FY2018 Recommended Budget Transmittal Message Copyright 2014
City of Dubuque Action Items # 7.
ITEM TITLE: Presentation of FY2018 Budget Recommendation
SUMMARY: City Manager submitting the Fiscal Year 2018
Recommended Budget Transmittal Message.
SUGGESTED DISPOSITION: Suggested Disposition: Receive and File
ATTACHMENTS:
Description Type
FY18 City Manager Budget Transmittal Message City Manager Memo
CIP Transmittal Message Supporting Documentation
THE CITY OF Dubuque
DUB E i"
Masterpiece on the Mississippi 2007.2012.2013
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Fiscal Year 2018 Budget Recommendation
DATE: February 2, 2017
The goal of the Fiscal Year 2018 budget recommendation is to maintain the momentum
of our community. The budget has been built around the vision, mission, goals,
priorities and direction provided by the Mayor and City Council at the August 2016 goal
setting session, with input from the community. A series of six public hearings will now
be held by the Mayor and City Council before adopting a final budget on March 7, 2017.
The Fiscal Year 2018 budget year begins on July 1, 2017.
The strategic investments that have been made by the Mayor and City Council in
infrastructure and economic development initiatives are creating the intended results.
As quoted previously several years ago, in addressing public policies, an independent
source, Stephen Goldsmith, who is a professor of government at the Harvard Kennedy
School stated, "If there is one place where public officials should consider taking on
more debt, it is in an area crucial to the country's economic health, addressing
deteriorating infrastructure -- roads, bridges, water systems and the like."
"Now," he said, "is the time public officials should look at repairing their infrastructure.
Historically low interest rates provide an opportunity to inject necessary capital much
more affordably. Much of our infrastructure that is most in need of repair is deteriorating
at a rate that far exceeds current interest rates." Not repairing or replacing a water plant
for another four years would likely incur an annual cost three times higher than
borrowing would, taking into account the rate of deterioration as well as the increasing
cost of materials.
He concluded that, "Officials who starve their capital budgets to help get past the bad
times are really engaging in another form of accumulating deficits. Importantly, the
strategic use of alternate financing structures, revenue sources, and public-private
partnerships amount to a prudent investment."
While in August 2015 the Mayor and City Council directed staff to start reducing the
amount of City debt, previous investments are still paying dividends. With the current
City strategy of more pay as you go investments and the acceptance that some debt will
be issued each year, with a goal to retire more debt each year than is issued, the City
will continue to be able to leverage past investment and create new opportunities to
improve quality of life for residents, create jobs and maintain infrastructure.
While accomplishing the Mayor and City Council priorities, the goal is to minimize the
costs for the residents and businesses.
Property Taxes
The Fiscal Year 2018 budget recommendation is for no property tax increase for
the average Dubuque homeowner and a property tax decrease for commercial (-
2.47%), industrial (-2.47%) and multi-residential (-6.71%) properties.
The Fiscal Year 2018 recommended City property tax rate of 10.8922 per
thousand is a 2.47% decrease from Fiscal Year 2017.
The average homeowner would see no change in their property tax payment for
the City portion of their property tax bill. The average commercial property would
see an $83.02 decrease, the average industrial property a $124.43 decrease, and
the average multi-residential property a $144.91 decrease.
City Property Tax Rate Comparison for Eleven Largest Iowa Cities
Rank City Tax Rate
11 Council Bluffs $17.75
10 Des Moines' $17.66
9 Waterloo $17.57
8 Davenport $16.78
7 Iowa City $16.55
6 Sioux City $16.11
5 Cedar Rapids $15.22
4 West Des Moines $12.76
3 Ankeny $12.37
2 Dubuque (FY 2018) $10.89
1 Ames $10.37
AVERAGE w/o Dubuque $15.31
Dubuque is the SECOND LOWEST in the state for property tax rate. The highest
ranked city (Council Bluffs) is 62.96% higher than Dubuque's rate, and the
average is 40.60% higher than Dubuque.
2
Comparison for Eleven Largest Iowa Cities
Property Taxes per Capita
Rank City Taxes Per
Capita
11 Wes Des Moines $1 ,010
10 Iowa Cit $844
9 Cedar Rapids $768
8 Council Bluffs $733
7 Davenport $693
6 Ankeny $687
5 Des Moines $605
4 Waterloo $589
3 Sioux Cit $486
2 Ames $475
1 Dubuque (FY2018) $448
AVERAGE w/o $689
Dubuque
Dubuque has the LOWEST taxes per capita in the state. The highest ranked city
(West Des Moines) is 125% higher than Dubuque's taxes per capita, and the
average is 54% higher than Dubuque.
The projected Fiscal Year 2018 property tax asking of$25,863,041 is a $513,178
(1 .95%) decrease from Fiscal Year 2017. With reductions in both the operating and
capital budget, the total Fiscal Year 2018 budget recommendation ($169,635,288) is
8.38% less than the current budget year (Fiscal Year 2017). The Fiscal Year 2018
operating budget recommendation is $129,366,969 and the Fiscal Year 2018 Capital
Improvement Program budget recommendation is $40,268,319.
After the local option sales tax was passed by referendum in 1988 with 50% of revenue
going to property tax relief, the average property tax classification has seen the
following results:
3
Prior to Sales Tax 2018 Difference
1988
Property Tax Rate $14.5819 $10.8922 -$3.6897 -25.3%
Average Residential Payment $512.38 $755.70 +$243.32 (+47.5%)
Average Commercial Payment $2,490.61 $3,281.59 +$790.98 +31.7%
Average Industrial Property $6,975.00 $4,918.93 -$2,056.07(-29.5%)
Average Multi-Residential $2,472.99 (FY2015) $2,015.48 -$457.51 (-18.5%)
Property
Position Eliminations and Frozen Positions
The Fiscal Year 2018 budget recommendation includes the elimination of 6.85
full-time equivalent (FTE) positions:
FY 2017
Savings
(Including
Department Position Type Benefits) FTE
Building Building Inspector II Part-Time $66,112 0.75
Engineering Limited Term Engineering Tech Full-Time $75,126 0.94
Engineering Environmental Engineer Full-Time $125,359 1 .00
Engineering I&I Inspectors Full-Time $146,953 2.00
Engineering Enaineerina Aide NA Seasonal $58,584 1 .50
Engineering Enclineerinq Assistant Seasonal $25,808 0.50
W&RRC Lab Intern Seasonal $4,974 0.16
Total FY 2018
Recurring Savings $502,916 6.85
The net change in number of employees in Fiscal Year 2018 with the addition of some
staff, mostly to maintain the new Bee Branch Creek area, is -4.87 FTE.
This follows the current budget year (Fiscal Year 2017) recommendation that
eliminated 2.75 FTE positions:
FY 2017
Savings
(Including
Department Position Type Benefits) FTE
Parks Park Ranger Full-Time $76,249 1 .00
Parks Custodian Part-Time $4,696 0.10
Recreation Custodian Part-Time $4,696 0.10
Parking Parking Meter Service Worker Full-Time $71 ,104 1 .00
Parking Laborer Part-Time $37,331 0.50
Parking I Ramp Cashier I Part-Time 1 $1 ,8441 0.05
Total FY 2017
Recurring Savin s $195,920 2.75
4
Over a two-year period (Fiscal Year 2017 and Fiscal Year 2018) the City will have
eliminated 9.60 FTE positions.
The hiring freeze has been extended through June 30, 2018 for a total of 13.6 full-
time equivalent frozen positions. The frozen positions are being further evaluated to
determine if they should be reinstated as part-time positions, full-time positions, or
supplemented with contracted services. Several positions are being added to the list of
frozen position including Building Inspector II, Community Engagement Coordinator,
TrainingM/orkforce Development Coordinator, Parking Division Manager, Water Plant
Manager and Assistant Water & Resource Recovery Manager.
The positions frozen until June 30, 2018, are as follows:
FY 2018
Savings
(Including
Department Position Type Benefits) FTE
Building Inspector II Full-Time $87,131 1 .00
Human Rights Community Engagement Full-Time $83,365 1 .00
Coordinator
Human Rights TrainingM/orkforce Full-Time $83,365 1 .00
Development
Park Assistant Horticulturalist Full-Time $70,606 1 .00
Park/Public Works Assistant Horticulturalist Full-Time $70,606 1 .00
Park Maintenance Worker Full-Time $71 ,993 1 .00
City Manager's Office Management Intern Part-Time $40,327 0.60
City Manager's Office Secreta Full-Time $59,927 1 .00
Information Services Help Desk Technical Support Full-Time $64,834 1 .00
Engineering Traffic Engineering Assistant Full-Time $83,366 1 .00
Parking Division Parking Division Manager Full-Time $95,232 1 .00
Police Records Clerk Full-Time $60,820 1 .00
Water Water Plant Manager Full-Time $125,359 1 .00
Water & Resource Assistant Water & Resource Full-Time $89,112 1 .00
Recovery Recovery
Total Fiscal Year 2018 $1,088,192 13.60
Savings
5
Debt
While the City will be issuing $3,253,487 in new debt in the recommended 5-year
CIP, mostly for fire truck and pumper replacements, the City will also be retiring
$87,845,970 of existing debt, reducing the amount of City debt by $54,927,964.
Outstanding General Obligation (G.O.) debt on June 30, 2018 is projected to be
$134,915,711 (64.54% of the statutory debt limit) leaving an available debt capacity
of $74,132,996 (35.46%). In Fiscal Year 2016 the City was at 86.13% of statutory debt
limit, so 64.54% in Fiscal Year 2018 is a 21.59% decrease in use of the statutory
debt limit.
The City also has debt that is not subject to the statutory debt limit. This debt includes
revenue bonds. Outstanding revenue bonds payable by water, sewer, parking and
stormwater fees on June 30, 2018 will have a balance of$146,217,907.
The total City indebtedness as of June 30, 2018, is projected to be $281 ,133,618
(64.54% of statutory debt limit). The total City indebtedness as of June 30, 2016, was
$295,477,641 (86.13% of statutory debt limit). The City will have a projected
$14,344,023 less in debt as of June 30, 2018.
The combination of reduced debt and increased utility rates partially reflects the
movement to a more pay as you go strategy.
In August 2015, the Mayor and City Council adopted a debt reduction strategy which
targeted retiring more debt each year than was issued by the City. This
recommendation achieves that target throughout the 5-year CIP. However, the
recommendation will substantially beat overall debt reduction targets over the next five
and ten year periods.
You can see that the Mayor and City Council have significantly impacted the
City's use of the statutory debt limit established by the State of Iowa. In Fiscal
Year 2015, the City of Dubuque used 90% of the statutory debt limit. In this
budget recommendation, the Mayor and City Council are currently reviewing for
Fiscal Year 2018, the use of the statutory debt limit would be 65%, and by the end
of the recommended 5-Year Capital Improvement Program (CIP) budget in Fiscal
Year 2022, the City of Dubuque would be at 43% of the statutory debt limit.
Projections out 10 years to Fiscal Year 2027 show the City of Dubuque at 24% of
the statutory debt limit. This is an improvement on the debt reduction plan adopted in
August 2015, that first began implementation in Fiscal Year 2016.
6
Statutory Debt Limit Used
This chart shows the percentage of statutory debt limit used in the Fiscal Year(FY)2018
recommended budget as compared to the adopted FY2016 budget. By FY 2027,the City will be
100% at 24% of the statuory debt limit.
90% 90%
0% 87% 82%
80% 86% 0 9%
79/o
4%
70% 71% 72% 0% 66% 0
60% 65%
66% 66/o
58%
50% 53%
47%
40% 43%
39%
30% 35% 0
31 /0 27%
20% - T- 24%
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 FY 27
--4---FY18 Recommended —d,FY16 Adopted
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The following chart demonstrates that the relative position pertaining to use of
the statutory debt limit of the City of Dubuque for Fiscal Year 2018 to the other
cities in Iowa for Fiscal Year 2017 with a population over 50,000 has moved to 5t"
highest on the list, which is an improvement from 2nd highest just two years ago:
Legal Debt Limit Comparison for Eleven Largest Iowa Cities
Amount of Debt Percentage of
Against 5% Legal legal debt limit
Rank City Debt Limit utilized
11 Des Moines 536,568,585 73.67%
10 Davenport 31874017799 69.34%
9 Sioux City 19678227505 66.92%
8 Ankeny 20773197915 64.79%
7 Dubuque (FY18) 20990489707 64.54%
6 Cedar Rapids 49078177852 59.30%
5 Waterloo 185,009,345 54.11%
4 Ames 18976907116 36.28%
3 W. Des Moines 32074617851 35.60%
2 Iowa City 24775277890 23.38%
1 Council Bluffs 22979437028 19.18%
The total amount of debt for the City of Dubuque by the end of the recommended
5-Year Capital Improvement Program (CIP) budget would be $227.4 million (43% of the
statutory debt limit) and the projection is to be at $145.5 million (24% of statutory debt
limit) within 10 years.
Total Debt
, $320 tin Millions)
309.1
o $302.3
$300
295.6 $295.5 $ 82.0 $279.9
$280 $290.1
$281.1 $267.4
" "�<$260 $257.2 255.9
$244.3 $241.4
$240
$226.2
$220 $227.4
$200 $212.1
$196.2
$180
$180.1
$160
$145.
$140
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 FY 27
fFY18Recommended �FY16Adopted
8
Moody's Investor Service recommends 20% General Fund Operating Reserve for "AA"
rated cities. In May 2015, Moody's Investors Service downgraded Dubuque's general
obligation bond rating from Aa2 to Aa3, but removed the negative future outlook. This
followed two bond rating upgrades in 2003 and 2010, and one bond rating downgrade in
2014. In announcing the bond rating downgrade, Moody's noted the City's general fund
balance/reserve declines. Dubuque's general fund reserve declined from 24 percent of
general fund revenues in Fiscal Year 2013 to 17.05 percent in Fiscal Year 2014. This
decline in the general fund reserve was due to planned capital expenditures of$4.1
million in Fiscal Year 2014.
The City of Dubuque has historically adopted a general fund reserve policy as part of
the Fiscal and Budget Policy Guidelines which is adopted each year as part of the
budget process. During Fiscal Year 2013, the City adopted a formal Fund Reserve
Policy. The City may continue to add to the General Fund minimum balance of 10%
when additional funds are available until 20% of Net General Fund Operating Cost is
reached. The planned contribution to reserves in Fiscal Year 2016 was $600,000, but
the City was able to contribute $1 million.
After all planned expenditures and an additional $600,000 added to fund balance in
Fiscal Year 2017, the City of Dubuque will have a general fund reserve of 15.79% of
general fund expenses as computed by the methodology adopted in the City's general
fund reserve policy or 16.75% of general fund revenues as computed by the
methodology used by Moody's Investors Service. The general fund reserve fund
balance is projected to be $7,832,449 on June 30, 2017.
The intent is to increase the General Fund working balance or operating reserve by a
minimum of$600,000 in Fiscal Year 2018. In subsequent years, the City will add to the
operating reserve until 20% is maintained consistently. In Fiscal Year 2017, the City
had projected reaching this consistent and sustainable 20% reserve level in Fiscal Year
2022. Now it is projected this 20% level will be reached in Fiscal Year 2021 , one year
ahead of schedule.
The Fiscal Year 2018 budget recommendation anticipates the following contribution to
the general fund reserve after the $1 million contribution in Fiscal Year 2016 and the
$600,000 contribution in Fiscal Year 2017:
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Total
Contribution $1,000,000 $600,000 $600,000 $500,000 $500,000 $500,000 $100,000 $3,800,000
General
Fund $7,232,449 $7,832,449 $8,432,449 $8,932,449 $9,432,449 $9,932,449 $10,032,449
Reserve
% of 20.31% 16.75% 17.71% 18.50% 19.28% 20.05% 20.15% -
Projected
Revenue
(Moody's)
Dubuque Initiatives was very helpful this year related to the City debt obligations.
Because of the tremendous success Dubuque Initiatives has had with leasing space in
9
the Roshek Building, they have been able to relieve the City of some debt obligations.
In order to obtain financing for the $47.5 million renovation of the Roshek Building in
2009 the City provided a $25 million loan guarantee. Also, in order to attract the IBM
Global Services Delivery Center and to help finance the renovation, the City provided
property tax rebates through Tax Increment Financing.
Over the years the loan guarantee had decreased to $7.5 million as Dubuque Initiatives
retired debt. This year the loan guarantee would have decreased to about $5.5 million.
However, Dubuque Initiatives has refinanced the debt using the substantial value of the
renovated Roshek Building as collateral and the City Loan guarantee has been
released.
In addition, Dubuque Initiatives has signed a non-appropriation clause on the City's
obligation to provide annual TIF property tax rebates. This means that instead of the
entire remaining schedule of annual TIF rebates estimated at $3,556,800 applying
against the statutory debt limit, only the annual rebate payment ($273,600) applies
against the statutory debt limit. This is the way all new TIF rebate agreements are
approved.
One important point worth mentioning related to debt involves the purchase of the
Central Iowa Water Association (CIWA) assets and the subsequent capital project that
will extend City of Dubuque water service to these newly acquired 316 customers,
opening up thousands of acres for future development.
The original intent and the approved strategy was to issue $10.7 million in low interest
debt through the State of Iowa Revolving Loan Fund (SRF) program. Combining this
need with the anticipated operating and capital needs of the Water Department, it was
projected there would be a 12.5% reduction from previous rate increase projections
over the next six years. I am pleased to report to you that this 5-Year Capital
Improvement Program recommendation does better than the original projections.
While the originally presented CIWA funding plan showed a 4% water rate
increase in Fiscal Year 2018, this budget recommendation only shows a 3% water
rate increase. Therefore, the savings over previous projections is now 13.5%. One of
the two main ways that was accomplished is the vacant Water Plant Manager position
has been frozen for Fiscal Year 2018, with the previous Plant Manager, Denise Ihrig,
being promoted to Water Department Manager, replacing the retiring Bob Green, and
performing both duties.
The second way the water rates are being held down is a reduction in the amount of
debt that is being issued, by identifying additional available fund balances and delaying
additional capital projects. The approved strategy was to fund the $10.7 million in total
CIWA related acquisition and capital costs with $10.7 million in SRF debt. The new
recommendation is to only issue $10 million in SRF debt.
10
In October 2016, Moody's Investors Service upgraded the rating from A3 to A2 on
$18 million in City of Dubuque bonds issued to support the Bee Branch
Watershed Flood Mitigation Project.
City Utilities
The sanitary sewer rate increase recommendation is 3%, the water rate increase
recommendation is 3% and the solid waste collection rate increase recommendation is
2.3%. The City Council previously approved a 6.75% stormwater rate increase for
Fiscal Year 2018 and this recommendation does not change that amount.
The following are the utility rate comparisons for other cities in the State of Iowa:
RATES AND COMPARISONS
Water Rate Comparison for Largest Iowa Cities with Water Softening
Water Rate
Rank City (6,000 Gallons/
residence avg.)
7 West Des Moines $33.55
6 Des Moines $30.25
5 Iowa City $30.24
4 Council Bluffs $28.82
3 Dubuque $28.43 (FY 2018)
2 Ames $28.22
1 Cedar Rapids $27.27
Average w/o Dubuque $29.73
Dubuque's water is some of the best in the world! The highest ranked city (West
Des Moines) is 18.02% higher than Dubuque's rate, and the average is 4.56%
higher than Dubuque.
11
Sanitary Sewer Rate Comparison for Eleven Largest Iowa Cities
Sanitary
Rank City Sewer Rate
(Based on 6,000
Gallons/month)
11 Ankeny $67.52
10 Des Moines $45.92
9 Dubuque $39.25 (FY 2018)
8 West Des Moines $38.30
7 Iowa City $36.17
6 Davenport $35.26
5 Cedar Rapids $33.93
4 Ames $33.73
3 Sioux City $31.88
2 Waterloo $25.75
1 Council Bluffs $22.88
Average w/o Dubuque $37.13
The highest ranked city (Ankeny) is 72.04% higher than Dubuque's rate, and the
average is 5.38% lower than Dubuque.
12
Solid Waste Collection Rate Comparison for Eleven Largest Iowa Cities
Rank City Monthly
Rate
11 Ames $26.25
10 Cedar Rapids $21.32
9 Council Bluffs $18.00
8 Sioux City $16.30
7 Ankeny $16.25
6 Iowa City $15.90
5 1 Dubuque $15.11 (FY 2018)
4 Davenport $11.91
3 Des Moines $11.00
2 West Des Moines $10.55
1 Waterloo $ 9.00
Average w/o Dubuque $15.65
The highest ranked city (Ames) is 74% higher than Dubuque's rate, and the
average is 4% higher than Dubuque.
Stormwater Rate Comparison for the Largest Iowa Cities with Stormwater Fees
Rank City Stormwater
Rate
10 Des Moines $12.07
9 Dubuque $ 7.27(FY 2018)
8 Ankeny $ 5.50
7 Cedar Rapids $ 5.49
6 Iowa City $ 4.50
5 West Des Moines $ 4.25
4 Ames $ 3.45
3 Waterloo $ 2.75
2 Davenport $ 2.64
1 Sioux City $ 1.84
Average w/o Dubuque $ 4.72
The highest ranked city (Des Moines) is 66% higher than Dubuque's rate, and the
average is 35% lower than Dubuque.
13
Improvement Packages
There were 120 improvement level decision packages requested in Fiscal Year 2018, of
which, 48 are being recommended for funding. The recurring general fund expenditures
total $40,599, so those will also impact future budget years. The non-recurring general
fund expenditures total $18,306. The remaining improvement packages recommended
for funding from non-property tax support total $114,704.
Multi-Residential Property Tax Classification
Beginning in Fiscal Year 2017 (July 1 , 2016), new State legislation created a new
property tax classification for rental properties called multi-residential, which requires a
rollback, or assessment limitations order, on multi-residential property which will
eventually equal the residential rollback. Multi-residential property includes apartments
with three or more units. Rental properties of two units were already classified as
residential property. The State of Iowa will not backfill property tax loss from the
rollback on multi-residential property. The rollback will be 86.25% ($331 ,239) in Fiscal
Year 2017, 82.50% ($471 ,885) in Fiscal Year 2018, 78.75% ($576,152) in Fiscal Year
2019, 75.00% ($684,614) in Fiscal Year 2020, 71 .25% ($785,129) in Fiscal Year 2021 ,
67.50% ($890,380) in Fiscal Year 2022, 63.75% ($993,116) in Fiscal Year 2023 and will
equal the residential rollback in Fiscal Year 2024 which is currently 56.94%
($1 ,179,685). This annual loss in tax revenue of $471,885 in Fiscal Year 2018 and
$1,179,685 from multi-residential property when fully implemented in Fiscal Year
2024 will not be backfilled by the State. From Fiscal Year 2017 through Fiscal Year
2024 the City will lose $5,912,201 in total, meaning landlords will have paid that much
less in property taxes.
State Backfill of Property Tax Reform Legislation
Commercial and Industrial taxpayers previously were taxed at 100% of assessed value;
however due to legislative changes in Fiscal Year 2013, a 95% rollback factor was
applied in Fiscal Year 2015 and a 90% rollback factor will be applied in Fiscal Year
2016 and beyond. The State of Iowa will backfill the loss in property tax revenue from
the rollback and the backfill 100% in Fiscal Year 2015 through Fiscal Year 2017 and
then the backfill will be capped at the Fiscal Year 2017 level in Fiscal Year 2018 and
beyond. The Fiscal Year 2018 State backfill for property tax loss is estimated to
be $1,095,247.
In each of the five fiscal years in this budget recommendation, in the Tax Increment
Financing (TIF) Economic Development and Slum and Blight Urban Renewal Districts,
there is some built in protection against the possibility that at some point in time the
State of Iowa might stop funding the property tax reform backfill payments. In these TIF
areas, the City is not allocating all of the available resources. Each year the state funds
the backfill that will give the City greater resources to accomplish the intended goals of
14
the TIF district that can be carried into the next budget year. There are numerous
unfunded needs.
The Fiscal Year 2017 Downtown TIF budget is further impacted by $500,000 being
reserved for a loan to the Dubuque Brewery and Malting Project (3200 Jackson Street)
should that project result in a development agreement.
Health Insurance
The City portion of health insurance expense is projected to not increase from $1 ,325
per month per contract (based on 563 contracts) in Fiscal Year 2018. The City of
Dubuque is self-insured and actual expenses are paid each year with the City only
having stop-loss coverage for major claims. Estimates for Fiscal Years 2019-2022 have
been increased by 6.32% per year. The no increase in Fiscal Year 2018 is based on
anticipated savings from the responses to the City Request for Proposals for Third Party
Administrator (TPA) services and possible changes in collective bargaining legislation at
the state level.
The Jule
The increase in property tax support for Transit from Fiscal Year 2017 to Fiscal Year
2018 is $311 ,827, which reflects reduced revenue (-$225,914) due to the Iowa Clean
Air Attainment grant ending for the Midtown Loop and Feeder (January 2017). The
continuation of the Midtown Loop and Feeder route was funded with property tax as a
recurring improvement package in Fiscal Year 2017. In addition, 2.82 FTE (5,866 hours
annually) related to improvement packages approved in Fiscal Year 2015 and Fiscal
Year 2016 for the Shopping Circulator, Nightrider and Saturday Paratransit Service
were understated in the Fiscal Year 2016 and 2017 budget which was corrected in
Fiscal Year 2018 (+$121 ,526).
The following is a ten-year history of the Transit subsidy:
Fiscal Year Amount % Change
2018 Projection $1 ,484,712 +26.6%
2017 Budget $1 ,172,885 +24.4%
2016 Actual $942,752 -13.2%
2015 Actual $1 ,086,080 +30.2%
2014 Actual $833,302 -20.2%
2013 Actual $1 ,044,171 +45.5%
2012 Actual $717,611 -33.5%
2011 Actual $1 ,078,726 -7.1 %
2010 Actual $1 ,161 ,393 -7.4%
2009 Actual $1 ,253,638 +17.2%
2008 Actual $1 ,070,053 +15.9%
15
Not-for-Profit Projects
There are several significant not-for-profit quality of life investments being considered
for Dubuque. The Dubuque Community Y is considering building a new facility to meet
many of the indoor recreation needs of the community. The Miracle League of
Dubuque intends to build a Miracle League baseball field and all-inclusive playground
for Dubuque area individuals with special needs. Tri-State Blind Society intends to build
a new facility after selling their former location. The Dubuque PONY Youth Baseball
organization intends to build a new sports complex, including the young adult
Northwoods League bringing a franchise to Dubuque. The redevelopment of the former
St. Mary's site continues as Steeple Square.
Council Priorities and Individual Projects
The City of Dubuque's mission is to deliver excellent municipal services that support
urban living; contribute to an equitable, sustainable city; plan for the community's future;
and facilitate access to critical human services. Progress was made in 2016 on a wide
variety of projects and initiatives designed to fulfill that mission through work by the City
and partners.
Inclusive Dubuque
In 2016, the Network, with the Community Foundation of Greater Dubuque acting as the
backbone organization, turned its focus to providing learning opportunities, tools and
resources, and baseline data to help community members continue to advance equity in
our region and across specific sectors. A few highlights of the network's efforts in 2016
include:
• Almost 100 community members and Network partners engaged in sector groups
around Equity Profile focus areas. Active groups include Arts and Culture,
Housing, Education, and Health.
o Arts and Culture: Members are exploring and sharing ways they are taking
the equity lens into their own organizations, including an evaluation of the
diversity of their arts and culture offerings, partnering with current diversity
projects happening (Ex. Art Museum partnering with the Facing Diversity:
Marshallese Stories project), and working with/as the Master Plan Task
Force for Inclusion and Diversity. The Arts and Business Luncheon was
the result of discussion among sector group members. The group is also
developing a toolkit that focuses on successful arts and culture
interventions across sectors.
o Housing: Members are working with the City and the NAACP on their
housing focus areas and strategies, including advocating for fair housing,
and providing equity learning opportunities for renters and landlords.
16
Relationships are being forged in the meetings that strengthen
partnerships among those in the Dubuque area housing sector.
o Education: Members are exploring 3 main areas: 1) cultural competency
opportunities for the school districts' teachers, staff, and administrators; 2)
providing and supporting the use of equity self-assessments for those in
the education sectors; 3) using equity tools to explore and implement
hiring practice strategies, culturally sensitive curriculum ideas, and
culturally sensitive behavioral strategies.
o Health: Adding and analyzing current health data to supplement the 2016
Equity Profile Health data. This data will help determine next steps for the
group.
• Inclusive Dubuque facilitated or partnered on four equity learning opportunities
that were offered to the community (Robert Spicer, Manuel Pastor, Shirley Davis
and Results-Based Accountability training). An upcoming learning opportunity in
April with Dr. Jennifer Harvey will be primarily focused on the faith community.
Faith-based partners include Children of Abraham, Downtown Christian
Association, BVMs, Franciscans, Wartburg Seminary, and Loras College.
• Several introductory equity toolkits, including a self-assessment tool, modified
from the D5 Coalition, were published for community members to use in their
organizations.
• The first annual Advancing Equity: Community Efforts and Outcomes report was
published in the fall of 2016 detailing the work of partners and community
organizations working to advance equity and inclusion. Information is being
gathered for the upcoming report that will be published late spring.
• The Peer-Learning Council continues to work on a five-year plan for equity
learning opportunities, including topics for Network Partner meetings, facilitation
training, and extended community conversations.
• The Network hosted more than 70 community members at its first Community
Conversation in December. As a result, a series of additional conversations
have been planned for spring 2017: February 15th, March 28th, and May 2.
More intimate conversations are planned for February 22 and March 14th to offer
Community Conversation participants an opportunity to deepen conversations.
The National League of Cities (NLC) presented a first-place award in the 2016 NLC City
Cultural Diversity Awards to the City of Dubuque for the City's support of Inclusive
Dubuque and its efforts to develop a community equity profile. The Mayor and City
Council added the term "equity" to the City's Vision Statement and Mission Statement
and selected Inclusive Dubuque as a top priority. The building housing the Multicultural
17
Family Center (MFC) was renamed the Ruby Sutton Building in 2016 and the abutting
Colts building was purchased to allow for future MFC expansion.
As a Network Partner in Inclusive Dubuque, the City has been reviewing ways that we
contribute towards an equitable community through our own operations. To this end,
we have an Equity Core Team that has developed the following resources for staff to
use within their departments:
• Developed a framework for department equity plans that includes goal areas,
indicators, and proposed performance measures for workforce recruitment
and retention, grants and contracts, equitable delivery of city services through
community engagement, and collective impact partnerships;
• Introduced an equity toolkit for staff to use to think through how best to
address inequities in a particular project;
• Offered a workshop on equity concerns related to housing using the video
Race: the Power of an Illusion, interactive activities, and the opportunity to
practice using an equity tool;
• Offered a workshop on Results Based Accountability on ways to use data,
along with an asset based community development approach, to develop and
continually analyze the success of equity strategies within departments.
We also have a Grants and Purchases of Services Team that is reviewing ways to
integrate equity into grant awards and provide support to partners, and an Intercultural
Facilitators Team that is offering a four-day workshop focused on developing equity
plans using an intercultural approach.
Some notable outcomes around workforce recruitment include:
• Leisure Services focused on diversifying recruitment for seasonal positions,
resulting in hires being 95% white, 4% African-American, and 1 % Hispanic.
• Police Department recruitment yielded 28% applicants of color and 21 %
female applicants. Current staffing in the PD is 89% male, 12% female, 4%
Black/African-American and 3% Hispanic/Latino.
• Fire Department partnership with NICC to develop a pipeline of qualified
applicants resulted in successful recruitment of a diverse group of students
into the Emergency Medical Technician (EMT) course.
18
Dubuque Works
In the 345 CEO interviews done by the Greater Dubuque Development Corporation last
year, the #1 community weakness and the #1 impediment to company growth is lack of
a skilled workforce. Within 10 years this situation will reach a crisis level unless the
population grows and residents obtain the skills needed to meet the employment
opportunities:
Greater Dubuque Region 2016-2026
180,000
170,000
161,905
160,000
150,000
140,000
140,000 t
132,762
130,000 r
129,043
120,000 :i.:L 6,S 93
110,000
100,000
Working Age Population Jobs Labor Force
Funded by the City of Dubuque, Dubuque County, and Mystique Casino, Dubuque
Works represents a collaboration of 13 partners, including the Greater Dubuque
Development Corporation, serving as the backbone organization in this collective
impact model, engaged in ensuring a thriving workforce in the Greater Dubuque area.
In Fall of 2016, the Dubuque Works partners agreed to begin meeting monthly to move
forward an ambitious workforce agenda to further the collaborative's three primary
goals:
• (Human Capital): Partners identify and address recruitment, retention, and
relocation needs as defined by Greater Dubuque employers;
• (Skill Development): Partners build workforce capacity by enhancing training
to meet employer demand;
• (Collaboration & Evaluation): Partners combine collaborative workforce efforts
with quality research to generate evidence-based practices that improve
performance and outcomes for local employers.
19
This decision to increase partner meetings was based on a thorough review of the most
recent data of funded Dubuque Works programs, the 2016 Greater Dubuque Skills Gap
Analysis, summary of HR Action data (qualitative and quantitative report from HR
personnel in the region), input from local industry through sector boards, and a review of
regional and national best practices. After developing a detailed outline of workforce
solutions in place in the community targeting New Workforce Recruits, Existing
Workforce, Unemployed and Under-employed Workforce, and the Workforce Pipeline
(High School and College students), the Dubuque Works collaborative has begun work
on a 2017 strategic plan aimed at furthering a shared agenda among partners to
increase participation in existing programs and enhance programming where needed to
fill critical workforce gaps, develop talent, and recruit and retain talent in Greater
Dubuque.
Key strategic plan items in developments, including the following:
• Maintain integrated local, state, and private funding for Opportunity Dubuque
• Increase access to local public transportation for college students and 2nd
and 3rd shift workers in the City of Dubuque through the Jule Transit system
• Expand opportunities for students who have stopped out of high school and
adults without a high school diploma to pursue a high school equivalency
degree and job training programs
• Support joint recruitment and marketing of the Greater Dubuque area as a
community of choice to live and work
• Increase recruitment, retention, and training of top skills gap needs areas
through public private-partnerships
• Support pathways for individuals with significant barriers to employment such
as ex-offenders, single parents, individuals with English as a second
language, etc., that include access to 1 :1 coaching and wrap-around services
• Support integrated partnerships with City and non-profit service providers in
Housing, Education, Workforce, Health, and other services to reduce
duplication of services to low-income residents and enhance client success to
achieve economic stability.
• Support disaggregation of all program data, workforce data, and population
data to identify inequities and bias, support equity education opportunities and
utilize an equity lens to inform decisions
20
Recent Dubuque Works accomplishments and accolades including the following:
• In 2016 Greater Dubuque Development took first place in the Mid-America
Economic Development Council (MAEDC) Workforce Development category
for its HR Action program, which collects qualitative and quantitative local
workforce data from human resources professionals to inform the strategy of
Dubuque Works.
• Greater Dubuque Development's Newcomer Services continue to be heavily
used by local employers. In 2016, 136 newcomers participated in the free 5-
night Distinctively Dubuque class from 60 unique employers; From July 1 ,
2016-December 31 , we have provided 85 community tours to newcomers,
and provided 43 other assistance to newcomers through our concierge
services.
• In 2016, the International Economic Development Council (IEDC) recognized
Dr. Liang Chee Wee, PhD., president of Northeast Iowa Community College,
as its Institutional Leadership Award designee for his contribution to economic
development through education for programs including the Dubuque Works-
funded Opportunity Dubuque and participation in Start-Up Dubuque, which
benefits local start-up companies and entrepreneurs.
• In 2016, the International Economic Development Council (IEDC) also
awarded Mayor Roy Buol with a Leadership for Public Service award for this
commitment to economic development through public-private partnership
programs such as Dubuque Works among other accomplishments.
• Opportunity Dubuque administered by Northeast Iowa Community College
continues to expand and contribute to a skilled workforce in the region; as of
December 31 , 2016, the job training initiative has graduated 434 individuals
with a job placement or continuing education rate of 98% for the great
majority (88%) they were able to contact after 6 months.
• Opportunity Dubuque has also increased the diversity of its enrollees through
a targeted outreach program implemented through the joint hiring of a NICC
success coach; From July 1 , 2015 to December 31 , 2016, the Outreach
Success Coach has engaged 198 students, 81 of which have completed or
are scheduled for training. Of the 52 completers, they were all employed or
continuing education within 6 months of completion (14 were unable to be
reached). 39% of the completers disclosed their race as Black/African-
American, 8% as Hispanic or Latino, and 41 % as White.
• The Jule College Student Ridership program is experiencing a high
percentage of college students utilizing the daytime and nighttime access. As
of October, 21 % of Clarke students utilized the Jule, 29% of Loras students,
21
and 17% of University of Dubuque students. This ridership often increases
during second semester on campuses.
• Other funded Dubuque Works programs include the Dubuque Circles
Initiative, which connects volunteers and community leaders to families
wanting to move out of poverty through pathways to self-sufficiency; Dubuque
Area Labor Management Council to fund Career Exploration Fairs and the
Exploring Program; and the Dubuque Area Chamber of Commerce for their
Business After School program.
Economic Development
Greater Dubuque Development Corporation annual support of$780,613 is budgeted to
be paid mostly from Dubuque Industrial Center Land Sales in Fiscal Year 2018 (a
$586,513 balance exists after June 30, 2017), with a $100,000 increase from Fiscal
Year 2018 paid from the Greater Downtown TIF. This additional $100,000 per year will
support a sixth pillar GDDC is adding to their work plan related to downtown
redevelopment. In Fiscal Year 2019 and beyond Greater Dubuque Development
Corporation will be paid from the Greater Downtown TIF ($100,000) and Dubuque
Industrial Center West land sales.
In Dr. Thomas Tuttle's new book "Growing Jobs, Transforming the Way We Approach
Economic Development," he said this:
"The 'secret sauce' for Dubuque, as it was for Austin (Texas), is collaboration, placing
the needs of the community above self-interest and a willingness to do what it takes
without concern for who gets the credit. Also central to the ability to create the climate
in which these achievements could take place is the honest belief that no single
individual or organization has the answer to what must be done to enable Dubuque to
move towards its vision — it requires 'collective impact."'
In his book, Dr. Tuttle identified Dubuque as a model for successful economic
development in the 21st Century. In the budget recommendation to the City Council, the
City works with the private sector in funding that success. The funding request provides
approximately 37% of Greater Dubuque's operating budget for 2017-2018 and would be
the first investment in Greater Dubuque's new five-year capital campaign entitled,
Greater Dubuque 2022.
This funding request helps to fund the five pillars of Greater Dubuque's work:
• Business Retention and Expansion
• Workforce Solutions
• National Marketing
• Sustainable Innovation
• StartUp Dubuque
22
In addition, $100,000 in new funding is included to fund in part a new initiative, a 6t"
pillar, for Greater Dubuque that focuses on Downtown Transformation. Working in
collaboration with partners in the public and private sector, Greater Dubuque will
revitalize the Washington Neighborhood Development Corporation and, through
collective impact, bring the same results to our most challenged neighborhoods that
have been realized elsewhere.
The 5-year goals of the Greater Dubuque Development Corporation 2012-2017 were as
follows:
Construction
Goal: Spur and promote $700 million in new construction in the Dubuque Metropolitan
Statistical area.
Actual: $830,124,369
CONSTRUCTION I GOAL: $7001000,000 Total Residential S317,771,267
Total Commercial S51 2,353,102
Total Construction Cumulative $830,124,369
$900,000,000.00
$800,000,000.00
$700,000,000.00
$600,000,000.00
$500,000,000.00
$400,000,000.00
$300,000,000.00 --
$200,000,000.00
$100,000,000.00
S 0.00
2012 2013 2014 2015 2016 2017
-Residential
--w-Co mmercial
—*—Total Construction Cumulatue
Average Wage
Goal: Increase the average wage to over $18.00 per hour
Actual: $23.08 per hour
DUBUQUE COUNTY WAGE LEVEL GOAL: $18.00+ CURRENT: $23.08
$26.50
$26.00
$25.50
$25.00
$24.50 --- --
$24.00
523.50
S 23.00 AL
522.50
$22.00
S21.50
S21.00
S20.50
-
S 20.00
S19.50 - -
S19.00
S18.50
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
■ 2012-Benchmark -, 2013-Year 1 2014-Year 2 2015-Year 3 -w-2016-Year 4 2017-Year 5
23
Population
Goal: Grow the Dubuque Metropolitan Statistical area population to 96,500
Actual: 97,125
DUBUQUE COUNTY POPULATION GROWTH GOAL: 961500 CURRENT: 97,125
98,000
96,000
94,000
92,000 hmL
r� �O ry0 ry0 �O �O
ro
�o
t Population Total
Job Creation
Goal: Promote the creation of 3,300 new jobs (net) bringing our workforce to 60,000
Actual: 62,000
DUBUQUE MSA LABOR FORCE GOAL: 60,000 CURRENT: 62,000
63,000
62,500
62,000
61,500
61,000
60,500
60,000
59,500
59,000 -
58,500
581000
57,500
57,000
56,500 –
56,000 —
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
2012-Benchmark ■ 2013-Year 1 ---*-2014-Year 2 2015-Year 3 2016-Year 4 • 2017-Year 5
24
While Dubuque is experiencing success in economic development, there are
communities across the country and in the Midwest that are having the opposite
experience. According to 24/7 Wall Street the following is the top 25 cities for losing
jobs in 2016, of the 75 communities that experienced job loss:
Rank City Employment Change
25 Lynchburg, VA -1 .41 %
24 Bloomington, IL -1.41%
23 Elmira, NY -1 .45%
22 Joplin, MO -1.54%
21 Vineland-Bridgeton, NJ -1 .57%
20 Duluth, MN-WI -1.67%
19 Alexandria, LA -1 .67%
18 Decatur, IL -1.68%
17 Williamsport, PA -1.82%
16 Fairbanks, AK -1 .86%
15 Topeka, KS -1.96%
14 Binghamton, NY -1 .98%
13 Mankato, MN -2.01%
12 Staunton-Waynesboro, VA -2.02%
11 Tulsa, OK -2.03%
10 Manhattan, KS -2.03%
9 Cheyenne, WY -2.07%
8 Lawton, OK -2.07%
7 Carbondale-Marion, IL -2.15%
6 Oklahoma City, OK -2.20%
5 Mansfield, OH -2.33%
4 Shreveport-Bossier, LA -2.35%
3 Houma-Thibodaux, LA -3.74%
2 Casper, WY -3.77%
1 Lafayette, LA -4.46%
24/7 Wall Street reports that "Half of the 20 fastest shrinking cities are in the so-called
Rust Belt of the United States...encompassed parts of the Northeastern and
Midwestern United States..."
25
Total Personal Income is income earned by an area's workforce. A growing workforce
and growing wages are reasons for a rise in Total Personal Income for an area. Total
Personal Income rose in 2014 in the Dubuque area by 4.3%. That is not true
everywhere. In fact, Dubuque is surrounded by communities significantly
underperforming the 2014 national growth rate of 2.9%, including:
Janesville-Beloit, WI 0.5%
Mankato, MN 0.4%
Sioux City, IA 0.5%
Kankakee, IL -0.9%
Springfield, IL 0.3%
Carbondale-Marion, IL 0.4%
Peoria, IL -1 .1%
Danville, IL -3.9%
Bloomington, IL -3.2%
Grand Forks, ND -1 .4%
Grand Island, NE -0.5%
Terre Haute, IN 0.2%
Topeka, KS 0.5%
In 2016, Dubuque reached a record level of hotel occupancy, achieving 60.3%, as
reported by the Dubuque Area Convention and Visitors Bureau. This bodes well for the
economy and for the possibility of future hotel development.
As reported in the Telegraph Herald on January 14, 2017, the East Central Iowa
Association of Realtors reported strong sales in 2016 in the Dubuque area with 1 ,296
homes sold, an increase of 5% compared to 2015. The average sales price jumped
from $171 ,982 in 2015 to $182,380 in 2016, a 6% increase. The Federal Housing
Finance Agency reports that over the last five years, house prices have risen 11 .21% in
the Dubuque area. In Dubuque, new housing starts are up 59% comparing 2016 with
2015.
As reported in the Dubuque Telegraph Herald on December 29, 2016, "Through
interviews with nearly 350 area business leaders, officials from a Dubuque economic
development group have learned that nearly half of the companies are planning to
expand." Why am I such a believer in the future of Dubuque and that things will be
getting even better, despite economic development troubles in other communities? Last
year was a great year for Dubuque as far as investment and job creation. The article
says that data collected by the Greater Dubuque Development Corporation through the
interviews of 345 CEO's in our area show that 45% of Dubuque area businesses plan to
expand. That is up from 37% in 2015 interviews. GDDC reports that job listings on
AccessDubuqueJobs.com in December 2015 were at 779 and in December 2016 were
at 1 ,109, an increase of 330.
26
The Dubuque MSA's total non-farm employment for December 2016 was 62,000 (up
800 from 61,200 in December 2015) and unemployment was 3.4% (down from 3.6% in
December 2015). Roasting Solutions invested approximately $7 million to construct a
new national headquarter location and manufacturing facility in Dubuque Industrial
Center South. Cottingham & Butler announced plans to add 90 new positions to their
local workforce over the next three years and invest $2.4 million to expand their
operations into the Roshek Building. Rite-Hite announced an $8.9 million project to
expand current production facility in Dubuque Industrial Center and add 24 new
employees. Alliant Energy, A.Y. McDonald Mfg. Co., and City of Dubuque are
partnering to develop the largest solar project in Iowa west of the Dubuque Industrial
Center West. BioResource Development, in partnership with Black Hills Energy and the
City, began construction on multi-million dollar biomethane system within City's Water &
Resource Recovery Center, allowing the City to utilize biogas more efficiently and
generate new revenue. Quality of life is an integral part of economic development
efforts: 18 new restaurants opened or began construction and four new food trucks
began operating in Dubuque in 2016; the City Council adopted a Arts and Culture
Master Plan; and the Inclusive Dubuque network has grown to over 60 businesses and
organizations.
City of Dubuque Development Review Team activity is up significantly over the last
eight years since the great recession, with a 35% increase in agenda items, comparing
Fiscal Year 2016 with Fiscal Year 2015. While some of that can be attributed to more
applicants taking advantage of the process, it also is an indication of more development
and activity.
Development Review Team: Activity by Fiscal Year
80
70
60
v
50
40
z 30
20
10
0
2009 2010 2011 2012 2013 2014 2015 2016
Fiscal year
■Meetings ■Agenda Items
27
The City has been having tremendous success in the area of economic development.
The use of Tax Increment Financing as a tool to finance industrial land acquisition and
development and to create incentives for business to create jobs is working well. Since
the late 1990's, the City has acquired 1,257 acres of land for industrial park
development and over 4,500 jobs exist in the technology and industrial parks. These
employees have rented apartments, bought homes, shopped at stores and patronize
restaurants. All of the taxing bodies have benefitted. Now the taxing bodies will benefit
further beginning in Fiscal Year 2019, as some of the TIF areas reach their 20-year
legal limit:
City of Dubuque
New Taxing Bodies Tax$- Retiring TIF Districts,in First Year of Expiration
$1,869,819
DCSD, $830,125
$1,900,000 ■City, $603,720
$1,800,000 County, $349,008
$1,700,000 ■NICC, $51,966
$1,600,000 Other, $35,000
$1,500,000
$1,400,000
$1,300,000 $526,845 $770,268
DCSD, $341,968
$1,200,000 DCSD, $233,898
--City $170106 $382,891 City, $248,701
, ,
$1,100,000 County, $143,773
County, $98,337 DCSD, $169,988 E NICC, $21,407
$1,000,000 In NICC, $14,642
Other, $9,862 ■City, $123,626 Other, $14,418
$900,000
County, $71,468 �___---
$800,000 NICC, $10,641
$700,000 $442,161 Other, $7,167
$600,000
$500,000 '
$400,000
$300,000
$200,000 $17,480
$100,000
t
Already Tech Park South DICW-Subarea Quebecor-2025 Kerper-2032 DICW-Subarea
Returned to -2019 B-2019 D-2032
Taxing Bodies
Total Annual Return to Schools,County &City= $4,009,464
This is what will go to the Taxing Bodies in the first year after expiration of the Urban Renewal District.
Based on current tax rate of Taxing Bodies and 1/1/16 assessed value,even though It is expected that the assessed value would increase
before the district expiration.
Arts Master Plan
In late 2014, an RFP was released for an Arts Master Plan for the City of Dubuque. In
February 2015, the City Council approved entering an agreement with Lord Cultural
Resources (Consultant) for the creation of an Arts Master Plan. The Consultants have
worked in several phases with City staff, Dubuque's residents and organizations over 18
months to collect data to inform an Arts Master Plan. The final plan was presented to
City council on October 3rd
28
The Arts and Cultural Affairs Advisory commission has had discussions about
implementation of the plan. One of the tenets of the plan and requests proposed to City
Council by Susan Riedel, Chair of the Arts and Cultural Affairs Advisory Commission,
was concerning the part time status of the Arts and Cultural Affairs Coordinator. The
commission recognized that it would take a significant time investment in order to enact
such a comprehensive plan. Unfortunately, this budget recommendation does not
change that status.
The coordinator in conjunction with the commission has created a roadmap to begin to
enact the plan's implementation. This implementation road map has been published to
the City of Dubuque website and the process is ongoing to recruit relevant talent to the
taskforces outlined in the implementation roadmap. A portal has also been created to
allow members of the community to sign on to a taskforce of their choice. The
commission intends to continue to work on the masterplan throughout 2017.
East West Corridor Study Implementation
The US Highway 20 corridor is the primary east-west route in the City of Dubuque and
future traffic volume projections indicate US Highway 20 alone will not provide sufficient
capacity for east-west travel in the City. Capacity along alternate east-west corridors
will need to be improved to provide connectivity between the western growth areas and
the downtown urban core. In February 2012, the City Council formally adopted the East
- West Corridor Connectivity Study and directed City staff to begin implementation
plans. The study included recommended improvements supporting complete streets
concepts, multi-modal transportation, vehicle, pedestrian, bicycle, and recreational
improvements. The 5-year CIP budget recommendation for Fiscal Years 2017-2022
includes $10,771 ,000.
The section of University Avenue, from Pennsylvania Avenue to Loras Boulevard,
referred to as the "Overlap Section," was recommended for converting the three
intersections along University Avenue to roundabouts. With funds programmed, the
next steps in the design development process are to begin the preliminary engineering
and environmental (NEPA) study phase for the Overlap Section. Once the preliminary
engineering and environmental (NEPA) study are completed, corridor impacts will be
identified and property acquisition could begin in approximately FY2018 and would take
approximately three years to complete. Once property acquisition is completed within
the "Overlap Section," construction to convert the three intersections along University
Avenue to roundabouts could begin in FY2020 and would take approximately three
years to complete.
Although not included in the East - West Corridor Connectivity Study - Final Report, the
Grandview Avenue and Delhi Street intersection was converted to a roundabout
intersection, which was completed in the summer of 2016. Prior to the roundabout,
vehicles at this intersection experienced a high level of delay during peak travel times.
Following the completion of the Grandview - Delhi roundabout intersection, comments
29
from the traveling public and nearby businesses has been overwhelmingly positive and
supportive.
Not yet reflected in the proposed Fiscal Year 2018 — Fiscal Year 2022 recommended
budget, there is current legislation in the Iowa House and Senate that could change how
both counties and cities are allocated federal aid funding. The proposed bill would
allocate moneys from the primary road fund (PRF) to counties and cities for the
establishment, construction, and maintenance of roads and bridges in exchange for the
State retaining all or a portion of federal aid road funds that would otherwise be
allocated to counties and cities. The "swap" of federal funds for state PRF will be very
beneficial to all counties and cities, allowing public transportation related improvement
projects to be completed more efficiently at the local level, improved schedule delivery,
and reducing county and city costs by eliminating currently required federal regulatory
oversight requirements. Hopefully this will reduce the timeline for the implementation
schedule.
Traffic Signal Synchronization City-Wide
An important element of improving the East-West Corridor safety and traffic flow is the
STREETS project. The goal of this project is to develop a smart, next-generation, traffic
management and control system. The Smart Traffic Routing with Efficient and Effective
Traffic Signals (STREETS) will use traffic control strategies to enable dynamic traffic
routing to maximize the use of existing roadway capacities in the Dubuque metro area.
The proposed system will reduce wear and tear on major corridors in the Dubuque
metro area by distributing traffic evenly throughout the metro area. By dynamically
rerouting traffic on the roads with extra capacities, the proposed system will
reduce/eliminate traffic bottlenecks, reduce congestion, improve travel times, and
improve safety in the metro area. As an auxiliary outcome of the system operations, the
City staff will use the proposed system to identify future projects that will improve safety
and reduce congestion in the metro area. Finally, the system will help to measure the
effectiveness of safety and congestion projects. This project is one of a kind and will
become a replicable model for small urban areas such as Dubuque with populations
under 100,000.
Dubuque Metropolitan Area Transportation Study (DMATS) and the City of Dubuque
staff had a series of meetings with Iowa Department of Transportation (IADOT) staff to
finalize the scope of the project. Staff also had a work session with Federal Highway
Authority (FHWA) staff in Washington D.C. to discuss the project scope and
implementation process.
In the fall of 2016, the project received a commitment of$200,000 from IADOT and
$200,000 from DMATS to implement Task I -Systems Engineering and Task II- Model
development.
30
The FHWA recommends using a robust dynamic adaptive traffic signal model that can
have a predictive pattern match embedded to keep up with the system.
Overall, the FHWA staff felt the project would be very successful if implemented as
described and stated the following "Combining traffic control and traffic assignment —
Holy Grail of traffic research —this project is unusual because of the actual
implementation piece. There has been theory presented but not implemented. Very
special project. Very hard to implement in large cities due to their size and costs. This
is special because you have the perfect size to implement."
TASK II, III and IV will be designed and funded based on the systems engineering
output.
Master Plan for Chaplain Schmitt Island
The Mayor and City Council adopted the Chaplain Schmitt Master Plan in July 2014.
Key issues are regulatory requirements such as wetlands, leisure opportunities and
facilities, and economic/business investment. The Dubuque Racing Association has
formed an Implementation Committee chaired by DRA Board Member and City Council
Member Kevin Lynch. The Committee has hired a firm to provide in mid-2017 a report
on development opportunities and actions. The Master Plan calls for opportunities for
commercial, retail, and residential options on the island. This could mean additional
live, work, play options for residents, as well as job opportunities and sustainable
economic growth.
River Cruises Docking Facility
There has been a significant delay in any plans for Viking River Cruises to begin
operation on the Mississippi River. It is now not clear when that service will begin and
no ship construction has begun. The City is seeing significant riverboat traffic and new
boats will be arriving in 2017 and 2018.
The 5-year CIP shows some activity beginning for the City to design a new docking
facility in Fiscal Year 2022. Construction would begin in Fiscal Year 2023 if a funding
source is identified.
Housing TIF
The City Council's 15-year vision statement for Dubuque calls for a "strong, diverse
economy and expanding connectivity" and "choices of quality, livable neighborhoods."
Using Housing TIF enables Dubuque to implement projects to pursue that vision and
support workforce retention and development, increase the local tax base, and address
the city and school district's stagnant population growth.
By state law, when TIF is used for housing development, approximately 38 percent of
the future tax increment revenues from the project must be used to provide housing
31
assistance to low- and moderate-income families whose incomes are no greater than 80
percent of the median income anywhere in the city. This is starter housing for
Dubuque's current and future workforce, and our most vulnerable residents, the elderly
and disabled.
Initial plans call for some of the affordable housing assistance to be provided in
downtown neighborhoods through the City's CHANGE (Comprehensive Housing
Activities for Neighborhood Growth & Enrichment) Program.
Over the next five years, Dubuque's Housing TIF districts (current and future) are
projected to provide approximately $3 million for affordable housing.
By utilizing Housing TIF, the City of Dubuque plans to increase the average number of
new single-family homes built per year in the City limits from 100 (annual average for six
year period 2011-2016) to at least 150, as a share of the 351 annual average built in the
Tri-State area.
The spring 2016 Real Estate Facts and Trends published by Ruhl and Ruhl Realtors
helps underscore the need for additional residential lots in the Dubuque region. The
Regional New Construction Home Sales Active Inventory is as follows:
Active Inventory Active Inventory % Change in Inventory
As of 3/31/2015 As of 3/31/2016 From 2015
61 48 -21 %
The City Council has approved Timber-Hyrst and English Ridge Housing TIF Districts.
By the end of 2028, the City anticipates 391 new homes will have been built in these
Housing TIF districts. Two more Housing TIF Districts are being negotiated and
expected to come to the City Council within 60 days and those include an additional 304
lots.
Each of these Housing TIF Districts has an Urban Renewal Plan that describes the
specific use of tax increment funds, such as providing tax rebates, installing public
infrastructure, or other planned expenditures. These Housing TIF Districts currently set
aside at least 38.1 % of project cost increment, thus providing funding for the benefit of
low- and moderate-income family housing opportunities anywhere in the city of
Dubuque.
21St Century Policing Action Plan
The President's Task Force on 21 st Century Policing met seven times in early 2015.
The final report was released in May 2015, and was comprised of six pillars: Pillar One:
Building Trust & Legitimacy; Pillar Two: Policy & Oversight; Pillar Three: Technology &
Social Media; Pillar Four: Community Policing & Crime Reduction; Pillar Five: Training &
Education; and Pillar Six: Officer Wellness & Safety. Throughout the pillars there are
several Action Items, and Recommendations, and these are directed either to local
32
authorities and/or federal authorities. In total there are approximately 90 directed to
local authorities and 60 directed to the Department of Justice (DOJ), Congress and
other federal entities.
Locally we have reviewed all of the local recommendations and action items and have
been compiling our compliance data. As a Commission on Accreditation for Law
Enforcement Agencies (CALEA) accredited agency, the Dubuque Police Department's
policies and practices are already in line or mostly in line with the recommendations and
action items, especially around written policy. The department also meets
recommendations in many of the no-policy areas as well, while others remain in
progress, and only a handful of the recommendations would be considered wide open.
The ones with little action generally involve training recommendations that include
specialized training or training that is not locally available, or are recommendations tied
in with the federal recommendations.
These recommendations range from simple, such as having specific policy points in its
Use of Force policy, to more challenging recommendations that do not have easily
measurable goals, such as determining community trust levels. Some
recommendations require much longer processes, like implementing a Body Worn
Camera (BWC) program, which we did, but it took over a year to initiate and will take
time to evaluate. The time and expense invested in initiated a BWC program is already
paying dividends in the month it's been in place. We are capturing crucial evidence on
the cameras and are using them to review police-community issues.
The largest of the pillars is Pillar One: Building Trust & Legitimacy, with 21
recommendations and action items. Areas where we already meet or seeking
compliance include the Dubuque Community-Police Relations Committee (formerly
Dubuque Community Advisory committee), working with community groups and
neighborhood associations, National Night Out, School Resource Officers, Community
Police, internships and diverse recruitment, and the traffic stop demographics study we
contracted St. Ambrose University to conduct and which is well underway.
Transparency and communication with the community is key throughout the pillars but
especially Pillar One.
Many of the federal recommendations impact the local initiatives as well. The DOJ and
other federal entities have recommendations to organize and provide training in a
number of areas, analyze and report on topics, as well as be the funding source for
many initiatives. There has not been a lot of post-report information on how the entities
are meeting the recommendations.
33
Community Safety
Chief of Police Mark Dalsing provides the following table comparing annual crime
statistics:
"Part I" Crimes for Calendar Years 2012-2016
Compiled by the Dubuque Police Department
CY16% CY16%
Over/Under Over/Under
Performance Measures CY12 CY13 CY14 CY15 CY16 Avg. Average Peak Year
No. of Crimes Against Persons 186 208 220 265 243 224 8.3% -8.30%
Murder 2 0 0 5 1 2 -37.5% -80.0%
Sexual Assault 43 38 61 80 98 64 53.1% 0.0%
Robbery 21 32 20 27 26 25 3.2% -18.8%
Aggravated Assault 120 138 139 153 118 134 -11.7% -22.9%
No. of Crimes Against Property 1,992 1,791 1,662 1,953 1,875 1,855 1.1% -5.9%
Burglary 5831 431 416 548 420 480 -12.4% -28.0%
Burglary to Motor Vehicle 298 231 168 106 144 189 -24.0% -51.7%
Theft 1,080 1,103 1,035 1,245 1,235 1,140 8.4% -0.8%
Theft of Motor Vehicle 31 26 43 54 76 46 65.2% 0.0%
Total 2,178 1,999 1,882 2,218 2,118 2,079 1.9% -6.3%
= High Year
The National Insurance Services Office (ISO) upgraded the City's fire suppression
capabilities rating based on the City's fire department, emergency communications,
water supply, and community risk reduction. This new Class II rating places
Dubuque among the top three percent in the nation. The Fire Department received
a 2016 Mission: Lifeline® EMS Silver Award from the American Heart Association for
implementing quality improvement measures for treatment of patients who experience
severe heart attacks. Of 931 emergency medical service providers in Iowa, the
Dubuque Fire Department is one of only four to meet the criteria. The Police
Department purchased and deployed 120 body-worn cameras for all police officers in
2016. The City's network of security and traffic cameras grew to nearly 1 ,000 in 2016.
As part of the City's efforts to enhance street lighting, 11 new mid-block poles and LED
lights added were added to the Washington Neighborhood in summer 2016 and 430
City-owned lights have been converted to LED since May 2015. To improve the safety
of Dubuque's housing stock, the International Property Maintenance Code was adopted
in July 2016 and applies to all property types and provides a standard for property
maintenance and minimum requirements. The Police Department received its eighth
accreditation since 1993 from CALEA in 2016 through regular review of compliance with
CALEA's 489 standards of professionalism. The number of confirmed "shots fired" calls
were down from 33 in 2015 to 26 in 2016. That number is still not acceptable, but a
reduction is an improvement.
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Traffic/Security Camera System
Since May 2016, the City has installed 28 new cameras, along with 9.38 miles of
conduit and 4.88 miles of fiber that will allow for future camera installation. The following
is a list of 7 areas where cameras have been added.
University & Asbury 4 Cameras
NW Arterial & JFK & 32nd 2 Cameras
Grandview & Delhi 1 Camera
Central & Fulton 2 Cameras
White & Fulton 3 Cameras
White & 13th 1 Camera
West Locust & Foye 3 Cameras
The remaining 12 cameras were installed at intersections that already had fiber in place
to support the installation of the cameras. In addition to the new cameras another 27
cameras where replaced because of newer technology or camera failure. These newer
cameras have a higher resolution and Wide Dynamic Range feature which allows them
to see better in all light conditions . Today there are 457 Traffic/Security cameras
recorded through the Traffic Operations Center in City Hall.
Currently Elm and 14th, Elm and 17th and Jackson and 14th are designed and the
installation of seven cameras has been started by Racom. Over the next year cameras
will also be installed as part of the Bee Branch Project and Loras and Grandview signal
project.
Imagine Dubuque
Imagine Dubuque, the campaign for the new City of Dubuque Comprehensive Plan,
began in July 2016 and is scheduled to conclude in October 2017. Inclusive,
comprehensive, and tailored community engagement is a priority of City Council and
identified as a key strategy toward creating a plan that is reflective of our community.
Residents have a variety of ways to share their ideas on how to make Dubuque a more
viable, livable and equitable community.
To date, City staff and project consultants have developed and hosted a website, App,
events, focus groups, presentations and interviews using multiple engagement tools.
Over 200 interviews with community stakeholders have been conducted. Over 10 focus
group meetings and workshops have been held with community partners. The project
has had a presence in our schools, board rooms, community events and
neighborhoods. The results to date are encouraging. The website and App have
received over 6,500 page views and over 1 ,700 visitors. Over 2,500 ideas have been
received because of the engagement strategies and data received to date is showing
the input is reflective of the community. The project is halfway complete and more
community engagement events are planned through June of 2017. The project website
35
and App will remain a resource for the duration of the project. Presentation of a draft
plan to City Council is scheduled for August 2017.
Bee Branch Watershed Flood Mitigation Project
Construction of the Upper Bee Branch Creek is nearly complete. The creek is
functional and landscaping and remaining work will be completed in spring 2017. To
date, 79 green alley conversions of the 240 planned are completed. In January 2016,
the City was awarded $31 .5 million in federal disaster resiliency funds, including $8.4
million for the Bee Branch Healthy Homes Resiliency Program to improve 320 housing
units where low- to moderate-income residents reside and used to make repairs and
implement on-site stormwater management principles to decrease environmental health
and safety issues from flooding. The Visiting Nurses Association will engage residents
of the homes to assist them on their personal road to success.
Historic Millwork District
The first phase of the Novelty Ironworks Building project was completed in 2016. Plans
were announced for a four-story, 54-room Marriott TownPlace Suites extended-stay
hotel for 1100 Jackson St. (former Spahn & Rose Lumber Co. warehouse) with
construction starting in spring 2017. Plans were also announced for office and retail
space at 1065 Jackson St. (also former Spahn & Rose property). Makeshift Motors Inc.
is expanding and relocating to 1101 Jackson St. 7 Hills Brewing Co. is remodeling 1085
Washington St. into a brewery scheduled to open in spring 2017. Backpocket Brewing
Co. is opening a taproom at 333 E. 10th St. (Novelty Ironworks Building) in early 2017.
New Airport Terminal
Passenger counts at the Dubuque Regional Airport have increased steadily since 2013.
The grand opening for the 36,000-sq. ft. terminal was held on June 9. The project
completed six months ahead of schedule and under budget, with 85% of the $37 million
cost covered by Federal Aviation Administration. In October, a new restaurant
(Barnstormers) opened in the new terminal.
CHANGE Program
Comprehensive Housing Activities for Neighborhood Growth & Enrichment (CHANGE)
was developed to promote community enrichment through a collective/collaborative
impact of programs, partnerships, and services to provide economic and social
resiliency. Through CHANGE, 739 downtown housing units will be improved from
2016-2021 and $19 million will leverage tens of millions of dollars in private
investments. CHANGE includes marginal property acquisition ($4.2 million, 100
housing units), lead and healthy homes program ($3.2 million, 129 housing units), Bee
Branch Healthy Homes Program ($8.4 million, 320 housing units), and housing
rehabilitation programs ($3.74 million, 190 units).
36
Highlighting the importance of rehabilitating existing housing in Dubuque, nationally,
56% of housing was built prior to 1980, however, in Dubuque 78% of the housing was
built prior to 1980:
City of Dubuque: Age of Housing
9000 33.30%
8000
7000
6000
5000
4000 13.50% 12.90%
11.90
3000 —
6.70% 7.70%
2000 6.00% 5.80% _
10000 2 , 1 , 1 1 1 , 1 _
Built Built Built Built Built Built Built Built Built
2010 or 2000 to 1990 to 1980 to 1970 to 1960 to 1950 to 1940 to 1939 or
later 2009 1999 1989 1979 1969 1959 1949 earlier
While requiring a 21-year covenant to maintain impacted owner-occupied property, this
program will:
• Decrease neighborhood density in areas where there's a disproportionate
number of rental units
• Increase property values of homes in targeted defined neighborhoods with
historically low property values and build more equity for more people.
• Increase 1 st 2nd & 3rd time homebuyers which will contribute to population
growth
• Ensure that a property retains its original use if it was a single-family unit that
was converted into multi-family use for economic reasons.
These CHANGE projects, programs and services reflect the collective impact approach
of repairing housing units:
• Green and Healthy Homes Initiative
• Rental Rehabilitation Services
• Homeownership workshop
• Home advocacy services
• Affirmatively furthering fair housing strategy
• Lead and Healthy Homes remediation
• The Bee Branch Healthy Homes Resiliency project
• Owner Occupied Rehabilitation program
37
• Marginal properties rescue and turnaround
• Enforcement of the International Property Maintenance Code regulation
Currently a strategic plan is being developed to serve as a road map for the
development and implementation of the CHANGE program, creating a systematic
process of envisioning a desired future, and translating this vision into broadly defined
goals or objectives and a sequence of steps to achieve them.
In contrast to long-term planning this strategic planning begins with the desired-end and
works backward to the current status. In addition to outcomes, the financial vision and
resources to reach the goals will be identified. The plan will further identify partners,
investors and opportunities for public input and review.
Crescent Community Health Center (CCHC)
The CCHC celebrated its 10-year anniversary in October 2016. It served over 6,200
patients in 2015, 58% of which were below the poverty line. Approximately half of the
patients received dental care and half received medical attention.
Housing Development
• 2016 Low Income Housing Tax Credit Awards: Applewood IV, providing 54 low
income and 6 market rate senior housing units;
• 2017 Low Income Housing Tax Credit Applications: The City provided support
for 3 Low Income Housing Tax Credit Applications: University Lofts, providing 43
affordable and 5 market rate units at the corner of Alta Vista and University
Avenue; Marquette Hall, providing 25 affordable and 3 market rate units for
seniors at 2222 Queen St; and Fifteenth Street Apartments, providing 32
affordable and 4 market rate units at 180 W 15th Street.
• Housing TIF Designations: Timber-Hyrst and English Ridge.
• CHANGE program providing opportunities for affordable homeownership
Voluntary Compliance Agreement
• Fair Housing Testing was conducted the week of November 7, 2016. The testing
was completed by the Fair Housing Center of Nebraska.
• February 2016: Revision to Section 8 Administrative Plan
• September 2016: Office of Fair Housing and Equal Opportunity Director Betty
Bottiger confirms the City substantially met its obligations under the VCA this
reporting period
38
Education & Outreach
• HUD provided a Fair Housing Equity Assessment tool providing participating
regions with demographic data to help map areas of opportunity and analyze
levels of segregation.
• Examination of current policies, procedures, and programming for disparate
impact
• Human Rights provided education & outreach to organizations with information
on filing fair housing complaints.
• Inclusive Dubuque Housing Working Group established the following goals: safe
affordable, accessible housing for all. Began tracking percent of population that
owns a home, is cost burdened, experiencing housing problems, and vacant
homes in neighborhoods.
• Fair Housing Training completed in August 2016.
• Source of Income Survey mailed to landlords, Housing Choice Voucher
participants, and renters. Survey was also available online.
• SOI community dialogues held in July-August.
• Successful Rental Property Management workshop
• HOME Workshop graduated
Source of Income Committee
• The Source of Income Committee met throughout 2016, sharing information and
findings with the City Council during the November 28, 2016 work session. At
that time, the City Council provided direction to work to: 1) Adopt and implement
a mix of educational/outreach programs to increase participation in the Housing
Choice Voucher program and 2) Adopt and implement a mix of financial
incentives/policies for creation of Housing Choice Voucher units and affordable
housing throughout the community. The Committee successfully conducted a
two-year study and reported on findings and options to increase housing options
for Assisted Housing participants. The final recommendation from City staff will
be at the February 20, 2016 City Council meeting.
Street Program
In 2016, 50 of 53 asphalt projects equaling a total of 7.11 centerline miles of streets
were overlayed by Public Works Department staff. The three remaining projects, Villa
Street- Rush to the south end, Florence Street - Villa to Mountain Lane, and Mountain
39
Lane — Rush to Florence, will be completed in the spring of 2017 after the installation of
a storm sewer street grate on Villa Street.
The Public Works Department staff is currently identifying possible 2017 overlay
projects by reviewing the overall condition index (OCI) of all City streets using data
collected by the State of Iowa Transportation Department and imported into our
Cartegraph Asset Management System. Once this review is completed, information
from our asset management system and staff inspections will be used to develop the
five-centerline mile 2017 Public Works Department asphalt overlay maintenance
program. In February, staff will meet with other City departments and private utilities to
coordinate projects and eliminate any streets that may have a known future project that
would affect the life of a previously improved street. The expected life of this type of
overlay project is ten years. In March, a recommended project will be submitted to the
City Manager for approval. As in calendar year 2016, the City will attempt to identify
budget savings to finance increasing the 5-centerline miles in 2017 to 7.5 miles.
Five Flags Study
An RFP for the Five Flags Study and Assessment was approved by the City Council
and released. Proposals were due December 29, 2017. A review committee is
currently reviewing the proposals and interviewing with prospective firms. A
recommendation will be forthcoming in late February to the city council with a final
report due to the City Council in late summer.
City-Wide Flower Planting Program
Staff is currently near completion of a comprehensive report regarding the HWY 20
corridor rose plants. The report will include a recommendation for hiring of a consultant
to do an assessment of the roses and Hwy 20 plantings. There is funding for this study
in the current budget.
City staff have completed a report for the Grandview Avenue Boulevard maintenance.
The report includes a safety study related to visibility. It also makes maintenance
recommendations for all the peony, annual and perennial plant beds.
There are no changes to the operating budget and positions will remain frozen in Fiscal
Year 2018, so the department will continue with its self-imposed freeze of a part time
secretary position. This allows that funding to be used toward contracting to assist in
the parks division duties and maintain the flowers and landscape areas. This self-
imposed freeze means that the Leisure Services Manager is short secretarial staffing for
her assignments as well as other administrative staff in Leisure Services reducing
effectiveness.
40
Community Health Needs Assessment Plan Including Mental Health
Over the past several months, Public Health Specialist Mary Rose Corrigan has
researched the mental health services access to care system along with the needs
being identified by various sectors in the community. The mental health/disability
services of the East Central Region (ECR) is a nine-county region working together to
offer services to individuals with mental health needs. The region consists of Benton,
Bremer, Buchanan, Delaware, Dubuque, Iowa, Johnson, Jones, and Linn Counties and
was formed under Iowa Code Chapter 28 E to create a mental health and disability
service region in compliance with Iowa Code 331 .390 and Iowa Administrative Code
441-25. The region recently released its annual report and highlighted the services it
provided in FY16 including meeting access to care standards, providing additional core
services (their availability and plans for expansion), and provider education for practices
and competencies. Current gaps noted in the report include:
• Expand the WARM (phone) line hours
• Transportation, especially in rural areas
• Step-down beds
• Staff turnover
• Housing (although Dubuque fares well in this area)
• Employment
After speaking with the ECR Director, Michelle Dont and Dubuque County Mental
Health Administrator, Jody Jansen, support is needed for the following.
• Jail diversion
• Communicating ECR Services
• Identifying businesses with vocational opportunities
• Securing additional crisis beds
• Supporting tele-health to provide greater access to psychiatrists
• Qualified staff for community living homes
The ECR strives to work in a quality improvement partnership with stakeholders in the
region, including providers, families, individuals, and partner health and human service
systems, to develop a system of care approach that is characterized to develop a
system of care approach.
Recently, the Community Foundation of Greater Dubuque and the United Way of
Dubuque Area Tri-States partnered with Project HOPE to develop a Community Needs
Assessment for mental health services. Project HOPE identified mental health as a
pressing need to barriers and opportunities in Dubuque. The Needs Assessment will be
discussed and released on February 9, 2017.
The Dubuque County Community Health Needs Assessment and Health Improvement
Plan (CHNA-HIP) identified mental health as a need in the community, particularly
41
through a community-wide survey and public input sessions. One goal in the
"Transitions of Care" section is to increase access to care for mental health services.
GOAL: Increase access to care for mental health services.
OBJECTIVE: Provide education to primary care providers to bridge medications
for mental health patients until they can obtain an appointment with a
psychiatrist.
An annual update and report on the CHNA-HIP will be led by the Dubuque County
Health Department in February 2017.
Imagine Dubuque
Imagine Dubuque, the campaign for the new City of Dubuque Comprehensive Plan
began in July 2016 and is scheduled to conclude in October 2017. Inclusive,
comprehensive, and tailored community engagement is a priority of City Council and
identified as a key strategy toward creating a plan that is reflective of our community.
Residents have a variety of ways to share their ideas on how we can make Dubuque a
more viable, livable and equitable community.
To date, city staff and project consultants have developed and hosted a website, App,
events, focus groups, presentations and interviews using multiple engagement tools.
Over 200 interviews with community stakeholders have been conducted. Over 10 focus
group meetings and workshops have been held with community partners. The project
has had a presence in our schools, board rooms, community events and
neighborhoods. The results to date are encouraging. The website and App have
received over 6,500 page views and over 1 ,700 visitors. We have received over 2,500
ideas because of our engagement strategies and data received to data is showing our
input is reflective of the community. The project is halfway complete and more
community engagement events are planned through June of 2017. The project website
and app will remain a resource for the duration of the project. Presentation of a draft
plan to City Council is scheduled for August 2017.
Government Transparency
In April of 2016, City staff hosted five events focused on gathering public input around
the Council Goals and Priorities.
In November 2016, City staff hosted two evening public budget input meetings at St.
Mark's Community Center and the City Council Chambers in the Historic Federal
Building. During November 2016, an online survey was made available to the public to
submit budget input.
By December 19, 2016, a total of 30 community members shared their budget input.
Out of the 30 community participants, staff reached 17 individuals through the in-person
meetings and 13 participants took the online survey.
42
The input provided has been analyzed by City staff and evaluated by the City Manager
for inclusion in the Fiscal Year 2018 budget recommendation as deemed appropriate,
consistent with City Council priorities. One of the more significant impacts was the input
about the condition of tennis courts and the recent popularity of Pickle Ball. In the
current year budget (Fiscal Year 2017) the resurfacing of tennis courts was $35,000 in
Fiscal Year 2017 and the Fiscal Year 2018 recommendation has $80,000 in Fiscal Year
2018.
During Fiscal Year 2016, the City launched a web based open data platform which can
be found at http://dollarsandcents.cityofdubugue.org. The City of Dubuque's Open
Budget application provides an opportunity for the public to explore and visually interact
with Dubuque's operating and capital budgets. This application is in support of the five-
year organizational goal of a financially responsible city government and high-
performance organization and allows users with and without budget data experience, to
better understand expenditures in these categories.
During Fiscal Year 2017, an additional module was added to the open data platform
which included an interactive checkbook which will allow citizens to view the City's
payments to vendors. The final step will be adding performance measures to the open
data platform to allow citizens to view outcomes of the services provided by the City.
Conclusion
I think what President Teddy Roosevelt once said about the country can translate to a
city, "We are not building this land for the day, but for the ages."
There will be six City Council special meetings prior to the adoption of the Fiscal Year
2018 budget before the state mandated deadline of March 15, 2017.
I want to thank Budget Director Jennifer Larson, Assistant City Manager Cindy
Steinhauser, Senior Budget Analyst Alexis Steger, Public Information Officer Randy
Gehl, Office Manager Juanita Hilkin, Secretary Stephanie Valentine and
Communications Assistant Natalie Riniker, for all their hard work and dedication in
preparation of this budget recommendation.. p ��
/ ! /.'r l�t�C !/wl A
Michael C. Van Milligen
MCVM:jh
Attachment
cc: Crenna Brumwell, City Attorney
Cindy Steinhauser, Assistant City Manager
Teri Goodmann, Assistant City Manager
Jennifer Larson, Budget Director
43
CITY OF DUBUQUE, IOWA
Fiscal Year 2018-2022 Capital Improvement Program (CIP)
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
Attached is the Fiscal Year 2018-2022 Capital Improvement Program (CIP). State law requires that a five-year CIP be adopted by the City Council
after a public hearing. The required CIP public hearing will be held March 7, 2017, at the same time as the public hearing on the Fiscal Year 2018
Operating Budget.
The CIP, as the plan for the City's physical development effort, attempts to address a variety of needs that the City must meet if it is to maintain its
physical facilities, meet its service commitments and provide for its future development. The CIP recommendation reflects the City's comprehensive
plan and the goals and priorities established by the City Council and are shown in each of the State mandated budget program areas.
The Fiscal Year 2018 CIP budget recommendation of$40,268,319 is a 37.89% decrease from the Fiscal Year 2017 CIP budget of$55,526,257.
For several years, the Mayor and City Council has been taking advantage of the historically low interest rates and investing in City infrastructure and
economic development and redevelopment. At the 2015 City Council Goal Setting in July and August, the Mayor and City Council adopted debt
reduction as a High Priority. This budget recommendation reflects that debt reduction priority.
While the City will be issuing $3,253,487 in new debt in the recommended five-year CIP, mostly for Fire truck and pumper replacements, the City
will also be retiring $87,845,970 of existing debt, reducing the amount of City debt by $54,927,964.
In the current fiscal year (Fiscal Year 2017), the City is at 70.59% of the statutory debt limit. By the end of this five-year CIP in Fiscal Year 2022, the
City is projected to be at 42.85% of the statutory debt limit. By Fiscal Year 2027, the City is projected to be at 24% of the statutory debt limit.
Part of the current fiscal year (Fiscal Year 2017) debt issuance is refinancing previous debt which will save the City over one million dollars in
interest payments.
In this extremely low interest rate environment, the City had been increasing the use of debt to accomplish the projects that need to be done. This
was a strategic decision by the City Council realizing that infrastructure investment just gets more expensive over time for these reasons: a) the
older a piece of infrastructure gets and the more it is allowed to deteriorate increases costs; b) the longer the wait to invest in infrastructure the costs
are increased by inflation; and c) If the investment in infrastructure is not made in this low interest rate environment this investment will eventually
need to be made when interest rates are higher, thereby increasing costs. However, beginning in FY 2016 the City Council at their 2015 Goal
Setting Session in July and August debt reduction was adopted as a High Priority. So the amount of outstanding debt will begin to decrease and
going forward the City will be issuing less debt each year than is retired and many projects will become pay-as-you-go.
The debt principal outstanding projected as of June 30, 2017, is currently $290,115,140. The breakdown of the debt principle outstanding as of
June 30, 2017, is as follows:
Principle
Outstanding
Debt Obligation 6/30/17
General Obligation Essential Corporate Purpose $104,635,006
Tax Increment Notes and Bonds $20,969,010
Economic Development TIF Rebate Agreements $16,475,375
General Fund Leases $155,000
Other Revenue-Backed Loans $4,000,000
Total Indebtedness Subject to Statutory Debt Limit of$207,174,109 $146,234,391
Percent of Statutory Debt Limit Used as of June 30, 2017 70.59%
Revenue Bonds $123,080,749
Debt Subject to Annual Appropriation 1$20,800,000
Total City Indebtedness as of June 30, 2017 1$290,115,140
In Fiscal Year 2018, there is anticipated to be an additional $4,533,658 in debt issued and $17,696,370 in principal of existing debt reduced for a
debt reduction of$13,162,712. Of the $4,533,658 in new debt, $408,000 would apply against the statutory debt limit and $12,542,918 in principal
retired will be applied against the statutory debt limit.
In Fiscal Year 2019, there is anticipated to be an additional $7,893,417 in debt issued and $17,561,626 in principal of existing debt reduced for a
debt reduction of$9,668,209. Of the $7,893,417 in new debt, $229,075 would apply against the statutory debt limit and $11,220,145 in principal
retired will be applied against the statutory debt limit.
In Fiscal Year 2020, there is anticipated to be an additional $721,412 in debt issued and $18,160,278 in principal of existing debt reduced for a debt
reduction of$17,438,866. Of the $721,412 in new debt, $721,412 would apply against the statutory debt limit and $11,155,622 in principal retired
will be applied against the statutory debt limit.
In Fiscal Year 2021, there is anticipated to be an additional $75,000 in debt issued and $17,928,866 in principal of existing debt reduced for a debt
reduction of$17,853,866. Of the $75,000 in new debt, $75,000 would apply against the statutory debt limit and $10,789,960 in principal retired will
be applied against the statutory debt limit.
- ii -
In Fiscal Year 2022, there is anticipated to be an additional $1,530,000 in debt issued and $16,498,830 in principal of existing debt reduced for a
debt reduction of$14,968,830. Of the $1,530,000 in new debt, $1,530,000 would apply against the statutory debt limit and $9,219,319 in principal
retired will be applied against the statutory debt limit.
There was a 0.90% increase in assessed value effective January 1, 2016, which is the assessment the Fiscal Year 2018 statutory debt limit is
based on. The statutory debt limit effective June 30, 2018, is $209,048,707. The City will be at 64.54% of statutory debt limit by June 30, 2018.
The ten year history of the City's use of the statutory debt limit is as follows:
FY 08 FY 09 FY 10 FY 11 FY 12 1 FY 13 1 FY 14 1 FY 15 1 FY 16 1 FY 17
43.47% 43.82% 54.38% 64.14% 69.69% 1 84.31% 1 83.87% 89.89% 1 86.13% 70.59%
The five year projection of the City's use of the statutory debt limit from Fiscal Year 2018 —2022 including all planned debt issuances subject to the
statutory limit and assuming a 2% growth in the City's assessed valuation beginning in Fiscal Year 2018 is as follows:
FY 18 FY 19 FY 20 FY 21 FY 22
64.54% 58.34% 52.61% 46.93% 42.85%
The following chart shows a comparison of the statutory debt limit for the eleven largest cities in Iowa. The most recent information available for
outstanding debt for the other large cities is Fiscal Year 2016.
- iii -
Rank city Legal Debt Limit Percentage of
(5%) legal debt limit
utilized
11 Des Moines 536,568,585 73.67°/
10 Davenport 318,401,799 69.34°/
9 Sioux City 196,822,505 66.92°/
8 Ankeny 207,319,915 64.79°/
7 Dubuque(FY18) 209,048,707 64.54%
6 Cedar Rapids 490,817,852 59.30°/
5 Waterloo 185,009,345 54.11 °/
4 Ames 189,690,116 36.28°/
3 W. Des Moines 320,461,851 35.60°/
2 Iowa City 247,527,890 23.380
1 Council Bluffs 229,943,028 19.180
- iv -
The following chart shows the projected percentage of statutory debt limit used in the Fiscal Year 2018 recommended budget as compared to the
adopted Fiscal Year 2016 budget. This shows that by Fiscal Year 2027 the City will be at 32.05% of the statutory debt limit.
Statutory Debt Limit Use
(as of June 30th)
100%
90.49%
90%
89.890o 7.49%
86.1 00
80% 82.0300 8.83% 9.42%
4.47%
70% 70.59% 1.74% 0
0
5 o 66.04% 65.91% 66.23%
60% 58.340o
52.6100
50%
46.930o
42.85 o
40% 39.05 o
35.20 o
30% 31.47 o
27.48 o
23.73 o
20%
FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 FY27
FY18 Recommend FY16 Adopted
-v-
The following chart shows the total amount of debt in the Fiscal Year 2018 recommended budget as compared to the adopted Fiscal Year 2016
budget.
Total Debt
(In Millions)
$320
$309.1
302.3
$300 90.1
$295.6 $295.5 282.0
$280 $290. $279.9
$281. 2 '
$265. 267.4
$260 257.
255.9
$240 $240. $244.3 241.4
$227. $226.2
$220
$212.
$200
$196.
$180CiAn
$160 $162.
$145.
$140
FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 FY27
—� FY18 Recommend FY16 Adopted
- vi -
The Fiscal Year 2018 budget recommendation anticipates the following contribution to the general fund reserve after the $600,000 contribution in
Fiscal Year 2017:
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Total
Contribution $1,000,000 $600,000 $600,000 $500,000 $500,000 $500,000 $500,000 $3,200,000
• of Projected Revenue 20.31%1 16.75%1 17.71%1 18.50%1 19.28%1 20.05%1 20.152/ —
• of Projected Expense 15.66%1 15.79%1 17.74%1 18.39%1 19.04%1 19.72%1 19.51°/ —
Moody's Investor Service recommends a factor of 20 percent of general fund operating revenues for "AA" rated cities. The City has a General
Reserve policy which states the City will maintain a minimum fund balance of at least 10 percent of the sum of (a) annual operating expenditures
not including interfund transfers in the General Fund less (b) the amounts levied in the Trust and Agency fund and the Tort Liability Fund ("Net
General Fund Operating Cost"). The planned contribution in Fiscal Year 2016 was $600,000, but the City was able to contribute $1 million.
The City will continue making an additional contribution to the general fund reserve of a minimum of$500,000 each year until the City meets
Moody's guideline of 20 percent of general fund operating revenues consistently. While this chart shows a steady increase in general fund reserves
as a percent of general fund revenue from 16.75 percent in Fiscal Year 2017 to 20.15 percent in Fiscal Year 2022, there will be an evaluation each
year to determine the feasibility of increasing the contribution and reaching the 20 percent. In Fiscal Year 2017, the City had projected reaching this
consistent and sustainable 20% reserve level in Fiscal Year 2022. Now this projection is this level will be reached in Fiscal Year 2021, one year
ahead of schedule.
There is $1,590,724 in planned debt for projects budgeted in FY 2017 that has been delayed and will be issued in FY 2018, which includes New
Terminal Taxiway F ($298,237); Skate Park ($547,813); and Flora Park Restroom ($86,500).
During the Fiscal Year 2018 budget process, the following projects were originally planned to be funded by debt but most are now recommended to
be pay-as-you-go projects:
-vii -
Project Debt Eliminated Pay-As-You-Go Amount
Water Main Replacement $761,050 $200,000
Water Tank Storage Coating $1,542,700 $245,000
Cedar and Terminal Mains and Lift $330,000 $785,000
Harlan and Euclid Sanitary $75,000 $75,000
Hempstead Sanitary $300,000 $0
I&I Reduction Program - Sanitary $280,000 $340,000
Relocation of 30" Old Sanitary Old Garage $665,000 $0
Sanitary Sewer Lining Program $1,240,000 $839,000
Sanitary Sewer Manhole Program $864,000 $271,000
Street Program Sewer $50,000 $0
Perry & Bradley Force Main $260,000 $0
Marquette Place Sewer $225,000 $225,000
Catfish Creek Interceptor Sanitary $300,000 $0
W&RRC Final Clarifier $49,000 $41,120
W&RRC Nutrient Reduction $1,700,000 $70,000
Locust Parking Ramp Repairs $315,000 $585,000
Parking Meter Replacements $300,000 $550,000
Total $9,256,750 $4,226,120
The five-year CIP adopted through the current year (Fiscal Year 2017) budget process covered Fiscal Year 2017 through 2021 and is $177,319,585.
The recommended five-year CIP for the upcoming budget process (Fiscal Year 2018) will cover Fiscal Year 2018 through 2022 and would be
$152,742,273 if adopted as recommended. This is a $24,577,312 (16.09%) decrease.
-viii -
FY 2017-2021 Capital Improvement Program compared to the FY2018-2022 Capital Improvement Program is as follows:
FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Total
FY17 CIP $55,526,257 $29,520,001 $20,812,978 $45,284,658 $26,175,691 - $177,319,585
FY18CIP - $40,268,319 $41,734,205 $26,752,636 $22,683,920 $21,303,193 $152,742,273
$ Difference - +$10,748,318 +$20,921,227 -$18,532,022 -$3,491,771 - -$24,577,312
Change 1 1+33.13% +50.13% -69.27% -15.39% 1 - -16.09%
The following capital projects are new or increased from the planned FY 2017 five-year Capital Improvement Program (additional detail on changes
in CIP projects can be found on pages xiii-xvii):
Project FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Change Change Change Change Change
17th Street Storm Sewer Improvements $2,250,000 $1,745,000 $906,000
22nd Street Storm Sewer Improvements $1,410,000 6,654,000 3,186,000
North End Storm Sewer Improvements -$1,341,000
Flood Control Maintenance Facility -$3,150,000 -$450,000 $4,100,000
Bee Branch Creek Project $10,990,000 $11,477,750 -$16,608,700 $2,530,000
Storm Sewer General Repairs -$150,000 -$185,000 -$188,700 -$13,700 $100,000
Gunite/Replacement Storm Sewers -$60,000 -$120,000
Cedar Cross Road Storm Sewer -$118,800
Temporary Flood Control Units -$295,500 -$90,500 $386,000
Salt Storage Building $354,500
Relocate D-Marc to New Terminal $186,000
Replace Airport Snow Removal Equipment -$1,744,000 $1,740,750
Rehabilitate TaxiwayA -$271,200 -$3,539,688 -$1,846,688 $271,200
Trails and Complete Streets -$10,000 $487,000 $190,000 $732,000 $200,000
Sanitary Sewer External Extensions - Annexation -$216,000 -$116,000 -$116,000 -$71,000
Hempstead Sanitary Sewer Reconstruction -$250,000
Catfish Creek Interceptor Sewer 1 -$100,000 -$100,000 -$100,000
Cedar & Terminal Lift Stations & Force Main 1 $655,000 -$100,000 -$100,000
Sanitary Lining Program 1 1 -$260,000 -$251,000
ix -
Project FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Change Change Change Change Change
Tamarak Park Frontage Water Main -$546,000 $400,000 $150,000
Southwest Arterial Water Main Extension -$3,038,750
North Cascade Road Reconstruction -$654,000 -$702,800
Highway 52 Phase 4 $1,923,000 -$1,871,000 -$52,000
Grandview& University Roundabout $250,000 $900,000
East -West Corridor Capacity Improvements $229,000 -$444,000 $1,796,000
Water Main Replacements -$169,050 -$362,250 -$30,000 -$586,500
English Ridge Water Main -$330,000 $330,000
Water Storage Tank Coating System -$545,000 -$62,680 -$701,200 -$89,350 $50,000
Annexation Study and Implementation -$200,000
West End Annexation Phase II -$200,250
West Side Water System $4,396,500
High Strength Waste Receiving and Storage $10,000 $522,155 $961,795
Nutrient Reduction - Basin Modifications -$780,000 -$425,000 -$425,000
Alternative Oxygen Study Implementation $150,000 $1,068,265
Bunker Hill Replace Irrigation System -$254,132
Ladder Truck & Pumper Replacement $8,000 $441,334 $1,530,000
Homeownership Grants -$250,000 -$250,000 -$350,000 $50,000 $1,582,928
Historic Millwork District Subarea Building Incentive -$30,000 -$10,000 -$680,000 $70,000
Mooring Dolphin Installation Project -$212,230
Federal Building Renovation -$59,000 $50,000 $17,000 $575,000 $120,000
Bunker Hill Golf Course Replace Irrigation -$254,132
Bus Storage Maintenance Facility $310,000
Total $9,425,950 $21,863,070 -$18,084,683 -$2,716,883 $11,426,923
-x -
Fiscal Year 2018 will be the tenth fiscal year that the Stormwater Fund is recommended to be fully funded by stormwater user fees. The General
Fund will continue to provide funding for the stormwater fee subsidies that provide a 50% subsidy for the stormwater fee charged to property tax
exempt properties, low-to-moderate income residents, and a 75% subsidy for the stormwater fee charged to residential farms. The FY 2018
Stormwater User Fee is proposed to increase from $6.81 per SFU to $7.27 per SFU, a 6.75% increase, consistent with Ordinance 16-14 passed on
March 5, 2014.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Adopted Per $8.50 $9.00 $9.00 $9.00 $9.00 $9.00 $9.00
Ordinance 21-12
Adopted Per $6.38 $6.81 $7.27 $7.76 $8.29 $8.85 $9.00
Ordinance 16-14
% Decrease From -24.94% -24.33% -19.22% -13.78% -7.89% -1.69% 0%
Ordinance 21-12
The recommended rates for FY16 through FY20 reflect the rates previously established by Ordinance 16-14 following the State's approval of
$98.5 million in State Flood Mitigation state sales tax increment funds for the Bee Branch Watershed Flood Mitigation Project. Ordinance 21-12
was the ordinance adopted prior to the City receiving the Flood Mitigation grant.
The Stormwater Utility was formed on July 1, 2003, to update the City's aging infrastructure and implement the City of Dubuque Stormwater
Management Plan, which consists of the Bee Branch Watershed Flood Mitigation Project. It is a multi-phased, fiscally responsible investment. It
reflects a holistic approach to mitigate flooding as it will also improve water quality, stimulate investment, and enhance the quality of life. Having
secured the necessary federal and state funding approvals, permits, and funding, Dubuque has pushed forward with planning, execution, and
completion of three phases and the initiation of three more. The phases of the Bee Branch Watershed Flood Mitigation Project are as follows:
DescriptionPhase
1 Carter Road Detention Basin Complete
2 West 32° 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 Construction
8 22° 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 17 Street Storm Sewer Improvements Under Design
-xi -
In FY 2017, additional projects were added through the budget amendment process as the City learned late in the process of the award of a $31.5
million HUD Resiliency grant for the Bee Branch Watershed.
Individually, the 12 phases of the project may provide some benefit. But flash flooding can be expected to occur until all of the improvements are
implemented. 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.
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 some of the improvements, private 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 private investment. This non-public investment by private developers includes an estimated $258 million for
the rehabilitation of Caradco, Novelty Ironworks, Betty Building, Voices Building, Power Plant, Foundry, Farley Loetscher, Kirby Building and Wilmac
Building all located in the Historic Millwork District; $15.1 million of non-public investment in the Washington Neighborhood related to Community
Housing Initiatives Acquisition & Redevelopment, St. Mary's Campus, Corner Grill, Rusk Building, Conlin Building, Welu Building, Richards Building,
High Building, Streinz Building, Widmeier Building and Engine House; and $2.3 million in non-public investment in the Downtown Neighborhood
related to the Babler Building, 324-326 West Locust Street, 346-348 West Locust Street and 407-409 Loras Boulevard.
The CIP budget reflects the Dubuque Five-Year(2018-2022) City Council Goals and 2016-2018 Policy Agenda.
Five-Year Community Goals for a Sustainable Dubuque
Economic Prosperity
Environmental Integrity
Social/Cultural Vibrancy
Five-Year City Goals
Planned and Managed Growth
Partnering for a Better Dubuque
Improved Connectivity—Transportation and Telecommunications
Five-Year Organizational Goal
Financially Responsible City Government and High Performance Organization
Policy Agenda 2016 - 2018
Top Priority (in alphabetical order)
• Central Iowa Water Association: Resolution
• East-West Corridor Study Implementation
• Inclusive Dubuque Action Plan
• Master Plan for Chaplain Schmitt Island
• River Cruises Docking Facility
-xii -
High Priority
• 21 st Century Policing Action Plan
• Citywide Flower-Planting Program
• Community Health Needs Assessment Plan Including Mental Health
• Five Flags Center Study
• Street Maintenance Program
• Traffic Signal Synchronization Citywide
Attachment 3 provides a summary of these projects organized by City Council's five-year goals and Fiscal Year 2018 priorities reflect how these
goals are addressed.
Finally, Attachment 4 provides detail on the source of funds and highlights important points about the 5-year CIP Program.
-xiii -
CIP FORMAT
The format for the Fiscal Year 2018-2022 CIP is substantially the same as previous fiscal years. First, an index referencing the 2018-2022 Capital
Improvement Budget follows the budget message. The index identifies each capital improvement first by city department and then by all applicable
State programs as a subcategory under each department. The index serves as a quick reference for each CIP, and the far right hand column shows
the page number of each project. Secondly, a separate project page is provided to show the detail for each individual project. These projects
pages are also arranged first by city department and then by State program as a subcategory within each department.
As in previous CIP budget documents, each detailed project page identifies the city department, the State program, project title, account code
(consisting of program number, department number, fund and capital project number), and total project cost. The project page then shows any
funds expended for the project in Fiscal Year 2016 and the amended budget in Fiscal Year 2017. In Section A of the project form entitled
"Expenditure Items", project costs are shown by major expenditure item (i.e., Design and Engineering, Land and Right-of-Way Purchase,
Construction and Other Expense). In Section B, entitled "Project Financing", the project funding is presented by major revenue source (i.e., General
Fund, Sales Tax Fund, Water Depreciation Fund, Sanitary Sewer Construction Fund, and Road Use Tax Fund). In Section C, entitled "Impact—
Operations," the dollar impact on operations in terms of greater or lesser operating costs and/or greater or lesser revenue is provided when
available. Lastly, there is a narrative section, which provides a description of the project, a justification for the project and, where appropriate, how it
relates to other projects or plans. A small map may also be provided to further identify the location of the project.
-xiv -
CONCLUSION
The Capital Improvement Program represents the City of Dubuque's commitment to a maintenance and physical development plan for the next five
years. The first year of the five-year CIP goes into the budget for next year and deserves the most attention. As you know, the CIP is updated each
year so that City Council will have an opportunity in the next year to change Fiscal Year 2018 through Fiscal Year 2021 projects, as well as to add
projects for Fiscal Year 2022.
-xv-
To meet City Council Goals and Priorities and address City needs, many new projects ($20.4 million) appear in the five-year CIP:
Fire: Mechanical & Electrical System $ 115,000
Fire Station Structure Repairs $ 18,000
Fire HQ Shower Replacement $ 52,530
Parks: Comiskey Park New Entrance $ 30,147
Comiskey Park Amenities $ 59,595
Comiskey Security Alarm $ 10,000
Comiskey Sidewalk Lighting $ 100,000
Comiskey Landscape Improvements $ 50,000
EPP Paint Pavilions $ 22,760
EPP - Riverfront Pavilion Restoration $ 5,000
Flora Playground Equipment $ 30,338
Flora - Replace Tennis Court Lights $ 102,000
Hilltop - Replace Play Unit $ 60,000
Madison Park Fencing $ 5,220
Marshall Park Pool Repair $ 18,721
Marshall - Repave Roads $ 80,000
Murphy Park Equipment $ 82,125
Murphy Park Replace Water Lines $ 10,000
Restroom Electric locks $ 25,000
McAleece Relocate Scoreboard $ 10,000
Port of Dubuque Welcome Sign $ 30,000
Civic Center: Locker/Shower Facilities $ 13,000
Seal Concrete Walkways $ 16,737
Floor Scrubber Replacement $ 10,000
Table Replacement $ 41,000
Arena Paint Ceiling $ 79,311
Arena Pipe, Drape & Barricades $ 10,000
Arena Roof $ 384,227
Arena Remodel Dressing Rooms $ 30,000
Theater Renovate Dressing Rooms $ 48,000
Theater Scene Shop Ramp Removal $ 30,000
Theater Upgrade Counter Weight System $ 87,000
Recreation: Outdoor Aquatic Master Plan $ 40,000
-xvi -
Conference Center: North Parking Lot Pavement Repair $ 55,000
Replace Decorative Concrete $ 100,000
Replace Sink Light Fixture $ 22,000
Replace Clouds $ 79,000
Exhibit Hall Concrete Renovation $ 24,000
Replace Digital Indoor Signs $ 71,700
Library: New Water Pipe in Basement $ 85,590
Water: South End Water Main Loop $ 155,000
West Side Water System $ 4,396,500
Water & Resource
Recovery Center: High-Strength Waste Receiving & Storage $ 1,583,950
Alternative Oxygen Study & Implementation $ 1,218,265
Airport: Replace Garage Door $ 57,229
Auto Fuel Tank & Dispenser $ 89,125
New Terminal Entrance Road Sign $ 120,000
Replace Doors at Jet Center $ 30,000
Cap Off Old Wells $ 28,000
Relocate D-Marc to New Terminal $ 186,000
Security Camera & Equipment $ 85,000
Public Works: Port of Dubuque Irrigation Replacement $ 40,000
Pipeline Inspection Equipment Upgrade $ 22,700
Stormwater: Pennsylvania-Middle Road Culvert Replacement $ 150,000
US-52 11th &White Street $ 200,000
US-52 Central Avenue $ 100,000
Streets: Grandview& University Roundabout $ 1,150,000
Paint Third Street Overpass Railing $ 100,000
Engineering: Riverfront Dock Expansion $ 150,000
Industrial Site Redevelopment Study $ 25,000
Economic Development: Dubuque Industrial Center West Signs $ 100,000
Downtown Rehab Grant Program $ 200,000
Development of Graf Properties $ 200,000
Develop McFadden Property $ 200,000
Transit: Radio Replacements $ 95,000
Housing: Bee Branch Healthy Homes Resiliency Grant $ 7,450,000
City Manager's Office: Aerial Orthophotography $ 30,000
-xvii -
Information Services: Wireless Access Controller $ 12,250
Annex 2nd Floor Low Voltage Expansion $ 27,800
VMWare Enterprise Plus Licensing $ 40,000
The Capital Improvement requests that were previously funded in the five-year CIP that are not included in this five-year CIP ($4,104,546) are as
follows:
E911: Alarm Monitoring System $ 203,940
Parks: Hwy 20 Roses $ 53,000
Replace Marquee $ 100,000
Five Flags: A/C Replacement - Office $ 22,600
Grand River Center: Chairs/Podium Replacement $ 225,000
Recreation: Bunker Hill Irrigation $ 254,132
Airport: Repaint Hangar Exteriors $ 30,000
New Terminal Landscaping $ 75,000
HVAC Replacement Administrative Office $ 13,250
Public Works: Mooring Dolphin Install Project $ 212,230
MSC Lighting Retrofit Project $ 22,400
Transit: Vehicle Replacement $ 1,075,194
City Manager's Office: Augmented Data Support Services $ 85,000
Stormwater: Bennett Street Storm Sewer $ 61,000
Bunker Hill Golf Storm Replacement $ 90,000
Cedar Cross Storm Sewer $ 118,800
Gunite Rock Storm Sewer $ 180,000
Pennsylvania Culvert Replacement $ 91,500
Windsor Storm Extension $ 78,500
Sanitary Sewer: Hempstead Sanitary Sewer Reconstruction $ 300,000
Laterals Replacement Assistance $ 60,000
Lateral Connection Assistance $ 80,000
Street Program Related Sanitary Sewer $ 50,000
Perry & Bradley St Force Main Improvement $ 260,000
Connect Fees Business Assistance $ 63,000
Catfish Creek Interceptor $ 300,000
-xviii -
In addition a total of 32 CIPS that were previously funded in the five-year CIP were reduced by $18.3 million in funding in this CIP. Projects
impacted by reduced funding include:
Fire: ADA Compliance All Stations $ 46,000
Parks: Parks - Replace Trash Cans $ 10,000
Civic Center: Accessibility Building Modifications $ 50,000
LED Lighting Retrofits $ 144,000
Conference Center: Replace Carpet $ 89,000
Replace Fabric Wall Covering $ 20,000
Kitchen Equipment Replacement/ Rebuild $ 169,000
Water: Water Main Replacements - Streets $ 1,147,800
Water Storage Tank Coating Program $ 1,348,230
Southwest Arterial Water Main Extension $ 3,038,750
Water Main Replacements - Sewer Consent Decree $ 135,800
Water& Resources
Recovery Center: Nutrient Reduction -Basin Modifications Phase I $ 1,630,000
Airport: Rehabilitate Taxiway A $ 5,386,376
Sanitary Sewer: Sanitary Sewer Lining Program $ 401,000
Sanitary Sewer Manhole Replacement/Rehabilitation $ 377,000
EgA&Try Sewer External Extensions -Annexation $ 791,500
Stormwater: Stormwater Infiltration & Inflow Elimination Program $ 269,000
Catch Basin Reconstruction $ 119,980
Storm Sewer Improvements/Extensions $ 150,000
Storm Sewer General Repairs $ 537,400
Draintile Program $ 39,590
Streets: Decorative Concrete Maintenance $ 75,000
North Cascade Road Reconstruction $ 1,356,800
Engineering: Riverfront Leasehold Improvements $ 10,000
Traffic: Signalization Program $ 10,000
Street Light Replacement $ 29,000
Traffic Signal Controller Replacement $ 30,000
Economic Development: Washington Neighborhood Fagade Program $ 20,000
Historic Millwork District Subarea Building Incentive &
Rehabilitation $ 650,000
-xix -
Washington Neighborhood Subarea Building Incentive &
Rehabilitation Program $ 160,000
Transit: Bus Stop Improvements $ 10,000
Housing & Community
Development: Washington Neighborhood Home Purchase Program $ 53,815
As is the case every year, there were new projects requested that were not able to be included in whole or in part in this five year CIP ($25.8
million). CIP requests that were not funded include:
Five Flags: Replace Marquee on Locust Street $ 100,000
Replace Portable Chairs $ 70,000
Arena Scoreboard $ 63,000
Arena Airwall Replacement $ 250,000
Arena Concert Sound Equipment $ 200,000
Modernize Elevator $ 180,000
Satellite Ticket Booth Main Street $ 55,000
Theater Install Orchestra Pit Lift $ 242,000
Theater Replace Stage Floor $ 57,000
Park Improvements: Parks Irrigation to Planters $ 80,000
Miller Park Pave Roads and Campsites $ 100,000
Avon Park Replace Play Unit $ 60,000
Storybook Zoo Playground Replacement $ 80,000
Eagle Point Park Access Walkway $ 356,000
Usha Park Development $ 115,000
Jefferson Park Retaining Wall Replacement $ 332,000
Greenhouse Remove Trees on Hillside $ 25,000
Eagle Point Park Light Trolley Line Trail $ 92,000
Eagle Point Park Wading Pool Replacement $ 407,000
Roosevelt Park Redevelopment $ 228,500
Eagle Point Park Renovate Log Cabin Pavilion $ 111,000
Develop Dog Park $ 125,000
Welcome Sign North $ 60,000
Welcome Sign East $ 60,000
Maintenance Headquarters Storage Area $ 85,000
Marshall Park Replace Play Unit $ 150,000
-xx-
Granger Creek Nature Trail $ 260,000
Valentine Park Pavilion Installation $ 55,000
Eagle Point Park Replace Water Lines $ 110,000
Catfish Creek Trail $ 225,000
Recreation: Bunker Hill Replace Irrigation System $ 254,132
Grand River Center: Paint Bridge $ 30,000
Paint Exterior Metal $ 95,000
Replace Outdoor Message Center $ 100,000
Replace Indoor Plants $ 12,000
Replace Exterior Building Sign $ 40,000
Security Cameras $ 70,000
Water: Roosevelt Road Main Extension $ 4,465,120
Water & Resource
Recovery Center: Side Stream Phosphorous Removal $ 3,000,000
LIV Disinfection System Modifications $ 235,000
Outfall Manhole Reconstruction $ 400,000
Airport: Old Terminal Deconstruction & Removal $ 165,000
Extend Runway 18/36 $ 268,000
Sanitary Sewer: Twin Ridge Lagoon Abandonment $ 710,000
Couler Valley Interceptor Rehab $ 85,000
Wood Street Sanitary Sewer Replacement $ 110,000
Auburn & Custer Sanitary Sewer Replacement $ 316,400
Grove Terrace Sanitary Sewer Replacement $ 110,000
Heeb Street Sanitary Sewer Replacement $ 180,000
Annexation Study Implementation $ 100,000
Stormwater: Sylvan Drive Storm Sewer $ 55,000
Jackson Street Storm Sewer $ 30,000
Streets: Jackson Street 11th to 12th Reconstruction $ 320,000
Rockdale Road Reconstruction $ 1,056,900
14th Street Overpass Design $ 727,000
Seippel Road Reconstruction $ 1,380,000
Century Drive Reconstruction $ 1,850,000
Bennett Street Reconstruction $ 680,000
Heeb Street Reconstruction $ 250,000
Bies Drive Reconstruction $ 880,000
-xxi -
Sylvan Drive Reconstruction $ 885,000
Traffic: Traffic Consultant Services $ 110,000
Century Drive & Cedar Cross Fiber/Cameras $ 83,500
West End Fiber/Camera Installation $ 117,000
Asbury Rd Fiber/Cameras $ 147,000
Hill Street Cameras $ 78,750
Economic Development: Future Industrial Park Acquisitions $ 2,000,000
Information Services: Layer 2 Redundant Network Switch $ 73,132
The CIP budget is the product of the hard work of a large number of people. It begins with department and division managers and their staff who
prepared and updated the CIP requests. It extends to Boards and Commissions who review staff's recommendations and make modifications
and establish priorities.
I wish to express my thanks to all who were involved in preparing the Fiscal Year 2018-2022 version of the City's Capital Improvement Program.
Special thanks go to Budget Director Jennifer Larson,Assistant City Manager Cindy Steinhauser, Senior Budget Analyst Alexis Steger, Office
Manager Juanita Hilkin, Secretary Stephanie Valentine and Communications Assistant Natalie Riniker. I am proud of the work completed by City
staff and the end-result. I hope after you have had an opportunity to review this document that you feel it is responsive to your priorities.
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ATTACHMENTS - PROVIDE OVERVIEW OF THE FISCAL YEAR 2017-2021 CAPITAL IMPROVEMENT PROGRAM
Attachment 1
FISCAL YEARS 2018-2022 CIP SOURCE OF FUNDS
To finance the CIP projects, a variety of funding sources are used. The following table shows the source of funds for each year of the 5 year CIP.
SOURCE OF FUNDS FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 TOTAL PERCENT
IN CAPITAL BUDGET
Current Revenue
Rental Dwelling Rehab Loan Repayments 30,000 30,000 30,000 30,000 30,000 150,000 0.10%
Homeownership Loan Repayments 9,200 9,400 9,600 10,000 10,200 48,400 0.03%
Historic Preservation Loan Repayments 9,270 9,270 9,270 9,270 - 37,080 0.02%
Downtown Loan Pool Revolving Fund-Repayments - 300,000 300,000 400,000 100,000 1,100,000 0.72%
Golf Revenue 20,000 - 20,000 - 40,000 80,000 0.05%
Subtotal Current Revenue 68,470 348,670 368,870 449,270 180,200 1,415,480 0.92%
Cable TV 5,800 - 9,212 7,300 5,800 28,112 0.02%
Internal Service Funds-City Garage 15,280 11,900 5,942 4,600 2,300 40,022 0.03%
Landfill Fund 2,250 41,792 5,892 2,650 3,192 55,776 0.04%
Parking Enterprise Fund 5,000 5,000 5,000 5,000 5,000 25,000 0.02%
Solid Waste Collection 302,352 485,782 597,440 611,504 616,934 2,614,012 1.71%
Sanitary Sewer Utility 1,972,969 712,241 1,250,281 1,036,030 1,298,187 6,269,708 4.10%
Sewer Repayments-Lot Sales on Developments 65,000 191,000 - - - 256,000 0.17%
Stormwater Utility Fees 474,735 176,485 864,530 962,143 1,372,014 3,849,907 2.52%
Water Utility Fund 849,800 629,063 1,886,763 1,220,625 289,000 4,875,251 3.19%
Current Revenue-Utility/Enterprise 3,693,186 2,253,263 4,625,060 3,849,852 3,592,427 18,013,788 11.80%
Sales Tax 20% 1,237,511 1,295,715 1,105,529 1,043,793 970,420 5,652,968 3.70%
Sales Tax 30% 3,361,720 2,493,575 2,381,676 2,752,976 2,682,352 13,672,299 8.95%
SRF Bonds-Water Fund Abated 4,396,500 - - - - 4,396,500 2.88%
SRF Bonds-Sewer Fund Abated 290,000 - - - - 290,000 0.19%
SRF Bonds-Stormwater Abated 1,600,000 8,587,750 - - - 10,187,750 6.67%
GO Bonds-Sales Tax 20% 408,000 174,075 721,412 - 1,530,000 2,833,487 1.86%
GO Bonds-Parking - 55,000 - 75,000 - 130,000 0.09%
Total Construction 11,293,731 12,606,115 4,208,617 3,871,769 5,182,772 37,163,004 24.34%
Community Development Funds 604,879 383,994 299,794 299,794 301,394 1,889,855 1.24%
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SOURCE OF FUNDS FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 TOTAL PERCENT
IN CAPITAL BUDGET
FAA Total - 3,196,418 42,300 - 244,080 3,482,798 2.287
Federal HUD Resiliency Grant 14,700,000 11,330,000 1,990,000 2,530,000 - 30,550,000 20.00%
Federal Lead Paint Hazard 851,500 267,660 - - - 1,119,160 0.73%
Mitigation Grant
Federal Transit Administration 309,125 321,156 630,281 0.41%
Federal--STP Funds 1,780,000 2,344,200 2,479,000 1,806,000 1,746,000 10,155,200 6.65%
Total Federal 18,245,504 17,843,428 4,811,094 4,635,794 2,291,474 47,827,294 31.31%
Iowa Finance Authority 153,283 153,283 153,283 153,283 153,283 766,415 0.50%
Road Use Tax 1,408,455 1,117,268 350,551 275,141 146,494 3,297,909 2.16%
State Flood Mitigation Grant - 464,000 7,232,475 3,011,782 4,100,000 14,808,257 9.69%
Cther State Funding- 276,660 2,108,500 215,000 657,000 225,000 3,482,160 2.28%
IDCT&Trails Grants
Total State 1,838,398 3,843,051 7,951,309 4,097,206 4,624,777 22,354,741 14.630/6
DRA-Gaming Receipts 97,985 145,508 195,951 247,388 249,862 936,694 0.61%
DRA-Distribution of Surplus 1,185,587 11080,592 1,108,081 1,059,666 959,163 5,393,089 3.53%
Total DRA 1,283,572 1,226,100 1,304,032 1,307,054 1,209,025 6,329,783 4.147/6
Greater Downtown TIF Payments 834,782 1,664,673 1,592,352 2,088,810 1,559,590 7,740,207 5.07%
English Ridge Housing TIF Payments 12,000 138,000 330,000 480,000 0.31%
Dubuque Industrial West TIF Payments 1,550,000 100,000 50,000 - 400,000 2,100,000 1.37%
North Cascade Housing TIF Payments 692,497 1,284,315 838,885 1,223,720 1,113,4361 5,152,853 3.37%
Total TIF Funds 3,077,279 3,048,988 2,493,237 3,450,530 3,403,026 15,473,060 10.13%
Private Participation 272,100 70,200 214,482 70,200 70,200 697,182 0.46%
Total Private 272,100 70,200 214,482 70,200 70,200 697,182 0.46%
Homeownership Sale Proceeds 156,079 154,390 435,935 612,245 409,292 1,767,941 1.16%
Ind. Parks Land Sales- Dubuque Industrial Center West 310,000 310,0001 310,000 310,000 310,000 1,550,000 1.01%
Total Land Sales 466,079 464,390 745,935 922,245 719,292 3,317,941 2.17%
Special Assessments 30,000 30,000 30,000 30,000 30,000 150,000 0.10%
Total Spec.Assessment 30,000 30,000 30,000 30,000 30,000 150,000 0.10%
GRAND TOTAL 40,268,319 41,734,205 26,752,636 22,683,920 21,303,193 152,742,273 100.0%
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Attachment 2
FISCAL YEAR 2018 - 2022 CIP BUDGET GROUPED BY STATE PROGRAMS
The Fiscal Year 2018-2022 Capital Improvement Program totals $152,742,273. The following table summarizes expenditures for each State
program by year.
FISCAL YEAR 2018-2022 CIP CAPITAL IMPROVEMENT PROGRAM
5YEAR PERCENT
PROGRAM FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 TOTAL OF TOTAL
Public Safety 113,250 45,500 946,704 101,010 1,634,320 2,840,784 1.9%
Public Works 12,805,191 12,578,339 5,832,482 5,180,207 5,544,854 41,941,073 27.5%
Culture & Recreation 1,055,106 1,750,569 1,516,227 2,542,300 1,284,500 8,148,702 5.3%
Community& Econ. Devl. 17,461,608 5,798,312 4,320,767 6,097,312 3,352,005 37,030,004 24.2%
General Government 994,278 1,111,027 1,579,591 1,284,757 1,090,887 6,060,540 4.0%
Business Type 7,838,886 20,450,458 12,556,865 7,478,334 8,396,627 56,721,170 37.1%
TOTAL 40,268,319 41,734,205 26,752,636 22,683,920 21,303,193 152,742,273 100.0%
The State Mandated Budget Program Areas and the City Departments/Activities that fall under each of these areas are as follows:
Public Safety—Includes Police, Emergency Communication Center, Fire, Disaster Services, Health Services:Animal Control, Public Works:
Flood Control, Building Services: Inspection
Public Works—Includes Airport, Public Works, Engineering
Health and Social Services—Human Rights, Health Services, Purchase of Services
Culture and Recreation—Parks, Civic Center, Conference Center, Recreation, Library, City Manager: Cultural Affairs
Community and Economic Development- Economic Development, Housing and Community Development, Planning Services,
Purchase of Services, City Manager: Neighborhood Development
General Government—Building Services: City Hall/Annex Maintenance/Grand River Center Maintenance, City Council, City Manager, City Clerk, Finance, Cable TV, Legal,
Information Services
Business Type—Water, Water Pollution Control, Parking Division,Transit, Public Works: Landfill, Engineering: Sewer, Stormwater, Finance: Meter Reads/Service
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Attachment 3
FISCAL YEAR 2018 -2022 CIP BUDGET HIGHLIGHTS BY COMMUNITY AND CITY COUNCIL GOALS & PRIORITIES
2021 COMMUNITY GOALS & CORRESPONDING PRIORITIES:
ECONOMIC PROSPERITY
Priority: Master Plan Chaplain Schmitt Island
Priority classification: Top Priority
CIP projects supporting this Priority: Harbor Area Maintenance (page 286) and Riverfront Leasehold Improvements (page 291).
This priority is also supported through the FY17 and Proposed FY18 Operating Budget in Planning Services Department.
Priority: River Cruises Docking Facility
Priority classification: Top Priority
CIP projects supporting this Priority: Harbor Area Maintenance (page 286), Riverfront Leasehold Improvements (page 291) and
Riverfront Dock Expansion (page 292).
This priority is also supported through the FY17 and Proposed FY18 Operating Budget in Planning Services and Engineering Departments.
SOCIALICULTURAL VIBRANCY
Priority: Inclusive Dubuque Action Plan
Priority classification: Top Priority
CIP projects supporting this Priority: Accessibility Building Modifications (page 75), ADA Curb Ramp Construction Project (page 259),
Neighborhood Related Improvement (page 287), Downtown ADAAssistance (page 321), ADA Compliance Consultant (page 322),
Workforce Development (page 326), and Neighborhood Grants (page 383).
This priority is also supported through the FY17 and Proposed FY18 Operating Budget in Human Rights Department.
Priority: 21't Century Policing Action Plan
Priority classification: High Priority
CIP projects supporting this Priority: Traffic Signal Fiber Optic (page 300), Traffic Signal Interconnect Conduit Replacement (page
302), Fiber Optic Conduit - Miscellaneous (page 306), ITS Traffic Control Equipment (page 307), Street Camera Installation (page
308), City-Wide Security Camera Program (page 309), Port of Dubuque - Security Cameras (page 290), Washington Neighborhood
Streetlights (page 288) and Downtown Streetlight Replacement (page 318).
This priority is also supported through the FY17 and Proposed FY18 Operating Budget in Police.
Priority: Community Health Needs Assessment Plan Including Mental Health
Priority classification: High Priority
CIP projects supporting this Priority: Accessibility Building Modifications (page 75), ADA Curb Ramp Construction Project (page 259),
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Neighborhood Related Improvement (page 287), Downtown ADAAssistance (page 321), ADA Compliance Consultant (page 322),
Workforce Development (page 326), and Neighborhood Grants (page 383). This priority is also supported through the FY17 and Proposed
FY18 Operating Budget in Health Services Department.
PLANNED AND MANAGED GROWTH
Priority: Central Iowa Water Association
Priority classification: Top Priority
CIP projects supporting this Priority: West Side Water System (page 150) This priority is supported through the FY17 and Proposed
FY18 Operating Budget.
PARTNERING FOR A BETTER DUBUQUE
Priority: Citywide Flower Planting Program
Priority classification: High Priority
CIP projects supporting this Priority: Maintenance Headquarters and Forestry Buildings (page 54), Maintenance Headquarters -Wash
Bay (page 71), Ecological Restoration (page 61), Highway 20 Corridor - Landscape Plan (page 57), Highway 20 - Irrigation (page 62), Port
of Dubuque Welcome Sign (page 74) and Re-landscape Locust Street Connector (page 67).
This priority is also supported through the FY17 and Proposed FY18 Operating Budget in Leisure Services Department.
Priority: Five Flags Center Study
Priority classification: High Priority
CIP projects supporting this Priority: Accessibility Building Modifications (page 75), Facility improvements and equipment replacement
projects (pages 75 - 103). This priority is also supported through the FY17 and Proposed FY18 Operating Budget in Leisure Services
Department.
IMPROVED CONNECTIVITY: TRANSPORTATION AND TELECOMMUNICATIONS
Priority: East-West Corridor Study Implementation
Priority classification: Top Priority
CIP projects supporting this Priority: East - West Corridor Capacity Improvements (page 254)
This priority is also supported through the FY17 and Proposed FY18 Operating Budget in Engineering Department.
Priority: Street Maintenance Program
Priority classification: High Priority
CIP projects supporting this Priority: Street Construction General Repairs (page 250), Street and Alley Assessment Assistance Program
(page 263), City wide LED Streetlight Retrofit (page 314), Downtown Streetlight Replacement Schedule (page 318), Southwest Arterial
Project (page 264), Guardrail Replacement (page 251), Pavement Marking Project (page 252), Bridge Repairs/Maintenance (page 261),
ADA Curb Ramp Construction Project (page 259)Crosswalk Warning Devices (page 276), Sidewalk Program - City-Owned Property (page
256), Sidewalk Program Related Curb and Catch Basin Replacements (page 257) and Sidewalk Inspection Program -Assessable (page
258). This priority is also supported through the FY17 and Proposed FY18 Operating Budgets in Public Works and Engineering
Departments.
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Priority: Traffic Signal Synchronization Citywide
Priority classification: High Priority
CIP projects supporting this Priority: Fiber Optic Conduit -Miscellaneous (page 306), Fiber Optics Communications from Downtown to
Airport (page 319), Flashing Yellow Left Turn Arrow(page 316), ITS Traffic Control Equipment (Page 307), Northwest Arterial Turn Lane
(page 320), Signalization Program (page 296), Surge and Grounding Improvements at Signals City-wide (page 317), Traffic Signal Battery
Backup Program (page 312), Traffic Signal Controller Replacement (page 304), Traffic Signal Fiber Optics (page 300), Traffic Signal
Interconnect Conduit Replacement (page 302), Traffic Signal Intersection Reconstruction (page 315), Traffic Signal Vehicle Detection
Conversion (page 299) and Video Management Software and Equipment (page 311).
This priority is also supported through the FY17 and Proposed FY18 Operating Budget in the Engineering Department.
MANAGEMENTAGENDA
The City Council also identified projects that were previously on the priority list but whose implementation has already begun and therefore these
projects are now a part of the Dubuque 2016 - 2018 Management Agenda. These represent short-term projects for the City Manager and City of
Dubuque staff and have previouslvbeen budgeted in Fiscal Year 2017 orprior.
2016 -2018 Management Agenda items are identified under their corresponding Community, City Council or Organizational Goal:
Economic Prosperity
1) Opportunity Dubuque
This priority is being addressed through the FY17 and proposed FY18 Economic Development Department Operating budget and proposed
FY18 CIP Workforce Development (page 325).
Key Issues:
• Partner
• 2016-2018 Actions:
• Develop Strategic Plan
• City Council Presentation on Strategic Plan
2) Housing TIF
This priority is being addressed through the FY17 and proposed FY18 Economic Development Department Operating budget and proposed
FY18 CIP Homeownership Assistance (page 362).
2016-2018 Actions:
• Identify potential subdivision (8 candidates)
• City Council: TIF Decision (by subdivision)
Social/Cultural Vibrancy
3)Affirmatively Furthering Fair Housing
This priority is being addressed through the FY17 and proposed FY18 Housing & Community Development Department Operating budget.
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2016-2018 Actions:
Housing Policy Management Review
4)Arts and Culture Master Plan
This priority is being addressed through the FY17 and proposed FY18 Economic Development Department Operating budget.
2016-2018 Actions:
• City Council Decision: Direction, Funding
• Develop Implementation Strategy
5) Community Security/Surveillance/Traffic Cameras
This priority is being addressed through the FY17 and proposed FY18 Engineering and Police Department Operating budgets and proposed
FY18 CIPS Street Camera Installation (page 308), City-Wide Security Camera Program (page 309), Port of Dubuque - Security
Cameras (page 290), Washington Neighborhood Streetlights (page 288) and Downtown Streetlight Replacement (page 318).
Key Issues:
Staffing
Infrastructure
Fiber Expansion
2016-2018 Actions:
Develop Budget Proposal
City Council: Budget Funding - camera, staffing, infrastructure
Planned and Managed Growth
6) CHANGE Program
This priority is being addressed through the FY17 and proposed FY18 Housing & Community Development Department Operating budget
and proposed FY18 Cl Ps Bee Branch Healthy Homes Resiliency Grant (page 378), First-Time Home Buyer Program (page 370),
Homeowner Rehabilitation Program (page 366), Homeownership Grants for Purchase/Rehab/Resale (page 364), Lead Based Paint Hazard
programs (pages 373 and 376), Purchase/Rehab/Resale (page 377), Washington Neighborhood Home Purchase Program (page 368) and
Washington Neighborhood Housing Initiative (page 375).
2016-2018 Actions:
CHANGE Brochure
Healthy Homes Initiative
Formalize Committee
Committee Decision: Direction
Lead Program: Implementation (129 Units)
Strategic Plan: Completion
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Resiliency Grant
Contract
o Improvement (320 Housing Units)
Fair Housing Rehabilitation (10 Housing Units)
Homeownership Program Training Workshop
CITY COUNCIL MANAGEMENT IN PROGRESS AND MAJOR PROJECTS:
The following are projects that were identified as the 2018 Management in Progress and Major Projects by the City Council and are included in the
2018 CIP budget according to one of the Community, City or Organizational goals.
2016 -2018 Management in Progress
Management in Progress are items that were previously a City Council Goal and are now in the implementation phase. These items are
included in the existing FY17 and proposed FY18 Operating budgets unless noted for additional funding. The items are identified under
their corresponding Community, City Council or Organizational Goal:
ECONOMIC PROPERITY GOAL
Riverfront Lease Gavilon site: Marketing - also in proposed FY18 CIP Budget (page 290)
Riverfront Leases: Marketing - also in proposed FY18 CIP Budget (page 290)
Air Service Expansion: Contact air carriers, incentives for route-funding
Dubuque Initiative: Next Steps
Brownfield Area-wide Planning and Assessment Report
Old Air Terminal Facility Reuse
Charter Service Expansion
Marketing Dubuque Jet Center Fuel Sales
Sale of Art on the River Sculptures
Art on the River Winter Edition: Feasibility study
Economic Impact of Historic Preservation - Marketing plan
Eagle Point Park National Historic Recognition
Phased Historic/Architectural Survey Report
America's River III Fund Raising Launch
Entrepreneurs/Start Up Business Program Expansion
Dubuque Industrial Center South: Marketing and Sale - also in proposed FY18 CIP Budget (pages 333, 334)
Downtown Housing Creation Grant Program - also in proposed FY18 CIP Budget (pages 341, 343)
Marina Signage from the River
Steeple Square Project: Update Report
ENVIRONMENTAL/ECOLOGICAL INTEGRITY GOAL
Bee Branch Community Orchard
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Recycling Program: Cart Expansion
Community Climate Action and Resiliency Plan
Fats/Oils/Grease (FOG) Program
Iowa Economic Development Authority Community Energy
Path Forward (Air Quality) Plan
Georgetown Energy Prize
Methane Gas Plan: WRRC
Green Iowa Americorps Office Relocation
Emerald Ash Borer Program: Implementation
Resilient Community Advisory Commission
CNG Truck Purchase Evaluation - also in proposed FY18 CIP Budget (page 203)
SOCIAL/CULTURAL VIBRANCY GOAL
• Housing Code and Inspections Program: Implementation
Voluntary Compliance Agreement
Leadership Enrichment After School Program (LEAP)
Campaign for Grade Level Reading Program: Re-application
All-America City Award for 2017: CFGD Third Grade Reading Application
ROSE Housing Tax Credit Program:Amendments
FDA Voluntary Retail Food Regulatory Standards: Implementation
Fair Housing Action Plan: Analysis of Impediments Housing Policy Management Review
Rental Housing License Program: Enforcement
ADAAudit- also in proposed FY18 CIP Budget (page 321)
Cultural Snapshots Series: Development
Hate/Bias Incident Response Plan: Update
Source of Income Dialog Session: Development
Neighbor2Neighbor Initiative
Local Foods/Community Garden Initiative
PLANNED AND MANAGED GROWTH GOAL
• Flood Wall/Levee Breech Study
Source of Income Work Group: Report
West Third Street Reservoir Study
City-wide Leak Detection Survey
42" Force Main (Terminal Street Lift Station to WRRC)
Accela Program: Inspection by Property
PARTNERING FOR ABETTER DUBUQUE GOAL
• Four Mounds Foundation/HEART Program: Report
Purchase of Service: Data Collection, Training for Purchase of Service Providers, Reporting Mechanism
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Sister City Program: Recommendations
Eagle Point Park Ecological Restoration and Management Plan: Completion - also in proposed FY18 CIP Budget (page 61)
Jackson Park Pilot for Neighborhood Engagement - also in proposed FY18 CIP Budget (pages 36, 37)
IMPROVED CONNECTIVITY: TRANSPORTATION AND TELECOMMUNICATIONS
• Smarter Transportation Program: Update
PEG Digital Encoding
Historic Federal Building HD Upgrade - also in proposed FY18 CIP Budget (page 281)
Bus Routes: Update
Electronic Fare Cards/Payment: Implementation
Bus Storage Facility: Funding, Design, Construction - also in proposed FY18 CIP Budget (page 351)
FINANCIALLY RESPONSIBLE CITY GOVERNMENTAND HIGH PERFORMANCE ORGANIZATION:
• Affordable Care Act: IRS data reporting
Non-Emergency Mobile/Portable Units: Replacement
Police Officers Recruitment and Retention
Fire Accreditation: Completion
W desk: Implementation and Training
SunGard Optimization for Budget Module and Project Module Implementation
Accela Software: Implementation
Plan Review Refinements
Integrated Pest Management: Implementation
InVision Software for ADA Improvements: Implementation
Electronic Submission of Permit Applications: Implementation
Concession Agreements: Revision
Management Philosophy: Workshop and Orientation
Emergency Response Plan: Development
Direct Time Entry and Employee Access Center: Implementation
Auditing Services Contract
Banking Services Review
Investment Policy: Re-certification
Iowa Paramedics Transition Plan: Implementation
E-mail and Operating System (to Microsoft)
Financial System Upgrade: Implementation - also in proposed FY18 CIP Budget (page 386)
Medical Plan and Stop Loss Insurance Program: Third Party Contract
Labor Contracts: Negotiation, Contract
Water Source and Distribution Master Plan: Completion
Radio System Upgrade to P25
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2016 -2018 Major Projects
ECONOMIC PROSPERITY
• Air Side Access Road
Terminal Landscape
ENVIRONMENTAL/ECOLOGICAL INTEGRITY GOAL
Green Alley Projects (22 alleys)
Bee Branch Project (Garfield to Comiskey and under Railroad) - also in proposed FY18 CIP Budget (pages 245-249)
Energy Efficient Street Lights (by 2020) - also in proposed FY18 CIP Budget (pages 284, 288)
Municipal Separate Storm Sewer System (MS4) Permit
Bee Branch Gate Project: Design - also in proposed FY18 CIP Budget (pages 245 - 249)
PLANNED AND MANAGED GROWTH
• Washington Street 30" Force Main
20"Water Transmission Main (Millwork District to West 3rd Reservoir) - also in proposed FY18 CIP Budget (page 156)
Roosevelt Pump Station: installation
Water Tank Inspections and Maintenance - also in proposed FY18 CIP Budget (page 136)
Back Up Generators (West Third, Park Hill, Mt. Carmel)
Water Main Extension Projects (North Cascade Road, JFK)
PARTNERING FORA BETTER DUBUQUE GOAL
• Five Flags Theater and Ham House Building Improvements - also in proposed FY18 CIP Budget (pages 33, 75-103)
Grand River Center Upgrades - also in proposed FY18 CIP Budget (pages 113-131)
IMPROVED CONNECTIVITY: TRANSPORTATION
Southwest Arterial Project: Design, English Road Construction -also in proposed FY18 CIP Budget (page 264)
Senior High Road Project
English Mill Road Bridge
Military Road Bridge
North Cascade Reconstruction - also in proposed FY18 CIP Budget (page 267)
Chavanelle Road Hike/Bike Trail: Design, Construction
Upper Bee Branch CP Railroad Crossing - also in proposed FY18 CIP Budget (page 246)
Grandview-Delhi Roundabout -also in proposed FY18 CIP Budget (page 269)
Chavanelle Road Rehabilitation: Design, Construction -also in proposed FY18 CIP Budget (page 271)
Washington Street Improvements Project - also in proposed FY18 CIP Budget (page 287)
Menards Frontage Road Project
East-West Corridor Roundabouts: Preliminary Design - also in proposed FY18 CIP Budget (pages 254, 269)
Radford/Pennsylvania Roundabout: ROWAcquisition
Traffic Signals Upgrade - also in proposed FY18 CIP Budget (pages 195-306, 310-316)
NWArterial/Chavanelle Intersection Improvement
NW Arterial Trail (Holiday Drive to Chavanelle Drive)
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Attachment 4
Source of Funds and Important Details
The Fiscal Year 2018-2022 CIP presents a financial plan reflects a $220,507 general property tax levy supported annual debt service for the FY
2010 purchase of a replacement pumper truck ($1,035,000) and the FY 2016 the franchise fee litigation settlement judgment bond ($2,800,000). No
other borrowings included in the Fiscal Year 2018-2022 CIP utilize a debt service levy. It is anticipated that other borrowing from non utility funds
can and will be minimized by using other sources of funds such as future DRA annual distributions of operating surplus and sales tax revenue.
The following important details are called to your attention about the source of funds:
UTILITIES
Stormwater (User Fees 2.52% /State Revolving Loan Fund 6.67% of Total CIP)
The Stormwater Utility was formed on July 1, 2003, to update the City's aging infrastructure and implement the City of Dubuque Stormwater
Management Plan, which consists of the Bee Branch Watershed Flood Mitigation Project. It is a multi-phased, fiscally responsible investment. It
reflects a holistic approach to mitigate flooding as it will also improve water quality, stimulate investment, and enhance the quality of life. Having
secured the necessary federal and state funding approvals, permits, and funding, Dubuque has pushed forward with planning, execution, and
completion of three phases and the initiation of three more.
In January 2016, the State was awarded $95.7 million in HUD National Disaster Resiliency Competition grant funds. Per the award, the City of
Dubuque is to receive $8.4 million for a comprehensive 'Bee Branch Healthy Homes Resiliency Program"to help residents address residual
impacts from the flooding experienced within the Bee Branch Watershed. The City is also to receive $23.1 million for storm water infrastructure
improvements associated with the Bee Branch Watershed Flood Mitigation Project. The infrastructure improvements are as follows:
1. Bee Branch Railroad Culvert Infrastructure Improvements involving the installation of culverts from the Lower Bee Branch Creek, through
Canadian Pacific Railway property, to the Upper Bee Branch north of Garfield Avenue;
2. 22nd Street/Kaufmann Ave Storm Sewer Improvements involving the installation of a large diameter storm sewer from 22nd & Elm up
Kaufmann Avenue to the Kaufmann & Kane intersection. The work includes inlets and local sewer connections to the storm sewer and the
complete reconstruction of the street and other underground utilities along street right-of-way corridor.
3. 17th Street/W. Locust Street Storm Sewer Improvements involving the installation of a 96-inch diameter pipe from the Lower Bee Branch
Creek through the Canadian Pacific Railway tracks to 17th Street then to the west along 17th Street and finally west along W. Locust Street
towards Angella St. The work includes inlets and local sewer connections to the storm sewer and the complete reconstruction of the street
and other underground utilities along street right-of-way corridor.
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In October of 2016, the City Council adopted Resolution 362-16. It rescinded Resolution 176-15 which outlined the construction schedule of various
phases of the Bee Branch Watershed Flood Mitigation Project. Resolution 362-16 also authorized the execution of the contract with the Iowa
Economic Development Authority in order for the City to utilize $23,309,600.00 in HUD National Disaster Resiliency Competition grant funds for the
Bee Branch Watershed Flood Mitigation Project. The funds are specifically for the improvements related to the Bee Branch Railroad Culvert
Improvements, the 22nd Street/Kaufmann Ave Storm Sewer Improvements, and the 17th Street/W. Locust Street Storm Sewer Improvements.
Per the contract, the City must contribute the previously budgeted $21,600,000 for the infrastructure improvements as local, Direct Leverage. The
City also must provide $38,219,000 in Supporting Leverage, monies that the City previously budgeted for and has been utilizing to construct the
Lower Bee Branch Creek Restoration Project, the Upper Bee Branch Creek Restoration Project, and the SRF Green Alleys constructed over the
past couple of years. Finally, in order to receive and utilize the funding, the City must construct all of the improvements by the end of Fiscal Year
2021.
In order to ensure that the improvements related to the grant are completed by the end of Fiscal Year 2021, adjustments were necessary to the
funding schedule previously established by Resolution 176-15 for other phases of the Bee Branch Watershed Flood Mitigation Project (Flood
Mitigation Project). The table below compares the funding schedule for the various phases of the Flood Mitigation Project established through the
adoption of Resolution 176-15 to an updated, adjusted schedule that will ensure adherence to the terms of the Contract.
Adjusted
Schedule Construction
Established by Res. Schedule
Improvements 176-15 Milestones
Flood Mitigation Gate Replacement 2015 2017
Lower Bee Branch Creek Restoration 2015 2016-2017
Upper Bee Branch Creek Restoration 2015-2016 2015-2017
Bee Branch Creek Railroad Culverts 2019 2018-2019
North End Storm Sewers 2017 2022-2023
22nd Street Storm Sewer 2017 2017-2021
Flood Mitigation Maintenance Facility 2015-2017 2022-2023
17th Street Storm Sewer 2019-2021 2018-2021
Water Plant Flood Protection 2022-2023 2023-2024
Pervious Pavement Systems (Green Alleys) 2023-2040 2015-2040
Comparison of the funding schedule for the various phases of the Flood Mitigation Project established through the adoption of Resolution 176-15 to
an updated, adjusted schedule that will ensure adherence to the terms of the HUD National Disaster Resilience Competition Grant Contract.
The adopted Fiscal Year 2018-2022 Capital Improvement Program Budget included $3,900,000 for the 22nd Street Storm Sewer Improvements
Project (Phase 8 of the Bee Branch Watershed Flood Mitigation Project) to improve the storm sewer system from Elm Street to Central Avenue. The
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HUD National Disaster Resiliency grant funding allows for the project improvements to extend westward along Kaufmann Avenue all the way to
Kane Street.
The adopted Fiscal Year 2018-2022 Capital Improvement Program Budget included $8,681,000 for the 17th Street Storm Sewer Improvements
Project (Phase 12 of the Bee Branch Watershed Flood Mitigation Project) to improve the storm sewer system from the Lower Bee Branch along
17th Street to W. Locust Street. The HUD National Disaster Resiliency grant funding allows for the project improvements to extend westward along
W. Locust Street towards Angella Street.
The adopted Fiscal Year 2018-2022 Capital Improvement Program Budget included $18,248,700 for the culverts under the Canadian Pacific
Railway property as part of the Bee Branch Creek Restoration Project (Phase 4 and 7 of the Bee Branch Watershed Flood Mitigation Project). The
HUD National Disaster Resiliency grant provides funding for this effort.
Direct City leverage totals $21,600,000; these funds have already been committed to the Bee Branch Watershed Flood Mitigation Project and were
reflected in the adopted Fiscal Year 2017-2021 Capital Improvement Program Budget as reflected above.
Fiscal Year 2018 will be the tenth fiscal year that the Stormwater Fund is recommended to be fully funded by stormwater user fees. The General
Fund will continue to provide funding for the stormwater fee subsidies that provide a 50% subsidy for the stormwater fee charged to property tax
exempt properties, low-to-moderate income residents, and a 75% subsidy for the stormwater fee charged to residential farms. The FY 2018
Stormwater User Fee is proposed to increase from $6.81 per SFU to $7.27 per SFU, a 6.75% increase, consistent with Ordinance 16-14 passed on
March 5, 2014.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Adopted Per
Ordinance 21-12 $8.50 $9.00 $9.00 $9.00 $9.00 $9.00 $9.00
Adopted Per
Ordinance 16-14 $6.38 $6.81 $7.27 $7.76 $8.29 $8.85 $9.00
% Decrease From
Ordinance 21-12 -24.94% -24.33% -19.22% -13.78% -7.89% -1.69% 0%
The recommended rates for FY16 through FY20 reflect the rates previously established by Ordinance 16-14 following the State's approval of
$98.5 million in State Flood Mitigation state sales tax increment funds for the Bee Branch Watershed Flood Mitigation Project. Ordinance 21-12
was the ordinance adopted prior to the City receiving the Flood Mitigation grant.
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Water(User Fees 3.19% /State Revolving Loan Fund 2.88% of Total CIP)
Water revenue represents a portion of the monthly water bill that goes for maintenance, repair, replacement and improvement of the Eagle Point
Water Plant and water distribution system on a pay-as-you-go basis for all projects except the major extensions. The annual payment to the
depreciation fund in Fiscal Year 2017 was $1,012,000. The Fiscal Year 2018 - 2022 CIP anticipates $1,157,000 in Fiscal Year 2018, $629,063 in
Fiscal Year 2019, $1,886,763 in Fiscal Year 2020, $1,220,625 in Fiscal Year 2021, and $289,000 in Fiscal Year 2022.
Water State Revolving Loan Funds will be used to finance water projects in FY 2018-2022 as follows: FY 2018 of$4,396,500, FY 2019 of$0, FY
2020 $0, FY 2021 of$0, and FY 2022 of$0. Debt service related to the total $4,396,500 Water State Revolving Loan Funds over the five years will
be paid from water fees and offset by reduced payments to Depreciation (Construction Fund). The borrowing supports such projects as the water
main extensions relating to Central Iowa Water Association purchase.
Prior to FY 2013, the General fund has been subsidizing a portion of the utility funds use of administrative services such as Engineering
administration, Engineering Project Management, Finance accounting services, Economic Development, Planning Services, Workforce
Development, City Clerk services, Legal services, City Manager's Office including Budget, Geographic Information Systems, Sustainability,
Neighborhood Development, Arts and Cultural Affairs and Personnel. Prior to FY 2013, the Engineering department estimated the amount of time
spent on projects and allocated that time to an Internal Service Fund which is then allocated to the various capital improvement projects that the
personnel work on. The remaining time not allocated to the Internal Service Fund was considered administrative and has been charged to the
General Fund. In addition, administrative departments such as the City Manager's Office, Legal, Planning, Economic Development, City Clerk's
Office and Workforce Development recharged expenses based upon each enterprise fund's percent of the City-wide operating budget, excluding
debt service. The accounting activity of the Finance Department has not been recharged to the other funds with exception of payroll and loan
processing, parking tickets and landfill billing.
Beginning in FY 2013, additional overhead recharges to the utility funds is being phased in over several years. Engineering administrative and
project management expenses that are not recharged to capital projects will be split evenly between the Water, Sewer, Stormwater and General
Funds. Finance accounting expenses and all other administrative departments such as Economic Development, Planning, Workforce Development,
City Clerk, Legal Services and City Manager's Office will be split evenly between Water, Sewer, Stormwater, Refuse Collection and General Funds,
with overhead costs being shared by the Landfill and Parking. This will be fully implemented over time.
Beginning in Fiscal Year 2018, Neighborhood Development, Economic Development and Workforce Development expenses will not be recharged to
utility funds. In addition, the Landfill will not be recharged GIS and Planning expenses.
The Water Fund's fair share of the City's administrative overhead is 16.67%. In FY 18, the Water Fund will only support 1.02% of administrative
overhead.
The water fees in FY 2018 are recommended to increase 3%; 3%for operating needs and 0%for capital needs.
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Sewer (User Fees 4.10% / Repayments 0.17% /State Revolving Loan Funds 0.19% of Total CIP)
Sewer revenue represents a portion of the monthly sewer bill that goes for the maintenance, repair, replacement and improvement of the Water &
Resource Recovery Center Plant; lift stations, and sewer lines on a pay-as-you-go basis. The annual payment to the depreciation fund in Fiscal
Year 2017 was $346,000. The Fiscal Year 2018-2022 CIP anticipates $181,114 in Fiscal Year 2018, $903,241 in Fiscal Year 2019, $1,250,281 in
Fiscal Year 2020, $1,036,030 in Fiscal Year 2021 and $1,298,187 in Fiscal Year 2022.
Sanitary Sewer State Revolving Loan Funds will be used to finance sewer projects in FY 2018-2022 as follows: $290,000 FY18; $0 FY19; $0 FY20;
$0 FY21; and $0 FY22. The debt service related to the total $290,000 State Revolving Loan Funds over the 5-years will be paid from sewer fees
and offset by reduced payments to Depreciation (Construction Fund). The State Revolving Loan Funds support such projects as manhole
replacements related to the consent decree.
The sewer fees in FY 2018 are recommended to increase 3%; 3%for operating needs and 0% for capital needs.
Prior to FY 2013, the General fund has been subsidizing a portion of the utility funds use of administrative services such as Engineering
administration, Engineering Project Management, Finance accounting services, Economic Development, Planning Services, Workforce
Development, City Clerk services, Legal services, City Manager's Office including Budget, Geographic Information Systems, Sustainability,
Neighborhood Development, Arts and Cultural Affairs and Personnel. Prior to FY 2013, the Engineering department estimated the amount of time
spent on projects and allocated that time to an Internal Service Fund which is then allocated to the various capital improvement projects that the
personnel work on. The remaining time not allocated to the Internal Service Fund was considered administrative and has been charged to the
General Fund. In addition, administrative departments such as the City Manager's Office, Legal, Planning, Economic Development, City Clerk's
Office and Workforce Development recharged expenses based upon each enterprise fund's percent of the City-wide operating budget, excluding
debt service. The accounting activity of the Finance Department has not been recharged to the other funds with exception of payroll and loan
processing, parking tickets and landfill billing.
Beginning in FY 2013, additional overhead recharges to the utility funds is being phased in over several years. Engineering administrative and
project management expenses that are not recharged to capital projects will be split evenly between the Water, Sewer, Stormwater and General
Funds. Finance accounting expenses and all other administrative departments such as Economic Development, Planning, Workforce Development,
City Clerk, Legal Services and City Manager's Office will be split evenly between Water, Sewer, Stormwater, Refuse Collection and General Funds,
with overhead costs being shared by the Landfill and Parking. This will be fully implemented over time.
Beginning in Fiscal Year 2018, Neighborhood Development, Economic Development and Workforce Development expenses will not be recharged to
utility funds. In addition, the Landfill will not be recharged GIS and Planning expenses.
The Sanitary Sewer Fund's fair share of the City's administrative overhead is 16.67%. In FY 18, the Sanitary Sewer Fund will support 16.67%.
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Parking (User Fees 0.02% / Bonds 0.09% of Total CIP)
Parking revenue represents three primary sources: (a) the balance of prior year depreciation funds set aside for the maintenance and repair of
parking ramps; (b) future payments to the depreciation fund for repair and maintenance of the parking system (there are no budgeted payments to
the depreciation fund in future years due to using existing cash balance); and (c) interest income.
Borrowings are anticipated as follows: $0 GO borrowing FY18; $55,000 GO borrowing FY19; $0 GO borrowing FY20, $75,000 GO borrowing in
FY21 and $0 GO borrowing in FY 22. The debt service related to the total $130,000 bonds over the 5-years will be paid from parking fees and offset
by reduced payments to Depreciation (Construction Fund). The GO borrowing supports such projects as parking lot repairs.
The Greater Downtown TIF will support parking related debt in the downtown as follows: $280,000 in FY 2018; $280,000 in FY 2019; $280,000 in
FY 2020; $280,000 in FY 2021; and $0 in FY 2022.
Prior to FY 2013, the General fund has been subsidizing a portion of the utility funds use of administrative services such as Engineering
administration, Engineering Project Management, Finance accounting services, Economic Development, Planning Services, Workforce
Development, City Clerk services, Legal services, City Manager's Office including Budget, Geographic Information Systems, Sustainability,
Neighborhood Development, Arts and Cultural Affairs and Personnel. Prior to FY 2013, the Engineering department estimated the amount of time
spent on projects and allocated that time to an Internal Service Fund which is then allocated to the various capital improvement projects that the
personnel work on. The remaining time not allocated to the Internal Service Fund was considered administrative and has been charged to the
General Fund. In addition, administrative departments such as the City Manager's Office, Legal, Planning, Economic Development, City Clerk's
Office and Workforce Development recharged expenses based upon each enterprise fund's percent of the City-wide operating budget, excluding
debt service. The accounting activity of the Finance Department has not been recharged to the other funds with exception of payroll and loan
processing, parking tickets and landfill billing.
Beginning in FY 2013, additional overhead recharges to the utility funds is being phased in over several years. Engineering administrative and
project management expenses that are not recharged to capital projects will be split evenly between the Water, Sewer, Stormwater and General
Funds. Finance accounting expenses and all other administrative departments such as Economic Development, Planning, Workforce Development,
City Clerk, Legal Services and City Manager's Office will be split evenly between Water, Sewer, Stormwater, Refuse Collection and General Funds,
with overhead costs being shared by the Landfill and Parking. This will be fully implemented over time.
Beginning in Fiscal Year 2018, Neighborhood Development, Economic Development and Workforce Development expenses will not be recharged to
utility funds. In addition, the Landfill will not be recharged GIS and Planning expenses.
The Parking Fund's fair share of the City's administrative overhead is 8.33%. In FY 18, the Parking Fund will only support 2.00%.
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Solid Waste Collection Activities (User Fees 1.71% / Bonds 0% of Total CIP)
Solid waste collection activities revenue represents a portion of the monthly refuse bill that goes for the purchase of solid waste collection vehicles.
The annual payment to the depreciation fund in Fiscal Year 2017 was $224,374 and will be $350,000 in FY 2018, $525,000 in FY 2019, $550,000 in
FY 2020, $600,000 in FY 2021 and $600,000 in FY 2022.
Prior to FY 2013, the General fund has been subsidizing a portion of the utility funds use of administrative services such as Engineering
administration, Engineering Project Management, Finance accounting services, Economic Development, Planning Services, Workforce
Development, City Clerk services, Legal services, City Manager's Office including Budget, Geographic Information Systems, Sustainability,
Neighborhood Development, Arts and Cultural Affairs and Personnel. Prior to FY 2013, the Engineering department estimated the amount of time
spent on projects and allocated that time to an Internal Service Fund which is then allocated to the various capital improvement projects that the
personnel work on. The remaining time not allocated to the Internal Service Fund was considered administrative and has been charged to the
General Fund. In addition, administrative departments such as the City Manager's Office, Legal, Planning, Economic Development, City Clerk's
Office and Workforce Development recharged expenses based upon each enterprise fund's percent of the City-wide operating budget, excluding
debt service. The accounting activity of the Finance Department has not been recharged to the other funds with exception of payroll and loan
processing, parking tickets and landfill billing.
Beginning in FY 2013, additional overhead recharges to the utility funds is being phased in over several years. Engineering administrative and
project management expenses that are not recharged to capital projects will be split evenly between the Water, Sewer, Stormwater and General
Funds. Finance accounting expenses and all other administrative departments such as Economic Development, Planning, Workforce Development,
City Clerk, Legal Services and City Manager's Office will be split evenly between Water, Sewer, Stormwater, Refuse Collection and General Funds,
with overhead costs being shared by the Landfill and Parking. This will be fully implemented over time.
Beginning in Fiscal Year 2018, Neighborhood Development, Economic Development and Workforce Development expenses will not be recharged to
utility funds. In addition, the Landfill will not be recharged GIS and Planning expenses.
The Solid Waste Fund's fair share of the City's administrative overhead is 16.67%. In FY 18, the Solid Waste Fund will only support 13.61%.
The solid waste collection fees in FY 2018 are recommended to increase 2.30%.
GENERALFUND
The current revenue amount of$1,415,480 (0.92% of CIP Total) during the five-year period represents $80,000 in golf funds for improvements to the
Bunker Hill Golf Course, $37,080 in Historic Preservation Loan repayments, $150,000 in Rental Dwelling Rehab Repayments, $1,100,000 in
Greater Downtown Loan Pool Repayments, and $48,400 in repayments to the Homeownership Loan Program.
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LOCAL OPTION SALES TAX(LOST)
The local option Sales and Services Tax approved by the voters on February 2, 1988, provided that 20 percent of the proceeds would be used for:
(a) the upkeep of City-owned property such as sidewalks, steps, storm sewers, walks, curbs, traffic signals and signs, bridges, and buildings and
facilities; (b) transit equipment such as buses; (c) riverfront and wetland developments; and (d) economic development projects. This portion of the
Sales and Services Tax shows up on the CIP Source of Funds Summary as "Sales Tax (20%)" totals $5,652,968 and represents 3.70 percent of the
total CIP.
The local option Sales and Services Tax approved by the voters on February 2, 1988, provided that 30 percent of the proceeds would be used to:
(a) reduce street special assessments by at least 75 percent; and (b) maintain and repair streets. This portion of the Sales and Services Tax shows
up on the CIP Source of Funds Summary as "Sales Tax/Street Projects (30 percent)" and totals $13,672,299, or 8.95 percent of the total CIP.
GAMING
DRA payments represent 2 percent in FY18 of the projected gaming taxes, rent, and admissions from the race track, slots and riverboat operations
($936,694 or 0.61% of the total CIP) over the five-year period. When practical in future years, additional revenues will be moved to capital from
operating. To the extent that there is any revenue shortfall in future years, capital projects will be eliminated or deferred. DRA distribution revenue
projections ($5,393,089 or 3.53% of the total CIP) are discounted consistent with the adopted budget guidelines by 5% in FY 2020, 10% in FY 2021
and 15% in FY 2022.
As reported in prior years, with the reduction in the Dubuque Racing Association's market impacts the City's lease payment from the DRA. The
City's estimated lease payments through FY 2022 have been reduced $28 million based on projections from the DRA. These adjustments to the
City budget were made through current years and prior year's budgeting processes.
In Calendar Year 2016, gross gaming revenues at the Mystique Casino are down 2.4%. The Dubuque gaming market was significantly impacted
beginning in May 2016 when Rhythm City Casino off Interstate 80 opened in Davenport. The DRA has projected a 1% decrease in gross gaming
revenue for Calendar Year 2017.
The State of Illinois passed a Video Gaming Act on July 13, 2009 which legalized the use of Video Gaming Terminals in liquor licensed
establishments including bars, restaurants, truck stops and certain fraternal and veterans' organizations. In the part of Illinois that impacts the
Dubuque market, the first year of operation of video gaming terminals generated $1 million in revenue monthly. The use of video gaming terminals
has now grown to $6.8 million monthly for the five counties closest to Dubuque and in a direct line with Rockford, IL, which has caused a reduction
to the gaming market in Dubuque. The Mystique Casino and Diamond Jo Casino average monthly revenue is $9.6. This is a similar impact as if two
and a half more casinos combined were built half-way between Dubuque and Rockford. In addition, the recession has also impacted the gaming
market. The revised DRA gaming projections include minimal growth in revenues over the next five years with a negative growth rate of-1% in FY
2018 and FY 2019 and a growth rate of 1% in FY 2020 and beyond.
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There is DRA distribution budgeted in this 5-Year Capital Improvement Program budget cycle which has been decreased $2,037,822 based on
revised projections from the DRA.
FEDERAL FUNDING
Community Development Block Grant (CDBG)
The Fiscal year 2018 - 2022 CIP anticipates that Community Development Block Grant (CDBG) funds will be $604,879 in FY 2018; $383,994 in FY
2019; $299,794 in FY 2020; $299,794 in FY 2021; and $301,794 in FY 2022 (1.24% of the total CIP). CDBG is budgeted at the same funding level
as FY 17.
Federal Aviation Administration (FAA)
The FAA funding of$3,482,798 (2.28% of the total CIP) provides 90 percent match on most airfield related improvements. The Fiscal Year
2018-2022 budget includes replacement of snow removal equipment; airfield lighting vault; update airport layout plan and GIS; and rehabilitate
taxiway A.
Federal Transit Administration (FTA)
The FTAfunding of$630,281 (0.41% of the total CIP) provides for the federal share of the Bus Storage and Maintenance Facility and JFK Circle
Transfer Station Phase 2.
Federal STP Funds (6.65% of Total CIP)
Federal funds are anticipated for the Southwest Arterial $500,000; $872,000 for North Cascade Road; and $8,783,000 for the East West Cooridor.
Federal Lead Paint Hazard Mitigation Grant (0.73% of Total CIP)
Federal funds for the Lead Paint Hazard Mitigation program awarded in FY 2016 with funding budgeted as follows: $851,500 in FY 2018; $267,660
in FY 2019.
Federal HUD Resiliency Grant (20.00% of Total CIP)
The U.S. Department of Housing and Urban Development (HUD) has awarded the City of Dubuque $31.5 million to assist Bee Branch Watershed
homeowners in repairing and "flood-proofing" their homes and for stormwater infrastructure improvements. $8.4 million for the rehabilitation of 320
housing units, including owner-occupied homes, single-unit rentals, and small, multi-family residential units, all within the targeted Bee Branch
Watershed areas; $9 million for the installation of six 8-foot diameter culverts to convey stormwater from the Upper Bee Branch Creek (currently
under construction) through Canadian Pacific railroad right-of-way to the Lower Bee Branch Creek; $2.6 million for West Locust Street storm sewer
improvements that will increase the capacity of the West Locust Street corridor stormwater management system by constructing a storm sewer from
17th Street toward Rosedale Avenue; and $11.5 million for Kaufmann Avenue Storm Sewer improvements that will increase capacity of the
stormwater management system in this area (from Central Avenue to Kane Street) by constructing a storm sewer with 80 stormwater drains.
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STATE FUNDING
Road Use Tax
Road Use Tax Funds (RUTF) of$3,297,909 (2.16% of the total CIP) over five years represents the balance of annual payments not required for
support of the operating budget and funds that had been reserved to finance high priority transportation projects. The Iowa Department of
Transportation (IDOT) provides annual projections on the amount of RUTF the City of Dubuque will receive over the next five years based on a per
capita amount. The State Road Use Tax Fund consist of revenues from fuel tax, vehicle registration fees, use tax, driver's license fees and other
miscellaneous sources and is distributed to cities on a per capita basis. It should be noted that in FY 2010, the Iowa Department of Revenue
increased Road Use Tax Funds (RUT) as a result of higher vehicle registration fees passed into law in 2008. The gas tax was increased ten cents
beginning in February 2015. The city is estimated to receive $34,992,720 for FY 2018-2022. With increases in City DMATS and State Road Use Tax
funds, the City will be able to substantially add to the number of street lights, keep the Southwest Arterial project moving and continue with major
road improvements like North Cascade Road, Central and White Streets.
Sales Tax Increment Revenue (Grant 9.69%)
The City secured a $98.5 million grant through the State of Iowa Flood Mitigation program funded by 70% of the sales tax increment revenue
received from the State of Iowa's 5% portion of sales tax received from sales in the City of Dubuque. This revenue will fund the debt service payable
on Sales Tax increment Revenue bonds and Iowa Finance Authority State Revolving Loan Funds issued for the Flood Mitigation project known as
the Bee Branch Watershed Project. In the five year capital program, $14,808,257 of sales tax increment revenue will fund pay-as-you-go projects
related to the Bee Branch Watershed project.
Other State Grants (5.42% of Total CIP)
State funding includes Iowa Department of Transportation Funding for street projects and trails of$2,935,000 are anticipated over the five-year
program.
Iowa Finance Authority funding of$820,730 is anticipated over the five-year program for the Housing Department's Housing Trust Fund to provide
permanently affordable housing or assistance to nonprofit organizations providing the same.
The other state assistance represents State Transit Assistance of$2,026,143 for Vehicle Replacements, bus stop improvements and JFK Transfer
Phase 2.
TAX INCREMENT FINANCING (TIF) (Tax Receipts 10.13% / Bonds 0% of Total CIP)
Dubuque Industrial Center West TIF District
In FY 2006 and 2007, Tax Increment Financing (TIF) funds were committed towards abatement of the 20 year G.O. Bond issue for a Dubuque
Industrial Center West (DICW) expansion and Chavenelle Road extension project, thereby delaying payback to the general fund for prior year
development costs. In FY 2007, the TIF assessed values increased, allowing for additional increment for projects and cost recovery to continue. In
FY 2017, the TIF assessed values increased again from a commercial 12% State equalization order. In FY 2018, subarea B of DICW will end and
$55,157,150 of increment will return to the base.
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The FY 2018 CIP includes $1,500,000 to rehab Chavenelle Road. $310,000 is included each Fiscal year to provide funding for the new campaign
by the Greater Dubuque Development Corporation to improve the economy in Dubuque. FY 2018 and 2019 includes $50,000 in each year to install
and maintain appropriate signs for the McFadden property consistent with the current approved signage within and around the City to effectively
identify the area and expansion opportunities. FY 2019 and 2020 includes $50,000 in each year to install and maintain appropriate signs for the
Dubuque Industrial Center South consistent with the current approved signage within and around the City to effectively identify the area and
expansion opportunities. Fiscal Year 2022 includes $200,000 to begin development of the Graf property and $200,000 to begin developmet of the
McFadden property.
Annexation Initiatives
As annexation and development continues, the City has taken the following initiatives to provide services to annexed areas:
Additional Police Officers (Operating Budget)
With the Police Department's crime strategy, Territory Accountability Design, in full implementation, the department projected the need to increase
Dubuque's current six patrol territories to seven as new areas of the city are developed. To add a seventh territory, five additional police officers
were needed.
Partly in response to this need, the Police Department developed a Sworn Officer Plan which proposed the addition of 15 sworn police officers over
a five-year period, with the first five (four Police Officers and one Police Corporal acting as a Section 8 Investigator) approved in December 2007,
four more approved in FY 2009, three more approved in FY2010, two more approved in FY2011 and one more approved in FY2012. The plan's
staff increases created sufficient staffing to establish an additional patrol territory.
Additional Snow Plow Drivers and Snow Plow Route (Operating Budget)
Dubuque's expansion will also increased the number of streets and roads that must be maintained by the City's Public Works Department. In order
to maintain the current level of street maintenance, street cleaning, and snow and ice control to all areas of the city, the Public Works Department
was approved for the addition of a snow plow driver in FY2009 and another is expected to be requested in a future year. Two drivers are needed to
staff a route 24 hours a day in a snow event. The Public Works Department plans to create another snowplow route with these two employees as
annexation and development dictates. In the warm months, this position will be assigned to the Leisure Services Department to maintain City parks
and landscaping in the Washington Neighborhood, Port of Dubuque, Iowa Street and the Locust Street connector. In Fiscal Year 2009, the Public
Works Department also began using Refuse, Recycling and Yard Waste Collection employees at the end of their collection routes and on overtime
to assist in snow removal duties. The City has also developed a plan to use personnel and equipment from other City departments to go from 22
pieces of snow removal equipment to 32 pieces of snow removal equipment in a snow storm that exceeds 5 inches. With the recommendation to
eliminate full-time positions in the Engineering Department and create one part-time position, there will be less opportunity to supplement the snow
plowing effort.
Water and Sanitary Sewer Service
The City is in the process of extending sanitary sewers and water service into new development areas or recently annexed areas as part of pre-
annexation agreements.
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In 2003, a new water main was activated from Highway 20 north on the east side of the Northwest Arterial to John F. Kennedy Road then west to a
new 1.25 million gallon water tower located at the Dubuque Soccer Complex. By constructing this tower and with this water main extension in the
fourth pressure zone of the City's water distribution system, it allowed growth to take place for residential, commercial and industry to the west of the
community.
To date, both sanitary sewer and water service have been extended through the Dubuque Industrial Center West, along Seippel Road to the north
edge of the Callahan subdivision. Funds are budgeted in the current year to extend service to the 700-acre west-side annexation area as well as
the 270-acre Corey/Herrig development on the northwest side of Dubuque. Additionally, service will be extended, in phases over the next two
years, to the 280-acre McNamer residential property on North Cascade Road on the south side of Dubuque. Additional funds are available to
extend water and sewer service to the 643 acres annexed and to other areas under consideration for annexation. The City has spent in excess of
$2 million to replace much of the North Fork Catfish Creek Sanitary Sewer Line.
The City is extended the Granger Creek Interceptor sewer and extending the public water main from the Technology Park South along highway
151/61 to the north side of the Dubuque Regional Airport. The Granger Creek sanitary sewer and water main extension provides immediate sanitary
sewer and water services to the Dubuque Regional Airport and portions of the annexation areas that are adjacent to the highway 151/61 corridor.
Greater Downtown TIF District
This district was formally the Downtown and Ice Harbor TIF districts but now have been combined to the Greater Downtown TIF district. Many
projects, which are City Council priorities, are able to move forward due to the availability of Greater Downtown TIF revenue due to continued
growth to further sustain a rejuvenated downtown and port of Dubuque. The following are projects included in the FY 2018— 2022 CIP:
Comiskey Park New Entrance (page 13) —This project provides funding for new entry and gathering space being developed on the
northwest corner of the park ($30,147).
Comiskey Park Amenities (pages 14) —This project provides funding for the replace the current garbage tubs and old cans with metal
strap litter receptacles ($10,000). There will be an addition of benches added through the park especially in the playground and gathering
spaces ($10,000). Wrought iron fences will be placed to add appeal to specific areas in the park ($30,000). A drinking fountain with a dog
bowl would be added in a pedestrian friendly space ($5,000). A sidewalk would be added around the playground for increased
accessibility. Signs throughout the park would be replaced.
Comiskey Park Sidewalk Lighting (page 16) - This project ($100,000) provides for pedestrian sidewalk lighting to be installed along East
24th Street, East 25th Street and Jackson Street sidewalks of Comiskey Park.
Comiskey Park Landscape Improvements (page 17) - This project ($50,000) provides for new planting beds as well as large planters in
the park. It also includes irrigation to the beds and planters where possible to allow for lessened ongoing maintenance. Landscaping the
new entry sign as well as new gathering space and around the community building will be target areas.
Jackson Park Construct Restrooms (page 36) —This project provides funding for the construction of rest rooms in Jackson park
($250,000).
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Jackson Park Amenities (pages 37) —This project provides funding for the improvement of amenities in Jackson park ($310,000).
Town Clock Rehab (page 60) - This project ($100,000) provides for concrete work throughout the plaza area.
Port of Dubuque Welcome Sign (page 74) - This project ($30,000) provides for the design, development, and installation of a 8 foot by 200
foot "Welcome to Dubuque" sign located on the flood wall near the Ice Harbor flood gates.
Grand River Center Replace Carpet (page 118) - This project ($246,000) provides for the replacement of carpeting at the Grand River
Center.
Grand River Center Market Study and Facility Assessment (page 128) - This project ($65,000) provides for a facility assessment and
market study in preparation of the Grand River Center's first twenty years.
Bluff Street Parking Expansion (page 280) - This project ($175,000) provides for the construction of additional parking and provide
improved pedestrian access and ADA accommodations near the Bluff Street Row houses at 15th Street and Bluff Street. Bluff Street would
be reconfigured by addressing traffic calming measures. Most traffic would follow a re-configured Locust Street that would allow 2 way traffic
to Loras Blvd. Parking bays would be added in the current island between Locust Street and Bluff Street.
Federal Building Renovation (page 281) - This project ($1,046,000) provides funding for$4,000 for sidewalk repair to the only ADA
accessible entrance into the building, $35,000 to complete the separation of the roof drain system from the sanitary sewer system. $120,000
to purchase the vacant parking lot adjacent to the building from the US Post Office. In FY19 $120,000 is allocated to purchase the vacant
parking lot adjacent to the building from the US Post Office. In FY 2020 the following items are budgeted for: $22,000 to conduct an
American Society of Heating, Refrigeration and Air-Conditioning Engineers (ASHRAE) Level 1 Energy Audit, $6,000 for the replacement of
the public information kiosk in the lobby, $100,000 for making improvements to the vacant parking lot adjacent to the building, $25,000 for
making ADA accessibility upgrades to the 3rd floor public restrooms, $49,500 for tuckpointing and waterproofing of the building window
wells, and $13,000 to tuck point the front steps and replace rusting hand rails. Also $15,000 is budgeted to paint the interior post office space
per the terms of the lease agreement, $4,500 is budgeted for improvements to the public wayfinding signs for the building and $176,000 to
repair the copper soffit and tuckpoint the 3rd floor level of the building exterior at the roof line. In FY 2021 $250,000 is budgeted for an
ASHRAE Level 2 & 3 Energy Assessment which will build off of the results from the Level 1 energy audit. The Level 2 Assessment provides
detailed survey of building systems and operations, breakdown of energy source and end use, identification of Energy Efficiency Measures
(EEMs) for each energy system, range of savings & costs for the EEMs, spotlight on operational discrepancies and outline of priorities for
needed upgrades. The ASHRAE Level 3 Energy Assessment allows for complex HVAC system upgrade alternative analysis, return on
investment and construction cost estimating.Also $220,000 is budgeted for structural repairs to the loading dock and leaking building
foundation and $105,000 for replacement of the first floor lobby lights with replica period fixtures, main stairwell painting and lighting, and
refinishing of the historic woodwork in the main lobby.
Additional construction funding beyond FY22 is being budgeted to address known long term building operations and maintenance
requirements. Work includes: $2,535,000 to complete the replacement of the building's cooling, heating and ventilation systems with a new,
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energy efficient, high performance systems, $22,000 for office space renovations to vacant rooms in building to improve their ability to be
rented, $1,800,000 for restoration of the existing steel windows; $375,000 for remaining needed updates to the fire alarm system throughout
the building and a generator for emergency operations; $230,000 is budgeted to install a new building wide security system that will include
electronic locks, $30,000 to paint and replace blinds in the second floor offices, and $450,000 to renovate the basement spaces so they can
be leased to commercial entities. The beyond FY22 budget includes associated design and construction contingency costs for all of the
previously mentioned work.
Port of Dubuque Parking Lot (page 283) - This project ($75,000) provides funding to officially request a Site Closure Acceptance
Certification from the Iowa DN R. Following the site closure approval, the City can then begin to abandon underground remediation system
that was originally installed.
Greater Downtown Street Lights (page 284) - This project ($125,000) provides funding for the addition of approximately 130 mid-block
street lights within the Downtown Urban Renewal District and CDBG areas. These additional street lights would be installed on newAlliant
poles. Also, the City would provide LED lights to be installed on either commercial building or residential if property owner agrees to install
and pay for the electrical costs.
Riverfront Dock Expansion (page 291) - This project ($150,000) is to expand the existing riverfront docking facility to accommodate large
excursion boats in the Port of Dubuque. The City's proposed infrastructure plan is to extend the lower Riverwalk Pier Wall approximately 300
feet to the north. The extension of the lower pier wall will connect Riverwalk Stair No. 1 and Stair No. 2 and create a new landing platform
near the bottom of Stair No. 2. The new north pier wall landing platform will be connected to the Riverwalk by an ADA compliant ramped
walkway. The excursion boats will moor against new pipe pile clusters and will access land from floating platform docks which will connect to
the north pier wall landing platform via ADA compliant gangways. The expanded docking facility will accommodate excursion boats 400 feet
in length or greater.
Industrial Site Redevelopment Study (page 292) - This project ($25,000) is to evaluate redevelopment options for the industrial sight on
7th street along Dove Harbor, as well as a site along Kerper Blvd at the Peosta Channel.
City-wide LED Streetlight Retrofit (page 313) - This project ($115,000) provides for LED replacement luminaries throughout the City.
Currently when street light fixtures burn out they are replaced with matching style high pressure sodium street lights. This program would
fund the use of LED replacement fixtures throughout the city.
Downtown Streetlight Replacement (page 317) - This project ($351,000) provides for a replacement program of the existing 30-foot white
streetlights located in downtown Dubuque. Currently there are approximately 70 white streetlights remaining. The project would replace
approximately 10 light standards per year. In certain cases, these would be replaced with historical streetlights.
Downtown Urban Renewal District ADA Assistance (page 320) - This project ($99,310) assists property owners, primarily in the
Downtown Urban Renewal Area in making structural changes that make their properties more accessible. The maximum reimbursement a
property could receive will be equal to or less than 50% of the after tax credit project costs, with a maximum of$5,000 reimbursed per
property.
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Central Avenue Corridor Initiative - Pilot (page 329) - This project ($200,000) provides for targeted community engagement opportunities
with residents, businesses, non-profits and city staff in the Central Ave Corridor and Washington Neighborhood to set the stage for
community design processes. This phase will utilize the work and findings from past engagement and planning projects and further develop
future plans.
Central Avenue Streetscape Master Plan Implementation (page 327) - This project ($100,000) provides for the implementation of priority
actions in the Central Avenue Streetscape Master Plan. The funds allocated would be used to support infrastructure and streetscaping
priority improvements justified in the master plan. The Central Avenue corridor is part of the Washington Neighborhood Revitalization Plan
and includes the area between Central Avenue between 11th and 22nd streets. Included in this strategy is the redevelopment and
reinvestment in residential and commercial areas in the neighborhood. Some public infrastructure improvements have already been initiated
and the Central Avenue corridor is beginning to see private investment in building improvements and business location.
Washington Neighborhood Subarea (Includes Bluff/west Locust) Building Incentive & Rehabilitation Program (page 340) - This
program ($200,000) provides grants for rehabilitation and adaptive reuse of buildings in the Greater Downtown Urban Renewal District
Washington Neighborhood Subarea. Tax increment proceeds and loan repayments are utilized to capitalize the pool of funds for these
loans. Associated development costs for parking are also included in the budget.
Washington Neighborhood Fagade Program (page 336) - This program ($150,000) provides low interest loans for rehabilitation and
adaptive reuse for buildings and grants for planning/design costs and fagade improvements in the Downtown Washington Neighborhood.
Downtown Housing Improvement Program (page 342) - This program ($200,000) would encourage investment in areas like Central
Avenue, the Bluff/West Locust neighborhood, and other areas of downtown that offer housing many would believe to be inferior to the new
units created in the Millwork District and Lower Main area. As the areas that have received more investment become choice housing for
those working in downtown, it is important to incentive development and investment in the other areas as to minimize the disparity between
the neighborhoods. This program would fill a gap in the City's current housing programs, and has been requested by developers, financial
consultants, and lenders.
Historic Millwork District Subarea Building Incentive & Rehabilitation Program (page 338) - This program ($160,000) provides low-
interest loans for rehabilitation and adaptive reuse of buildings in the Greater Downtown Urban Renewal District Warehouse Subarea. Tax
increment proceeds and loan repayments are utilized to capitalize the pool of funds for these loans. The program will also provide grants of
up to $10,000 for each new housing unit created in this district. The pool of funds would be made available to complete financing packages
for the immediate creation of market-rate downtown rental and owner-occupied residential units within the Greater Downtown Urban
Renewal District Warehouse Subarea. Market-rate residential units include rental units which are not income restricted or rental units that
are restricted to 80% of median income and less for no more than five years (units must not be restricted to 60% of median income or less,
or any other restriction under 80%) and owner occupied units.
Greater Downtown Revolving Loan Pool (page 332)—This program provides low-interest loans for rehabilitation and adaptive reuse of
buildings in the Greater Downtown Urban Renewal District. Tax increment proceeds and loan repayments are utilized to capitalize the pool
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of funds for these loans. The program has been popular, with 19 loans made since 1996, and an additional nine loans that have yet to be
disbursed, but have received commitments. This program is funded by loan repayments ($900,000).
Downtown Rehab Grant Program (page 346) —This program ($200,000) provides grant funding for the rehabilitation of commercial or
multi-family property in the Greater Downtown Urban Renewal District. The Facade Grant Program provides 1:1 matching grants not to
exceed $10,000 in grant funds per project for front or rear facade renovations designed to eliminate inappropriate additions or alterations
and restore the facade to its historic appearance or to rehabilitate the facade to include new windows, paint, signage, awnings, etc. to
improve overall appearance. Landscaping or screening with fencing or retaining walls may also be allowed, especially as it may improve
property adjacent to the right-of-way. The Planning and Design Grant Program provides 1:1 matching grants not to exceed $10,000 in grant
funds per project to offset the actual pre-development costs incurred prior to a Rehabilitation project. Reimbursement would be allowed for
architectural and engineering fees, feasibility studies, environmental assessments or other related soft costs, but not owner/developer fees,
incurred in the development of the project. The Financial Consultant Grant Program provides 1:1 matching grants not to exceed $15,000 in
grant funds per project to offset the actual cost of hiring a financial consultant used to analyze the feasibility of the projects that generally
apply for historic tax credits.Additionally, there are several other property owners and developers that have expressed an interest in utilizing
the program to fund projects. The Downtown Rehabilitation Facade Grant program receives the most inquires and interest out of all
programs provided by the Economic Development Department. This program has helped promote great successes in the redevelopment of
the downtown. In order to meet the demand for this program, and maintain the historic appeal of downtown, additional funds have been
requested for this program.
Downtown Housing Creation Program (page 344) - This program ($200,000) provides grants for rehabilitation and adaptive reuse of
buildings in the Greater Downtown Urban Renewal District. Tax increment proceeds and loan repayments are utilized to capitalize the pool
of funds for these grants. The City of Dubuque has established this pool of funds to be made available to complete financing packages for
the creation of market-rate downtown rental and owner-occupied residential units within the Greater Downtown Urban Renewal District.
Projects eligible to receive assistance from this established pool of funds must meet certain requirements.
Bus Storage and Maintenance Facility (page 352) - This project ($261,240) provides matching funds for a Federal Grant for the
replacement of The Jule's current Bus Storage and Maintenance Facility (BSMF), located at 2401 Central Avenue.
Assistance for Homeownership (page 363) - This project ($250,000) provides for The Comprehensive Housing Activities for
Neighborhood Growth and Enrichment, or C.H.A.N.G.E. program. The Comprehensive Housing Activities for Neighborhood Growth and
Enrichment, or C.H.A.N.G.E. program is a holistic approach to sustainability that addresses ecological, environmental integrity, economic
prosperity, and social/cultural vibrancy. C.H.A.N.G.E. is a campaign of neighborhood revitalization and an extension of sustainability to
specifically address marginal properties, affordable housing and homeownership. Under the umbrella of C.H.A.N.G.E., this project provides
funding towards the City's strategy of revitalization for the downtown neighborhoods and centers on increasing homeownership. The City
administers a number of programs of federal- and state-provided financial assistance for low-moderate income households (earning less
than 80% of area median income) to achieve this. This assistance provides $38,000 match for funds received from the Iowa Finance
Authority. To achieve the goal of promoting a broader income mix of downtown homeowners, programs are needed to assist households
earning more than 80% of median income, who earn too much to qualify for current financial subsidies. This project also provides for
acquisition activities where the City may purchase abandoned, derelict buildings and houses; or it may purchase housing subject to
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mortgage foreclosure actions in order to secure City funds previously loaned as part of rehabilitation activities or other housing to accomplish
the goals. Certain improvements will be made to the properties in order to make them marketable for resale. In this manner, neighborhood
conditions are improved, dwellings are resold to responsible owners and City dollars are returned to the revolving fund.
The program offers loans up to $10,000 for down payments and closing costs and $25,000 for rehabilitation. This program is offered to
households above and below 80% of median income, as an incentive to purchase and improve homeowner properties in sections of Census
Tracts 1 and 5 as part of the Washington Neighborhood revitalization strategy. The loan repayment funds can be used for over 80% median
income and the IFA Match is for below 80% median income. The other sources of funds can be used anywhere within the City of Dubuque
limits. Consideration will be given to increasing the amounts for purchase of rental properties converted to owner occupied. Beginning in
2008, selective purchases have been made. Certain properties are targeted to be voluntarily acquired, for reason of poor maintenance and
the inability or refusal of the owner to make improvements. These are then resold to qualifying owner-occupied households committed to
restoration of the home. This program can help to expand the Four Mounds HEART program partnership. This CIP will also significantly
enhance GHHI.
In FY 2014, the City created a Housing TIF in the Timber Hyrst subdivision off of North Cascade Road, in FY 2015 English Ridge and FY
2017 South Pointe Housing TIFs were created. These are ten year TIFs which requires 38.1% of the income generated to be used for Low
and Moderate Income residents any where in the City of Dubuque.
Washington Neighborhood Housing Initiative (page 374) - This project ($375,000) provides for a partnership between Community
Housing Initiatives, Inc. (CHI) and the City of Dubuque to increase the rate of homeownership and achieve a greater diversity of mixed
household incomes. Forty (40) single family homes will be acquired and rehabilitated and resold over a four year period. Impact will be
maximized by clustering acquisitions of homes. The fund was capitalized initially with $800,000 from CHI and $500,000 from the City in order
to acquire 21 properties.
North Cascade Housing TIF District
In FY 2014 the City created the first housing TIF district in the Timber Hyrst subdivision off of North Cascade Road. This is a ten year TIF which
requires at least 38.1% of the income generated to be used for Low and Moderate Income residents anywhere in the City of Dubuque. The
percentage to Low and Moderate Income residents can be higher than the required 38.1%. The LM Housing TIF revenue can be used for City
initiatives other than the Homeownership Grants in Targeted Neighborhoods & Purchase/Rehab/Resale and can be used outside the Greater
Downtown TIF Area.
North Cascade Road Reconstruction (page 267) - This project ($1,031,000) provides for reconstruction of North Cascade Road between
the bridge over Catfish Creek to the future intersection of North Cascade Road and the Southwest Arterial. The project will be developed into
2 phases; Phase 1 (2017-2018) -from Caffish Creek bridge to Edval Lane; and Phase 2 (2019) - from Edval Lane to Southwest Arterial. The
current 24-foot roadway will be widened to accommodate a 35-foot urban "complete street' section with 5-foot paved shoulders/ bike lanes
on each side. The existing curves on North Cascade Road are substandard and will be realigned to improve safety and allow for better sight
distance. The project will require the purchase of right-of-way property to accommodate the new roadway width and larger curves.
Watermain will be extended along the North Cascade Road corridor to serve the Timber Hyrst subdivision and future development along the
Southwest Arterial Corridor.
Assistance for Homeownership (page 363) - This project ($2,223,274) provides for acquisition activities where the City may purchase
abandoned, derelict buildings and houses; or it may purchase housing subject to mortgage foreclosure actions in order to secure City funds
previously loaned as part of rehabilitation activities or other housing to accomplish the goals. Certain improvements will be made to the
properties in order to make them marketable for resale. In this manner, neighborhood conditions are improved, dwellings are resold to
responsible owners and City dollars are returned to the revolving fund.
English Ridge Housing TIF District
In FY 2015 the City created a housing TIF district in the English Ridge subdivision off of Stone Valley Drive. This is a ten year TIF which requires at
least 38.1% of the income generated to be used for Low and Moderate Income residents anywhere in the City of Dubuque. The percentage to Low
and Moderate Income residents can be higher than the required 38.1%. The LMI Housing TIF revenue can be used for City initiatives other than the
Homeownership Grants in Targeted Neighborhoods & Purchase/Rehab/Resale and can be used outside the Greater Downtown TIF Area.
English Ridge Park Development (page 9) - This project ($150,000) provides for developing a mini park in the English Ridge subdivision
off Stone Valley Drive.
English Ridge Water Main (page 158) - This project ($330,000) provides a 12" diameter water main on the proposed frontage road from
South West Arterial (round-about) to Stone Valley Drive
Assistance for Homeownership (page 363) - This project ($858,287) provides for acquisition activities where the City may purchase
abandoned, derelict buildings and houses; or it may purchase housing subject to mortgage foreclosure actions in order to secure City funds
previously loaned as part of rehabilitation activities or other housing to accomplish the goals. Certain improvements will be made to the
properties in order to make them marketable for resale. In this manner, neighborhood conditions are improved, dwellings are resold to
responsible owners and City dollars are returned to the revolving fund.
South Pointe Housing TIF District
In FY 2017 the City created a housing TIF district in the South Pointe subdivision off of Highway 151 South. This is a ten year TIF which requires at
least 38.1% of the income generated to be used for Low and Moderate Income residents anywhere in the City of Dubuque. The percentage to Low
and Moderate Income residents can be higher than the required 38.1%. The LMI Housing TIF revenue can be used for City initiatives other than the
Homeownership Grants in Targeted Neighborhoods & Purchase/Rehab/Resale and can be used outside the Greater Downtown TIF Area.
Assistance for Homeownership (page 363) - This project ($871,302) provides for acquisition activities where the City may purchase
abandoned, derelict buildings and houses; or it may purchase housing subject to mortgage foreclosure actions in order to secure City funds
previously loaned as part of rehabilitation activities or other housing to accomplish the goals. Certain improvements will be made to the
properties in order to make them marketable for resale. In this manner, neighborhood conditions are improved, dwellings are resold to
responsible owners and City dollars are returned to the revolving fund.
MISCELLANEOUS SOURCES
Private Participation (0.46% of Total CIP)
Private contributions represents the non-City share of the cost of several projects including private participation, fund raising, loans, grants and
future resource allocation of City funds. Private participation funds included in the five year CIP include; contribution from the Diamond Jo Casino
for the Port of Dubuque Parking Ramp for maintenance as required by the development agreement ($351,000); County contribution for Fire
Hazmat Truck Replacement ($144,282); Airport New Terminal Entrance Sign ($120,000); Bus Storage Maintenance Facility ($35,000); Paint Third
Street Bridget ($30,000); and Lead Based Paint Hazard Control ($16,900).
Special Assessments (0.10% of Total CIP)
Special Assessments represent that portion of street and sanitary sewer improvement projects anticipated to be assessed to benefiting property
owners. The $150,000 amount breaks down: (a) $0 for sanitary sewer special assessments, and (b) $150,000 for sidewalk lien special
assessments.
Cable TV(0.02% of Total CIP)
It is anticipated that Cable TV funds will be used in the five-year CIP of$28,112 for computer replacements.
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