financing (Tab B #2 A)
e. Detailed Budget (Tab B #6)
Section D: Nonpublic Investment (Tab B #11 B) Page D‐1
Section E: Project Impact (Tab B #7) Page E‐1
Section F: Project Impact on Flooding Upstream and Downstream (Tab B #8) Page F‐1
Section G: Floodplain Ordinance (Tab B #9) Page G‐1
Section H: Economic and Historic Value (Tab B #10) Page H‐1
Section I: Public Support (Tab B #12) Page I‐1
Section J: Watershed Management Coordination (Tab B #13) Page J‐1
Section K: Sales Tax Increment Funding Justification (Tab B #15) Page K‐1
Section L: Project Conformity (Tab B #14) Page L‐1
Appendix A: Federal Funding Applications and Award Letters (Tab B #5)
Appendix B: Project Conformity:
a. Dubuque Countywide Emergency Operations Plan (Tab B #14 A)
b. Dubuque County Multijurisdictional Hazard Mitigation Plan (Tab B #14 B)
Appendix C: Project Area Map (Tab B #16)
Appendix D: Other Supporting Documentation
a. Historic Sales Tax Increment Information
b. City of Dubuque’s Flood Plain Ordinance
c. Map of Repetitive Basement Pumping 2009 FIRM
d. Map of Repetitive Basement Pumping 2011 FIRM
e. FEMA Project Worksheets
f. Letters of Support
g. Drainage Basin Master Plan
h. Bee Branch Alignment Study
Section A:
Introduction
A‐1
Introduction
Imagine being at home on a stormy evening in May waiting out a tornado warning in the safety of your
basement when all of a sudden heavy rains produce flash flooding and water starts pouring into the
basement around you. Do you continue to seek shelter in your basement at the risk of electrocution,
fire or drowning or go upstairs and risk the tornado? Unfortunately, Bee Branch Watershed residents
have been faced with this dire situation multiple times in the past dozen years. As Dubuque resident
Mike Hillard stated in the May 20, 1999 edition of the Telegraph Herald, “It was evacuate the tornado
shelter or drown. Our freezer was just bobbing.” Resident Faith Kraemer said, “As the water came up,
we could hear everything banging around down there, and glass breaking.”
Historically, the Mississippi River flooded the City of Dubuque’s low‐lying riverfront areas. After the
record flood of 1965, a concerted effort by local, state, and federal officials worked to fund and build a
floodwall and levee system to protect Dubuque’s riverfront. In 1973, the earthen levee and concrete
floodwall system, known as the John C. Culver Floodwall, was completed and disasters related to the
Mississippi River have largely been avoided.
However, six (6) Presidential Disasters have been
issued between 1999 and 2011 unrelated to the
Mississippi River. These disasters have been caused by
flash flooding as a result of localized, intense
rainstorms in the Dubuque area. Unlike Mississippi
River flooding, flash flooding occurs with little or no
warning time, with water levels rising and flowing at
extremely fast rates.
The Bee Branch Watershed, which covers
approximately 6.5 square miles within the most
developed part of the City and where over 50% of our
residents either live or work, is continually hit the
hardest with flash flooding. It should be noted that the
flash flooding experienced in the Bee Branch
Watershed is not just a little water in the basement.
Residents have reported and documented flooding
that reached the rafters, flooding that inundated
water heaters, furnaces, and electrical boxes, flooding
that caused fires in the home. And the flooding is not
limited to basements. It is stormwater rushing down
streets from curb to curb, stalling vehicles, stranding
motorists, and even floating cars. The flash flooding
also damages public and private infrastructure,
resulting in the disruption of commerce and expensive
repairs, on a repeated basis. While many Dubuque
residents and businesses are forced to deal with
occasional flooding, the flash flooding experienced
within the Bee Branch Watershed has repeatedly posed
a clear danger to the lives and livelihood of citizens.
Basement flooding with inundated water heaters,
furnaces, and electrical panels.
A‐2
The May 1999 storm was one of the most
destructive flash floods in the City’s history,
with $16 million in property damage. The
City took action and commissioned an
engineering study to look into the nature of
the flooding and identify solutions to
mitigate or eliminate the flash flooding
experienced in the Bee Branch Watershed.
The Drainage Basin Master Plan completed
in 2001 established that there are more than
1,100 properties at risk of flood damage as a
result of the flash flooding. A subsequent
study in 2009 by the Federal Emergency Management Agency (FEMA) identified a flood prone area with
1,373 properties. In addition to homes, there are over 70 businesses in the at‐risk area that combined
employ over 1,400 people with over $500 million in annual sales. Eighty‐five percent (85%) of the
impacted properties have buildings that are potentially eligible for listing on the National Register of
Historic Places, the official list of the Nation’s historic places worthy of preservation. In fact, fifty‐seven
percent (57%) of the 1,373 buildings are more than 100 years old.
The Drainage Basin Master Plan also outlined several improvements throughout the watershed to
mitigate future flooding and disasters. Having identified the flooding issue as a top priority, the Dubuque
City Council adopted the Drainage Basin Master Plan and established funding, including a stormwater
management utility, to construct the first phases of the Bee Branch Watershed Flood Mitigation Project
in 2003.
While the City took steps to complete the first three phases of the plan and start two more, flash
flooding and disasters have repeatedly occurred in 2002, 2004, 2008, 2010, and most recently in 2011.
With each disaster, especially the latest where 10 inches of rain fell in 12 hours, the need to implement
the components of the Bee Branch Watershed Flood Mitigation Project as outlined in the Drainage Basin
Master Plan is ever present. The 2010 State of Iowa Hazard Mitigation Plan estimates that Dubuque
County has an annual loss of $10,556,235 due to flooding.
The City of Dubuque established the Bee Branch Citizen Advisory Committee in 2003 to solicit public
input to assure that in addition to flooding, the project addresses the issues and concerns of residents
and businesses most directly impacted by the flooding. The Committee formally met six times between
2003 and 2004, developing recommendations that were then presented to the City Council. Additional
citizen input was obtained through a series of nine public workshops. Notices were provided by direct
mail to over 2,000 households in the areas most directly impacted. In addition, press releases were
issued to notify all residents of the workshops. The recommendations center around the “daylighting” of
the buried Bee Branch Creek thereby creating an attraction, enhancing the neighborhoods, and
improving the quality of life of Bee Branch Watershed residents. Citizens also recommended
improvements such as pervious pavement systems to address the flooding. To the extent feasible, their
preferences have been implemented in the project design.
To better understand the project, one must look back to the Bee Branch Watershed drainage system
100 years ago. At the turn of the 20th century, the Bee Branch Creek drained the watershed through the
City’s North End. But the creek repeatedly flooded the homes and businesses built along its banks. To
address the issue, the City followed the conventional wisdom of the time and buried the creek in an
underground storm sewer to try and pass the stormwater through the area as quickly as possible.
Flash flooding in the street, stranding motorists in stalled cars.
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Unfortunately, burying the creek did not solve the flooding problem. As evidenced by the Presidential
Disaster Declarations in recent years, flooding remains a frequent, recurring problem in the Bee Branch
Watershed, impacting thousands of properties.
Multiple phases are necessary to implement the watershed wide approach to mitigate the repeated
flood damages. The combined phases of the project will reduce the volume of floodwaters, slow the rate
the floodwaters flow through the upper watershed, increase the safe conveyance of floodwaters
through the flood‐prone area, and provide physical barriers to prevent floodwaters from inundating the
City’s only potable water source.
The City has already taken steps to reduce the volume of floodwaters by beginning the process of
converting pervious alleys and street systems into pervious pavement systems to convey floodwaters
into the ground. Eight alleys have already been converted and an additional seventy three (73) currently
under design will be converted in the next three years utilizing financial assistance through the Clean
Water Act. In addition, streets in the flood‐prone Historic Millwork District were also redone with
pervious pavement systems.
The City has also taken action in order to reduce the rate that floodwaters flow from upstream areas
down into the flood‐prone area by constructing a new detention basin and modifying another upstream
of the flood‐prone area. A total of twenty (20) properties were acquired to allow for the construction of
the Carter Road Detention Basin and expansion of the 32nd Street Detention Basin. The City expended
over $5.2 million for acquisition, engineering design, and construction of these basins.
Finally, embracing the idea of day‐lighting the buried Bee Branch Creek, the City has undertaken a
substantial effort to increase the safe conveyance of floodwaters through the flood‐prone area in a
manner that will not negatively impact downstream properties. The City acquired and deconstructed
over 100 properties to clear the path for the Bee Branch Creek Restoration. The City hired an
engineering consulting team to design the creek restoration project. The City hired a construction
contractor to begin construction of the Lower Bee Branch Creek Restoration. And the City anticipates
soliciting bids to construct portions of the Upper Bee Branch Creek Restoration in early 2014. In total,
the City has already spent $20 million towards the Bee Branch Creek Restoration.
The State of Iowa’s Flood Mitigation Program will now allow for the balance of the Bee Branch
Watershed Flood Mitigation Project to be fully implemented, removing citizens and businesses from
harm’s way.
Section B:
Project Description
B‐1
Project Description
Code of Iowa, Section418.4(2): “The project plan shall include a detailed description of the project, including all
phases of construction or reconstruction included in the project”
The Bee Branch Watershed Flood Mitigation Project is a multi‐phased approach to addressing the severe
and frequent flash flooding experienced in the Bee Branch Watershed located within the City of
Dubuque. This project is a multi‐faceted, holistic approach that includes the following phases:
Table B‐1
Bee Branch Watershed Flood Mitigation Project:Description of Phases
Phase Description Status
1 Carter Road Detention Basin Complete
2 West 32nd Street Detention Basin Complete
3 Historic Millwork District Complete
4 Lower Bee Branch Creek Restoration Under Construction
5 Flood Mitigation Gate Replacement Under Design
6 Impervious Surface Reduction Under Construction
7 Upper Bee Branch Creek Restoration Under Design
8 22nd Street Storm Sewer Improvements Under Design
9 Flood Mitigation Maintenance Facility Under Design
10 North End Storm Sewer Improvements Under Design
11 Water Plant Flood Protection Under Design
12 17th Street Storm Sewer Improvements Under Design
It is important to note that the implementation of all the improvements listed above is necessary to
mitigate the flash flooding predicted and witnessed in the Bee Branch Watershed, except protection of
the Water Plant which is a separate phase outside the watershed protecting the plant in case there is
ever a breach or overtopping of the Mississippi River levee. By themselves, individual phases may
provide some benefit, but flash flooding can be expected to occur until all of the improvements are
implemented. For example, there is no question that the existence of the Carter Road Detention Basin
that has been functional since 2003 mitigated to some extent the flooding that occurred in 2004, 2006,
2008, 2010, and 2011. And yet, the damage that resulted from these rainstorms and ensuing flash
flooding still proved beyond the resources of the City and State of Iowa, prompting Presidential Disaster
Declarations. But it is also true that with the completion of each subsequent phase, the threat of flash
flood damage is lessened and the resulting damage will be mitigated. While more detail is provided in
the Drainage Basin Master Plan (DBMP), a brief description of each phase is outlined below.
Phase 1: Carter Road Detention Basin (Completed in 2003)
The first phase of the Bee Branch Watershed Flood Mitigation
Project involved the construction of a new detention basin in the
northwest portion of the Bee Branch Watershed. Comprised of an
earthen dam approximately 350 feet long and 40 feet high, it can
impound 59.3 million gallons of stormwater runoff. The principal
outlet of the dry bottom detention basin is a 15‐inch diameter
culvert with a 24‐inch diameter gated culvert. The high flow outlet
is a 48‐inch diameter riser pipe that is approximately 37‐feet high.
An asphalt access road provides access to the outlet structure for
operational and maintenance needs. Creation of the detention
basin required the acquisition of property and easements.
B‐2
Flood Mitigation
As outlined in the Drainage Basin Master Plan, the purpose of the Carter Road Detention Basin is to hold
back stormwater, and detain it to allow time for the downstream flood‐prone area to drain. The Carter
Road Detention Basin is designed to reduce the peak flow of runoff from a 100‐year rain by 98% from
1,490 cubic feet per second down to 30 cubic feet per second. The detention basin can temporarily store
up to 59.3 million gallons of stormwater.
Phase 2: West 32nd Street Detention Basin (Completed in 2009)
The second phase involves the expansion of the West 32nd Street Detention Basin which was originally
built in the early 1950s. This project phase required the acquisition of sixteen (16) properties, as well as,
street and utility reconstruction to gain access to the storm sewer system and a gate structure for
maintenance of the expanded basin’s wet pond. The expanded West 32nd Street Detention Basin
provides the maximum amount of storage possible given the available land area. The basin was planted
with a combination of wild flowers, prairie grass, and wetland vegetation which maximizes its ability to
retain runoff and reduce flows and volumes to downstream properties.
Flood Mitigation
As outlined in the Drainage Basin Master Plan,
expansion of the West 32nd Street Detention Basin,
in conjunction with the construction of the new
Carter Road Detention Basin, detains stormwater to
the extent that the existing downstream Bee
Branch storm sewer is capable of handling the peak
flood flows from 32nd Street to 24th Street. Prior to
expansion, floodwaters would overwhelm the
downstream storm sewer, overtop the basin, and
result in a wall of water flowing through the City’s
North End contributing to the street and basement
flooding. As a result of the improvements, the
storage capacity was more than double from 15 million gallons to 33.5 million gallons and the peak flow
of runoff out of the detention basin is reduced to 30% of the peak flow into the basin and downstream
flooding has been slightly reduced.
Phase 3: Historic Millwork District (Completed in 2012)
With federal funding from the U.S. Department of
Transportation through the Transportation Investment
Generating Economic Recovery (TIGER) grant, the City’s
first pervious pavement street was constructed in the
area known as the Historic Millwork District. The project
was constructed over two years and included the
reconstruction of 10th Street from Jackson to Elm
Streets, Washington Street from 9th to 11th Streets, and
Jackson Street from 7th to 11th Streets with pervious
materials, as well as pervious alleys, utility upgrades,
streetscaping, intermodal components, and pervious
parking areas. The utility upgrades included the
construction of new storm sewers, to improve the
stormwater conveyance in the area.
Pervious pavement system installed in the flood‐prone
Historic Millwork District
B‐3
Flood Mitigation
The project resulted in streets with pervious pavement systems that effectively convey stormwater into
the underlying soils versus collecting it and sending it quickly downstream where it previously
contributed to flooding. The underlying soils have permeability rates of over 6 inches per hour. In
addition to changes to the streets, pervious pavement systems were also utilized in alleys. The system
was designed to mitigate the recurring flooding problem that plagued the Historic Millwork District and
stood in the way of its redevelopment.
Phase 4: Lower Bee Branch Creek Restoration (Under Construction)
As outlined in the Drainage Basin Master Plan and the
Bee Branch Creek Alignment Study, the Lower Bee
Branch Creek Restoration Project includes the
construction of the 2,500‐foot long creek and flood plain
area from Kerper Boulevard west and north to the
railroad tracks just south of Garfield Avenue, replacing
the underground Bee Branch storm sewer. In addition to
“day‐lighting” and restoring the Bee Branch Creek, this
phase included the restoration of the floodplain,
dredging of the 16th Street Detention Basin, relocation of
utilities, and reworking the street system through the
area to accommodate the new flood mitigation facility and the redevelopment of adjacent private
property. Creek day‐lighting required the construction of two bridges, maintenance access to the creek,
hike/bike trail, safety and security measures, vegetation, recreational components and overlook areas
for better monitoring of the creek. The acquisition of property is required to make room for the “day‐
lighted” creek and floodplain.
Flood Mitigation
While the improvements upstream in the Bee Branch Watershed contribute to the solution, they cannot
reduce the runoff flows to the point where the existing downstream Bee Branch storm sewer can handle
flows without causing flooding. This phase involved the removal of the buried storm sewer and its
replacement with a restored creek and flood plain. This “day‐lighting” of the lower reach of the buried
Bee Branch Creek from the 16th Street Detention Basin allows stormwater from flash floods to safely
move through this area of the watershed without flooding adjacent properties.
Waterways buried under streets, vacant lots or city parks can be dug up and restored to their natural
above‐ground state—a process called “daylighting.” By uncovering buried streams, water would again
flow along the surface instead of being routed through pipes, or a 16‐foot wide and 8‐foot high brick
sewer in the case of the Bee Branch Creek in the City of Dubuque. The “daylighting” of the Bee Branch
Creek will greatly expand the capacity of the Bee Branch storm sewer trunk line. Historically storm
sewers are streams or creeks that have been diverted into a culvert pipe to make way for urban
development; natural waterways that once flowed over land were then routed into and through
underground pipes. Burying a stream was the method used to control the water and flooding by hiding
it underground. That is until the pipes are no longer sufficient to carry the waters and result in flash
flooding. Successful “daylighting” projects have already been completed in cities around the world
including Seoul, London, Philadelphia, and Springfield, MO among others. This is the natural and
preferred method to handle stormwater flooding.
B‐4
The 16th Street Detention Basin was modified in 1973 to function as an integral part of the John C. Culver
Floodwall that prevents the Mississippi from flooding the Bee Branch Watershed. The “day‐lighting” of
the Bee Branch Creek necessitated that the 16th Street Detention Basin be dredged and reshaped as part
of the Lower Bee Branch Creek Restoration. This ensures that the floodwall/levee system functions as
designed and that flooding does not occur on the City side of the system when the Mississippi River is
above flood stage.
The Bee Branch storm sewer only had the capacity for a 3‐year flood event. The Lower Bee Branch Creek
Restoration, in combination with the other associated projects, will allow for a 100‐year event to safely
pass through the watershed without flooding and flood damage.
Phase 5: Flood Mitigation Gate Replacement (Under Design)
This phase involves the replacement of the flood mitigation gates, repair of the concrete gate structure
and concrete wing walls, installation of check valves on the pump discharges, and installation of new air
release valves at the Mississippi River floodwall’s Bee Branch pumping station. The flood gates were
installed in the 1950s and modified by the U.S. Army Corps of Engineers (USACE) for the Dubuque’s
Flood Mitigation System, the John C. Culver Floodwall, in the early 1970s. The 16th Street Detention
Basin discharges into a cutoff channel of the Mississippi River through twin 12‐foot by 12‐foot concrete
box culverts under normal river stages. During gravity flow, the twin 12‐foot by 12‐foot flood gates are
open; conversely, during flood events, the flood gates are closed to prevent the Mississippi River from
flooding the landward side of the floodwall/levee system.
Flood Mitigation
An alternative design has been developed that would allow interior floodwaters to automatically pass
into the Mississippi River when a positive hydraulic gradient occurs, eliminating the need to manually
operate the system in inclement weather. Today, when the flood mitigation gates are closed, all
stormwater from the Bee Branch Watershed must be pumped through the floodwall/levee system into
the Mississippi River. Under the proposed system, when the depth of floodwaters on the City side
exceed the depth of the Mississippi River, stormwater would flow from the 16th Street Detention Basin
into the Mississippi River automatically, augmenting the discharge of the pumps. The flood gates
prevent the Mississippi River from flooding the Bee Branch Watershed.
Phase 6: Impervious Surface Reduction (Under Construction)
This phase of the project involves the replacement of impervious alley
surfaces within the Bee Branch Watershed with pervious pavement
systems to convey the stormwater into the ground. Of the 245 alleys
within the Bee Branch Watershed, eight (8) alleys have been
reconstructed with pervious pavement systems. Utilizing federal
financial assistance, design is underway to reconstruct another 73
alleys over a three year period so that by the end of 2015, 33% of the
alleys in the Bee Branch Watershed will have been converted to
pervious systems that convey stormwater into the ground versus
shedding runoff to surrounding properties and downstream in the Bee
Branch Watershed. The remaining alleys are to be converted into
similar conveyance systems. While each alley has unique conditions to
B‐5
be considered such as underlying soil porosity and alley slope, the pervious pavement system will
include reconstruction of the alley surface itself as well as the sub‐base, safety and security measures
where appropriate, and the addition, relocation or reconstruction of underground utilities.
Flood Mitigation
There is a direct correlation between impervious area and the runoff generated as a result of a
rainstorm. The impervious area reduction planned for the Bee Branch Watershed is critical to address
the predicted and increasingly intense rainstorms witnessed in Dubuque since 1999. Conventional
approaches to stormwater management can attempt to address increased runoff and prevent flooding
and flood damage, but even they have their limitations. That is why it is important to incorporate an
approach that restores hydrologic functions through techniques such as pervious pavement, which
conveys runoff into the ground closer to where it originates rather than conveying it quickly
downstream. Pervious pavement can reduce localized flooding and significantly reduce negative
downstream impacts in a way that other approaches are less able to do.
All of the alleys in the Bee Branch Watershed are located over soils with permeability rates conducive to
accepting stormwater. All soil permeability rates are above the 0.5 inches per hour threshold for
pervious alleys with 31% of the alleys being over soils with permeability rates between 2.0 and 6.0
inches per hour. With the conversion of impervious surfaces to pervious surfaces, and the corresponding
reduction in directly connected impervious areas, runoff reductions of up to 80% will be realized within
the watershed.
Phase 7: Upper Bee Branch Creek Restoration (Under Design)
As outlined in the Drainage Basin Master Plan and the Bee Branch Creek Alignment Study, the Upper
Bee Branch Creek Restoration Project includes the removal of a buried storm sewer and replacing it with
a 2,300‐foot long creek and flood plain area from where the Lower Bee Branch Creek Restoration
terminates just south of Garfield Avenue north to 24th Street. In addition to the restoration/day‐lighting
of the creek and floodplain, this phase includes the construction of vehicular and pedestrian bridges,
bike/hike trails (that includes replacement of what has to be removed to restore the creek), multi‐use
maintenance access, utility relocations, vegetation, overlooks (for better monitoring of the creek), safety
and security measures, parking, and education and recreational components. The acquisition of
property is required to make room for the “day‐lighted” creek and floodplain.
The Upper Bee Branch Creek Restoration
Project includes the construction of large‐
diameter culverts under the Canadian
Pacific (CP) Railroad yard and Garfield
Avenue. It also includes property
acquisitions (both partial and full),
roadway reconfigurations, construction of
bridge crossings and an outfall at 24th
Street where the existing Bee Branch
storm sewer will remain albeit in a re‐
aligned configuration.
Artist's rendering of the day‐lighted Bee Branch Creek as presented in
the 2004 Bee Branch Creek Alignment Study
B‐6
Flood Mitigation
The improvements upstream in the Bee Branch Watershed associated with Phase 1 and Phase 2 of the
Creek Restoration project detain floodwaters to the extent that the downstream Bee Branch storm
sewer from W. 32nd Street to 24th Street has the capacity to handle floodwaters. But at 24th Street,
additional floodwaters flow to the storm sewer from the east, at 22nd Street additional floodwaters flow
to the storm sewer from the west, and at 17th Street additional floodwaters flow to the storm sewer
from the west which collectively overwhelm the storm sewer resulting in the frequent flash flooding
experienced over the past twelve years. Therefore, increased conveyance is necessary to safely allow
floodwaters to pass through the watershed without causing flooding. This phase builds on the creek
“day‐lighting” associated with the Lower Bee Branch Creek Restoration. It involves the removal of the
buried storm sewer and its replacement with a larger restored creek and flood plain.
Phase 8: 22nd Street Storm Sewer Improvements (Under Design)
This phase involves the construction of a large diameter storm sewer from 22nd Street west across
Central Avenue. Due to the size of the proposed storm sewer required to reduce stormwater runoff and
flooding, total street reconstruction along with utility and traffic signal replacement is necessary.
Flood Mitigation
Stormwater can form what resembles a river running down 22nd Street from Central Avenue to Elm
Street. Construction of the Bee Branch Watershed Flood Mitigation Project will alleviate this somewhat
by ensuring that the stormwater sewer between Central Avenue and Elm Street does not fill up and
surcharge due to downstream storm sewer capacity. Without this increased capacity, the surcharging
will still occur as the storm sewer between Central Avenue and Elm Street is not large enough to handle
even a moderate rain event. A hydraulic capacity analysis of the Kaufmann Avenue (22nd Street) storm
sewer revealed that the existing storm sewer is insufficient to convey more than a 2‐year rain event.
Upsizing the storm sewer between Central Avenue and Elm Street is only feasible after construction of
the restored Bee Branch Creek which will be able to handle the additional stormwater.
Phase 9: Flood Mitigation Maintenance Facility (Under Design)
In order to maintain the mile long creek and floodplain areas and ensure they function as designed,
when necessary, a Flood Mitigation Maintenance Facility is planned near 16th and Elm Streets in the
vicinity of the Lower Bee Branch Creek Restoration. In addition to providing work space for City
employees assigned to maintaining the Bee Branch Creek Restoration, it will provide storage of a boat
recently purchased by the City to provide access to every foot of the newly created shoreline. It will also
provide public restrooms which will double as a storm shelter for people within the greenway in the
event that severe weather approaches while they are in the mile long corridor. Parking will also be
provided.
Flood Mitigation
The Flood Mitigation Maintenance Facility will provide the work space and equipment storage areas
necessary to provide adequate maintenance of the Bee Branch Creek Restoration and the 16th Street
Detention Basin and ensure that the facilities are able to function at an optimum level when a flash
flood occurs.
Phase 10: North End Storm Sewer Improvements (Under Design)
This phase includes the upgrading of the storm sewers within the heart of the at‐risk properties on 25th,
26th, 27th, 28th, 29th, and 30th Streets between White and Elm Streets. Currently the existing storm
sewers in this area only handle minimal rain events; they will be upsized to handle stormwater runoff
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from heavy rains. While each street’s storm sewer will be considered individually, the storm sewer
capacity will be expanded up to ten times the current capacity.
Flood Mitigation
Typically, storm sewers are designed to handle rain in small quantities and not designed to capture
stormwater from short duration, high intensity rains that can cause flash floods. With the completion of
the restored Bee Branch Creek, upgrading the local storm sewers will significantly decrease localized
street flooding and basement flooding and prevent the effects of flash flooding witnessed in the past in
this area of the watershed. The storm sewer along each street would intercept and convey
approximately 55 cubic feet per second (cfs) to the Bee Branch storm sewer requiring a combination of
15, 18, 24, and 30‐inch diameter storm sewer and approximately 105 storm sewer inlets.
Phase 11: Water Plant Flood Protection
The water treatment plant is the public supply of potable water for the community. The City has
concerns over the impact of flooding on the water treatment plant should there be significant interior
drainage flooding or a breach in the John C. Culver Floodwall along the Mississippi River. In response to
this concern, a conceptual analysis of a structural flood‐proofing strategy was conducted. The City is
interested in a structural solution that incorporates a combination of permanent and temporary
measures for flood proofing. The analysis used available Light Detection and Ranging (LiDAR)
topographic data, aerial images of the area, and information on typical earthen berm and floodwall
requirements.
It is recommended that the water treatment plant be equipped with a permanent concrete floodwall
along the existing alignment of the property fence line, with the ability to deploy temporary measures at
the access point openings. The floodwall will be 6 feet aboveground and is recommended to have a T‐
wall footing. Due to the floodwall construction, stormwater modifications will need to be designed and
constructed. Gravity stormwater pipes will be equipped with backflow prevention devices to prevent
ponding water from collecting within the flood proofed area. Stormwater conveyance systems
otherwise impacted would need to be replaced with pumping capacity to pump to the Mississippi River
or other downstream stormwater management facility
Flood Mitigation
This phase of the project is designed to ensure adequate water for fire fighting and a potable water
supply for the Dubuque community and beyond. Flood proofing of the water treatment plant will
protect the facility and allow it to remain in operation and available in the event of a failure of the
floodwall/levee system or localized flash flooding.
The cost to reconstruct and/or relocate the existing potable water treatment plant is estimated to be
between $65 and $80 million. In its present condition, the water treatment plant is designed to run as is
for another 30 to 40 years. The Water Plant is not in the Bee Branch Watershed.
Phase 12: 17th Street Storm Sewers
As outlined in the Drainage Basin Master Plan, this project involves the construction of a large diameter
storm sewer from Elm Street to W. Locust Street and Dorgan Place to safely convey more stormwater
from the W. Locust Street sub‐watershed to the restored Lower Bee Branch Creek. Due to the size of the
proposed storm sewer, the project will require total street reconstruction and the
reconstruction/relocation of underground utilities.
B‐8
Flood Mitigation
The Drainage Basin Master Plan identified multiple locations between W. Locust Street and the Bee
Branch Creek Restoration where the existing storm sewer capacity is not adequate to carry even the 10‐
year rainstorm. A problem area was identified at the base of Locust Street and 17th Street where the
grade flattens along the street causing flooding in the area. In addition, stormwater will flow rapidly
down 17th Street much like a running river. The expansion of the capacity of storm sewer inlets and
pipes would significantly reduce flooding of streets and adjacent properties within the Locust Street
Drainage Subarea. The hydraulic model indicated that a 72‐inch diameter relief storm sewer was
required to safely convey the 10‐year storm with minimal street flow. The recommendation for the
Locust Street Drainage Subarea is to provide for a replacement 84‐inch diameter storm sewer system
along 17th Street. This increased sewer will provide additional conveyance capacity for the downstream
portion of the Locust Street Drainage Subarea and mitigate the flash flooding witnessed along 17th
Street.
Bee Branch Watershed Flood Mitigation Maintenance Plan
Recognizing that the regular maintenance of stormwater management facilities is necessary for
providing the desired functionality, longevity and overall public safety, the City of Dubuque has
established a maintenance plan for the improvements associated with the Bee Branch Watershed Flood
Mitigation Project.
The improvements to be maintained fall into five basic facility types: dry detention (Carter Road
Detention Basin), wet detention (W. 32nd Street and 16th Street Detention Basins), channel/swale (Bee
Branch Creek Restoration), storm sewer/culverts (22nd Street Storm Sewer, 17th Street Storm Sewer,
North End Storm Sewers) , and pervious pavement systems (Historic Millwork District streets and
pervious alleys). While all need to be inspected, the nuanced nature of each improvement necessitates
specific maintenance requirements. The maintenance plan was developed in close conformity with the
guidelines presented in the Iowa Stormwater Management Manual.
Phase 1 (Carter Road Detention Basin)
The maintenance associated with the Carter Road Detention Basin outlined in Table B‐2 reflects the fact
that the facility functions both as a dry detention basin and a dam. The design of the detention basin
included paved access to the embankment and the outlet structures to facilitate maintenance activities.
Table B‐2
Carter Road Detention Basin Maintenance
Activity Schedule
Mow embankment to keep it clear of trees and brush Monthly in summer and as needed
Remove debris from basin As needed, based on inspection
Keep embankments well vegetated As needed, based on inspection
Keep embankments free of surface erosion As needed, based on inspection
Keep outlet free of debris As needed, based on inspection
Keep spillway free of debris As needed, based on inspection
Remove sediment buildup As needed, based on inspection
Repair structural components As needed, based on inspection
B‐9
Phase 2 (W. 32nd Street Detention Basin)
The maintenance associated with the W. 32nd Street Detention Basin outlined in Table B‐3 reflects the
fact that the facility functions both as a dry detention basin, wet detention basin, and a dam. The design
of the detention basin included a paved access to the embankment that separates the upper area from
the lower area. The 2.1‐acre wet pond located where floodwaters flow into the basin was sized to
accommodate annual sediment loads delivered to the facility. The detention basin design included a
gate structure to allow for draining the pond for easy sediment removal when needed. The detention
basin was predominantly planted with prairie grasses versus turf grass. Controlled burns to facilitate the
growth and health of the prairie grass will be done as needed.
Table B‐3
W. 32nd Street Detention Basin Maintenance
Activity Schedule
Clean and remove debris from inlet and outlet structures Monthly in summer and as needed
Repair structural components As needed, based on inspection
Mow embankment to keep it clear of trees and brush Monthly in summer and as needed
Inspect and treat invasive plants between controlled burns Monthly
Controlled burn of prairie grass As needed, based on inspection
Keep embankments well vegetated As needed, based on inspection
Keep embankments free of surface erosion As needed, based on inspection
Check for signs of eutrophic conditions Annually
Perform wetland plant harvesting/treatment Semi‐annually or as needed
Remove sediment from wet pond (forebay)5‐7 years, or after 50% of the total forebay
capacity has been lost
Monitor sediment accumulation and remove sediment when pool
volume becomes significantly reduced
10‐20 years, or after 25% of the
permanent pool volume has been lost
Phase 3 (Historic Millwork District)
The pervious pavement systems within the Historic Millwork District will be maintained as outlined in
Table B‐4.
Table B‐4
Historic Millwork District Pervious Pavement System Maintenance
Activity Schedule
Inspect surface for deterioration Annually
Inspect surface for presence of sediment Quarterly
Inspect surface to ensure it drains Quarterly
Remove debris/sediment from surface As needed, based on inspection
Inspect adjacent contributing areas for debris/sediment Quarterly
Vacuum sweep surface Annually and as needed based on inspection
Phase 4 (Lower Bee Branch Creek Restoration)
The Lower Bee Branch Creek Restoration functions as both a wet detention basin and as an open
channel/grassed drainage way. As with other elements, access for maintenance is essential. Access
paths were incorporated into the design as outlined in the Iowa Stormwater Management Manual
which states that “maintenance access should be at least 12 feet wide, having a maximum slope of no
more than 15%, and be appropriately stabilized to withstand maintenance equipment and vehicles.”
Because of the size of the permanent pool of open water associated with the Lower Bee Branch
B‐10
Restoration, boat access is essential to reach and maintain all areas of the facility. The maintenance
activities for the Lower Bee Branch Creek Restoration are outlined in Table B‐5.
Table B‐5
Lower Bee Branch Creek Restoration Maintenance
Activity Schedule
Clean and remove debris from inlet and outlet structures Monthly in summer and as needed
Remove trash and debris accumulated in the channel Weekly in summer and as needed
Repair structural components As needed, based on inspection
Mow embankment to keep it clear of trees and brush Monthly in summer and as needed
Inspect and treat invasive plants between controlled burns Monthly
Controlled burn of prairie grass As needed, based on inspection
Keep embankments well vegetated As needed, based on inspection
Keep embankments free of surface erosion As needed, based on inspection
Rework, repair, replace rip‐rap at storm sewer outfalls As needed, based on inspection
Perform wetland plant harvesting/treatment Semi‐annually or as needed
Monitor sediment accumulation and remove sediment when pool
volume becomes significantly reduced
10‐20 years, or after 25% of the
permanent pool volume has been lost
In the near term, the City will utilize a small garage as a staging area for the maintenance of the Lower
Bee Branch Creek Restoration. However, completion of the Upper Bee Branch Restoration will
necessitate a fully equipped and staffed maintenance facility to stage maintenance activities and
provide storage for maintenance materials and equipment.
Phase 5 (Flood Mitigation Gate Replacement)
The gate structure is inspected annually and following every Mississippi River flood event with repairs
completed as soon as possible. General gate maintenance will be performed per the Mississippi River,
Dubuque Iowa Local Flood Protection Project Operations and Maintenance Manual Revised April 2011.
Phase 6 (Impervious Surface Reduction)
The impervious surface reduction phase of the project involves the replacement of impervious alleys
with pervious pavement systems. The maintenance outlined in Table B‐6 will ensure that the pervious
pavement system functions as designed.
Table B‐6
Impervious Surface Reduction, Pervious Pavement System Maintenance
Activity Schedule
Inspect surface for deterioration Semi‐annually
Inspect surface for presence of sediment Semi‐annually
Inspect surface to ensure it drains Annually
Remove debris/sediment from surface As needed, based on inspection
Inspect adjacent contributing areas for debris/sediment Annually
Vacuum sweep surface Annually and as needed based on inspection
Phase 7 (Upper Bee Branch Creek Restoration)
The Upper Bee Branch Creek Restoration will function in some regards as a dry detention basin, storm
sewer culvert system, and as a open channel/grassed drainage way. Again, access for maintenance is
essential. Access paths will be at least 12 feet wide and be appropriately stabilized to withstand
maintenance equipment and vehicles. Additional paths will provide access to more remote areas with
B‐11
smaller, GatorTM or skid steer maintenance equipment. The design also incorporates the use of low‐mow
fescue versus a typical lawn bluegrass. This will reduce the maintenance associated with the landscaped
areas. In order to allow for the capture of trash and debris, the Upper Bee Branch Restoration design
includes underground baffle boxes. These boxes will be inspected up to four times per year and after
each major rainstorm until the amount of debris collected can be quantified. Some installations may
require more frequent inspections. Service when necessary will include cleaning trash from the screen
system, removing collected sediment from the baffle chambers, and inspecting the boom for damage or
replacement. The primary method used to service the Nutrient Separating Baffle Box is by vacuuming
unit. The maintenance activities outlined for the Upper Bee Branch Creek Restoration are outlined in
Table B‐7.
Table B‐7
Upper Bee Branch Creek Restoration Maintenance
Activity Schedule
Remove trash and debris accumulated in the channel Weekly in summer and as needed
Remove trash from the baffle box units Monthly and as needed
Remove sediment from baffle box units Annually and as needed
Repair structural components As needed, based on inspection
Mow embankments As needed
Inspect and treat invasive plants Monthly
Controlled burn of prairie grass As needed, based on inspection
Keep embankments well vegetated As needed, based on inspection
Keep embankments free of surface erosion As needed, based on inspection
Rework, repair, replace rip‐rap at storm sewer outfalls As needed, based on inspection
Perform wetland plant harvesting/treatment Semi‐annually or as needed
Monitor sediment accumulation and remove sediment when pool
volume becomes significantly reduced
10‐20 years, or after 25% of the
permanent pool volume has been lost
Phase 8 (22nd Street Storm Sewer Improvements)
The 22nd Street Storm Sewer Improvements is comprised of a storm sewer system that will be designed
so that it is self cleaning under minimum flow/velocity conditions. The storm sewer will be inspected
once every five years and repairs will be made as necessary.
Phase 9 (Flood Mitigation Maintenance Facility)
The maintenance associated with the Flood Mitigation Maintenance Facility will be in conformance with
standard building maintenance protocols such as inspection of exterior and interior walls, doors,
windows, roof/ceilings, electrical panels/receptacles, plumbing fixtures, lighting, landscaping,
walks/steps, dumpsters, floors, fire extinguishers, sprinkler system, breaker boxes, etc. The Flood
Mitigation Maintenance Facility will be constructed in this phase of the Bee Branch Watershed Flood
Mitigation Project.
Phase 10 (North End Storm Sewer Improvements)
The North End Storm Sewer Improvements is comprised of storm sewer systems that are designed so
that they are self cleaning under minimum flow/velocity conditions. The storm sewers will be inspected
once every five years and repairs will be made as necessary.
Phase 11 (Water Plant Flood Protection)
The flood protection system will be inspected annually with repairs made as needed.
B‐12
Phase 12 (17th Street Storm Sewer Improvements)
The 17th Street Storm Sewer Improvements is comprised of a storm sewer system that will be designed
so that it is self cleaning under minimum flow/velocity conditions. The storm sewer will be inspected
once every five years and repairs will be made as necessary.
Maintenance Plan Implementation
Once the project improvements are completely implemented, the City anticipates spending an
estimated $300,000 per year to maintain the improvements. This will fluctuate and be adjusted based
on the actual maintenance required to ensure that the improvements will function as designed. Because
improvements have been installed as part of earlier phases of the project, the City has already begun to
implement the maintenance activities highlighted above. The current City budget provides for the
maintenance of the Carter Road Detention Basin (Phase I of the project), the W. 32nd Street Detention
Basin (Phase 2 of the project), the Historic Millwork District pervious street system (Phase 3 of the
project), completed portions of the Lower Bee Branch Creek Restoration (Phase 4 of the project), and
completed impervious surface reduction/pervious pavement systems (Phase 6 of the project).
In 2013 the City hired a full time Assistant Horticulturalist position assigned to maintenance work
associated with the detention basins and the creek restoration phases of the project. A foreman level
position was reclassified as a Natural Resources and Sustainable Practices Specialist to better reflect the
role of maintaining the vegetation associated with the improvements: performing such tasks as
inspecting and treating invasive plants, keeping embankments well vegetated and free of erosion, and
managing wetland type plants. In 2013 a long term seasonal Maintenance Worker position was added
for seven days a week operations. In addition to staffing, the City has programmed the purchase of
specific equipment for the purpose of maintaining the improvements. Equipment already purchased
includes a truck, GatorTM utility vehicle, boat and motor, 5‐foot deck mower with broom, trim mowers,
line trimmers, chain saw, pressure sprayer, backpack and hand held blowers, air compressor, hand tools,
water tank, gas cans and backpack sprayers. The adopted budget reflects the need for recurring funding
for uniforms, maintenance supplies, utilities, equipment maintenance, truck radio fees, replacement
plants and more.
The City also uses funds allocated for the purpose of hiring contractors to perform mowing, controlled
burns, sediment and debris removal, rip‐rap repair/placement, and structural repairs as necessary.
There are cost centers for: detention basin maintenance, detention basin silt/sediment removal,
ditch/waterway remediation, storm sewer cleaning, pervious pavement vacuuming, and floodwall/levee
maintenance.
Section C:
Project Financials
CͲ1
ThisFloodMitigationapplicationisbasedonthepremisethattheapplicationwillbeapprovedbythe
FloodMitigationBoardbeforeDecember31,2013.Iftheapplicationapprovalprocessisdelayeduntil
afterDecember31,2013,theprojectedsalestaxincrementwouldbenegativelyimpactedandthe
Citymayneedtoadjusttheamountofannualsalestaxincrementrequestedintheapplication.If
approvaloftheapplicationisdelayed,theCityofDubuquewouldnotreceivethefirstpaymentof
salestaxincrementuntilJanuary15,2015andtheBeeBranchWatershedFloodMitigationProject
wouldbedelayedatleastoneyear.
ProjectCost
CodeofIowa,Section418.4(2):“Theprojectplanshall…statetheestimatedcostoftheprojectandthemaximum
amountofdebttobeincurredforpurposesoffundingtheproject,andincludeadetaileddescriptionofall
anticipatedfundingsourcesfortheproject.”
TheCityofDubuqueiscommittedtofloodmitigation,andtheCityunderstandsasuccessfulproject
requireslocal,stateandfederalfundingpartners.TheCitysupportstheStateofIowa’sFloodMitigation
Program.CommunitiesacrossIowahavesufferedthroughextremeweathereventsoverthepast
decades,triggeringnumerousdisasterdeclarations.TheFloodMitigationProgram’snewlyestablished
SalesTaxIncrementfundingwillhelpaddressthefloodmitigationinfrastructuredemandsofIowacities,
butweknowresourcesarelimited.Consequently,theCityofDubuquehastakenaproactiveyet
conservativeapproachtousetheSalesTaxIncrementfundstoleveragelocal,state,andprivatefinancial
assistancefortheBeeBranchWatershedFloodMitigationProject.
TheCityofDubuquehasdevelopedaconservativeprojectfundingplanfortheBeeBranchWatershed
FloodMitigationProject.TheCityisaskingforlessthan$7millioninsalestaxincrementinanygiven
year,withanaverageannualrequestofonly$4,924,709.TheCityalsoisnotrequestingallofthesales
taxincrementthatwillbegeneratedoverthe20yearperiod.Infact,theCityofDubuqueisonly
askingfor59.37%ofthe70%oftheCityofDubuqueprojectedsalestaxincrement.Insteadof
borrowingforallofthephasesoftheBeeBranchWatershedFloodMitigationProjectinthefirstyear,
theCityofDubuqueisstrategicallyspreadingtheprojectphasesoverthetwentyyearsthattheflood
mitigationlegislationallowsforprojectstobecompleted.Thisallowsmoresalestaxincrementtobe
availableforotherIowacommunitiesthatmayhaveprojectfundingrequeststhroughtheflood
mitigationprogramandallowsfortheproperimplementationoftheCityofDubuque’sFloodMitigation
project.
CͲ2
SalesTaxIncrement
CodeofIowa,Section418.4(2):“Priortoundertakingaproject,thegovernmentalentityshalladoptaprojectplan.
Theprojectplanshallincludeadetaileddescriptionoftheproject,includingallphasesofconstructionor
reconstructionincludedintheproject,statetheestimatedcostoftheprojectandthemaximumamount
ofdebttobeincurredforpurposesoffundingtheproject,andincludeadetaileddescriptionofallanticipated
fundingsourcesfortheproject,includinginformationrelatingtoeithertheproposeduseoffinancialassistance
fromthefloodmitigationfundundersection418.10ortheproposeduseofsalestaxincrementrevenuesreceived
undersection418.12.Theprojectplanshallalsoincludeinformationrelatedtotheapprovalcriteriainsection
418.9,subsection2.”
ThefollowingtableshowstheCityofDubuqueprojected70%salestaxincrementcomparedtothe
portionoftheCityofDubuque70%salestaxincrementrequestedfromtheFloodMitigationBoardby
year:
TableCͲ1
CityofDubuqueProjected70%SalesTaxIncrementRequestComparedtoCityof
DubuqueMaximumProjected70%SalesTaxIncrement
Fiscal
Year
CityofDubuque
MaximumProjected
70%SalesTaxIncrement
CityofDubuque
Projected70%
SalesTaxIncrement
Request
CityofDubuque
70%SalesTaxIncrement
%ofMaximumProjected
70%SalesTaxIncrement
2014$332,469 $332,469100.00%
2015$1,407,664 $1,407,664 100.00%
2016$2,132,255 $2,132,255100.00%
2017$2,871,049 $2,871,049 100.00%
2018$3,624,322 $3,624,322100.00%
2019$4,392,361 $4,392,361 100.00%
2020$5,175,452 $5,175,452100.00%
2021$5,973,893 $5,973,893 100.00%
2022$6,787,982 $6,787,982100.00%
2023$7,618,027 $6,944,414 91.16%
2024$8,464,342 $6,968,28882.33%
2025$9,327,245 $6,946,514 74.48%
2026$10,207,060 $6,957,57768.16%
2027$11,104,120 $6,947,487 62.57%
2028$12,018,761 $6,947,50057.81%
2029$12,951,331 $6,500,000 50.19%
2030$13,902,178 $6,000,00043.16%
2031$14,871,662 $5,500,000 36.98%
2032$15,860,148*$3,260,00020.55%
2033$16,868,008*$2,824,951 16.75%
Total$165,890,329$98,494,178
*Cannotexceed$15,000,000inoneyearperIowaCode.
**TotalCityofDubuquemaximumStateTaxIncrementwith$15,000,000limitationis
$163,162,173.
StrategicallyspreadingtheprojectphasesovertwentyyearsreducestheCityandlendersriskwhen
issuingdebtsinceintotaltheCitywillonlyberequesting59.37%oftheprojectedCityofDubuque70%
StateSalesTaxIncrement,leadingtomorecompetitiveinterestrates.ThisalsoallowstheCityto
constructmanyofthephasesovertimeonapayͲasͲyougobasis.
CͲ3
TheIowaDepartmentofRevenueprovidedtheCityofDubuquewithannualsalestaxinformationfor
fiscalyears2011and2012.ThisinformationwascombinedwithinformationprovidedontheIowa
DepartmentofRevenue’swebsitefortheCityofDubuque’shistorictaxableretailsalesforthepastten
years(SeeAppendixD).TheCityofDubuqueisrequestingtheuseofsalestaxincrementrevenues
receivedunderIowaCodeSection418.12.
TableCͲ2showstheCityofDubuqueannualtaxablesalesandannualtaxablesalesgrowth:
TableCͲ2
AnnualTaxableSales&AnnualSalesGrowth
Fiscal
Year
Annual
Growth%
AnnualTaxable
Sales
TaxableSales
Growth($)
2003$838,324,775
20043.36%$866,476,233 $28,151,458
20053.94%$900,625,915$34,149,682
20065.31%$948,460,852 $47,834,937
20072.28%$970,039,446$21,578,594
20081.90%$988,428,418 $18,388,972
2009Ͳ2.75%$961,287,890$(27,140,528)
2010Ͳ1.49%$946,963,061 $(14,324,829)
20111.53%$961,477,950$14,514,889
20124.04%$1,000,299,252 $38,821,302
20131.57%$1,016,036,855$15,737,603
10YearAvg.1.97%
*MajorflashfloodingeventsoccurredJune2008andJuly
2010havinganeffectonsalestaxincrementrevenueswithin
ayearaftereachevent.
Therateofchangeeachyearwascalculated,andthetenyearaveragegrowthratewasusedtoproject
futuresalestaxincrementgrowthbyyear.Thetenyearhistoricgrowthrateontaxableretailsalesinthe
CityofDubuquewascalculatedat1.97%.TheCity’sfinancialadvisor,PiperJaffray,hasconcludedthat
useofhistoricalsalestaxgrowthaverageforpurposesofprojectionsisaresponsiblebasisfor
calculation.
CͲ4
Thetableonthefollowingpage(TableCͲ3)demonstrateshowtheCityofDubuquecalculatedsalestax
increment.Thetopportionofthetableshowsthehistoricretailsalesandannualretailsalesgrowth
percentagefortheCityofDubuqueforFiscalYears2003to2013.TheGrossSalesTaxRevenuecolumn
showstheamountofstatesalestaxrevenue(5%ofretailsales)generatedeachfiscalyear.Thetenyear
historicgrowthrateontaxableretailsalesintheCityofDubuqueis1.97%.
Thebottomportionofthechartshowstheprojectionofannualretailsalesandsalestaxrevenuefor
fiscalyears2014to2033.Theannualretailsalescolumnisincreasedeachyearbythetenyearhistoric
growthrateontaxableretailsalesof1.97%.The70%ofCityofDubuqueStateSalesTaxcolumnshows
theamountofsalestaxgeneratedintheCityfromwhichthesalestaxincrementcanbecalculated
beginninginfiscalYear2014.
Thebaseyearforcalculatingthesalestaxincrementisfiscalyear2013.Thefirstyearthatsalestax
incrementwillbeavailableisfiscalyear2014;however,onlythelasttwoquartersinfiscalyear2014are
eligibletobepaidintotheFloodMitigationprojectfund.Thelasttwoquartersofthefiscalyearonly
provide47.7%ofthesalestaxrevenueintheentireyearfortheCityofDubuque,soonly47.7%offiscal
year2014salestaxgrowthwasusedtoprojectsalestaxincrementrevenuewhichresultsinincrement
of$332,469.TheCityofDubuqueiseligibletocollectallquartersofsalestaxincrementbeginningin
FiscalYear2015.
CͲ5
TableCͲ3
CityofDubuqueProjected70%SalesTaxIncrementandAnnualGrowthPercent
Fiscal
Year
AnnualRetail
Sales
RetailSales
Growth($)
Annual
RetailSales
Growth%
GrossSales
TaxRevenue
Annual
SalesTax
Growth%
70%ofCityof
DubuqueState
SalesTax
Cityof
Dubuque
Maximum
Projected70%
SalesTax
Increment
2003$838,324,775$41,916,239$29,341,367
2004$866,476,233$28,151,4583.36%$43,323,812 3.36%$30,326,668
2005$900,625,915$34,149,6823.94%$45,031,2963.94%$31,521,907
2006$948,460,852$47,834,9375.31%$47,423,043 5.31%$33,196,130
2007$970,039,446$21,578,5942.28%$48,501,9722.28%$33,951,380
2008$988,428,418$18,388,9721.90%$49,421,421 1.90%$34,594,995
2009$961,287,890$(27,140,528)Ͳ2.75%$48,064,395 Ͳ2.75%$33,645,077
2010$946,963,061$(14,324,829)Ͳ1.49%$47,348,153 Ͳ1.49%$33,143,707
2011$961,477,950$14,514,8891.53%$48,073,8981.53%$33,651,729
2012$1,000,299,252$38,821,3024.04%$50,014,963 4.04%$35,010,474
2013$1,016,036,855$15,737,6031.57%$50,801,8431.57%$35,561,290
AverageAnnualHistoricGrowthRate%1.97%$519,921,035 1.97%$363,944,724
2014$1,035,951,177$19,914,3221.97%$51,797,559 1.97%$36,258,291 $332,469
2015$1,056,255,820$20,304,6431.97%$52,812,7911.97%$36,968,954$1,407,664
2016$1,076,958,435$20,702,6141.97%$53,847,922 1.97%$37,693,545 $2,132,255
2017$1,098,066,820$21,108,3851.97%$54,903,3411.97%$38,432,339$2,871,049
2018$1,119,588,930$21,522,1101.97%$55,979,446 1.97%$39,185,612 $3,624,322
2019$1,141,532,873$21,943,9431.97%$57,076,6441.97%$39,953,651$4,392,361
2020$1,163,906,917$22,374,0441.97%$58,195,346 1.97%$40,736,742 $5,175,452
2021$1,186,719,492$22,812,5761.97%$59,335,9751.97%$41,535,183$5,973,893
2022$1,209,979,194$23,259,7021.97%$60,498,960 1.97%$42,349,272 $6,787,982
2023$1,233,694,787$23,715,5921.97%$61,684,7391.97%$43,179,317$7,618,027
2024$1,257,875,204$24,180,4181.97%$62,893,760 1.97%$44,025,632 $8,464,342
2025$1,282,529,558$24,654,3541.97%$64,126,4781.97%$44,888,535$9,327,245
2026$1,307,667,138$25,137,5791.97%$65,383,357 1.97%$45,768,350 $10,207,060
2027$1,333,297,414$25,630,2761.97%$66,664,8711.97%$46,665,410$11,104,120
2028$1,359,430,043$26,132,6291.97%$67,971,502 1.97%$47,580,051 $12,018,761
2029$1,386,074,872$26,644,8291.97%$69,303,7441.97%$48,512,621$12,951,331
2030$1,413,241,939$27,167,0671.97%$70,662,097 1.97%$49,463,468 $13,902,178
2031$1,440,941,481$27,699,5421.97%$72,047,0741.97%$50,432,952$14,871,662
2032$1,469,183,934$28,242,4531.97%$73,459,197 1.97%$51,421,438 $15,860,148
2033$1,497,979,940$28,796,0051.97%$74,898,9971.97%$52,429,298$16,868,008
Total$25,070,875,969$481,943,0851.97%$1,253,543,800 1.97%$877,480,661 $165,890,329
CͲ6
ThefollowingtableshowstheCityofDubuque70%salestaxincrementrequestedcomparedtothetotal
availableStateFloodMitigationProgramsalestaxincrementbyyear:
TableCͲ4
CityofDubuqueRequested70%SalesTaxIncrementComparedto
TotalAvailableStateFloodMitigationFunds
Fiscal
Year
CityofDubuque
Projected70%
SalesTax
Increment
Request
TotalAvailable
StateFlood
MitigationFunds
CityofDubuque
Projected70%
SalesTaxIncrement
%ofTotalAvailable
StateFlood
MitigationFunds
2014 $332,469 $30,000,0001.11%
2015 $1,407,664 $30,000,0004.69%
2016 $2,132,255 $30,000,0007.11%
2017 $2,871,049 $30,000,0009.57%
2018 $3,624,322 $30,000,00012.08%
2019 $4,392,361 $30,000,00014.64%
2020 $5,175,452 $30,000,000 17.25%
2021 $5,973,893 $30,000,00019.91%
2022 $6,787,982 $30,000,00022.63%
2023 $6,944,414 $30,000,00023.15%
2024 $6,968,288 $30,000,00023.23%
2025 $6,946,514 $30,000,00023.16%
2026 $6,957,577 $30,000,000 23.19%
2027 $6,947,487 $30,000,00023.16%
2028 $6,947,500 $30,000,00023.16%
2029 $6,500,000 $30,000,00021.67%
2030 $6,000,000 $30,000,00020.00%
2031 $5,500,000 $30,000,00018.33%
2032 $3,260,000 $30,000,00010.87%
2033 $2,824,951 $30,000,0009.42%
Total$98,494,178 $600,000,000
TableCͲ4canbecomparedwithTableCͲ3toseehowmuchoftheavailableCityofDubuquemaximum
projected70%salestaxincrementtheCityisclaimingfortheproject.
TheCityofDubuquehasestimatedsalestaxincrementconservatively.Thelasttwoquartersofthefiscal
yearonlyprovide47.7%ofthesalestaxrevenueintheentireyearfortheCityofDubuque,soonly
47.7%offiscalyear2014salestaxgrowthwasusedtoprojectsalestaxincrementrevenue.Inaddition,
theCityofDubuquekeptthenegativesalestaxgrowthyearsinthecalculation(FiscalYear2009and
2010).TheCityisaskingforlessthan$7millioninsalestaxincrementinanygivenyear,whichallows
moresalestaxincrementtobeavailableforotherIowacommunitiesthatmayhaveprojectfunding
requeststhroughtheFloodMitigationProgram.TheCityisonlyaskingfor59.37%oftheprojectedCity
ofDubuque70%StateSalesTaxIncrement.ThisallowstheCitytoconstructsomephasesovertimeona
payͲasͲyougobasis;reducingborrowinginterestcostsandleveragingmoredollarsforothercitiesthat
applytothisprogram.
CͲ7
ProjectFundingSources
CodeofIowa,Section418.4(2)2:“Priortoundertakingaproject,thegovernmentalentityshalladoptaprojectplan.
Theprojectplanshallincludeadetaileddescriptionoftheproject,includingallphasesofconstructionor
reconstructionincludedintheproject,statetheestimatedcostoftheprojectandthemaximumamountofdebtto
beincurredforpurposesoffundingtheproject,andincludeadetaileddescriptionofallanticipatedfundingsources
fortheproject,includinginformationrelatingtoeithertheproposeduseoffinancialassistancefromthefloodmitiͲ
gationfundundersection418.10ortheproposeduseofsalestaxincrementrevenuesreceivedundersection418.
12.Theprojectplanshallalsoincludeinformationrelatedtotheapprovalcriteriainsection418.9,subsection2.”
ThemultiͲphasedBeeBranchWatershedFloodMitigationProjectmaximizestheuseofmultiplefunding
sources.TheCityofDubuquehasappliedforandbeenawardedfinancialassistancefromeightagencies
fromboththeStateofIowaandFederalgovernment.TheCityofDubuquehasissuedGeneral
Obligation(GO)Bonds,planstoissueadditionalGOBonds,andhasallocatedfundsfromthelocal
StormwaterUtilitytohelpfundthisproject.ThelocalfinancialassistancereceivedbytheCityfrom
privatedonationsalsoshowsthecontinuedsupportfromthecommunityforthisproject.
Federal/LocalFunds
CodeofIowa,Section418.9(2)d.“Theboardshallnotapproveaprojectunlessatleastfiftypercentofthetotal
costoftheproject,lessanyfederalfinancialassistancefortheproject,isfundedusinglocalmatchingfunds…”
ThefollowingtableshowstheBeeBranchWatershedFloodMitigationProjectfederalandlocalfunding:
TableCͲ5
BeeBranchWatershedFloodMitigationProjectFederalandLocalMatchFundingSources
ProjectFundingSourceFederal$Local$
SalesTax
Increment
AdjustmentTotal
Federal:U.S.EPACleanWaterSRF$7,766,500$7,766,500
Federal:U.S.EPACleanWaterSRF$1,827,000$1,827,000
Federal:U.S.EPACleanWaterSRF$9,416,795$9,416,795
Federal:U.S.EPACleanWaterSRF$1,187,757$1,187,757
Federal:U.S.EPACleanWaterSRF$28,823,000$28,823,000
Federal:U.S.EconomicDevelopment
AdministrationDisasterReliefGrant
$1,227,138$1,227,138
Local:U.S.DOTTIGERGrant$5,600,000$5,600,000
Local:IͲJobsIIGrant$3,965,500$3,965,500
Local:RECATGrant$2,250,000$2,250,000
Local:U.S.DOTNationalScenicByways
Grant
$1,000,000$1,000,000
Local:StateRecreationalTrailGrant$100,000$100,000
Local:DMATS$640,000$640,000
Local:GeneralObligationBonds$48,227,604 $48,227,604
Local:PrivateDonations$165,244$165,244
Local:SaleofAssetsandLand$336,358$336,358
Local:StormwaterUtilityFees$14,394,096 $14,394,096
Federal:U.S.EPACleanWaterSRFloan
repayment
$24,491,634$24,491,634
State:SalesTaxIncrement$74,002,544 $74,002,544
TableadjustmentforSRFloanrepayment$(24,491,634)$(24,491,634)
TotalProjectFundingSource$50,248,190$76,678,802 $98,494,178 $(24,491,634)$200,929,536
PercentofTotalCost25.01%38.16%49.02%Ͳ12.19%100%
CͲ8
AdjustmentColumn
TherearetwoseparateIowaCodesectionsinchapter418fortheFloodMitigationProgramthatcover
thefederalfinancialassistancerequirementandthelocalmatchrequirement.
IowaCodechapter418.4subsection3(b)requiresthataCity“hasbeenapprovedtoreceivefinancial
assistanceinanamountequaltoatleasttwentypercentofthetotalprojectcostorthirtymillion
dollars,whicheverisless,underafinancialassistanceprogramadministeredbytheUnitedStates
environmentalprotectionagency,thefederalWaterResourceDevelopmentAct,thefederalClean
WaterActasdefinedinsection455B.291,orotherfederalprogramprovidingassistancespecificallyfor
hazardmitigation.”
IowaCodechapter418.9subsection2(d)requiresthat“theboardshallnotapproveaprojectunlessat
leastfiftypercentofthetotalcostoftheproject,lessanyfederalfinancialassistancefortheproject,is
fundedusinglocalmatchingfunds…”
IntheIowaFloodMitigationProjectApplicationonTabAintableConpage4,thetwoseparate
requirementsofhavingfederalfinancialassistanceofatleast20%ofthetotalprojectcostor$30
million,whicheverislessandhavinglocalmatchofatleast50%ofthetotalcostoftheprojectlessany
federalfinancialassistancefortheprojectarecombinedintoonetable.
Thispresentsanissueforanycitythatisusingfederalfinancialassistancetoreduceinterestcostforthe
StateFloodMitigationGrant.
SpecificallyintheCityofDubuque’sFloodMitigationProjectApplication,theCitywasawardedfederal
financialassistancefromU.S.EPACleanWaterSRFof$24,491,634fortheUpperBeeBranchphase.The
U.S.EPACleanWaterSRFfederalfinancialassistancewillberepaidbytheprojected70%ofsalestax
incrementandmustbelistedinthe“Federal$”column.The$24,491,634ofsalestaxincrementthatwill
repaytheU.S.EPACleanWaterSRFmustalsobelistedinthe“SalesTaxIncrement”column.
Havingtolisttheamountof$24,491,634twice,oncetoshowfederalfinancialassistanceandonceto
showtherequestedsalestaxincrement,incorrectlyinflatesthetotalprojectcostby$24,491,634since
theformulaaddsthemboth.Inotherwords,thisamountisdoublecounted.
Forthisreason,itisnecessarytohavean“Adjustment”columntoreducethetotalfundingbythe
$24,491,634inU.S.EPACleanWaterSRFfederalfinancialassistancepaidbysalestaxincrementsothat
thetotalprojectcostiscalculatedas$200,929,536.
TheCityofDubuquehasatotalestimatedprojectof$200,929,536andhasarequestedprojected70%
salestaxincrementof$98,494,178.Thelocalfundingof$76,678,802andfederalfinancialassistanceof
$50,248,190reducedbytheadjustmentof$24,491,634resultsintotallocalandfederalfinancial
assistanceof$102,435,358,whichis50.98%ofthetotalprojectcost.
Whileyoucouldeasilyarguethatinterestcostonthedebtissuedthatispaidwithstormwateruserfees
isaprojectcost,theCityofDubuquedidnotincludetheinterestcostof$12,257,826onpreviously
issueddebtandinterestcostof$11,168,742onfuturedebtthatispaidbystormwaterfees.This
interestcostwouldincreasethetotalprojectcostfrom$200,929,536to$224,356,104ifitwasincluded.
CͲ9
Thefollowingtableshowsthevariousfundingsourcesfortheprojectbudget:
TableCͲ6
BeeBranchWatershedFloodMitigationProjectFundingSource
ProjectFundingSource Total
Amount
U.S.DOTTIGERGrant$5,600,000
IͲJobsIIGrant$3,965,500
RECATGrant$2,250,000
U.S.DOTNationalScenicBywaysGrant $1,000,000
StateRecreationalTrailGrant$100,000
U.S.EconomicDevelopmentAdministration $1,227,138
DubuqueMetropolitanAreaTransportationStudy$640,000
U.S.EPACleanWaterSRFFederalFinancialAssistance $49,021,052
GeneralObligationBonds$48,227,604
PrivateDonations$165,244
StormwaterUtilityFees$14,394,096
SalesofAssetsandLand $336,358
StateofIowaSalesTaxIncrement*$98,494,178
TotalFunding$200,929,536
*SalesTaxIncrementRevenuewillbepayingforaportionoftheUpper
BeeBranchCreekRestorationU.S.EPACleanWaterSRFFederal
FinancialAssistance
FundingSourceDescription
U.S.DepartmentofTransportationInvestmentGeneratingEconomicRecovery(TIGER)Grant
In2010,theCityofDubuquewasawardeda$5,600,000TransportationInvestmentGenerating
EconomicRecovery(TIGER)GrantbytheUSDepartmentofTransportationaspartofthefederal
government’sAmericanRecoveryandReinvestmentActof2009.Thegrantwasestablishedtoenhance
mobilityandimprovethesafetyandconditionofthestreetsintheHistoricMillworkDistrict(Phase3).
ThismoneywasdrawndownandexpensedinfullbyFiscalYear2012.Theimprovementsincludedthe
installationofperviouspavementandstormsewercatchbasinstoprovidefloodmitigationinthe
HistoricMillworkDistrict.
IͲJobsIIGrant
In2010,theIowaLegislatureappropriated$30millionfromFiscalYear2011revenuebondstotheIͲJobs
BoardforaDisasterPreventionGrantprogram.TheLowerBeeBranchCreekRestoration(Phase4)was
awarded$3,965,500fromthisIͲJobsIIappropriation.Thisamountwasreceivedandexpensedinfullby
FiscalYear2012fortheLowerBeeBranchCreekRestorationphase.
RiverEnhancementCommunityAttractionandTourism(RECAT)Grant
TheVisionIowaBoardgrantedtheBeeBranchCreekRestoration(Phases4and7)$2,250,000tohelp
fundamenitiesalongtheopenwaterway.Theseamenitiesincludeoverlooks,bridgeenhancements,
CͲ10
hike/biketrails,afloatingisland,amphitheater,treesandlandscaping.$189,142hasbeenreceivedfor
architecturalenhancementsonthe16thandSycamoreStreetbridgesthatwerecompletedintheLower
BeeBranchCreekRestoration(Phase4)oftheproject.Theremainingamountoftheawardwillbeused
foramenitiesthatareincludedintheUpperBeeBranchCreekRestoration(Phase7)oftheproject,and
theremainingelementsintheLowerBeeBranchCreekRestoration(Phase4).
U.S.DepartmentofTransportationNationalScenicByways(NSB)Grant
TheUpperBeeBranchCreekRestoration(Phase7)wasawardedaNationalScenicBywaysgrantinthe
amountof$1,000,000.Thisgrantwillbeusedtohelpfundthebike/hiketrailthatwillbepartofthe
DubuqueCountyHeritageTrailthatconnectsDyersvilletoDubuque.Thefundingwillbeusedforthe
landscaping,trailmarkingsandsigns,lighting,trailclearing,andtrailconstructionandpavingwhichare
partoftheUpperBeeBranchCreekRestoration(Phase7)oftheproject.
StateRecreationalTrail(SRT)Grant
TheUpperBeeBranchCreekRestoration(Phase7)wasawarded$100,000fromtheStateRecreational
Trailsprogram.Thefundinghelpscovertraillighting,paving,designandparkingareasincludedinthe
UpperBeeBranchCreekRestoration(Phase7)oftheproject.
U.S.EconomicDevelopmentAdministration(EDA)DisasterReliefOpportunityGrant
TheUpperBeeBranchCreekRestoration(Phase7)wasawardedadisasterreliefopportunitygrantof
$1,227,138fromtheU.S.EconomicDevelopmentAdministration.Thisawardwillaidinfundingtheopen
waterway,sanitarysewerandwatermainconstruction,roadwayconstruction,andbasiclandscaping
alongtheUpperBeeBranchCreekRestoration(Phase7).
DubuqueMetropolitanAreaTransportationStudy(DMATS)
DMATShada$1,000,000grantsetasideforanotherprojectintheCityofDubuque.Undernew
legislation,themoneyhadtobeusedbeforetheprojectcouldbecompleted.TheIowaDOTrequested
thatthereallocationofthefundsbeusedonaprojectthathasanimpactatgateways.Theoverlookat
16thStreetaspartoftheLowerBeeBranchCreekRestoration(Phase4)oftheprojectqualifiedforthe
reallocationof$640,000.
U.S.EnvironmentalProtectionAgencyCleanWaterSRFFederalFinancialAssistance
TheCleanWaterSRFisafederalfinancialassistanceprogramadministeredbytheU.S.Environmental
ProtectionAgencyasrequiredbytheFederalCleanWaterActasdefinedinSection455B.291.
TheWest32ndStreetDetentionBasin(Phase2)oftheBeeBranchWatershedFloodMitigationProject
wasawarded$1,827,000inU.S.EPACleanWaterSRFFederalFinancialAssistanceforconstruction.The
loanfundshavebeendrawndownandtheCityhasbegunrepaymentoftheloan.
TheLowerBeeBranchCreekRestoration(Phase4)oftheprojectwasawardedU.S.EPACleanWater
SRFFederalFinancialAssistanceintheamountof$7,761,500.Thereis$5,000ofthefederalfinancial
assistancethatwillbehelduntilthefinalloanclosingdocumentshavebeensubmittedattheendofthe
project,andtheremainingportionoftheloanwasusedforissuancefees.Duetoconstructioncost
increasesandlegalfees,theCityofDubuqueappliedforsupplementalCleanWaterSRFFederal
FinancialAssistanceintheamountof$1,187,757fortheremainingqualifyingelementsintheLowerBee
BranchCreekRestoration(Phase4).
CͲ11
TheUpperBeeBranchCreekRestoration(Phase7)oftheprojectwasapprovedforU.S.EPAClean
WaterSRFFederalFinancialAssistanceintheamountof$28,823,000.Thisfundingwillbeusedto
completetheopenwaterway,culvert,amphitheater,landscaping,levelcontrolfacility,sanitarysewer,
watermain,andirrigationalongthetrail.
TheImperviousSurfaceReduction(Phase6)ofthisprojectwasawarded$9,416,795fromU.S.EPAClean
WaterSRFFederalFinancialAssistance.TheCityofDubuquehasbegundrawingfundsfromthisaward
forconstruction.
GeneralObligationBonds
CostsalreadyincurredforcompletedphasesoftheBeeBranchWatershedFloodMitigationproject
werepartiallyfundedbytheissuanceofGeneralObligationBondsbytheCityofDubuque.TheCarter
RoadDetentionBasin(Phase1)wasfundedbytheissuanceof$1,063,568inGeneralObligationBonds
abatedbystormwaterutilityfees.TheWest32ndStreetDetentionBasin(Phase2)required$2,295,347
inGeneralObligationBondsabatedbystormwaterutilityfees.
TheHistoricMillworkDistrict(Phase3)required$205,787GeneralObligationBondsabatedby
stormwateruserfees,$455,935GeneralObligationBondsabatedbysanitarysewerutilityfees,
$861,952GeneralObligationBondsabatedbywaterutilityfees,and$350,828UrbanRenewalGeneral
ObligationBondsabatedbyGreaterDowntownTaxIncrementFinancing(TIF).$1,837,502ofthebonds
fortheHistoricMillworkDistrict(Phase3)wasusedtowardsengineeringandconstruction,withthe
remainderusedforbondissuancefees.
TheUpperandLowerBeeBranchCreekRestoration(Phases4and7)required$11,307,187inGeneral
Obligationbondsabatedbystormwaterutilityfees.TheCityofDubuquewillalsobeissuingGeneral
ObligationBondsinthefuturetocompletetheBeeBranchWatershedFloodMitigationProjectinthe
amountof$31,724,000.
PrivateDonations
TheAmerica’sRiversIIICampaignisaprogramdesignedtogivethirdͲpartydonorstheopportunityto
fundaspectsoftheBeeBranchWatershedFloodMitigationProject.Privatedonationshavebeen
pledgedtotheBeeBranchCreekRestoration(Phases4and7)intheamountof$165,244.
StormwaterUtility/Assessments/Fees
TheCityofDubuqueassessesaStormwaterUtilityFee.TheCityofDubuquealsoassessesabutting
propertyownersofperviousalleysaportionofthecostoftheproject.ThecurrentrateforFiscalYear
2014stormwaterutilityfeeis$5.60per2,917squarefeetofimpervioussurface,permonth.The2,917
squarefeetistheaverageforasinglefamilyhomeinDubuque,andservesasthebaseunitforthe
stormwaterutilityfee.Thisrateprovidesapproximately$3.2milliontomaintainandmake
improvementstotheCityofDubuquestormwatersystems.$2,613,925hasbeencollectedandusedto
fundtheearlyphasesoftheBeeBranchWatershedFloodMitigationProject.TheCityhasbudgeted
another$11,780,171ofthestormwaterutilitytotheBeeBranchWatershedFloodMitigationProject.
ThiscommitmentisprojectedtoraisetheCity’sstormwaterutilityratesincrementallyto$9.00per
monthoverthetwentyyearperiod.
CͲ12
SaleofAssetsandLand
Residentialpropertywasacquiredduetotheneedtocompletetheconstructionwithintheproperty
boundariesfortheUpperandLowerBeeBranchCreekRestoration(Phases4and7).Thelandneeded
forthewaterwaywasseparatedfromthelandthedwellingresidedon,andthenthedwellingswere
renovatedandsoldbytheCity.Thishasgenerated$336,358ofrevenuethatwasplacedbackintothe
projecttoacquireotherlandneededtocompletetheopenwaterway.
DebtFinancing
CodeofIowa,Section418.4(2):“Priortoundertakingaproject,thegovernmentalentityshalladoptaprojectplan.
Theprojectplanshallincludeadetaileddescriptionoftheproject,includingallphasesofconstructionor
reconstructionincludedintheproject,statetheestimatedcostoftheprojectandthemaximumamount
ofdebttobeincurredforpurposesoffundingtheproject,andincludeadetaileddescriptionofallanticipated
fundingsourcesfortheproject,includinginformationrelatingtoeithertheproposeduseoffinancialassistance
fromthefloodmitigationfundundersection418.10ortheproposeduseofsalestaxincrementrevenuesreceived
undersection418.12.Theprojectplanshallalsoincludeinformationrelatedtotheapprovalcriteriainsection
418.9,subsection2.”
ThefollowingtableshowstheamountandtypeofdebtfinancingfortheBeeBranchWatershedFlood
MitigationProject:
TableCͲ7
BeeBranchWatershedFloodMitigationProjectDebtFinancing
DebtIssued
Future
Issuance
Amount
GeneralObligationBonds$16,503,604$31,724,000$48,227,604
U.S.EPACleanWaterSRF$19,010,295 $30,154,872 $49,165,167
SalesTaxIncrementRevenueBond Ͳ $28,257,938$28,257,938
TotalDebtFinancing$35,513,899 $90,136,810 $125,650,709
Grants$14,142,638
StormwaterUtilityFee$14,394,096
OtherFunding*$46,742,093
TotalProjectFunding$200,929,536
*OtherfundingincludesfundingfromDubuqueMetropolitanAreaTransportationStudy
(DMATS),privatedonations,saleofassetsandlandandsalestaxincrement.
**TheSalesTaxIncrementRevenueBondsmaybefurthersecuredbystormwater
revenuesorapledgeofdebtservicetaxes.
CͲ13
DetailedBudget
CodeofIowa,Section418.14(1)c:“Thecostsoftheprojectmayincludebutarenotlimitedtoadministrative
expenses,constructionandreconstructioncosts,engineering,fiscal,financialandlegalexpenses,surveys,plans
andspecifications,interestduringconstructionorreconstructionandforoneyearaftercompletionoftheproject,
initialreservefunds,acquisitionofrealorpersonalproperty…andsuchothercostsasarenecessaryandincidental
totheconstructionorreconstructionoftheprojectandfinancingthereof.”
ThefollowingtableshowsthedetailedestimatedbudgetforeachphaseoftheBeeBranchWatershed
FloodMitigationProject:
TableCͲ8
BeeBranchWatershedFloodMitigationProjectDetailedEstimatedBudget
Phase
Projected
Const.,
Start/
Complete
Phase
Description
Property
Acquisition
Design/
Engineering
Construction
10%
Contingency
Debt
Interest,
Issuance
Fees&
Reserve
Total
12003/
2004
CarterRoad
DetentionBasin
$140,833$186,420$749,062 $1,076,315
22008/
2009
West32ndStreet
DetentionBasin
$2,144,713 $302,040 $1,711,836 $4,158,589
32011/
2012
Historic
MillworkDistrict
$728,239$7,249,072 $7,977,311
42010/
2014
LowerBee
BranchCreek
Restoration
$4,038,430 $2,719,433 $14,316,822 $200,000$323,824 $21,598,509
52014/
2015
FloodMitigation
Gate
Replacement
$175,000$1,749,000$175,000$1,986,704$4,085,704
62009/
2033
Impervious
Surface
Reduction
$4,800,000 $47,820,000 $4,800,000$57,420,000
72014/
2016
UpperBee
BranchCreek
Restoration
$12,977,167$7,230,469$40,130,000$4,486,000$19,569,472$84,393,108
82019/
2020
22ndStreet
StormSewer
Improvements
$280,000 $2,820,000 $280,000$3,380,000
92018/
2020
FloodMitigation
Maintenance
Facility
$360,000$3,640,000$360,000$4,360,000
102016/
2019
NorthEndStorm
Sewer
Improvements
$96,000 $968,000 $96,000$1,160,000
112019/
2020
WaterPlant
FloodProtection
$310,000$3,180,000$310,000$3,800,000
122019/
2020
17thStreet
StormSewer
Improvements
$630,000 $6,260,000 $630,000$7,520,000
Total$19,301,143$17,817,601$130,593,792$11,337,000$21,880,000$200,929,536
CͲ14
TheCityofDubuquehascontractedwithseveralconsultingandengineeringfirmstoprovideestimated
costsfortheBeeBranchWatershedFloodMitigationProject.Theestimateswerealsoreviewedbythe
City’sengineersandcomparedwithotherprojectstheCityhascompletedtomakesurethecost
estimateswereanaccuratedepictionoftheproject.Aconservative2%constructioninflationperyear
wasusedtocalculateestimatesforphasestobecompletedinfiscalyear2015andbeyond.Duetothe
natureofconstructionandvariedinflationratesperyear,theestimatesprovidedinthisapplicationmay
behigherorlowerthanbidatthetimeofconstruction.
Acommunicationplanisunderdevelopmenttokeepresidentsinformedoftheimpactsassociatedwith
theconstructionofthevariousphasesoftheBeeBranchWatershedFloodMitigationProject.
Implementationandoperationoftheplanisestimatedtocost$100,000peryearforthefirstfiveyears
whenthemostdisruptionsareexpected.Thecommunicationplanwillbefundedusingtheavailable
portionofthecontingencyfunds,ifany,outlinedinTableCͲ8oftheProjectPlan.
FinancingfortheprojectwasreviewedbytheCity’sfinancialadvisor,PiperJaffray,sothattheCityof
Dubuquecouldprovidethemostaccuratefinancingcostsfortheproject;however,untilthebondsare
sold,financingfeesandinterestratesmayfluctuate.TheCityhasalsoselectedanunderwriter,R.W.
Baird.Theselectedunderwriterwillbeprovidingsuggestionswithrespecttostructure,timingand
marketingofthebondsbeingsoldinordertosellthebondswiththebestpossiblestructureandatthe
lowestinterestcost.TheCity’sbondcounsel,AhlersandCooney,hasreviewedtheFloodMitigation
statuteinregardtowhatisallowedtobepledgedforsalestaxincrementdebtandareoftheopinion
thattheCity’sfinancingplanisincompliancewiththatstatute.
Ifsalestaxincrementisnotrealizedasprojectedperfiscalyear,orcostsassociatedwiththephases
increasefromtheestimatesprovidedtodate,theCitywilladjustthetimingoftheImperviousSurface
Reductionphaseoftheprojectandcompletethisphaseasfundingbecomesavailable.Iftheinterest
ratesorconstructioncostsarehigherthananticipated,theCityofDubuquewillrequestanamendment
totheFloodMitigationSalesTaxIncrementcontracttoincreasethesalestaxincrementfunding,should
therebeCityofDubuquesalestaxincrementavailableandtheFloodMitigationBoardhassalestax
incrementcapacity.
Ifthebondsordebtfinancinghavelowerinterestcostortheprojectbidscomeinatlowercostthan
projected,theCitywillacceleratetheprojectphasesand/orreducetheneedfordebt.Thismayalso
createanopportunitytomoderatetheimpactofthestormwaterfeeonhomesandbusinessesin
Dubuque.
Section D:
Nonpublic Investment
D‐1
Non‐public Investment
Code of Iowa, Section 418.9 (2)d: “The extent to which the project would utilize local matching funds. The board
shall not approve a project unless at least fifty percent of the total cost of the project, less any federal financial
assistance for the project, is funded using local matching funds, and unless the project will result in nonpublic
investment in the governmental entity’s area as defined in section 418.11, subsection 3, of an amount equal to fifty
percent of the total cost of the project. For purposes of this paragraph, “nonpublic investment” means investment
by nonpublic entities consisting of capital investment or infrastructure improvements occurring in anticipation of or
as a result of the project during the period of time between July 1, 2008, and ten years after the board approved
the project.”
The Bee Branch Watershed contains a significant share of the City of Dubuque and Dubuque County’s
economic activity. There are 1,325 businesses employing over 16,000 full‐time equivalent workers. This
accounts for 19.5 percent of the businesses and 27 percent of the full‐time equivalent workers in
Dubuque County. The Bee Branch Watershed is home to the City’s original commercial and industrial
developments and residential neighborhoods. The frequent and severe flash flooding has caused a
disinvestment to occur to commercial, industrial and residential properties within the Bee Branch
Watershed. However, with the City’s commitment to the Bee Branch Watershed Flood Mitigation
Project this area has started to see the beginnings of revitalization.
Historic Millwork District
According to the 2009 Historic Millwork District Master Plan, the Historic Millwork District will create an
estimated 110,000 square feet of retail space, 250,000 square feet of office space and over 500 housing
units. The estimated project value over multiple phases, according to assumptions made from an
analysis by Economics Research Associates (ERA), will result in an overall non‐public capital investment
of at least $150 million. Specific projects could include:
Table D‐1
Historic Millwork District Non‐Public Investment
Project Location Total Project Investment
(Completed/Under
Development Since 2008)
Total Project
Investment
(Estimate)
CARADCO 900 Jackson Street $32,000,000
Novelty Ironworks 333 E. 10th Street $40,000,000
Betty Building 151 E. 9th Street $4,000,000
Voices Building 1000 Jackson Street $28,000,000
Power Plant 975 Jackson Street $2,500,000
Foundry 990 Washington Street $1,500,000
Farley Loetscher 601 Jackson Street $60,000,000
Kirby Building 750 White Street $50,000,000
Wilmac Building 801 Jackson Street $40,000,000
Total Historic Millwork District Non‐Public Investment $108,000,000 $150,000,000
Grand Total $258,000,000
Washington Neighborhood
A recent analysis of the Washington Neighborhood (defined generally as 11th – 22nd streets, Central
Avenue to Elm Street) by Teska Associates, Inc., indicates that the 55 square block area is primed for
growth. Increases of investment have already been seen in housing, as there have been at least 50
families that have purchased their first homes in the Washington Neighborhood since 2005. The
D‐2
$86,000 median housing value is still short of the City’s $103,000 median housing value. Specific projects
increasing investment in the Washington Neighborhood include:
Table D‐2
Washington Neighborhood Non‐Public Investment
Project Location Total Project Investment
(Completed/Under
Development Since
2008)
Total Project
Investment
(Estimate)
Community Housing Initiatives
Acquisition & Redevelopment
Various Locations $1,800,000
St. Mary’s Campus 15th Street & White Street $9,000,000
Corner Grill 1689 Elm Street $250,000
Rusk Building 1104 White Street $100,000
Conlin Building 1473 Central Avenue $1,000,000
Welu Building 1715 Central $50,000
Richards Building 1736 Central $100,000
High Building 1763 Central $100,000
Streinz Building 1838 Central $500,000
Widmeier Building 1902 Central $50,000
Engine House 1805 Central $2,200,000
Total Washington Neighborhood Non‐Public Investment $2,450,000 $12,700,000
Grand Total $15,150,000
Downtown Neighborhood
The Downtown Neighborhood is comprised of the area from 17th Street through 9thth Street north and
south and Iowa Street to Bluff Street east and west. Specific projects increasing investment in the
Downtown Neighborhood include:
Table D‐3
Downtown Neighborhood Non‐Public Investment
Project Location Total Project Investment
(Under Development)
Total Project
Investment (Estimate)
Babler Building 1689 Main Street $830,000
Weaver Castle 1 324‐326 W. Locust Street $500,000
Weaver Castle 2 346‐348 W. Locust Street $500,000
Weaver Castle 3 407‐409 Loras Boulevard $500,000
Total Downtown Neighborhood
Non‐Public Investment $500,000 $1,830,000
Grand Total $2,330,000
D‐3
Other Non‐Public Investment
Within the Bee Branch Watershed, other non‐public investment includes:
Table D‐4
Other Non‐Public Investment
Project Location Total Project
Investment (Estimate)
Sacred Heart Building 2222 Queen Street $7,200,000
Holy Ghost Building 2887 & 2901 Central Avenue $8,500,000
Former Dubuque Packing Co. (Clear
Site)
16th & Sycamore Streets $3,000,000
River View Plaza (Redevelopment) 16th & Sycamore Streets $29,000,000
Dubuque Flooring & Furniture 430 Garfield Avenue $700,000
Total Other Non‐public Investment $48,400,000
Development Agreements Since 2008
The City of Dubuque has worked with existing Bee Branch Watershed employers to maintain their
presence in their current locations. Recent development agreements include the following:
Table D‐5
Development Agreements/Leases Since 2008 Non‐Public Investment
Project Location Total Project Costs
Morrison Brothers East 7th Street $3,800,000
Dubuque Stamp 3190 Jackson Street $3,000,000
Nottingham Properties 485 Locust Street $300,000
Rousselot 2350 Kerper Boulevard $16,000,000
Gavilon Grain Purina Drive $2,500,000
Rainbo Oil 1260 E. 16th Street $5,000,000
Total Development Agreements Non‐public Investment $30,600,000
Total Non‐Public Investment
Within the Bee Branch Watershed Flood Mitigation Project, the City of Dubuque has experienced
investment since 2008. The total project investment is shown below.
D‐4
Table D‐6
Total Non‐Public Investment in the Bee Branch Watershed
Area within Bee Branch Watershed
Total Project Investment
(Completed/Under
Development Since 2008)
Total Project
Investment (Estimate)
Historic Millwork District $108,000,000 $150,000,000
Washington Neighborhood $2,450,000 $12,700,000
Bluff/West Locust Neighborhood $500,000 $1,830,000
Other Non‐Public Investment $48,400,000
Development Agreements/Leases Since 2008 $28,100,000 $2,500,000
Total $139,050,000 $215,430,000
Grand Total $354,480,000
As a result of the City of Dubuque’s commitment to the Bee Branch Watershed Flood Mitigation Project
that addresses the flash flooding that regularly occurs in this area, a significant non‐public investment
has occurred since 2008.
Because of the public support for the Bee Branch Watershed Flood Mitigation Project, the stated
commitment of the City of Dubuque City Council to implement the various phases of the project, and
because the City has already started implementing the improvements, non‐public investment in the Bee
Branch Watershed has already eclipsed $139 million since 2008 with an additional $215 million expected
to follow in the next five years for a combined total of $354 million in non‐public investment.
Section E:
Project Impact
Page E‐1
Project Impact
Code of Iowa, Section 418.9(2)a: “Whether the project is designed to mitigate future flooding of property that has
sustained significant flood damage and is likely to sustain significant flood damage in the future.”
Bee Branch Watershed Flash Flooding
In 1998 the City hired HDR Engineering (Omaha, NE) to look into the nature of the flooding and try to
identify a plan to mitigate the flooding in the Bee Branch Watershed. HDR proceeded to create
hydrologic and hydraulic computer models to simulate what happens in the watershed during and after
a rainstorm. In the fall of 2001, HDR released the Drainage Basin Master Plan which outlined the results
of its two year study.
The Drainage Basin Master Plan predicted the extent of the flooding that should be expected within the
Bee Branch Watershed during heavy rains, flooding witnessed firsthand already in 1999 and five
subsequent times since then. In 2001 HDR established that there were over 1,155 homes and businesses
in the Bee Branch Watershed at risk of flood damage. Figure E‐1 shows the flooding limits and depths
set forth in the Drainage Basin Master Plan. A subsequent study in 2009 by the Federal Emergency
Management Agency (FEMA) identified a flood prone area in the Bee Branch Watershed impacting
1,373 properties. Figure E‐2 shows the location of the flood prone area predicted by FEMA prior to the
City’s implementation of the Bee Branch Watershed Flood Mitigation Project.
Figure E‐1. Predicted flooding limits and depth in the Bee Branch Watershed set forth in the Drainage Basin master Plan.
Page E‐2
According to the Federal Emergency Management Agency (FEMA), a Presidential Disaster Declaration is
issued when emergency conditions are beyond the recovery capabilities of local and state governments.
Damage caused by the event is a primary metric that determines if a Presidential Disaster Declaration is
issued.
Based on rain data collected in the area over the years, statistically speaking there have been three 100‐
year storm events, two 50‐year storm events, one 25‐year storm event, and one 10‐year storm event
since 1999. In May 1999, a rainstorm dropped 3 inches of rain in 90 minutes. At that time, the record for
rainfall recorded in a 24‐hour period was 6.4 inches. This amount was equaled in 2002 and later
surpassed in 2011 when 10.2 inches of rain fell in a 12‐hour period. Rain during the months of May and
June 2008 totaled 15.7 inches, highest on record. Of the seven (7) Presidential Disaster Declarations
issued between 1999 and 2011, six (6) have hit the Bee Branch Watershed particularly hard. Table E‐1
below identifies the seven (7) Presidential Disaster Declarations from 1999 to 2011 underscoring the
need for the improvements outlined in the Drainage Basin Master Plan.
Figure E‐2. Flood prone area in the Bee Branch Watershed proposed by FEMA in 2009
Page E‐3
Table E‐1
Summary of Presidential Disaster Declarations in Dubuque County 1999 ‐ 2011
Date of Declaration Disaster
Number Reason for Declaration Cause of Damage
May 21, 1999 1277 Flooding, severe storms, tornadoes 3 inches of rain in 1.5 hours
May 2, 2001 1367 Flooding, severe storms, tornadoes Mississippi 6.7 feet
above flood stage
June 19, 2002 1420 Flooding and storms 4.9 inches of rain in 24 hours
June 2, 2004 1518 Flooding, severe storms, tornadoes 3.9 inches of rain in 48 hours
May 27, 2008 1763 Flooding, severe storms, tornadoes 15.7 inches of rain in 2 months
August 14, 2010 1930 Flooding, severe storms, tornadoes 4.8 inches of rain in 12 hours
August 30, 2011 4018 Flooding, severe storms, tornadoes 10.2 inches of rain in 12 hours
Notes:
1. Information obtained from the FEMA and Iowa Homeland Security and Emergency Management websites.
2. The 15.7 inches of rain in two months was the highest total on record.
Impacts of Bee Branch Flash Flooding
During the storm of 1999, a tornado warning siren sounded
advising residents to seek shelter in their basements due to
confirmed tornados in the area. But in the darkness of a power
outage, stormwater pooled chest‐deep in the streets and began
pouring into basements. As Washington Street resident Mike
Hillard said in the May 20, 1999 edition of the Telegraph Herald,
“It was evacuate the tornado shelter or drown. Our freezer was
just bobbing. Three men and a boy couldn’t have picked that up.”
Hundreds of basements were flooded. Furnaces, water heaters,
washers and dryers, freezers, and even electrical boxes were
damaged. In the same Telegraph Herald article, Washington Street
resident Faith Kramer said, “As the water came up, we could hear
everything banging around down there, and glass breaking.” The
resulting damage prompted a Presidential Disaster Declaration.
In July 2011, the City experienced another significant flash flood
event. According to the National Climatic Data Center, during the
early evening hours on July 27, 2011, showers and thunderstorms
developed and continued to redevelop and move over the City for
approximately 18 hours. Record‐setting regional rainfall totals of 7
to 15 inches resulted in flash flooding of much of the area. The City
experienced significant street flooding, causing sewer covers to be
blown off or washed downstream with the floodwaters. The
hardest hit areas of the City included the vicinities of St. Mary’s
Catholic Church, Elm Street, and the Historic Millwork District, all
of which are located in the Bee Branch Watershed. The resulting
damage prompted a Presidential Disaster Declaration.
Page E‐4
As predicted by FEMA, the flood disasters have
repeatedly impacted the 3,190 people who live in the
1,301 residential households and the 1,669 employees
who work at the 72 businesses within the flood prone
area. The flooding of homes has necessitated the
replacement of damaged furnaces, water heaters, and
electrical boxes. It has also damaged walls, floor
coverings, clothes washers and dryers, electronics, and
other personal possessions, some of which can never be
replaced. Cleaning up after the flood aftermath is largely
left to the individual property owner. Most take on the
task by themselves or with the help of family, neighbors and friends. Some have reached out to the City
for assistance and the City of Dubuque Fire Department has answered the call, pumping out hundreds of
basements. See Appendix N for locations of basement pumping conducted by the City of Dubuque Fire
Department.
The cost of flash flooding that the average homeowner has born in the last twelve (12) years is depicted
in Table E‐2 below.
Table E‐2
Average Residential Flood Costs
Furnace Replacement $2,800
Water Heater Replacement $500
Electrical Panel Replacement $1,100
Washer Replacement $400
Dryer Replacement $400
Wall Repair $250
Floor Covering Replacement/Repair $100
Personal Items $100
Clean‐up Costs (do it yourself)$150
Total $5,800
For 1,301 Residential Properties $7,545,800
Total for 6 Presidential Disasters $45,274,800
The 72 businesses within the flood prone area have experienced property damages similar to residences
as outlined in Table E‐3 below.
Table E‐3
Average Business Flood Costs
Furnace Replacement $2,800
Water Heater Replacement $500
Electrical Panel Replacement $1,100
Wall Repair $500
Clean‐up Costs $1,000
Loss of Revenue (1 day of closure)$24,922
Total $30,822
For 72 Business Properties $2,219,184
Total for 6 Presidential Disasters $13,315,104
Page E‐5
The extreme flash flooding experienced within the Bee Branch Watershed has a great impact on public
infrastructure, City services and citizens residing both within and outside the flood impacted area.
Public sector costs include street repair, debris clean‐up and removal, and overtime pay for law
enforcement and fire department personnel. The disruption of essential City services and streets closed
due to flooding has a negative economic impact on the community. Unrecognized costs include the high
volumes of water that flow through the waste water system and treatment facility that have to be
processed. Below is a table that depicts the financial impact an average flood event has on the City.
Table E‐4
Average Public Infrastructure Flood Costs
Basement Pumping $12,700
Loss of Waste Water Service $1,347
Road Closures $484
Public Retaining Wall Damages $404,340
Public Works Damages $153,870
Total $561,311
Total for 6 Presidential Disasters $3,367,866
The flash flooding has also resulted in flooded
automobiles. When subjected to deep flood levels, and
when insurance claims are submitted, flooded cars are
often classified as “totaled” and are demolished. Even if
a car looks good and seems to run fine, expensive
problems can appear later as corrosion continues to
creep inside critical components. But unfortunately, the
damage is not always assessed or understood by an
owner who will continue to use the flooded automobile
when it is dry enough to start. Flood‐damaged cars can
also cost more than money: They can be dangerous to
drive and the results may even be fatal.
While insurance claim information is private, with limited off‐street parking it is likely that many
automobiles are flooded to some extent as a result of being parked or driven on a flooded street in the
flood prone area. As reported by the U. S. Department of Transportation Federal Highway
Page E‐6
Administration in their 2009 National Household Travel
Survey, from 2001 to 2009 there were approximately 1.9
vehicles per U.S. household. That would correlate to
roughly 2,500 automobiles associated with the 1,301
residential properties in the Bee Branch Watershed flood
prone area. If even just one tenth of the cars were
flooded, using the average value of $10,000 per used
vehicle in Dubuque as reported by Kelly Blue Book, the
total estimated damage to automobiles due to the six
disasters in the past twelve (12) years is $7.8 million.
In total, the estimated damages incurred due to the six (6) disasters in the past twelve (12) years total
$69.8 million, or about $5.8 million annually. This is in line with a county‐wide annual loss of $10.6
million as reported in the 2010 State of Iowa Hazard Mitigation Plan.
With the exception of heat related fatalities, more deaths
occur from flooding than any other hazard. According to the
National Weather Service, most flood deaths are due to flash
flooding. Using a simple, empirical equation presented by the
U.S. Department of Interior Bureau of Reclamation (1999)
from the analysis of actual dam failures and flash floods, the
estimated loss of life due to a flash flood in the Bee Branch
Watershed is 0.32 per event. While no fatalities have occurred
in the past twelve years, the exercise outlines that fatalities
are a real possibility with each flash flood in the Bee Branch
Watershed.
Placing an economic value to human life has been done by FEMA and other federal agencies as a way of
considering the benefit of preventing fatalities versus the cost of an improvement. But translating loss of
life into dollar figures is difficult and depends on the use of the figure. Estimates of the value of life vary
from $1 million to $10 million depending on the federal agency making the assessment. Using the low
value of $1 million per statistical death avoided and the suggested mortality rate of 0.32 per flash flood,
results in a total benefit of $16 million over the life of the Bee Branch Watershed Flood Mitigation
Project.
What cannot be adequately captured is the anguish and hardship experienced repeatedly by residential
property owners after each flood, the trepidation felt every time it rains, and the sleepless nights that
occur as residents and business owners listen to the rain and thunder and wonder what disaster awaits
them in the morning.
After Bee Branch Watershed Flood Mitigation Project Improvements
As outlined in the Drainage Basin Master Plan, the improvements associated with the Bee Branch
Watershed Flood Mitigation Project will mitigate the flooding experienced over the past twelve years in
four ways: reduce the volume of floodwaters, reduce the flow of floodwaters, increase floodwater
conveyance capacity through watershed, and providing barriers between critical facilities and
floodwaters.
Page E‐7
Once the improvements are implemented, flash flooding experienced within the Bee Branch Watershed
will be mitigated and the annual cost of flood damage will be negligible. The Bee Branch Watershed
Flood Mitigation Project will prevent an estimated $582 million in damages over the 100‐year design
life of the project, save countless lives, and stop the disinvestment occurring in the watershed.
In addition to capital construction costs, the activities and costs associated with maintaining the
improvements to ensure they function as designed to mitigate flooding have also been considered. With
the annual cost to maintain the improvements estimated at $300,000, the total cost to maintain the
improvements is $30 million over the 100‐year life of the improvements.
Section F:
Project Impact on
Flooding Upstream &
Downstream
F‐1
Project Impact on Flooding Upstream and Downstream
Code of Iowa, Section 418.9(2)b: “Whether the project plan addresses the impact of flooding both upstream and
downstream from the area where the project is to be undertaken and whether the project conforms to any
applicable floodplain ordinance.”
As outlined in Figure F‐1 below, the Bee Branch Watershed is part of the larger Mississippi River
Watershed so that flood mitigation measures implemented in the Bee Branch Watershed can potentially
impact flooding upstream or downstream along the Mississippi River.
Figure F‐1. Location of Bee Branch watershed in relationship to larger Mississippi River watershed
As outlined in the Drainage Basin Master Plan, the improvements associated with the Bee Branch
Watershed Flood Mitigation Project will mitigate the flooding in four ways: reduced flow of floodwaters,
reduced volume of floodwaters, increased floodwater conveyance capacity through watershed, and
create barriers between critical facilities and floodwaters.
The benefit of reduced floodwater flow provided by upstream detention will be realized by the
properties within the flood prone area as well as all of the properties along the Bee Branch Creek
between the flood prone area and the detention basins. Figure F‐2 shows the location of the detention
basins in the Bee Branch Watershed, upstream of the flood prone area.
The reduction in floodwater volume that will result from pervious pavement systems that convey
stormwater into the ground versus downstream will also reduce the volume of flow to the Mississippi
River. Figure F‐3 shows the location of the proposed pervious pavement systems in relationship to the
flood prone area within the Bee Branch watershed.
F‐2
Figure F‐2. Location of detention basins upstream of the flood prone area within the Bee Branch watershed
Figure F‐3. Planned pervious pavement systems that will convey floodwaters into the ground versus downstream thereby
reducing floodwater volumes
F‐3
The increased conveyance through the flood prone area realized as a result of the Bee Branch Creek
Restoration has a positive impact on downstream properties. The restored natural creek and floodplain
area will result in reduced runoff volumes and slow the discharge of floodwaters downstream in
contrast to a concrete lined channel or the existing underground storm sewer that are designed to
rapidly convey floodwaters downstream as quickly as possible. “Day‐lighting” the buried Bee Branch
Creek will result in increased conveyance in such a way that the floodwaters will be able to slowly move
through the flood prone area without causing the damage experienced in the past.
While the Bee Branch Watershed Flood Mitigation Project involves improvements to the floodwall/levee
system gate through which floodwaters from the Bee Branch Watershed will flow into the Mississippi
River, the size of the culverts and the pumps will not change. As a result of this project, the peak flow of
floodwaters from the Bee Branch Watershed into the Mississippi River will not increase and the volume
of floodwaters will actually be decreased.
The project will also result in a significant reduction of runoff of soils, fertilizer, road surface chemicals,
etc. from the waterways. All of these will create positive environmental impacts downstream.
The Bee Branch Watershed Flood Mitigation Project will have the following outcomes: reduce flooding
and flood damage, reduce infrastructure and utility maintenance costs, reduce high and low stream
flows, minimize erosion by reducing surges of stormwater flows, protect water quality by reducing
sediment and nutrient loads, reduce land development and infrastructure costs, improve property
values, and improve the quality of life for Bee Branch Watershed residents.
Figure F‐4. Day‐lighted creek that will slowly and safely convey floodwaters through flood prone area of Bee Branch watershed
Section G:
Floodplain Ordinance
G‐1
Floodplain Ordinance
Code of Iowa, Section 418.9 (10) 2b: “the board shall consider . . . whether the project conforms to any
applicable floodplain ordinance.”
The Bee Branch Watershed Flood Mitigation Project is a multi‐phased approach to address the flooding
experienced within the Bee Branch Watershed six (6) times in the past twelve (12) years.
When the Drainage Basin Master Plan originally outlined the limits of a flood prone area within the Bee
Branch watershed as shown in Figure G‐1, the flood prone area was not considered a regulated flood
plain. However, consistent with the findings of the engineering study hundreds of these properties have
experienced flood damage in 1999, 2002, 2004, 2008, 2010, and 2011. On six (6) occasions starting in
1999, intense local storm events have caused damage above the threshold required for Presidential
Disaster Declarations. The area consistently hit the hardest is the flood prone area outlined in the
Drainage Basin Master Plan.
Figure G‐1. Flood prone area in the Bee Branch watershed as outlined in the Drainage Basin Master Plan (HDR Eng., 2001)
G‐2
In 2009, having performed an independent engineering analysis, the Federal Emergency Management
Agency (FEMA) published for review updated Flood Insurance Rate Maps for Dubuque County. They
reflected a proposed regulated flood plain (see Figure G‐2) very similar to the flood prone area
identified by HDR Engineering (Omaha, NE) in the Drainage Basin Master Plan.
The current Flood Rate Insurance Maps (FIRMs) became effective on October 18, 2011. The regulated
flood plain limits reflect Bee Branch Watershed Flood Mitigation Project improvements.
A copy of the City current flood plain management ordinance is located in Section O, Appendix D.
Figure G‐2. Flood prone area in the Bee Branch Watershed proposed by FEMA in 2009
G‐3
The phases of the project which have been completed or are in the process of being constructed have
been done in conformance with the City of Dubuque’s Flood Plain Management Ordinance.
Flood Plain Development Permits were obtained from the Iowa Department of Natural Resources for
the Carter Road Detention Basin (FP 2003‐277), the W. 32nd Street Detention Basin (FP 2008‐35 & FP
2008‐36), and the Lower Bee Branch Creek Restoration (FP 2010‐173). Because the project involved
improvements within the regulated flood plain, a local flood plain development permit was also
obtained for the Lower Bee Branch Creek Restoration (Permit #043).
Once the Bee Branch Watershed Flood Mitigation Project is completed, the City of Dubuque intends to
submit a Letter of Map Revision and a detailed analysis to FEMA to modify the Flood Insurance Rate
Maps so they reflect the enhanced level of flood protection within the Bee Branch watershed provided
by the Bee Branch Watershed Flood Mitigation Project.
Section H:
Economic & Historic
Value
H‐1
Economic and Historic Value
Code of Iowa, Section 418.9(2)c: “Whether the area that would benefit from the project’s flood mitigation efforts is
sufficiently valuable to the economic viability of the state or is of sufficient historic value to the state to justify the
cost of the project.”
Overview
The Bee Branch Watershed, which covers approximately 6.5 square miles within Dubuque’s most
developed areas where over 50% of Dubuque residents either live or work, is continually hit the hardest
with flash flooding. Based on the flood plain limits proposed by the Federal Emergency Management
Agency (FEMA) in 2009, there are homes and businesses in the Bee Branch Watershed at risk of flood
damage, and they have been impacted by flooding six times in the past twelve years. Based on
information from the Dubuque County City Assessor’s Office, eighty‐five percent (85%) of the
impacted properties have buildings that are potentially eligible for listing on the National Register of
Historic Places, the official list of the Nation’s historic places worthy of preservation. In fact, fifty‐
seven percent (57%) of the buildings are more than 100 years old. Figure H‐1 shows the location and
age of the homes and businesses in the flood plain proposed by FEMA in 2009.
Figure H‐1. Construction year of buildings located within the flood plain proposed by FEMA in 2009
Based on information from ReferenceUSA®, a leading provider of business and consumer research,
there are 72 businesses located within the proposed flood plain limits with annual sales over $500
million. Figure H‐2 shows the locations of the businesses in the flood prone area north of 20th Street.
H‐2
Figure H‐2. Location of flood prone businesses that employ 1,400 people with annual sales of $500 million
As can be expected, the repeated flood loses have depressed property values. From 2004 to 2009 the
assessed value of all residential property in the City grew by 21%. During that same period, the
assessed value of the residential property in the flood prone area grew by only 14%. During the same
time period, the assessed value of all commercial property in the City grew by 39% while the assessed
value of the commercial property in the flood prone area actually decreased by 6%.
The Bee Branch Watershed Flood Mitigation Project directly impacts the Washington, Point and North
End Neighborhoods. These three neighborhoods contain the community’s oldest housing and are among
those least able to recover from flood loss and devaluation after such events. The neighborhoods are
primarily single and duplex residences, with scattered multi‐unit rentals and commercial and
institutional buildings. The majority of the residents in these neighborhoods are low to moderate
income and have a diverse racial and ethnic mix compared to the city as a whole.
Many neighborhood residents have experienced periodic basement flooding due to storm sewer
capacity problems with the Bee Branch storm sewer system. Residents, from low/moderate income to
middle and upper income, will receive direct benefit from the Bee Branch Watershed Flood Mitigation
Project. The community at large also will benefit from the project, as will visitors to Dubuque.
Fit with Overall Economic Development Plans
The City financially supports and participates in the structured partnership between Greater Dubuque
Development Corporation, the Telegraph Herald, Iowa Workforce Development, Dubuque Initiatives,
the Dubuque Area Chamber of Commerce, Community Foundation of Greater Dubuque, Dubuque Main
Street, East Central Intergovernmental Association, Washington Neighborhood Development
Corporation, Dubuque Area Labor Management Council, Dubuque County, Iowa Economic Development
H‐3
Authority, and regional employers, and it maintains a strong partnership with Northeast Iowa
Community College, the University of Dubuque, Clarke University, Loras College, and the University of
Wisconsin‐Platteville regarding curriculum development. This partnership was one of the key
determining factors for the recent selection of downtown Dubuque by IBM for the creation of a 1,300‐
employee global service center.
The Bee Branch Watershed Flood Mitigation Project supports the overall economic development plan as
described in the following Policy Statement from the City’s 2008 Comprehensive Plan:
Economic Development Goals must continue the active and vital collaboration between public and
private sectors to promote the economic health and well‐being of our region. Economic
development encompasses well‐informed decisions regarding business retention and recruitment,
work force development, available and appropriate locations for business and industry, public
investment in supportive infrastructure and financial incentives which can induce private investment
and economic growth. The preservation and expansion of the community's economic base should
be a prime objective. Unless business and industry is healthy and there are expanding employment
opportunities that pay a living wage, the population will not be stable, the tax base will decline and
government's ability to finance public services and facilities will be impaired. The future
development of the community depends on maintaining and enhancing local economic
development efforts directed towards these goals.
The Bee Branch Watershed Project also supports these Economic Development goals and objectives:
To concentrate on retaining and expanding existing local businesses ‐‐ by encouraging existing
neighborhood employers to grow "in place," keeping jobs close to where people live,
maintaining and strengthening Dubuque's position as a retail center in the trade area, and
retaining and expanding the base of service industry employment; and
To maintain and strengthen Dubuque's position as a tourist destination – by promoting existing
attractions and a variety of additional year‐round tourist attractions, adding amenities for both
citizens and tourists along the Mississippi River, focusing resources on future tourism initiatives,
and fostering enhanced recreational access to the river as an economic development strategy.
Support for Community Development and Neighborhood Revitalization
The Washington, Point and North End Neighborhoods are characterized by older building stock and a
mix of densely developed commercial and residential structures built on small lots served by alleys. The
neighborhood street corridors are dominated by residential building types. The business corridors along
major thoroughfares are predominantly commercial and mixed‐use buildings. Also, older neighborhood
commercial nodes often are located on corner lots. A mix of single and multi‐family housing may be
located on separate lots or as upper story apartments. Typically buildings are between two and three
stories in height. Commercial storefronts and small residential yards line the street, giving the area a
strong pedestrian scale and character.
The Bee Branch Watershed Flood Mitigation Project also supports other goals and objectives of the 2008
Dubuque Comprehensive Plan that bolster community development and neighborhood revitalization, in
the Infrastructure, Land Use and Urban Design, and Environmental Quality elements:
Infrastructure Goals address the maintenance, improvement and capacities of aging utility and street
systems while continuing to provide extensions and expansions of these systems to meet changing
community needs based on fiscal capability and standards set by the City Council. Pertinent goals and
H‐4
objectives include: To provide, maintain and improve a safe and functional storm sewer system by
identifying existing and potential flood prone problem areas, and alleviating with appropriate mitigation
strategies, where possible; and supporting implementation of the Drainage Basin Master Plan.
Land Use and Urban Design Goals address interrelated factors affecting the physical development of a
city, including the satisfaction of human needs, the vitality of the local economy, the protection and
enhancement of the natural and built environment and the efficiency of public infrastructure and
service provision. Pertinent goals and objectives include: To balance open space and environmental
preservation with the community's development needs ‐‐ by encouraging expansion of urban green
spaces in suitable locations to encourage livability and enhance aesthetics, by encouraging parks, green
space, trails and similar park/open space uses easily accessible to residents at neighborhood level, and
by supporting protection and enhancement of riverfront and related wetlands, waterway corridors and
other sensitive land areas. Park and open space also enhances absorption of stormwater.
Environmental Quality Goals are a balance between stewardship and protection of our environment and
the impacts of urban living. Pertinent goals and objectives include: 1. To encourage the creation of a
sustainable environment that successfully balances urban growth and development with ecological
constraints ‐‐ by identifying, preserving, and promoting linkages or connections of open/green spaces; 2.
To assure appropriate control, collection, disposal, and per capita reduction of stormwater ‐‐ by
encouraging natural infiltration from rainfall and snow melt to replenish groundwater and recharge
springs and aquifers; and 3. To promote the protection, preservation and enhancement of the
biodiversity of the city's waterways ‐‐ by encouraging environmentally appropriate public use of, and
access to, the community's waterways, and by encouraging protection and restoration of these sensitive
areas as development and redevelopment occurs.
Impact on Quality of Life
Amenities included in the Bee Branch Watershed Flood Mitigation Project positively impact quality of
life in the community in many ways, most obviously with the resurrection of the natural habitat creek
area with daylighting of the buried Bee Branch Creek. In addition, the bike/hike trails, lighting, benches,
bridges, and amphitheater included in the project restore activity to a neighborhood that is vital to the
character of Dubuque itself. People will once again use this area that spreads naturally out from the
River, and that use multiplies as a result of previous Mississippi River‐based projects of trails, museums,
public space, a learning center, etc. This project at its core eliminates an inadequate underground storm
sewer that damaged people’s lives and possessions and replaces it with an open waterway that
enhances quality of living – reducing the risk of flood damage to residential and commercial properties
and improving the water quality of the Bee Branch Watershed.
The Washington Street, Point and North End Neighborhoods, which are directly impacted by the project,
have a strong neighborhood feel and retain a high level of their historic character. These are walkable
neighborhoods. Although traffic patterns will be altered, the Bee Branch Creek Restoration will preserve
connections to the pedestrian grid in these neighborhoods via vehicular and pedestrian bridges, to link
the project to public spaces, like Audubon School, Heritage Trail and Comiskey Park. The landscaped
bike/hike trail along the restored Bee Branch Creek will replace the on‐street bike route, making the
streetscape safer and more inviting for walkers and bicyclists.
Leveraged Activity
The Bee Branch Watershed Flood Mitigation Project is not only compatible with but also will advance
the construction of a new commercial center named River View Plaza. This 39.8‐acre plaza will comprise
H‐5
approximately 266,000 square feet of retail space in the retail center, with an additional seven outlots.
Three access points are proposed to serve the development along E. 16th Street. A graphic
conceptualization of the proposed retail center is available in Section O, Appendix D.
The subject property had been used as a meatpacking facility since the early 1900s. In 2000, Smithfield
Foods, Inc. purchased the meat packing plant and subsequently did not reopen it for business. The
plaza’s conceptual plan was approved by the City Council in 2005. Since approval, the developer has
spent millions of dollars to deconstruct the meatpacking facility and clear the site for redevelopment for
the planned shopping center. Continuation of plans for the center hinges on the completion of the Bee
Branch Creek Restoration Project.
The commercial redevelopment of the site from an industrial meat packing plant to a large retail
shopping center will be enabled by the City’s relocation and restoration of the Bee Branch Creek. The
existing Bee Branch sewer ran underneath a portion of outlot parcels 2, 3 and 5. There was adequate
space on the west side of River View Plaza to accommodate the relocation and restoration of the Lower
Bee Branch Creek.
The surrounding property is a mix of industrial and commercial uses with a few residential properties.
As shown on the conceptual plan, River View Plaza has a screening area along E. 16th Street with
additional landscaped areas on the east and west sides of the commercial plaza. The Lower Bee Branch
Creek will serve as an amenity for River View Plaza.
While River View Plaza will serve Dubuque residents, this redevelopment also will be a regional
shopping center by virtue of its proximity to the U.S. 151/61 highway bridge to Wisconsin and Illinois. In
addition, River View Plaza will also attract tourists needing sundries and supplies during their visits to
Iowa.
Support for Community Attractions & Tourism Activities
Dubuque has become well known in the state for its efforts to provide attractions, amenities and
reasons for family to visit, recreate and do business. Dubuque has more than 30 community attractions
and tourism activities; many are open to the public free of charge. Dubuque itself is host to more than
1.5 million visitors annually, the most in the tri‐state area of Iowa, Wisconsin and Illinois.
Tourism in Dubuque has
expanded dramatically in the
last decade. The Iowa
Economic Development
Authority lists Dubuque as
outpacing rates of visitor
spending of many larger
metro‐based Counties. Each
new attraction adds to visitor
spending and travel within
and from outside a 50‐mile
radius. Three million people
live within 100 miles and
almost 60 million people live
within 500 miles of Dubuque.
H‐6
Dubuque is fortunate to have established travel and visitor partnerships, which will impact the inclusion
of the Bee Branch Creek Restoration as an area attraction.
The Creek Restoration phases of the Bee Branch Watershed Flood Mitigation Project will attract visitors
from at least 50 miles away from the community as it:
Enhances the already popular trail connection through older, historic neighborhoods to the City
and county trail systems, principally Heritage Trail linking Dubuque to Dyersville. Further
connects new recreational opportunities with known attractions and facilities of our river
community. Dubuque attractions have demonstrated cooperation in marketing efforts targeting
visitors, both in state and out of state.
Develops partnerships between the City of Dubuque, the Dubuque Convention and Visitors
Bureau, and regional tourism groups to promote the project’s outdoor recreational
opportunities that are physically interrelated.
Focuses on attracting people of all ages as well as promoting the health and wellness benefits of
new outdoor recreational facilities.
Workforce and Economic Development
The #1 challenge facing Dubuque as well as many other communities in the nation is the availability of
qualified people to meet employment demands and opportunities. This not conjecture, but is
H‐7
supported by real local data. Each year, the Greater Dubuque Development Corporation interviews over
280 chief executive officers from local companies. Last year, for the first time, employers identified
availability of workforce as their top issue and the number one impediment to future expansion in the
Dubuque area AND the number one reason for expansion elsewhere. Continued deterioration in
workforce availability is expected. The issue is real and here to stay.
Workforce availability and solutions will define communities’ abilities to grow their economies.
Workforce issues are not just about having people available; it’s having people educated in the right
areas. The Dubuque area has almost 25,000 college students, with over 300,000 college students within
100 miles. Dubuque needs to create an environment that entices these college students to call Dubuque
home after graduation.
Iowa’s population gained only approximately 10,000 people in the last two years, but Dubuque was one
of only four metro areas which grew. More rural counties saw a decline in population. There is a
projected decline in population of persons younger than 45 in the State of Iowa over the next 30 years.
Dubuque County population trends, however, show positive projected growth through the year 2040.
Large employers like IBM, which brought 1,300 new jobs to Dubuque in 2009; John Deere, which has
grown from 1,450 to over 2,500 employees since 2010; Hormel Foods, which will have invested over
$120 million and hired almost 300 people since 2009 through their latest expansion project; and A.Y.
McDonald Manufacturing, which has hired 167 employees in the last two years – are creating a
sustainable trend of newcomers in Dubuque.
Job growth exceeded the projections in 2012 with 58,300 people working in Dubuque County. The
unemployment rate is projected to drop over the next five years, which can impact workforce
availability. Dubuque understands the importance of having the right number of people with the right
skill set in our work force.
Workforce Housing & Affordable Housing
Housing is a basic need for all human beings, and is an important factor in community planning efforts.
Housing is many homeowners’ largest source of personal wealth and is usually their largest expenditure.
Housing is one of local government’s most important issues. In urban areas, housing can account for
50% of land uses, and residential property tax revenues make up a large portion of local government
budgets.
Smart Growth practices are settlement patterns that avert urban sprawl by encouraging more compact
development, greater transit use, and enhanced environmental protection. Workforce housing is
normally defined as housing affordable to households earning between 80 percent and 120 percent area
median income. Affordable, in the housing industry, means a household pays no more than 30 percent
of its annual income on housing. Smart Growth Workforce Housing is the combination of these
concepts – the development of sustainable, transit‐oriented housing that is affordable for Dubuque’s
workforce.
Over the past decade, rising housing costs have outpaced the average salary across the United States –
in some areas by two‐ to five‐fold. Many workers in urban areas have dealt with this discrepancy by
living far from their downtown jobs or by living in housing they can’t afford. Unfortunately, the former
solution is offset by an increase in transportation costs.
H‐8
Fortunately, housing costs in smaller urban and rural areas are often within closer reach for workforce
households. Meanwhile, the recent economic downturn and housing market woes have combined to
create a new class of workers, forced into the rental market because they do not qualify for a mortgage.
Some projections indicate that nationally over 3 million more people are looking for rental housing
today as a result of the recent “Great Recession.” This creates a rather sudden increase in the demand
for rental residential units for households that are neither wealthy, nor are they eligible for low‐income
housing. The creation of affordable housing options for the needed workforce allows communities to
attract and retain quality employers.
Housing serves an important role in the regional economy, as it affects employers’ ability to attract and
retain good quality employees, and also creates jobs. If combined housing and transportation costs are
too high, employers may lose employees to other states. The housing sector also employs many
workers within the region. Builders, lenders, construction workers, and real estate brokers are an
important part of the regional economy.
2012 Iowa Housing Study
The following was stated in the 2012 Iowa Housing Study: Executive Summary of the report
commissioned by the Iowa Finance Authority, as completed by RDG Planning & Design and Gruen,
Gruen & Associates dated January 22, 2013.
Only three regions experienced positive growth in the number of younger (15 to 34 years of age)
households over the decade: the Northeast, East Central, and Central regions. [page 8]
In 2000, based on Census data, Iowa contained a surplus of approximately 30,000 rental units at prices
affordable to lower‐income households. By 2010, a relatively large deficit of nearly 40,000 units existed.
[page 15]
Forecast of Workforce Housing Demand: 2010‐2020 [pages 17‐19]
Job growth is forecast to occur most rapidly in Iowa's metropolitan areas containing higher‐skilled
service sectors. According to the Labor Force & Occupational Analysis Bureau of the Iowa Workforce
Development Department, over the 2010‐2020 decade, the State of Iowa is forecast to add more than
230,000 nonfarm jobs. Financial activities, professional and business services, and education and
healthcare are forecast to comprise 53 percent of statewide job growth over the decade.
Single‐ and two‐person households are forecast to comprise the majority, or 55 percent, of workforce
household growth. Based on the demographic and household composition characteristics of Iowa's
workforce, the employment growth forecast of approximately 235,000 new jobs means that
approximately 131,000 new workforce households will be added within the state over the 2010 to 2020
decade. The majority ‐ 55 percent ‐ of these additional households will consist of one or two persons.
Approximately 37,000 rental units and 94,000 owner‐occupied units are forecast to be needed to
accommodate workforce growth. Rental units are forecast to comprise approximately 28 percent of
future housing demand associated with the forecast increase in employment and associated workers.
The majority, or 72 percent, of workforce housing demand is forecast to be for owner‐occupied units.
Lower‐priced rental units, with monthly gross rents below $800, comprise another 2,600 units of
annual workforce housing demand or approximately 20 percent of total statewide need. Rental units
H‐9
with monthly rents exceeding $800 per month comprise a relatively small share of overall workforce
housing demand at less than eight percent of the total. The forecast addition of nearly 45,000 jobs in
lower‐wage sectors such as Leisure and Hospitality, Retail Trade, and Other Services can be expected to
stimulate a need for low‐cost rental housing.
If the Iowa Workforce Development Department employment forecast does not materialize, the
composition of new workforce housing demand is also likely to be different. Owner‐occupied units
priced above $220,000 would comprise approximately 36 percent of annual statewide workforce
housing demand. Rental units with monthly rents below $800 would comprise about 18 percent of
demand. If historical, rather than forecast, employment growth patterns prevail over the current
decade, the composition of demand will primarily differ because an even larger share of workforce
growth will likely be concentrated in Iowa's metropolitan regions.
Housing Affordability
Housing costs as a percent of household income is a generally used measure of housing affordability. As
a rule of thumb, spending less than 30% of income on housing is generally considered to be affordable.
Households spending more than 30% are considered to be cost burdened and may have difficulty
affording other necessities such as food, clothing, transportation, and medical care.
Dubuque County is a relatively affordable region for homeowners compared to the rest of the country
and the State of Iowa. According to 2010 American Community Survey data, 75% of Dubuque County
residents with a mortgage and 89% of residents without a mortgage are paying less than 30% of their
annual income towards housing.
While owner occupied housing may be relatively affordable in Dubuque County, the same cannot be
said about renter occupied housing. Rental housing affordability rates are similar to state and national
rates: 48% of Dubuque County households pay more than 30% of their income towards rental housing.
Historic Millwork District Housing
Iowa and particularly Dubuque, has experienced a “brain drain” of human talent leaving the state. One
major reason for this is the lack of an urban sense of place that young professionals seek early in their
lives. The Historic Millwork District, located in the Bee Branch Watershed, will be an urban lifestyle
center where a person can live, work, and recreate all within a relatively close proximity. This District
will provide a great marketing tool to recruit and retain young professionals. Upon full build‐out there
will be over $200 million in investment in the Historic Millwork District, with over 700 apartments and
more than 350,000 square feet of retail, commercial and office space.
Urban unique neighborhoods attract creative industries promoting economic development and this is
already being seen in the Historic Millwork District. A marketing firm and several technology companies
have committed to the area and more will do the same now that the infrastructure and environmental
issues have been addressed during phase 3 of the Bee Branch Watershed Flood Mitigation Project. The
U.S. economy will continue to be the location for these creative industries and it is important to create
an atmosphere where they can thrive and grow.
Section I:
Public Support
I‐1
Nonfinancial Support
Code of Iowa, Section 418.9 (2) e: “The extent of nonfinancial support committed to the project from public and
nonpublic sources.”
Local nonfinancial support is readily demonstrated for the Bee Branch Watershed Flood Mitigation
Project through the letters of support from local civic organizations found in the appendix. But the story
of this local support begins well before this application was assembled.
In the late 1990s, the City began to do its homework to make sure the entire Bee Branch Watershed
Flood Mitigation Project accomplished its goals in ways that met necessary engineering criteria, took
into account community values, and worked within economic constraints.
The City Council adopted the Drainage Basin Master Plan in 2001. This study identified the flood risk to
homes and businesses and recommended millions of dollars in capital improvement projects throughout
the watershed to mitigate the flooding.
In 2002, meetings with neighborhood groups began, with opposition noted. The City of Dubuque
implemented a public involvement strategy as part of this project to accommodate public input and
consider social and economic concerns of those residents being impacted. A thirty member citizen
advisory committee was formed to determine how to fund the improvements, the committee that
recommended establishing a stormwater utility to fund the improvements but also recommended that
the City continue to seek other outside funding sources to offset the cost to Dubuque citizens.
In 2004 the City Council established the Bee Branch Citizen Advisory Committee to provide a forum for
these groups. The committee was comprised of 16 citizens meant to represent a cross section of
residents that would be affected by the project. They made the final recommendation as to properties
the City must acquire for the project. They also provided feedback as to the watershed‐wide approach
to mitigating the flooding. More information on this process can be found in the Bee Branch Creek
Alignment Study, the final report prepared by engineering consultants CDM (now CDM‐Smith).
The pulse of residents in the impacted neighborhoods and others in the community was continually
monitored. The Bee Branch Citizen Advisory Committee held five public meetings in 2003 and 2004 with
City officials and consultants in attendance. Plans were discussed and alternatives were welcomed.
Citizens were asked to state both their fears and their preferences. Cost comparisons and lifestyle
impacts were considered. Surveys were taken. As opinions changed and new ideas came forward,
information was shared. Over the course of the project planning, citizens indicated their desire for
benches and tables, bike/hike trails, and aesthetically‐pleasing bridges.
One of the critical qualifications considered when selecting an engineering design firm for the Bee
Branch Creek Restoration was their ability to engage citizens and other stakeholders. As part of the
design process, the City hosted a series of workshops to help gather citizen input. A press release was
issued before each workshop and over 2,000 postcards were sent to targeted neighborhoods. At the
first workshop held in October of 2008, citizens were asked to identify their hopes and fears for the
project. In addition, they were asked to provide input on the various potential landscape features,
bridges and secondary uses. At the second workshop in November of 2008, and again in January of
2009, the design team presented conceptual drawings that began to address the citizen's hopes and
fears, as well as their landscape preferences. And finally, at the third workshop in February of 2009, the
creek restoration design concept, based on citizen direction, was presented to the public for comment.
I‐2
The design team worked with the City and residents to come up with final restoration plans and, in
particular to gather and utilize citizen input for final landscaping and design. Another citizen committee
– the Bee Branch Landscape Design Advisory Committee – was formed and put to work. Subsequent
meetings confirmed interest and eventually brought agreement from citizenry to modified plans. The
Bee Branch Creek Restoration Project presented to Vision Iowa was the outcome.
Dubuque residents as well as the City of Dubuque and the consultants have worked hard to come up
with solutions throughout the Bee Branch Watershed to address the flooding problems and to make the
project acceptable to the community and in particular those impacted by the restoration of the Bee
Branch Creek to its daylight status.
The City also worked hard to serve the people displaced by the project. Paying strict adherence to the
Federal Uniform Relocation Act, the City has been able to acquire over 100 properties for the Bee
Branch Watershed Flood Mitigation Project without ever completing condemnation.
Bee Branch Watershed Flood Mitigation Project
Support Letters
Company Signature
Dubuque Area Labor Management Council Kelly Cooper
Dupaco Joe Hearn
City of Dubuque/Sustainable DBQ Collaboration Cori Burbach
Dubuque County Health Department Richard Fairley
City of DBQ Env. Stewardship Advisory Commission Chad Oberdoerster
ECIA Kelley Deutmeyer
Gronen Properties John Gronen
DBQ Metro. Area Trans. Study (DMATS) Chandra Ravada
Crescent Comm. Health Center Julie Woodyard/
Mary Rose Corrigan
DBQ County Board of Supervisors Daryl Klein
Dubuque Main Street Daniel LoBianco
Greater Dubuque Development Corp. Rick Dickinson
Community Foundation of Greater Dubuque Nancy Van Milligen
Washington Neighborhood Development Corporation Megan Starr
Dubuque Area Chamber of Commerce Molly Grover
Catfish Creek Watershed Management Authority Dean Mattoon
DBQ Convention and Visitors Bureau Keith Rahe
The Fischer Companies L. Anthony Pfohl
North End Neighborhood Assoc. Charles Harris
Platinum Insurance Wayne Briggs
DBQ County Soil & Water Conservation Board Eric Schmechal
Novelty Iron Works Rich Bean/Bob Johnson
Morrison Brothers Charlie Glabb
Section J:
Watershed
Management
Coordination
J‐1
Watershed Management Coordination
Code of Iowa, Section 418.9 (2) f: “ Whether the project is designed in coordination with other watershed
management measures adopted by the governmental entity or adopted by the participating jurisdictions of the
governmental entity, as applicable.”
The improvements associated with the Bee Branch Watershed Flood Mitigation Project are consistent
with the improvements outlined in the Drainage Basin Master Plan which was adopted by the City
Council in 2001 and updated in 2013. Ultimately, the goal of the Drainage Basin Master Plan is to
increase public safety and reduce property damage as it relates to flooding. As the name suggests, the
Drainage Basin Master Plan constitutes a plan that considers the entire drainage basin (watershed).
When a modification is made to a portion of a watershed’s drainage pattern it usually will affect, for
better or worse, the drainage elsewhere in the watershed. The Drainage Basin Master Plan was
developed to ensure that efforts to solve flooding problems within the watershed are efficient, cost‐
effective and address the flooding in a manner that does not creating flooding issues elsewhere in the
watershed. How the Bee Branch Watershed Flood Mitigation Project impacts upstream and downstream
properties is addressed in detail in Section F.
In 2009 the City of Dubuque City Council adopted the Unified Development Code which is a combination
of the City’s zoning ordinance, subdivision regulations, historic preservation ordinance, and portions of
the building code. The purpose of the Unified Development Code is to promote the health, safety,
sustainability and general welfare of the community, and protect and preserve places and areas of
historical and cultural importance and significance. One way this is accomplished is to prevent
developments from exacerbating existing flooding problems or actually creating new flooding problems.
To that end, the Unified Development Code includes requirements for sustainable subdivision
development tools and a sustainable site development requirement to use two or more Low Impact
development or other Best Management Practice tools to encourage more infiltration and/or filtration
of stormwater runoff, thereby reducing the amount of stormwater exiting the site. Reducing stormwater
runoff at the source helps to prevent downstream flooding. The allowable tools for use on a site
development include the following:
Reduced lot grading
Check dams
French drains or soak away pits
Green roofs
Microbasins
Permeable pavement
Rainwater harvesting systems
Sidewalks and drives sloped toward
open space
Bioswales
Native plantings
Open water features
Rain gardens
Swales
Trees and other plantings
Tree filters
Vegetative buffers
In addition to stormwater management requirements outlined in the Unified Development Code, City
policy as codified by an ordinance requires developments to preserve the peak flow of stormwater
runoff. The post‐development peak runoff rate for the statistical 2‐, 10‐, and 100‐year storms cannot
exceed the pre‐development peak runoff rate. While the operation and maintenance of the detention
facilities which are typically located on private property remain the responsibility of the property owner,
the City regularly inspects the facilities to ensure they function as designed.
J‐2
Development of the various elements of the Bee Branch Watershed Flood Mitigation Project have been
done in collaboration with several active, engaged neighborhood associations within the Bee Branch
Watershed. Representatives of the various neighborhood associations have participated as members of
citizen advisory committees formed to provide input as to how best to resolve the flooding problem.
The neighborhood associations were represented on the Citizen Advisory Committee that weighed how
the City should fund the flood mitigation improvements, the committee that recommended the
establishment of a local Stormwater Management Utility. The neighborhood associations were
represented on the Bee Branch Creek Citizen Advisory Committee that helped establish the proposed
alignment/location for the Bee Branch Creek Restoration, the committee that identified properties to be
acquired to make way for the day‐lighted creek. Representatives of the neighborhood associations also
served as members of the Landscape Design Advisory Committee to ensure that the improvements
within the watershed meet with the character and needs of the residents.
Even though the Bee Branch Watershed is completely contained within the jurisdictional boundary
(Corporate Limits) of the City of Dubuque, the City has collaborated and fostered partnerships with
Dubuque County, state agencies (Iowa Department of Natural Resource and Iowa Department of
Agriculture and Land Stewardship), and federal agencies (U.S. Environmental Protection Agency, U.S.
Economic Development Administration, and U.S. Department of Transportation). The City has also
partnered with fifty seven (57) other communities up and down the Mississippi River as part of the
Mississippi River Cities & Towns Initiative.
The Mayor of Dubuque currently serves as co‐chair of the Initiative. The stated outcomes of the
Initiative include “improved water quality, flood and floodplain management and river economy and
environmental protection.”
The City of Dubuque is also represented on the Steering Committee of the America’s Watershed
Initiative. This initiative is a collaboration that seeks solutions for meeting the multiple demands placed
on the vast and complex Mississippi watershed system by integrating issues, partners and ideas at the
full watershed scale and supports the effective resolution of issues that span multiple regions—issues
including energy, transportation, water quality and floodplain management.
In addition to providing federal financial assistance to the Bee Branch Watershed Flood Mitigation
Project through the Federal Clean Water Act, the U.S. Environmental Protection Agency (EPA) facilitated
a Land Use and Water Quality Workshop through the EPA’s Building Blocks for Sustainable Communities
program. As described by the EPA, the Building Blocks program represents a collaborative effort among
the U.S. Department of Housing and Urban Development, the U.S. Department of Transportation, and
the U.S. Environmental Protection Agency to improve access to affordable housing, increase
transportation options, and lower transportation costs while protecting the environment. The
coordination of these agencies is aimed at helping communities become prosperous, healthy,
environmentally sustainable, and rich in opportunities. Through the 2013 workshop, the EPA provided
Dubuque with technical assistance centered around the Bee Branch Creek Watershed. The focus was on:
seeking help to educate landowners, businesses, and residents about smarter, greener practices for
watershed stewardship;
identifying land use strategies that complement and protect the day‐lighted Bee Branch Creek; and
examining existing codes, ordinances, and other policies that may hinder additional water quality
protection.
J‐3
The workshop helped clarify planning and water resources issues faced by the City of Dubuque
throughout the City, with specific focus on Bee Branch Creek Watershed, and helped raise awareness of
those issues. It also identified needs and potential strategies for addressing those needs going forward.
Through the collaboration with the Iowa Department of Natural Resource, the Iowa Department of
Agriculture and Land Stewardship, the U.S. EPA, Dubuque County, the Dubuque County Soil and Water
Conservation District, and others, the City is creating an urban, grassroots‐driven watershed
management ethic that addresses flooding while promoting a prosperous, healthy, environmentally
sustainable, community. The City continues to collaborate and foster partnerships in order to engage
stakeholders – landowners, businesses, and residents. It is paramount that in addition to their street
address, that citizens also know their watershed address, so together we can all work together to
promote a community rich in opportunities for residents of the Bee Branch Watershed, residents of the
City of Dubuque, and residents of Iowa.
Section K:
Sales Tax Increment
Funding Justification
KͲ1
SalesTaxIncrementFundingJustification
CodeofIowa,Section418.92(h):“Whetherfinancialassistancethroughthefloodmitigationprogramisessential
tomeetthenecessaryexpensesorseriousneedsofthegovernmentalentityrelatedtofloodmitigation.”
TheCityofDubuquehasfosteredpartnershipsandcollaboratedwithmultiplelocal,state,andfederal
organizationsandagencies.Asaresult,theBeeBranchWatershedFloodMitigationProjecthasbeen
shapedwithatremendousamountofinputfromawidearrayofexpertise.Throughthatprocess,the
Cityhasalsobeenfortunatetosecurelocal,state,andfederalfinancialassistancefortheproject.But
evenwiththeoutsidefinancialassistance,thecostofthe$200millioninimprovementsaimedat
preventinganestimated$582millionindamagesistoosteepforDubuquecitizens.
Ofthemorethanthirty(30)stormwaterutilitiesacrossIowa,atthecurrentmonthlyStormwater
UtilityFeerateof$5.60CityofDubuqueresidentspaythesecondhighestrateinthestate.Dubuque’s
rateissixtythreepercent(63%)higherthantheaveragecommunityinIowa.MostDubuque
homeownersnowpay$67.20peryear,andthepropertyownerswithlargerhomesnowpay$100.80
peryear.WiththeimplementationoftheBeeBranchWatershedFloodMitigationProject,includingthe
requestedStateSalesTaxIncrementfunding,themonthlyStormwaterUtilityFeerateisprojectedto
increaseincrementallyto$9.00.Mosthomeownerswillthenpay$108.00peryear,andthosewith
largerhomeswillpay$162.00peryear.WithoutStateFloodMitigationFunding,theStormwater
UtilityFeewouldneedtobeincreasedto$19.50whichwouldrequiremosthomeownerstopay
$234.00peryear,andthosewithlargerhomestopay$351.00peryear.TheannualStormwaterUtility
Feepaymentwouldneedtoincreaseby248%toconstructtheBeeBranchWatershedFlood
MitigationProjectwithoutStateFloodMitigationFunding.TheBeeBranchWatershedFlood
MitigationProjecthasanevengreaterimpactonDubuquebusinesses.TableKͲ1showsasamplingof
thefinancialimpactonsomeDubuqueemployers:whattheypaycurrently,whattheyareprojectedto
paywiththecontributionoftheproposedStateSalesTaxIncrement,andwhattheyareprojectedto
paywithoutanyStateSalesTaxIncrementsupport.
TableKͲ1
StormwaterUtilityFeeImpactsonDubuqueEmployers
AnnualStormwater
FeeatCurrentRate
($5.60)
AnnualStormwater
FeewithProposed
SalesTaxIncrement
Funding($9.00)
AnnualStormwater
FeewithnoSalesTax
IncrementFunding
($19.50)
FlexsteelIndustries$26,238$42,168$91,364
NordstromWarehouses$19,187$30,836$66,812
MercyMedicalCenter$15,390$24,734$53,590
GavilonGrain$14,650$23,544$51,013
EagleWindowandDoor$13,804$22,185$48,068
LorasCollege$13,782$22,150$47,991
HormelFoods$11,812$18,984$41,131
ClarkeUniversity$11,568$18,591$40,281
McGrawͲHillCompanies$10,357$16,645$36,065
A.Y.McDonald$7,693$12,364$26,788
Section L:
Project Conformity
L‐1
Project Conformity with Emergency Operation/Hazard Mitigation Plan(s)
Code of Iowa, Section 418.9 g: “Whether the project plan is consistent with the applicable
comprehensive, countywide emergency operations plan in effect and other applicable local hazard
mitigation plans.”
Dubuque Countywide Emergency Operations Plan
The Dubuque Countywide Emergency Operations Plan was adopted by Dubuque County Emergency
Management Commission and submitted to the Iowa Homeland Security and Emergency Management
(HSEMD) in May 2013. The HSEMD approved the Plan on July 24, 2013.
Chapter 29C Iowa Code 2003 and Iowa Administrative Section 605 Chapter 7 requires the development
of a Countywide Emergency Operations Plan. In Dubuque County this is the Dubuque County
Comprehensive Emergency Management Plan. The Comprehensive Emergency Management Plan is
coordinated with emergency management plans and programs of the State of Iowa and federal
governments. The Comprehensive Emergency Management Plan provides a framework through
which Dubuque County and its municipalities prepare for, respond to, recover from, and mitigate the
impacts of various disasters that could adversely affect the health, safety and/or general welfare of its
citizens.
The Comprehensive Emergency Management Plan is operations‐oriented and addresses county
coordination of inter‐county evacuation, sheltering, and recovery; rapid and efficient usage of resources;
communications and warning systems; annual exercises to test ability to respond to emergencies; and
clearly defined responsibilities for county/municipal departments through an emergency support
function approach to planning and operations. The Comprehensive Emergency Management Plan
describes the basic strategies, assumptions, and mechanisms through which the county will mobilize
resources and conduct activities to guide and support local emergency efforts through response and
recovery efforts. To facilitate effective intergovernmental operations, the Comprehensive Emergency
Management Plan adapts a functional approach that groups the type of assistance to be provided under
emergency support function to address functional needs at the county and municipal level. Each
emergency support function has a primary agency, selected based on its expertise, authorities,
resources, and capabilities in the functional area.
Dubuque County Multi‐Jurisdictional Hazard Mitigation Plan
The Dubuque County Multi‐Jurisdictional Hazard Mitigation (MJHM) Plan includes Dubuque County and
all of its incorporated cities, including the City of Dubuque. The Dubuque County MJHP Plan is
incorporated into the Comprehensive Emergency Management Plan as the planning component
whereby the Comprehensive Emergency Management Plan mitigates the impacts of various disasters
that could adversely affect the health, safety and/or general welfare of its citizens.
The improvements associated with the Bee Branch Watershed Flood Mitigation Project are in
conformance with the MJHM Plan as outlined below:
The Dubuque County MJHM Plan identifies flash flooding as the highest ranked hazard for the
City of Dubuque. See page #52 of the Dubuque County MJHM Plan.
The Dubuque County MJHM Plan discusses improvements associated with the Bee Branch
Watershed Flood Mitigation Project stating that “localized street flooding and basement
flooding experienced in the North End of Dubuque . . . is the focus of drainage basin
improvements like the Bee Branch Creek (Watershed) Restoration Project. This multi‐year
L‐2
project replaces an underground storm sewer with an open waterway and other public
amenities, reducing the risk of flood damage to 1,150 properties . . . in some of Dubuque’s
oldest neighborhoods. The City also has installed upstream storm water management facilities
to alleviate problems with the storm water system such as the Carter Road dam and 32nd
Street detention areas that address existing storm water issues.” See page #26 of the Dubuque
County MJHM Plan.
The Dubuque County MJHM Plan identifies the “(restoration) of the Bee Branch Creek with
open channel from the 24th St. neighborhood to East 16th Street retention basin, including the
acquisition of approximately 70 homes and businesses” as a top ranked mitigation action. See
page #125 of the MJHM Plan.
The Dubuque County MJHM Plan identifies the “(implementation) of the storm water
management and flood control improvements outlined in the Drainage Basin Master Plan” as a
top ranked mitigation action. See page #126 of the MJHM Plan.
Page #110 of the Dubuque County MJHM Plan, Goal #1 states: Increase capabilities within Dubuque
County entities to mitigate the effects of hazards by enhancing existing or designing and adopting new
policies that will reduce the damaging effects of hazards. Objective 1.1 states: Reduce property losses
due to flood, wildfire, winter storms, and other hazards.
The Dubuque County MJHM Plan was adopted by the City of Dubuque on August 20, 2012 and Dubuque
County on August 27, 2012 and was approved by FEMA (Federal Emergency Management Agency) on
May 7, 2013. See Appendix N for documentation of the Plans.