8 13 18 CMO Goal Setting HandoutImpact on Debt for Five Flags and/or Municipal Broadband
Planned Debt in the 5 Year CIP Budget Fiscal Year 2019-FY2023
Scenario #1
$34.25 Million Five Flags Debt Issued Fiscal Year 2020
$13.3 Million Municipal Broadband Debt Issued Fiscal Year 2020
$34.25 Million Five Flags Debt Issued Fiscal Year 2021
$13.4 Million Municipal Broadband Debt Issued Fiscal Year 2021
$13.3 Million Municipal Broadband Debt Issued Fiscal Year 2022
Scenario #2
$34.25 Million Five Flags Debt Issued Fiscal Year 2020
$34.25 Million Five Flags Debt Issued Fiscal Year 2021
No Municipal Broadband Debt Issued
Scenario #3
$13.3 Million Municipal Broadband Debt Issued Fiscal Year 2020
$13.4 Million Municipal Broadband Debt Issued Fiscal Year 2021
$13.3 Million Municipal Broadband Debt Issued Fiscal Year 2022
No Five Flags Debt Issued
General Obligation Bond — Iowa Code
20 Year Five Flags $68.5 Million Bond Impact on Property Tax Levy
Other Iowa Cities Passing Bond Referendums
Five Flags CSL — Potential Next Steps From Another Community
2018 Musical Performance in the Area
City of Dubuque
Planned Debt
FY19-FY23
Fire
Fire
Fire
Fire
Rec
Civic
GRC
Park
Structural Repairs Station 5&6
Fire Station Expansion Relocation
Ladder and Pumper Replacement
Quick Response Pumper
Colts Building Renovation
Arena - Replace Chair Platform Section 3
Energy Efficient Improvements
Skate Park
Transit Midtown Transfer Relocation
Engineerii East/West Cooridor
Engineerii Sanitary Kerper Boulevard SRF
Engineerii Stormwater Upper Bee Branch & Sponsor SRF
Engineerii Stormwater Flood Mitigation Project SRF
Water Water Roosevelt Water Tower SRF
Water Water CIWA Purchase & Improvements
WRRC Outfall Manhole Reconstruction
WRRC High Strength Storage
Engineerii Twin Ridge Lagoon
Engineerii Wood St Sanitary Sewer
Engineerii Harlan & Euclid St Sanitary Sewer
Engineerii Cedar and Terminal Mains and Lift
Engineerii Center Place Alley Sewer Rehab
Total
Type
GO
GO
GO
GO
GO
GO
GO
GO
GO
GO
SRF
SRF
SRF
SRF
SRF
SRF
SRF
SRF
SRF
SRF
SRF
SRF
FY19 FY20
$ 215,000
$ - $ 292,000
$ 225,000
$ 1,564,000
$ 58,000
$ 183,000
$ 550,000
$ 212,000
$ - $ 400,000
$ 2,050,000
$ 247,668 $ 247,668
$ 4,479,042 $ 9,000,000
$ 431,617 $ 1,875,000
$ 1,047,310 $ 1,090,000
$ 400,000
$ 465,000
$ 78,000
$ 75,000
$ 903,000
FY21
FY22
FY23
- $ - $ 700,000
- $ 170,000
$ 247,664
$ 2,840,958
$ 1,060,000 $ 1,030,000
$ 1,416,000
$ 300,000
$ 532,000
$ 11,737,637 $ 14,350,668
$ 5,864,622 $ 1,200,000 $ 1,232,000
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
Statutory Debt Limit Used
(as of June 30th)
90% 87%
79%
79%
74%
70%
90% 82%
86%
69%
72%
66%
66%
63%
56%
62%
51%
46%
41%
37%
R
!►
34%
31
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY
FY19 Adopted 44644 FY16 Adopted
$310
$290
$270
$250
$230
$210
$190
$170
$150
$130
Total Debt
309.1
$302
3
$290.1
-Illik, :
$281.3
1
$265.6
`U. IT #11167,
S-295:6-$2 •
$279:9
$267.4
$271.8
$267.0
$266.2
$255.9
$244.3
$241.4
$226.2
$254.2
$239.0
$222.7
$208.3
$191.7
$173.7
$155.7
37.4,
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 FY28
FY19 Adopted -FY16 Adopted
,10 .0
.11 .7
$20
$18
$16
$14
$12
$10
$8
$6
$4
$2
$-
$16.4
$5.2
$17.4
$17.2
$17.8
Retired Debt
Versus
New Debt
(In Millions)
$18.5
$5.9
$17.0
$18.2
18.9 $19.3 $19.5 $19.4 $19.7
$4.0
FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 FY 27 FY28
■ Retired Debt ■ New Debt
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
Statutory Debt Limit Used
(as of June 30th)
SCENARIO 1:
$34.25M Five Flags Issued FY20
$13.3M Municipal Broadband Issued FY20
$34.25M Five Flags Issued FY21
13.4M Municipal Broadband Issued FY21
13.3M Municipal Broadband Issued FY22
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 FY 28
-' FY19 Revised �ilp•• FY16 Adopted
u) $70
$60
$50
$40
$30
$64.0
$20 $16.4 $17.4 $17.2 $11
$10
$-
$10.0
Retired Debt
Versus
New Debt
(In Millions)
$53.5
$21
SCENARIO 1:
$34.25M Five Flags Issued FY20
$13.3M Municipal Broadband Issued FY20
$34.25M Five Flags Issued FY21
$13.4M Municipal Broadband Issued FY21
$13.3M Municipal Broadband Issued FY22
$20.7 $22.2 $23.2 $23.7 $24.1 $24.2 $24.6
FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24
Retired Debt a New Debt
FY 25 FY 26 FY 27 FY28
0
2 $380
$330
$280
$230
$180
$130
SCENARIO 1:
$34.25M Five Flags Issued FY20
$13.3M Municipal Broadband Issued FY20
$34.25M Five Flags Issued FY21
$13.4M Municipal Broadband Issued FY21
$13.3M Municipal Broadband Issued FY22
Total Debt
(In Millions)
$281.3
$271.8 $267.0
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 FY28
FY19 Revised
FY16 Adopted
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
SCENARIO 2:
$34.25M Five Flags Issued FY20
$34.25M Five Flags Issued FY21
Statutory Debt Limit Used
(as of June 30th)
4%
37%
FY 15 FY 16 FY 17 FY 18 FY 19 S 4.po- 2
FY 21
FY 22 FY 23 FY 24 FY 25 FY 26 FY 27 FY 28
FY19 Revised Adopted
u) $70
2 $60
$50
$40
$30
$20 $16.4 $17.4 $17.2 $1
$10
$-
Retired Debt
Versus
New Debt
(In Millions)
$50.7
$40.1
SCENARIO 2:
$34.25M Five Flags Issued FY20
$34.25M Five Flags Issued FY21
$19.5 $20.7 $21.6 $22.1 $22.4 $22.4 $22.8
Ay
FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 FY 27 FY28
Retired Debt El New Debt
$380
0
$330
$280
$230
$180
$130
SCENARIO 2:
$34.25M Five Flags Issued FY20
$34.25M Five Flags Issued FY21
Total Debt
(In Millions)
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 FY28
FY19 Revised FY16 Adopted
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
SCENARIO 3:
$13.3M Municipal Broadband Issued FY20
$13.4M Municipal Broadband Issued FY21
$13.3M Municipal Broadband Issued FY22
Statutory Debt Limit Used
(as of June 30th)
20%
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 22 FY 23 FY 24 FY 25 FY 26 FY 27 FY 28
FY19 Revised FY16 Adopted
$35
0
2 $30
$25
$20
$15
$10
$17.4 $17.2
$16.4
$29.7
Retired Debt
Versus
New Debt
(In Millions)
SCENARIO 3:
$13.3M Municipal Broadband Issued FY20
$13.4M Municipal Broadband Issued FY21
$13.3M Municipal Broadband Issued FY22
21.5
$19.6 $20.5 $20.9 � $21.2 � $21.2 � $�
$19.2 $18.2
FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 FY 27 FY28
■ Retired Debt 7New Debt
c
0
0
$380
$330
$280
$230
$180
$130
SCENARIO 3:
$13.3M Municipal Broadband Issued FY20
$13.4M Municipal Broadband Issued FY21
$13.3M Municipal Broadband Issued FY22
Total Debt
(In Millions)
309.1
279.3 $280.0
276.9
$281.3
$271.8 $267.0
$225.0
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 FY28
FY19 Revised tFY16 Adopted
Mike Van Milligen
From: Crenna Brumwell
Sent: Tuesday, July 3, 2018 2:39 PM
To: Jenny Larson; bennet.goldstein@thmedia.com
Cc: Randy Gehl; Mike Van Milligen
Subject: RE: mini records request
Here are the relevant Iowa Code Sections referenced by Budget Director Jenny Larson:
384.24 Definitions.
As used in this division, unless the context otherwise requires:
1. "General obligation bond" means a negotiable bond issued by a city and payable from the levy of unlimited ad
valorem taxes on all the taxable property within the city through its debt service fund which is required to be
established by section 384.4.
2. "City enterprise" means any of the following, including the real estate, fixtures, equipment, accessories,
appurtenances, and all property necessary or useful for the operation of any of the following:
a. Parking facilities systems, which may include parking lots and other off-street parking areas, parking ramps
and structures on, above, or below the surface, parking meters, both on -street and off-street, and all other
fixtures, equipment, accessories, appurtenances, and requisites useful for the successful operation of a parking
facilities system.
b. Civic centers or civic center systems, which may include auditoriums, music halls, theatres, sports arenas,
armories, exhibit halls, meeting rooms, convention halls, or combinations of these.
c. Recreational facilities or recreational facilities systems, including, without limitation, real and personal
property, water, buildings, improvements, and equipment useful and suitable for administering recreation
programs, and also including without limitation, zoos, museums, and centers for art, drama, and music, as well
as those programs more customarily identified with the term "recreation" such as public sports, games,
pastimes, diversions, and amusement, on land or water, whether or not such facilities are located in or as a part
of any public park.
d. Port facilities or port facilities systems, including without limitation, real and personal property, water,
buildings, improvements and equipment useful and suitable for taking care of the needs of commerce and
shipping, and also including without limitation, wharves, docks, basins, piers, quay walls, warehouses, tunnels,
belt railway facilities, cranes, dock apparatus, and other machinery necessary for the convenient and economical
accommodation and handling of watercraft of all kinds and of freight and passengers.
e. Airport and airport systems.
f. Solid waste collection systems and disposal systems.
g. Bridge and bridge systems.
h. Hospital and hospital systems.
i. Transit systems.
j. Stadiums.
k. Housing for persons who are elderly or persons with disabilities.
I. Child care centers providing child care or preschool services, or both. For purposes of this paragraph, "child
care" means providing for the care, supervision, and guidance of a child by a person other than the parent,
guardian, relative, or custodian for periods of less than twenty-four hours per day on a regular basis. For
purposes of this paragraph, "preschool" means child care which provides to children ages three through five, for
periods of time not exceeding three hours per day, programs designed to help the children to develop
intellectual skills, and motor skills, and to extend their interest and understanding of the world about them.
1
3. "Essential corporate purpose" means:
a. The opening, widening, extending, grading, and draining of the right-of-way of streets, highways, avenues,
alleys, public grounds, and market places, and the removal and replacement of dead or diseased trees thereon;
the construction, reconstruction, and repairing of any street improvements; the acquisition, installation, and
repair of traffic control devices; and the acquisition of real estate needed for any of the foregoing purposes.
b. The acquisition, construction, improvement, and installation of street lighting fixtures, connections, and
facilities.
c. The construction, reconstruction, and repair of sidewalks and pedestrian underpasses and overpasses, and
the acquisition of real estate needed for such purposes.
d. The acquisition, construction, reconstruction, extension, improvement, and equipping of works and facilities
useful for the collection, treatment, and disposal of sewage and industrial waste in a sanitary manner, for the
collection and disposal of solid waste, and for the collection and disposal of surface waters and streams.
e. The acquisition, construction, reconstruction, enlargement, improvement, and repair of bridges, culverts,
retaining walls, viaducts, underpasses, grade crossing separations, and approaches thereto.
f. The settlement, adjustment, renewing, or extension of any part or all of the legal indebtedness of a city,
whether evidenced by bonds, warrants, or judgments, or the funding or refunding of the same, whether or not
such indebtedness was created for a purpose for which general obligation bonds might have been issued in the
original instance.
g. The undertaking of any project jointly or in cooperation with any other governmental body which, if
undertaken by the city alone, would be for an essential corporate purpose, including the joint purchase,
acquisition, construction, ownership, or control of any real or personal property.
h. The acquisition, construction, reconstruction, improvement, and extension of works and facilities useful for
the control and elimination of any and all sources of air, water, and noise pollution, and the acquisition of real
estate needed for such purposes.
i. The acquisition, construction, reconstruction, and improvement of all waterways, and real and personal
property, useful for the protection or reclamation of property situated within the corporate limits of cities from
floods or high waters, and for the protection of property in cities from the effects of flood waters, including the
deepening, widening, alteration, change, diversion, or other improvement of watercourses, within or without
the city limits, the construction of levees, embankments, structures, impounding reservoirs, or conduits, and the
establishment, improvement, and widening of streets, avenues, boulevards, and alleys across and adjacent to
the project, as well as the development and beautification of the banks and other areas adjacent to flood
control improvements.
j. The equipping of fire, police, sanitation, street, and civil defense departments and the acquiring, developing,
and improving of a geographic computer data base system suitable for automated mapping and facilities
management.
k. The acquisition and improvement of real estate for cemeteries, and the construction, reconstruction, and
repair of receiving vaults, mausoleums, and other cemetery facilities.
I. The acquisition of ambulances and ambulance equipment.
m. The reconstruction and improvement of dams already owned.
n. The reconstruction, extension, and improvement of an airport owned or operated by the city, an agency of
the city, or a multimember governmental body of which the city is a participating member.
o. The rehabilitation and improvement of parks already owned, including the removal, replacement and
planting of trees in the parks, and facilities, equipment, and improvements commonly found in city parks.
p. The rehabilitation and improvement of area television translator systems already owned.
q. The aiding in the planning, undertaking, and carrying out of urban renewal projects under the authority of
chapter 403, and all of the purposes set out in section 403.12. However, bonds issued for this purpose are
subject to the right of petition for an election as provided in section 384.26, without limitation on the amount of
the bond issue or the size of the city, and the council shall include notice of the right of petition in the notice
required under section 384.25, subsection 2.
r. The acquisition, construction, reconstruction, improvement, repair, and equipping of waterworks, water
mains, and extensions, and real and personal property, useful for providing potable water to residents of a city.
2
s. The provision of insurance, or funding a self-insurance program or local government risk pool, including but
not limited to the investigation and defense of claims, the establishment of reserve funds for claims, the
payment of claims, and the administration and management of such self-insurance program or local government
risk pool.
t. The acquisition, restoration, or demolition of abandoned, dilapidated, or dangerous buildings, structures or
properties or the abatement of a nuisance.
u. The establishment or funding of programs to provide for or assist in providing for the acquisition, restoration,
or demolition of housing, as part of a municipal housing project under chapter 403 or otherwise, or for other
purposes as may be authorized under chapter 403A.
v. The acquisition of peace officer communication equipment and other emergency services communication
equipment and systems.
w. The remediation, restoration, repair, cleanup, replacement, and improvement of property, buildings,
equipment, and public facilities that have been damaged by a disaster as defined in section 29C.2 and that are
located in an area that the governor has proclaimed a disaster emergency or the president of the United States
has declared a major disaster. Bonds issued pursuant to section 384.25 for the purposes specified in this
paragraph shall be issued not later than ten years after the governor has proclaimed a disaster emergency or the
president of the United States has declared a major disaster, whichever is later.
x. The reimbursement of the city's general fund or other funds of the city for expenditures made related to
remediation, restoration, repair, and cleanup of damage caused by a disaster as defined in section 29C.2, if the
damage is located in an area that the governor has proclaimed a disaster emergency or the president of the
United States has declared a major disaster. Bonds issued pursuant to section 384.25 for the purposes specified
in this paragraph shall be issued not later than ten years after the governor has proclaimed a disaster emergency
or the president of the United States has declared a major disaster, whichever is later.
4. "General corporate purpose" means:
a. The acquisition, construction, reconstruction, extension, improvement, and equipping of city utilities, city
enterprises, and public improvements as defined in section 384.37, other than those which are essential
corporate purposes.
b. The acquisition, construction, reconstruction, enlargement, improvement, and equipping of community
center houses, recreation grounds, recreation buildings, juvenile playgrounds, swimming pools, recreation
centers, parks, and golf courses, and the acquisition of real estate therefor.
c. The acquisition, construction, reconstruction, enlargement, improvement, and equipping of city halls, jails,
police stations, fire stations, garages, libraries, and hospitals, including buildings to be used for any combination
of the foregoing purposes, and the acquisition of real estate therefor.
d. The acquisition, construction, reconstruction, and improvement of dams at the time of acquisition.
e. The removal, replacement, and planting of trees, other than those on public right-of-way.
f. The acquisition, purchase, construction, reconstruction, and improvement of greenhouses, conservatories,
and horticultural centers for growing, storing, and displaying trees, shrubs, plants, and flowers.
g. The acquisition, construction, reconstruction, and improvement of airports at the time of establishment.
h. The undertaking of any project jointly or in cooperation with any other governmental body which, if
undertaken by the city alone, would be for a general corporate purpose, including the joint purchase,
acquisition, construction, ownership, or control of any real or personal property.
i. Any other purpose which is necessary for the operation of the city or the health and welfare of its citizens.
5. The "cost" of a project for an essential corporate purpose or general corporate purpose includes construction
contracts and the cost of engineering, architectural, technical, and legal services, preliminary reports, property
valuations, estimates, plans, specifications, notices, acquisition of real and personal property, consequential damages or
costs, easements, rights-of-way, supervision, inspection, testing, publications, printing and sale of bonds, interest during
the period or estimated period of construction and for twelve months thereafter or for twelve months after the
acquisition date, and provisions for contingencies.
3
384.25 General obligation bonds for essential purposes.
1. A city which proposes to carry out any essential corporate purpose within or without its corporate limits, and to
contract indebtedness and issue general obligation bonds to provide funds to pay all or any part of the cost of a project
must do so in accordance with the provisions of this division.
2. Before the council may institute proceedings for the issuance of bonds for an essential corporate purpose, a notice of
the proposed action, including a statement of the amount and purposes of the bonds, and the time and place of the
meeting at which the council proposes to take action for the issuance of the bonds, must be published as provided in
section 362.3. At the meeting, the council shall receive oral or written objections from any resident or property owner of
the city. After all objections have been received and considered, the council may, at that meeting or any adjournment
thereof, take additional action for the issuance of the bonds or abandon the proposal to issue the bonds. Any resident or
property owner of the city may appeal the decision of the council to take additional action to the district court of the
county in which any part of the city is located, within fifteen days after the additional action is taken, but the additional
action of the council is final and conclusive unless the court finds that the council exceeded its authority. The provisions
of this subsection with respect to notice, hearing, and appeal, are in lieu of the provisions contained in chapter 73A, or
any other law.
3. a. Notwithstanding subsection 2, a council may institute proceedings for the issuance of bonds for an essential
corporate purpose specified in section 384.24, subsection 3, paragraph "w" or "x", in an amount equal to or greater than
three million dollars by causing a notice of the proposal to issue the bonds, including a statement of the amount and
purpose of the bonds, together with the maximum rate of interest which the bonds are to bear, and the right to petition
for an election, to be published at least once in a newspaper of general circulation within the city at least ten days prior
to the meeting at which it is proposed to take action for the issuance of the bonds.
b. If at any time before the date fixed for taking action for the issuance of the bonds, a petition is filed with the
clerk of the city signed by eligible electors of the city equal in number to twenty percent of the persons in the city who
voted for the office of president of the United States at the last preceding general election that had such office on the
ballot, asking that the question of issuing the bonds be submitted to the registered voters of the city, the council shall
either by resolution declare the proposal to issue the bonds to have been abandoned or shall direct the county
commissioner of elections to call a special election upon the question of issuing the bonds. Notice of the election and its
conduct shall be in the manner provided in section 384.26.
c. If a petition is not filed, or if a petition is filed and the proposition of issuing the bonds is approved at an
election, the council may proceed with the authorization and issuance of the bonds.
384.26 General obligation bonds for general purposes.
1. A city which proposes to carry out any general corporate purpose within or without its corporate limits, and to
contract indebtedness and issue general obligation bonds to provide funds to pay all or any part of the costs of a project,
must do so in accordance with the provisions of this division.
2. Before the council may institute proceedings for the issuance of bonds for a general corporate purpose, it shall call a
special city election to vote upon the question of issuing the bonds. At the election the proposition must be submitted in
the following form:
Shall the (insert the name of the city) issue its bonds in an amount not exceeding the amount of $.... for the
purpose of 7
3. Notice of the election must be given by publication as required by section 49.53 in a newspaper of general circulation
in the city. At the election the ballot used for the submission of the proposition must be in substantially the form for
submitting special questions at general elections.
4. The proposition of issuing general corporate purpose bonds is not carried or adopted unless the vote in favor of the
proposition is equal to at least sixty percent of the total vote cast for and against the proposition at the election. If the
4
proposition of issuing the general corporate purpose bonds is approved by the voters, the city may proceed with the
issuance of the bonds.
5. a. Notwithstanding the provisions of subsection 2, a council may, in lieu of calling an election, institute
proceedings for the issuance of bonds for a general corporate purpose by causing a notice of the proposal to issue the
bonds, including a statement of the amount and purpose of the bonds, together with the maximum rate of interest
which the bonds are to bear, and the right to petition for an election, to be published at least once in a newspaper of
general circulation within the city at least ten days prior to the meeting at which it is proposed to take action for the
issuance of the bonds subject to the following limitations:
(1) In cities having a population of five thousand or less, in an amount of not more than four hundred thousand
dollars.
(2) In cities having a population of more than five thousand and not more than seventy-five thousand, in an
amount of not more than seven hundred thousand dollars.
(3) In cities having a population in excess of seventy-five thousand, in an amount of not more than one million
dollars.
b. If at any time before the date fixed for taking action for the issuance of the bonds, a petition is filed with the
clerk of the city in the manner provided by section 362.4, asking that the question of issuing the bonds be submitted to
the registered voters of the city, the council shall either by resolution declare the proposal to issue the bonds to have
been abandoned or shall direct the county commissioner of elections to call a special election upon the question of
issuing the bonds. Notice of the election and its conduct shall be in the manner provided in the preceding subsections of
this section.
c. If no petition is filed, or if a petition is filed and the proposition of issuing the bonds is approved at an
election, the council may proceed with the authorization and issuance of the bonds.
Please let me know if you need additional information.
Thanks,
cb
From: Jenny Larson
Sent: Tuesday, July 3, 2018 2:28 PM
To: bennet.goldstein@thmedia.com
Cc: Randy Gehl <Rgehl@cityofdubuque.org>; Crenna Brumwell <Cbrumwel@cityofdubuque.org>; Mike Van Milligen
<ctymgr@ cityofd u bu q u e.org>
Subject: RE: mini records request
Good afternoon Bennet,
The Bee Branch project is a stormwater project and stormwater projects are considered "Essential Corporate Purpose"
under Iowa Code Chapter 384.25 (referendum is not required). Examples of "Essential Corporate Purposes" are streets,
traffic control devices, street lighting, sidewalks, sanitary and storm sewers, solid waste collection and disposal, bridges,
flood protection, equipment for fire, police, street, sanitation systems, ambulances, improvements of existing airport,
improvements of existing parks, urban renewal projects, and waterworks.
The Five Flags Civic Center is considered "General Corporate Purpose" under Iowa Code Chapter 384.26. Examples of
"General Corporate Purposes" are parks and recreation, swimming pool, golf courses, and municipal buildings. General
Corporate Purpose bond issuances $700,000 or less are considered a "small issue" and are only subject to a reverse
referendum. However, any General Corporate Purpose bond issuance greater than $700,000 requires a special city
5
election. The City cannot issue "General Corporate Purpose" bonds greater than $700,000 unless at least 60% of the
voters approve the bonds.
Thanks,
Jenny Larson
Budget Director
City of Dubuque
50 West 13th Street
Dubuque, Iowa 52001
0: 563.589.4110
www.cityofdubuque.org
Follow the City on Twitter & Facebook: @CityofDubuque
Masterpiece on the Mississippi
From: Bennet Goldstein <bennet.goldstein@thmedia.com>
Sent: Tuesday, July 3, 2018 1:45:11 PM
To: Randy Gehl
Subject: Re: mini records request
One quick question and I think it might be directed to the city manager --- With the funding of the Five Flags Project,
what I took away from the meeting is that it would need to be funded with general obligation bonds, which would
require a referendum with 60 percent voter approval.
What I wasn't clear about is why it must be funded with GOBs... For instance, the Bee Branch project didn't require a
referendum, but cost more than the proposed Five Flags construction, I think?
Bennet Goldstein
REPORTER
0: 563-588-5647C: 563-542-8184bennet.goldstein@thmedia.comTELEGRAPH HERALD
801 BLUFF STREET, DUBUQUE, IA 52001
0
A Division of Woodward Communications Inc.
A diversified, employee -owned company.Good People. Real Solutions. Shared Results.
On Tue, Jul 3, 2018 at 1:12 PM, Bennet Goldstein <bennet.goldstein@thmedia.com> wrote:
6
I was told the council received it.
Bennet Goldstein
REPORTER
0: 563-588-5647C: 563-542-8184bennet.goldstein@thmedia.comTELEGRAPH HERALD
801 BLUFF STREET, DUBUQUE, IA 52001
Ea
A Division of Woodward Communications Inc.
A diversified, employee -owned company.Good People. Real Solutions. Shared Results.
On Tue, Jul 3, 2018 at 1:11 PM, Randy Gehl <Rgehl@cityofdubuque.org> wrote:
Hi, Bennet. Kevin is off this afternoon and, as you know, Marie Ware is on vacation. 1 wasn't aware that the City
received such a letter, but I will try to find out more. Were you told the City received it or SMG?
From: Bennet Goldstein <bennet.goldstein@thmedia.com>
Sent: Tuesday, July 03, 2018 1:08 PM
To: Kevin Firnstahl <Kfirnsta@cityofdubuque.org>; Randy Gehl <Rgehl@cityofdubuque.org>
Subject: mini records request
Hi Kevin and Randy,
I'm not sure who I should direct this request to, but I want to get a copy of a letter recently delivered to council
members from a company interested in working with the city in potential naming rights for the Five Flags Center.
Would this be possible?
Thanks much,
7
Bennet Goldstein
REPORTER
0: 563-588-5647C: 563-542-8184bennet.goldstein@thmedia.comTELEGRAPH HERALD
801 BLUFF STREET, DUBUQUE, IA 52001
0
A Division of Woodward Communications Inc.
A diversified, employee -owned company.Good People. Real Solutions. Shared Results.
Click here to report this email as spam.
Masterpiece on the Mississippi
Dubuque
*****
An -America City
2007 2017 • 2013 2017
TO: Michael C. Van Milligen, City Manager
FROM: Jennifer Larson, Budget Director
SUBJECT: Five Flags Civic Center Debt Scenario — Impact on Property Tax Classes
and Structure of Municipal Broadband Revenue Bonds
DATE: August 8, 2018
INTRODUCTION
The purpose of this memo is to provide information regarding the impact to property tax
classes resulting from issuing $68.5 million in general obligation bonds for Five Flags
Civic Center and the structure of the debt that would be issued for the implementation of
Municipal Broadband.
BACKGROUND
A scenario for the Five Flags Civic Center includes development of a new Five Flags
Arena, renovation of the Five Flags Theater and addressing the remaining applicable
deferred maintenance items. Includes the purchase of the adjacent convenience store,
closing Fifth Street north of Five Flags, renovation of the existing theater, demolition of
the arena portion of Five Flags, and construction of a new 6,000 seat Arena with new
support areas in its place. The remaining portion of Five Flags would be renovated into
support areas for the theater and provide space for new offices for the symphony. The
estimated cost for this scenario is $68.5 million.
The preliminary estimated cost of creating a Municipal Broadband Utility is $40 million.
DISCUSSION
The $68.5 million scenario for Five Flags would require the issuance of $34.25 million in
general obligation bonds in Fiscal Year 2020 and $34.25 million in general obligation
bonds in Fiscal Year 2021. The bond issuance is subject to referendum and would be
paid by a debt service property tax levy. The annual debt service related to the bonds in
Fiscal Year 2020 is $3,058,000, Fiscal Year 2021 is $3,604,000 and Fiscal Year 2021-
2040 is $5,000,000.
The impact of the annual debt service on the property tax classes by Fiscal Year is as
follows.
Property Tax
Class
FY20
Without Five Flags
Debt
FY20
With Five Flags
Debt
Increase
Residential
+28.581+3.71 %
+$117.02/+15.19%
+$88.44/+11.48%
Commercial
+$116.95/+3.71°/0
+$478.90/+15.19%
+$361.95/+11.48%
Industrial
+$176.01/+3.71%
+$720.75/+15.19%
+$544.74/+11.48%
Property Tax Class
FY21
Without Five Flags
Debt
FY21
With Five Flags
Debt
Increase
Residential
+$0.61/+0.08%
+$15.741+1.77%
+$15.13/+1.69%
Commercial
+$2.491+0.08%
+$64.42/+1.77%
+$61.93/+1.69%
Industrial
+$3.74/+0.08%
+$96.95/+1.77%
+$93.21/+1.69%
Property Tax
Class
FY22
Without Five Flags
Debt
FY22
With Five Flags
Debt
Increase
Residential
+$11.23/+1.41%
+$50.45/+5.59%
+$39.22/+4.18%
Commercial
+$45.97/+1.41°/o
+$206.45/+5.59%
+$160.48/+4.18%
Industrial
+$69.18/+1.41°A
+$310.70/+5.59%
+$241.52/+4.18%
Property Tax
Class
Total Increase
FY 20-FY22
With Five Flags Debt
Residential
+$142.79/+17.35%
Commercial
+$584.361+17.35%
Industrial
+$879.47/+17.35%
The Municipal Broadband Utility debt would be issued as revenue bonds over three
years. The revenue bonds would be repaid by Municipal Broadband user fees. This
debt would not have an impact on property taxes.
ACTION
This memorandum is for informational purposes only.
JML
2
Mike Van Milligen
From: Alan Kemp <alankemp@iowaleague.org>
Sent: Monday, July 9, 2018 3:51 PM
To: Mike Van Milligen
Subject: RE: Any information Dubuque could obtain on General Obligation Bond Referendums?
Attachments: IaCMASummer2018Agenda.pdf
Mike,
We have reviewed our resources and we do not have any information that addresses how to successfully campaign to
get a GO bond referendum passed. However, this is a good idea and we are adding this to our list of areas we need
cover.
Mickey Shields notes that there is a session related to this topic at the IaCMA Summer Conference in Altoona this week
Jilted at the Altar: Why Some Communities Fail at Making the Long -Term Commitment to a Project
An interactive discussion on how referendums succeed and why referendums fail. Through real world case studies,
we'll share our experiences on communities (and couples) and what we learned across Iowa. We'll cover building
community support, fundraising, marketing and campaign launches. We'll help you teach your voters how to fall in
love with projects with our playbook which leads to community (and marital) bliss.
Presented by: Marcia Rogers and Aaron Staker with North Shore Partners, LLC
It also may be beneficial to reach out to some of your colleagues from Metro cities. Council Bluff was able to get a $20
million referendum passed for a new police station. Urbandale passed a $6 million for new fire station and fueling
station. And there have been a number of school bond referendums passed in Johnston, Ames, and Waukee.
Sorry we don't have anything more specific at this time. Good luck!
Alan W. Kemp
Executive Director
Direct: (515) 974-5315 1 Cell: (515) 201-9063
From: Mike Van Milligen <ctvmgr@cityofdubuque.org>
Sent: Sunday, July 1, 2018 7:11 AM
To: AlanKemp@iowaleague.org
Subject: Any information Dubuque could obtain on General Obligation Bond Referendums?
Alan,
The Dubuque City Council is considering building a new Civic Center. Does the League have any information on General
Obligation Bond Referendums?
Mike
Click here to report this email as spam.
1
IaCMA Summer Conference Agenda • July 11-13, 2018
The Meadows Events and Conference Center, 1 Prairie Meadows Drive, Altoona, Iowa
(June 20, 2018 Version)
Wednesday, July 11, 2018
11:45 a.m. to 5:15 p.m.
Golf Outing • Terrace Hills Golf Course • 8700 NE 46th Avenue, Altoona, Iowa
4:45 to 5:45 p.m.
Conference Registration and Reception • Sponsored by ISG • Photo Finish Lounge (Located in
the Hotel Lobby)
6:00 to 8:00 p.m.
Dinner • Sponsored by ISG • Terrace Hills Golf Course • 8700 NE 46th Avenue, Altoona,
Iowa
8:00 to 10:00 p.m.
Hospitality Suite • Sponsored by Springsted • Presidential Suite Room 412
Thursday, July 12, 2018
Registration will occur from 8:00 a.m. to 9:00 a.m. outside Bishop 8 (location for all educational sessions)
7:00 to 8:15 a.m.
Breakfast • Room -Bishop B • Sponsored by American Fidelity
8:15 to 8:30 a.m.
Welcome: IaCMA President Scott Wynja
8:30 to 9:30 a.m.
Overview of IEDA Community Development Programs
This will include updates and information on Iowa Economic Development Authority programs
such as the Iowa Downtown Resource Center, Iowa Green Streets and Enhance Iowa.
Presented by Jim Engle, Director, Downtown Resource Center; Jeff Geerts, Special Projects
Manager and Nicole Hansen, Team Leader, Community Investments
9:30 to 10:15 a.m.
Altoona: Challenges and Opportunities
Presented by Jeffery Mark, City Administrator, Altoona
10:15 to 10:30 a.m.
Break • Sponsored by Bolton & Menk, Inc.
10:30 to 11:30 a.m.
Ferguson: What Happened and What Can We Learn?
Former city manager John Shaw recounts his experiences in the City of Ferguson following the
officer involved shooting in 2014. He will discuss the different challenges in addressing the
needs and safety of residents, protesters, police and city staff while ensuring basic services
were delivered, during 8 months of social unrest. This had to be done during an intensive
federal investigation with minimal assistance from state and federal government agencies,
while also working on policy changes to address the legitimate concerns these events brought
to light. John will discuss various perspectives from the different players involved and talk
about how this period of social unrest affected him during and following the events, as well as
lessons he has learned that can be of benefit to other communities.
11:30 to Noon
IaCMA General Membership Meeting and Election
Noon to 1:15 p.m.
Lunch, ICMA Update and Conference Awards Presentation • Room -Bishop B • Sponsored by
Bolton & Menk, Inc.
1:15 to 2:15 p.m.
Ethics Discussion: ICMA Tenant 7 - Refrain from all political activities which undermine public
confidence in professional administrators. Presented by Dan Gifford, City Administrator, West
Burlington
2:15 to 3:15 p.m.
Observations from the Range
Presented by Jeff Schott, Mark Miller and Dick Hierstein, IaCMA's Senior Advisors
3:15 to 3:30 p.m.
Break • Sponsored by Bolton & Menk, Inc.
3:30 to 4:30 p.m.
Case Studies of Recent Issues in Municipal Law
Presented by Holly Corkery and Patrick 0 Connell, Lynch Dallas P.C.
5:00 to 6:00 p.m.
Reception • Fehr Graham Engineering and Environmental • Photo Finish Lounge (Located in
the Hotel Lobby)
6:00 to 8:00 p.m.
Dinner and Races • Sponsored by Snyder & Associates • Prairie Rose Room (Clubhouse 4th
Floor)
8:00 to 10:00 p.m.
Hospitality Suite • Sponsored by Lynch Dallas P.C. • Presidential Suite Room 412
Friday, July 13, 2018
7:15 to 8:15 a.m.
Breakfast • Room-Bishop B • Sponsored by Voya Financial Advisors
8:15 to 8:45 a.m.
Collective Bargaining Update
Presented by Jasmina Sarajlija, Administrative Law Judge, Public Employment Relations Board
8:45 to 9:45 a.m.
Jilted at the Altar: Why Some Communities Fail at Making the Long-Term
Commitment to a Project
An interactive discussion on how referendums succeed and why referendums fail. Through real
world case studies, we'll share our experiences on communities (and couples) and what we
learned across Iowa. Well cover building community support, fundraising, marketing and
campaign launches. We'll help you teach your voters how to fall in love with projects with our
playbook which leads to community (and marital) bliss.
Presented by: Marcia Rogers and Aaron Staker with North Shore Partners, LLC
9:45 to 10:00 a.m.
Break • Sponsored by Iowa Municipalities Workers' Compensation Association
10:00 to 11:15 a.m.
Panel Discussion: Nuisance Abatement Strategies
11:15 a.m.
Closing Remarks
Mike Van Milligen
From: Marie Ware
Sent: Wednesday, June 27, 2018 6:48 PM
To: Mike Van Milligen
Subject: FW: Five Flags Study - example of typical next planning/implementation steps
Attachments: Example of Typical Implementation Next Steps.pdf
Mike
I talked with our consultant about the email from the council member and will be putting together a
response. As he and I talked he shared that for another community he had put together their next
steps after their study which was not exactly like ours but had similarities. This came up as we
discussed how to answer the email and I was going to reference next steps in the document.
I wanted to share it with you because as a council something like next steps doc could help them see
the kind of next steps that might help them get their arms around a potentially big project no matter
what scenario. So for right now wanted you just to see it so maybe it even helps you in your thought
processes as well.
The response memo will be forthcoming tomorrow or Fri.
Thanks
Marie
From: Bill Krueger - CSLINTL <BKrueger@cslintl.com>
Sent: Wednesday, June 27, 2018 6:30 PM
To: Marie Ware <Mware@cityofdubuque.org>
Cc: Joel Feldman <JFeldman@cslintl.com>
Subject: Five Flags Study - example of typical next planning/implementation steps
Marie,
Good speaking with you this afternoon. As discussed, I've attached an example of typical next steps in
evaluation/implementation that we developed as part of another project. Not all steps would be relevant for a Five
Flags project, but it could give you some ideas for next steps that might be ahead for the project.
BILL KRUEGER 1 Principal
CSL International
520 Nicollet Mall, Suite 520, Minneapolis, MN 55402
0: 612.294.2003
E: bkruener@cslintl.com W: www.cslintl.com
The information contained in this message and any attachment(s) may be privileged, confidential, proprietary or otherwise protected from disclosure and is intended solely for
the use of the individual or entity to whom it is addressed. If you are not the intended recipient, you are hereby notified that any dissemination, distribution, copying or use of
this message and any attachment is strictly prohibited and may be unlawful. If you have received this message in error, please notify me immediately by replying to this email
and permanently delete the message from your computer.
1
APPENDIX B:
POTENTIAL NEXT STEPS IN PLANNING & IMPLEMENTATION
Conventions, Sports and Leisure International (CSL), in conjunction with Sink Combs Dethlefs (SCD), was
retained by the Great Falls Tourism Business Improvement District (GFTBID) to conduct a feasibility study
of a new or expanded indoor, multipurpose center in Great Falls, Montana. The full written report should
be reviewed in its entirety to gain an understanding of the study's methods, limitations and implications.
While all event facility projects tend to evolve differently through the conception, planning, construction
and opening phases, many involve common steps and planning milestones. The following outline
presents a series of planning and implementation steps that are typical in the public assembly facility
industry. Depending on decisions made by the major participants (GFTBID, County, City and/or any
formal Steering Committee), some may not ultimately be necessary and others may have to be adjusted
or re -ordered.
1. Initial Planning
a. Analyze feasibility study — With input from the authors of the study, develop a thorough
understanding of the existing feasibility study that was completed. Gain a working
understanding of the underlying forces driving the reported market demand.
b. Identify an individual or group who will lead the charge in the local community in
planning and developing a new facility — This is a key step to the overall success of any
project. This individual or group of individuals should have a vision and passion to
execute a successful project. Further, the identified party should be capable of
absorbing large amounts of technical information and arriving at decisions within
restricted timeframes, and ultimately providing direction to all sub -groups or committees
assisting on the project. The creation of a formal Steering Committee often fulfills this
need. The Committee is often comprised of a cross-section of community leaders,
importantly including a number of heretofore identified funding stakeholders (i.e.,
County, City, GFTBID, Fair, etc.), or potential stakeholder candidates. However, it is
suggested that a single individual or a sub -committee of several members be identified
within the larger Committee to lead day-to-day management of project planning and
implementation.
c. Seek and analyze community input — With the initial feasibility study complete, it is
important to hear from the community how they perceive the need for a new event
center. The Steering Committee should facilitate a series of meetings with stakeholder
groups and the public to seek this input, and will create an interim report describing this
process.
d. Facility mission statement — Steering Committee should develop a mission statement for
the new facility, including discussion of economic development, operational and urban
design goals. Consultants may assist the Committee in establishing measurements of
project success. The needs for inter -government agreements (IGAs) should be discussed
in detail.
FEASIBILITY ANALYSIS OF A POTENTIAL MULTIPURPOSE CENTER IN GREAT FALLS, MONTANA
Appendix B: Potential Next Steps in Planning & Implementation
Page B-1
$INKCC+^:SSD ETHi.E FS
2. Define Project Scope
a. Define project scope (space and siting requirements) — Use the information from the
feasibility study and Steering Committee preparatory work to develop an initial scoping
statement for the project. This statement will be a concise description of the project as it
is then understood, including general building area requirements, site area requirements,
parking requirements, hotel size and quality description, and partner
obligations/responsibilities.
b. Refine conceptual project budget— Develop a conceptual project budget using data from
the feasibility study. This information should be supplemented with locally developed
estimates of land cost, demolition and site remediation costs, and relocation costs for
existing users, if any.
3. Site Acquisition
a. Local analysis of potential sites — The feasibility study identified sites (and site
development options) most likely to facilitate the development of a potential center. The
Committee must develop an internal consensus as to the best site (and site development
option) to pursue. Secondary options should always be kept open in case negotiations
with the primary site owner(s) reach an impasse.
b. Assist committee with land acquisition strategy — Develop a land acquisition strategy for
the recommended site, if not already owned by the public sector. This will include
discussion of third -party representation, proxy ownership, public-private partnerships and
other strategies employed successfully by other communities to gain control of needed
land without resorting to the power of eminent domain.
c. Develop detailed facility program based on operational needs — Based on the program
outline included in the feasibility study, develop a detailed facility program for the new
event center. This task will potentially require assistance from a consultant. This
program will be adequate to serve as a guiding document for initial design and pricing
beyond the scope of pre -design services to schematic design of the actual buildings.
Sufficient detail about systems and finishes should be provided to allow for a detailed
conceptual cost estimate to be prepared.
4. Conceptual Facility Plans
(already been completed, assuming ExpoPark is the agreed upon location)
a. Develop conceptual facility plan around recommended site and program — The Steering
Committee, together with consultants, should conduct a Conceptual Design Workshop
based on the recommended site and facility program. This workshop will develop a
series of possible design option for event center and hotel space to be reviewed by the
Committee and other stakeholder groups. The purpose of the workshops is to analyze as
many possible configurations as possible in a fairly short time period in order to highlight
a workable arrangement early on that can be used as the basis of further design and
costing.
b. Develop graphic communications tools to illustrate conceptual plan for community
outreach — A related benefit of the conceptual design workshop above is that it will
create a series of graphic tools, both sketchy and precise, to help explain the event
center project to the community. These tools can be further developed to provide
conceptual illustrations to the Committee for a variety of public outreach efforts.
FEASIBILITY ANALYSIS OF A POTENTIAL MULTIPURPOSE CENTER IN GREAT FALLS, MONTANA
Appendix B: Potential Next Steps in Planning & Implementation
Page B-2
SINKCOMEISDETHLEFS
c. Refine conceptual cost estimate — A revised conceptual cost estimate should be
developed around the detailed facility program and the conceptual facility plans. Though
still conceptual in nature, this estimate will have more detail and, as a consequence,
more reliability, than the initial scope budget developed in the market study.
5. Develop a Pro Forma Business Plan
a. Review feasibility study for projections of facility utilization — Embedded in the original
feasibility study are a series of projections of facility utilization for the base year of
operations. Those projections will serve as the basis of a pro forma business plan to be
developed by the team.
b. Develop staffing projections around utilization projections — Based on proposed utilization
and facility size, staffing needs will be projected into the first five years of operation and
included in the operating assumptions. The personnel cost related to these staffing
levels will be projected based on industry norms, historical data for the local community,
and the increased staffing proposed for the facility.
c. Develop an operating pro forma around utilization projections — Based on projected
facility utilization and historic cost data, the Committee should develop an operating
budget for the proposed facility's first five years of operation. Performance benchmarks
will be established based on historical data for comparable facilities to use as a
comparison. This information will be more developed than that included in the original
market demand study, with more supporting information to create a workable model
business plan for the facility. Ways to avoid common mistakes in design and operations
will be discussed. Decisions with respect to key operational policies and procedures
should be made (including the method of provision of services such as catering,
telecommunications, audiovisual, decorating, electrical, security, janitorial, etc.). An
industry consultant could assist with outlining strengths and weaknesses associated with
these types of policy and procedure decisions.
d. Develop marketing budget around utilization projections — Based on historic expenditures
and projected performance, the Committee should develop a sales and marketing budget
for the facility for its first five years. An outline marketing plan will be included as part of
this subtask. Marketing roles for the CVB, hotels, and event center should be defined.
Branding and market niche options for the facility and the destination should be
discussed.
e. Review and adjust pro forma with County and City financial input — Understanding that
the business plan for an event center is as much a political and economic development
tool as a business tool, the plan should be reviewed with appropriate stakeholders in
County and City government to ensure that the message of the business plan is
appropriate and consistent with other County and City economic policies and procedures.
f. Begin obtaining financial support and develop base funding plan — With the assistance of
financial advisors, the Committee should work in conjunction with local municipal
government representatives to agree upon and assemble a base funding plan (i.e., type
of financing vehicles, revenue sources used for debt service, new/existing entity to act as
the revenue collecting/debt servicing agent, etc.). In addition, to further project
planning, it will likely be necessary to obtain preliminary funds prior to any public
referenda and/or finalization of the funding plan (i.e., for public relations,
consulting/architect/engineering fees, site assembly, etc.). A preliminary funding plan is
important to have conceptualized prior to the subsequent public relations phase.
FEASIBILITY ANALYSIS OF A POTENTIAL MULTIPURPOSE CENTER IN GREAT FALLS, MONTANA
Appendix B: Potential Next Steps in Planning & Implementation
Page B-3
SINKCOMBSDETHLEFS
CONN. i
SPORTS
g.
Execute MOU with partner (if applicable) — After further review and negotiations of
potential agreement terms, an MOU (Memorandum of Understanding) could be executed
at this point with the selected partner (private or otherwise). This would outline key
responsibilities and obligations of all project partners and will form a critical basis of a
subsequent Management or Lease Agreement (assuming the partner is participating in
project funding in exchange for operating control and/or income stream participation in
the new event space).
6. Plan for Community Communication and Outreach
a. Develop public communication strategy and approach — The Committee should develop a
public communications strategy document outlining key milestones in the development
process and the means to communicate these milestones to the public and key
stakeholders.
b. Define key stakeholders (individuals and groups) — This task, which should be addressed
early in the pre -design process, will identify individuals and groups (beyond the members
of the Committee) who should be included in specific portions of the pre -design process,
both to gain their support and because of specialized expertise or knowledge they might
bring to the process. The list of stakeholders will be refined with the Committee, and the
necessary points of involvement will be mapped out.
c. Schedule and participate in stakeholder outreach meetings — Meet with key stakeholder
individuals and groups at appropriate intervals to review information that has been
developed, site alternatives, building concepts, and business models as deemed
necessary and appropriate by the Committee. These meetings will be scheduled far
enough in advance to assure the likely participation of important stakeholders.
d. Schedule and participate in public forums — In addition to the stakeholder meetings
described above, the Committee should participate in a series of public forums (open to
all comers) at designated intervals in the pre -design process. The purpose of these
meetings will be to reveal selected components of the facility program, site selection
process, or conceptual design to the public for their review and comment, to build public
awareness of and support for the project, and to surface any potential areas of
opposition before the project moves to the funding, design and construction phases of
development.
e. Provide graphic and information support to process leaders — As graphic and
informational tools are developed at the conclusion of each of the above tasks, these
tools should be made available to members of the Committee in quantities required to
support Committee members' leadership process within the community. These tools will
include existing written reports, graphic booklets, large format graphics, prepared
presentations and other tools as needed.
FEASIBILITY ANALYSIS OF A POTENTIAL MULTIPURPOSE CENTER IN GREAT FALLS, MONTANA
Appendix B: Potential Next Steps in Planning & Implementation
Page B-4 siNKCOMssoETHLEFs
rN
7. Funding Plan and Project Team Assembly
a. Steps in obtaining public sector financing may include:
i. Drafting potential legislation
ii. Further evaluating public sector financing options
iii. Initiating legislative process
iv. Refine public sector financing options
v. Establish quality of public financing
vi. Feasibility of tax streams
vii. Explore possible credit enhancements
viii. Select public finance underwriter
ix. Finalize public sector finance
x. Solicit public testimony
xi. Conduct voter polling / voter referenda
xii. Draft official offering statement
xiii. Bond sale
b. Steps in obtaining private sector financing may include:
i. Further explore possible private financing vehicles and sources (including private
revenue such as grants/donations, naming rights/sponsorships, upfront service
provider fees, facility component build -outs, exclusive facility use agreements,
etc.)
ii. Refine sources/vehicles based on potential public sources
iii. Determine recommended financing sources
iv. Select private sector underwriter/lender
v. Establish quality of revenues earmarked for financing
vi. Prepare preliminary loan structure
vii. Prepare financing documents
viii. Negotiate coverage flexibility
ix. Secure commitments
FEASIBILITY ANALYSIS OF A POTENTIAL MULTIPURPOSE CENTER IN GREAT FALLS, MONTANA
Appendix B: Potential Next Steps in Planning & Implementation
Page B-5
$INKCOMBSDETHLEFS
c. A Project Team is generally assembled throughout the mid -planning stages to manage
day-to-day planning, development and construction tasks. The Project Team is often
assembled in stages. Based on the Committee's involvement heretofore, it is assumed
that certain Committee members would naturally fit in such a team. Based on other
assembly projects, the Project Team could include, but not be limited to the following:
i. Project manager
ii. Existing Committee members
iii. Architect and engineering firm reps
iv. Traffic engineer
v. Legal counsel
vi. City/County economic development managers
vii. Construction manager
viii. Bond counsel
ix. Underwriters and counsel
x. Financial advisor
xi. Financial feasibility consultant
xii. Investment banker
xiii. Representatives of County/City/TBID/CVB
xiv. Center management
xv. Center contracted service providers
8. Architect and Construction Manager Selection
a. Develop overall project timeline — Early in the process, an overall project timeline should
be developed to include funding phase, design phase, land acquisition and remediation,
bidding and construction, completion, close out and move -in. This timeline will give the
Project Team a general picture of the time required to move into the new facilities from
the present, and will inform the discussion of procurement options (see below).
Consultant assistance may be useful for this task.
b. Review construction procurement options — An important discussion concerns the various
methods of construction procurement that may be used in the development of new
event/hotel development in the city. There are a number of options that can variously
impact the time of construction, cost of construction, responsibility for changes, and
likelihood of claims. It also needs to be recognized that the choice of construction
procurement may be constrained by statute, custom or policy within the County and City.
FEASIBILITY ANALYSIS OF A POTENTIAL MULTIPURPOSE CENTER IN GREAT FALLS, MONTANA
Appendix B: Potential Next Steps in Planning & Implementation 0
Page B-6
SINKCOMBSDETHLEFS
c. Develop design services RFQ — Develop a clear and concise Request for Qualifications
(RFQ) for the architectural and engineering design team for the proposed new facilities.
(This assumes that a standard A/E service package is part of the preferred construction
delivery method, which may not be the case).
d. Develop construction services Request for Qualifications based on selected procurement
option — Based on the preferred procurement method, develop a construction services
RFQ (or RFP) to follow or coincide with the selection of a design team. The RFQ/RFP
document should be concise, clear, and gain the necessary qualifications without undue
effort on the part of proposers.
e. RFQ issuance/selection of architect — A schedule for architect selection should be
developed for use by the Project Team. Consultants can help the Project Team assemble
a list of nationally qualified design firms, and can discuss with the Project Team the pros
and cons of teaming national consultants with local architects and engineers. The
Project Team should define a process for evaluation of submissions, interviewing, and
the selection of an architect, as well as negotiation of a professional service agreement
with the selected firm. Architect selection should not take place until funding for the
project is reasonably assured.
f. RFQ issuance/selection of construction manager — The Project Team should prepare a
schedule for selection of a construction services provider. Prior to issuing an RFQ or RFP,
the committee should develop a process for evaluation of submissions, interviewing, and
the selection of a successful proposer, as well as negotiation of a service agreement.
The selection of a construction manager should not take place until funding for the
project is reasonably assured.
FEASIBILITY ANALYSIS OF A POTENTIAL MULTIPURPOSE CENTER IN GREAT FALLS, MONTANA
Appendix B: Potential Next Steps in Planning & Implementation
Pa 9 e B 7 SINKCOMBSDETHI.EFS
�.
Genre
Country
Country
Country
Country
Country
Country
Country
Country
Country
Country
Country
Country
Country
Country
Country
Country
Country
Country
Country
Country
Genre
Rock
Rock
Rock
Rock
Rock
Rock
Rock
Rock
Rock
Rock
Location
Delaware County Fair
Diamond Jo Casino
Dubuque County Fair
Five Flags
Five Flags
Five Flags
Great Jones County Fair
Great Jones County Fair
Iowa State Fair
Iowa State Fair
Iowa State Fair
Iowa State Fair
Jackson County Fair
Newbo Evolve, Cedar Rapids
Q Casino Back Waters Stage
Q Casino Back Waters Stage
Q Casino Back Waters Stage
Q Casino Back Waters Stage
Q Casino Back Waters Stage
Q Casino Showroom
Location
Delaware County Fair
Five Flags
Five Flags
Five Flags
Five Flags
Great Jones County Fair
Newbo Evolve, Cedar Rapids
Q Casino Back Waters Stage
Q Casino Back Waters Stage
Q Casino Showroom
Date
Thursday, July 12, 2018
Saturday, May 5, 2018
Friday, July 27, 2018
Friday, April 13, 2018
Friday, February 9, 2018
Thursday, March 1, 2018
Friday, July 20, 2018
Thursday, July 19, 2018
Friday, August 10, 2018
Friday, August 17, 2018
Sunday, August 12, 2018
Sunday, August 19, 2018
Saturday, July 28, 2018
Friday, August 3, 2018
Friday, August 31, 2018
Friday, May 11, 2018
Saturday, August 11, 2018
Saturday, June 16, 2016
Saturday, June 2, 2018
Saturday, June 30, 2018
Date
Friday, July 13, 2018
Friday, March 9, 2108
TBA
TBA
Thursday, March 15, 2018
Satruday, July 21, 2018
Saturday, August 4, 2018
Thursday, August 9, 2018
Thursday, May 31, 2018
Thursday, June 21, 2018
Act
Martina McBride
Jo Dee Messina
Jake Owen
Willie Nelson
Lee Brice
Tracy Byrd
Luke Bryan with Morgan Wallen
Jason Aldean with Luke Combs
Reba McEntire with Chase Bryant
Sugarland with Frankie Ballard & Lindsey Ell
Old Dominion with High Valley
Florida Georgia Line
Chase Bryant and Big & Rich
Kelly Clarkson
Aaron Lewis
Granger Smith
Eli Young Band
Colt Ford & Moonshine Bandits
Kip Moore & LOCASH
Craig Campbell
Act
Cheap Trick
Chicago
REO Speedwagon
Doobie Brothers
Three Dog Night
Kid Rock with Ted Nugent
Maroon 5
Seether
Sevendust
Slaughter
At their annual goal -setting sessions in 2015, the City Council established "debt -reduction policy" as a
high priority, which is issue less debt each year than the amount of debt retired that year.
The City used debt to accomplish needed projects during an extremely low interest rate environment
because infrastructure investment gets more expensive over time.
• The older a piece of infrastructure gets, the more it is allowed to deteriorate, which increases costs.
• The longer the wait to invest in infrastructure the costs are increased by inflation.
• If the investment in infrastructure is not made in this low interest rate environment, the investment
will eventually need to be made when interest rates are higher, thereby increasing costs.
100%
90%
80%
70% •
60%
50%
40% •
30%
20% •
10%
Statutory Debt Limit Used (as of June 30)
This chart shows the percentage of statutory debt limit
in the Fiscal Year (FY) 2019 adopted budget. By FY2028,
90% the City will be at 20% of the statutory debt limit.
56%
37%
-0—FY2019 Adopted Budget
20%
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 FY 28
$310
$290
$270
$250
o $230
•
$210
$190
$170
$150
$130
$296
Total Debt (in millions)
$269
Debt is being issued each year, but
more is being retired than issued.
WHY ISSUE DEBT?
The City of Dubuque uses debt
strategically most often for major
infrastructure projects with long-
term community benefits.
DID YOU KNOW?
The City does not use
debt for operating
expenses and, in fact, is
required by state code to
have a balanced operating
budget every year.
In recent years, the City has taken
on debt incrementally to fund major
infrastructure projects for storm
water management, wastewater
treatment, parking improvements,
water distribution, and economic
development. The City believes that
the debt incurred in the past was all
tFY2019 Adopted Budget
for critical undertakings that could
not be delayed. In fact, with delay
costs will go up as infrastructure
further deteriorates. Recent debt
issuances took advantage of
historically low interest rates,
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 FY28 something that will not last.
Stormwater improvements required $73 million in debt.
The City of Dubuque's use of debt can be compared to many average homeowners
who borrow to buy their home. The City has borrowed money at these low interest
rates to invest in infrastructure. Unlike the federal government, the City does not
borrow money to cover operating expenses.
# Project Description
1 Stormwater Improvements
2 Water & Resource Recovery Center
3 Water Improvements
4 Parking Improvements
5 Downtown TIF Incentives/Improvements
6 Sanitary Improvements
7 TIF Rebates/Bonds to Businesses
8 Industrial Park Expansions
9 Caradco Building Iowa Finance Authority Loan
10 Street Improvements*
Total
Amount Outstanding
$73,254,610
$62,706,000
$31,633,961
$26,739,823
$21,654,743
$15,448,490
$9,816,164
$7,270,110
$3,739,197
$3,654,676
$255,911,774
* $126 million was spent on street improvements from 1997-2017
General Fund Reserve Projections
The City maintains a general fund reserve, or working balance, to allow for unforeseen expenses that
may occur. The reserve will increase by $3.4 million (28.86%) from Fiscal Year 2018 - Fiscal Year
2020. The goal is to have at least a 20% reserve.
Property Taxes Per Capita Among Iowa's 11 Largest Cities
Dubuque is the LOWEST in the state for property taxes per capita at $458.70.
• The highest (West Des Moines, $1,080.4) is 126% higher than Dubuque and the average
($735.87) is 60% higher than Dubuque.
WATER & RESWJRCE R.r`_CT'JEiR'; CENTER
PARKING IMPROVEMENTS
yofdubuque.org
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
Contribution
$1,050,000
$1,050,000
$1,000,000
$100,000
$100,000
$100,000
City's Spendable General
Fund Cash Reserve Fund
Balance
$12,832,730
$13,882,730
$14,882,730
$14,982,730
$15,082,730
$15,182,730
% of Projected Revenue
(Moody's)
17.93%
19.44%
20.76%
20.83%
21.31%
21.39%
Property Taxes Per Capita Among Iowa's 11 Largest Cities
Dubuque is the LOWEST in the state for property taxes per capita at $458.70.
• The highest (West Des Moines, $1,080.4) is 126% higher than Dubuque and the average
($735.87) is 60% higher than Dubuque.
WATER & RESWJRCE R.r`_CT'JEiR'; CENTER
PARKING IMPROVEMENTS
yofdubuque.org
The City uses State Revolving Fund (SRF) loans for water and sanitary sewer
projects whenever possible because of the very low annual interest rate. Iowa
legislation allows water utilities that issue debt through the Clean Water
State Revolving Fund Program to sponsor and help finance other water quality
improvement projects within or outside its service limits. The lowest rate
received on an SRF loan was 1.43% for a 20 -year term.
In addition to the low interest rates, the City has saved a total of
$12,780,000 in interest expense from two sponsorship projects, which include
the 70 Green Alleys in the Bee Branch Watershed and improvements in the
Catfish Creek Watershed. This savings represents interest expense that the
City would have had to pay on existing loans for the Water & Resource Recovery
and Upper Bee Branch that, because of this state financing program, was used
instead to pay for planned capital projects.
The City has saved a total of $1,292,000 in interest expense from a Green
Project Loan on the Upper Bee Branch Project, which qualified for 20% loan
forgiveness of the total loan disbursements. The Green Project loan forgiveness
amount is estimated to be $5,900,000.
PI Sponsorship Interest Savings
.,..;� Green Project Interest Savings
$14,062,000 IN INTEREST SAVINGS
PLUS $5.9 MILLION IN LOAN
FORGIVENESS
Retired Debt versus New Debt (in Millions)
$20
$18
$16
$14
$12
$10
$8
$6
$4
$2
$-
$17.2
$17.8
$18.5
$17.0
1111
FY 19 FY 20 FY 21 FY 22
$18.2
FY 23
FY 24 FY 25
• Retired Debt ei New Debt
FY 26 FY 27 FY28
Percentage of Legal Debt Limit Utilized (FY17)
80%
70%
60%
50%
40%
30%
20%
10%
0%
71%
68%
2%
56%
56% 56% r 55%
�o� JecQ oJ+ y` ' pct atie `Qat y`
Oen Oa 5. �Qo eaa JQJ
37% 34% °
33 /°
5% 21%
Prey `fie`' C.> .,' ,y0\
e`'�o `o4,a �4\�� e
• a� JCS
44' C Orb
20%
Residents have access to the City's budget,
revenue, and spending via user-friendly
websites.
Check them out!
OPEN BUDGET:
dollarsandcents.cityofdubuque.org
Understanding
Expenses
OPEN EXPENSES:
expenses.cityofdu buque.org
City Portion of Property Taxes
FY2019 City Property Tax Rate Comparison
520
518
516
514
$12
510
58
56
54
52
50
510.07
510.59
512.29
i
512.78
$15.22 $15.35
516.18 516.33 5151=.78
$17.45
$18.15 $18.2
Ames Dubuque Ankeny* West Des Cedar Avg. w/o Iowa City Sioux City Davenport Waterloo Des Council
(FY19) Moines* Rapids Dubuque Moines* Bluffs
*Includes the transit tax levy adopted by the Des Moines Area Regional Transit Authority for comparability.
Dubuque has the SECOND LOWEST FY2019 property tax rate ($10.59 per
thousand assessed value) of Iowa's 11 cities with populations over 50,000.
• Highest -ranked city (Council Bluffs, $18.26) is 72% higher than Dubuque
• Average ($15.35) is 45% higher than Dubuque
Capital
Projects
Transfers Out 1.1
4.5% _S\
Community &
Economic
Development
6.4%
Health &
Social Services
1.4%
Debt Service
1.3%
ti ore &
Recreation
18.6%
Where do your property taxes go?
How Your Property Tax Rate Is Split
FY2018 Consolidated Rate of 33.91801
Independent
1.9%
School
District
44.1%
How General Fund Money is Spent
r
Cateparry
Public Safety
Culture & Recreation
General Government
Public Works
Community & Economic
Development
Transfers Out
Capital Projects
Health & Social Services
Description
Portion of General Fund
(fire, police, ambulance services, 9-1-1 dispatch, animal control, building
inspections, crime prevention, emergency management, flood control, etc.)
(parks, recreation, library, AmeriCorps, arts & cultural affairs, civic center,
conference center, marina, etc.)
(information services, city attorney & legal services, city clerk, city council,
city hall & general buildings, city manager, finance, etc.)
(streets, bridges, and sidewalks; airport, snow removal, street cleaning,
street lighting, traffic control, etc.)
(economic development, housing and community development,
neighborhood development, planning and zoning, etc.)
(to funds other than General Fund)
(City infrastructure improvements or major equipment purchases)
(community health, health regulation and inspection, human rights, etc.)
(government capital projects, tax -increment financing [TIF] capital projects)
44.3%
18.6%
13.3%
9.0%
6.4%
CM003-072618
For additional information, visit www.cityofdubuque.org/finance or call 563-589-4398
Dubuque DUB
DOLLARS CENTS
01 t);e Mi_:00iypi
City Portion of Property Taxes
$20
$18
$16
$14
$12
$10
$8
$6
$4
s2
so
FY2019 City Property Tax Rate Comparison
$10.07 10.59
$12.29 $12.78
$15.22
$15.35
$18.15
$17.45
$18.18 $16.33 $16.78
Ames Dubuque Ankeny* West Des Cedar Avg. w/o Iowa cIty Sioux City Davenport Waterloo Des
(F019)
Moines. Rapids Dubuque Moines'
*Includes the transit tax levy adopted by the Des Moines Area Regional Transit Authority for comparability.
Dubuque has the SECOND LOWEST FY2019 property tax rate
($10.59 per thousand assessed value) of Iowa's 11 cities with
populations over 50,000.
• Highest -ranked city (Council Bluffs, $18.26) is 72% higher
than Dubuque
• Average ($15.35) is 45% higher than Dubuque
Where do your property taxes go?
Property taxes are collected by the County and distributed monthly to the City
of Dubuque and other taxing bodies. Property taxes are distributed among
the Dubuque Community School District (44.1%), City of Dubuque (32.1%),
Dubuque County (18.7%), Northeast Iowa Community College (3.2%), and
independent authorities* (1.9%).
Property taxes are certified July 1 with the first half due on or before
September 30 and the second half due on or before March 31. For more
information, contact the City Assessor at 563-589-4416.
* "Independent Authorities" includes City Assessor, County Hospital
(Sunnycrest Manor), Dubuque County Agriculture Extension, and the
Tuberculosis and Brucellosis Eradication Fund.
City of Dubuque FY2019 Property Tax Rate
• $10.59 per thousand dollars of assessed value
• A 2.79% reduction from FY2018's property tax rate
of $10.89
Property
Type
Average Property
Tax Cost Change
from FY2018
Percent Property
Tax Cost Change
from FY2018
1.92% increase
Residential
$14.47 more
Commercial
$128.66 less
3.92% decrease
Industrial
$174.32 Tess
3.54% decrease
Multi -
Residential
$145.27 less
7.21% decrease
How Your Property Tax Rate Is Split
FY2018 Consolidated Rate of 33.91801
Independent
1.9%
City Budget
The City's approved budget provides estimated revenues and expenditures
for programs and services to be provided during the fiscal year, from
July 1, 2018, through June 30, 2019. The budget has two primary
components: the operating budget and the capital budget.
The City's total budget for fiscal year 2019 is $174,801,105, a 3 percent
increase from FY2018. The operating budget ($131,216,119) is a 1.37
percent increase from FY2018, while the capital budget ($43,584,986)
represents an 8.23 percent increase from FY2018.
The capital budget funds major improvements to City facilities and
infrastructure, and is based on the first year of needs in the five-year
Capital Improvements Program (CIP) Plan. The CIP Plan is an annually
revised document that guides the City's investments in public facilities
and infrastructure during a five-year time horizon. The capital budget is
supported through multiple funding sources.
The operating budget includes personnel costs and annual facility
operating costs. It is funded primarily through local property and sales
taxes; revenue transfers between departments; licenses, such as building
and development fees; franchise fees for a company's use of the City's
rights-of-way; charges for services (like sewer and water); fines and other
smaller sources of revenue such as interest on investments.
General Fund
I Operating
ICapital
General Fund
Water Fund
Sanitary Sewer Fund
Stormwater Fund
Refuse
Parking
$62,228,507
$8,921,869
$10,716,675
$3,427,986
$2,986,427
$3,130,218
$725,211
$6,682,199
$1,976,641
$5,714,268
$416,007
$251,521
Fiscal Year 2019 City Budget
CAPITAL
BUDGET
$43,584,986
The general fund is the general operating fund of the City for general service departments. The general fund
has an operating budget of $62.2 million and a capital budget of $0.7 million. This fund encompasses the
bulk of activities that are traditionally considered basic governmental services such as public safety, culture &
recreation, health & social services, and general government.
How General Fund Money is Spent
OPERATING
BUDGET
$131,216,119
Description
Portion of General Fund
Public Safety
(fire, police, ambulance services, 9-1-1 dispatch, animal control, building
inspections, crime prevention, emergency management, flood control, etc.)
(AmeriCorps, arts & cultural affairs, civic center, conference center, library,
marina, parks, recreation, etc.)
(city attorney & legal services, city clerk, city council, city hall & general buildings,
city manager, finance, information services, etc.)
(airport, maintenance of streets, bridges, and sidewalks; snow removal, street
cleaning, street lighting, traffic control, etc.)
(economic development, housing and community development, neighborhood
development, planning and zoning, etc.)
(to funds other than General Fund)
(City infrastructure improvements or major equipment purchases)
(community health, health regulation and inspection, human rights, etc.)
(government capital projects, tax -increment financing [TIF] capital projects)
Culture & Recreation
General Government
Public Works
Cnit & Economic
Y
Development
Transfers Out
Capital Projects
Health & Social Services
Debt Service
44.3%
18.6%
13.3%
9.0%
6.4%
4.5%
1.1%
1.4%
1.3 0/0
General Fund Reserve Projections
The City maintains a general fund reserve, or working balance, to allow for unforeseen expenses that may occur. The reserve will increase by
$3.4 million (28.86%) from Fiscal Year 2018 - Fiscal Year 2020. The goal is to have at least a 20% reserve.
Utility Customer Rates & Fees for Fiscal Year 2019
What's included in your monthly utility bill?
Curbside Collection
Basic Rate = $15.37/month
(1.7% increase from FY2018 or $0.26 per month)
Curbside collection includes one 35 gallon container per week.
Weekly curbside recycling is no extra charge.
Sanitary Sewer
Avg. Household Rate* = $40.42/month
(3% increase from FY2018 or $1.18 per month)
*Average household rate based on 6,000 gallons per month at $0.00674
per gallon. The City's wastewater collection and treatment system
operates as a self-supporting enterprise fund which means that it is
funded only with revenue from user fees.
Stormwater
Avg. Household Rate* = $7.76/month
(6.75% increase from FY2018 or $0.49 per month)
*Monthly rate for majority of Dubuque households based on usage of
one single family unit. Stormwater fees are based on the amount of
impervious ground coverage on a property. Fees collected are only
used for stormwater management activities such as the construction,
maintenance and operation of the public stormwater management system.
Water
Avg. Household Rate* = $29.28/month
(3% increase from FY2018 or $0.85 per month)
*Average household rate based on 6,000 gallons per month at $0.0047 per gallon
(July 1, 2018 - June 30, 2019)
Among Iowa's 11 largest
cities, the highest curbside
collection rate (Ames)
is 70.79% higher than
Dubuque's rate, and the
average is 4.93% higher
than Dubuque.
Among Iowa's 11 largest cities, the highest sanitary sewer
rate (Ankeny) is 52.52% higher than Dubuque's rate, and the
average is 8.47% lower than Dubuque.
Among Iowa's 11 largest cities, the highest stormwater rate
(Des Moines) is 63.40% higher than Dubuque's rate, and the
average is 32.69% lower than Dubuque.
Among Iowa's 11 largest cities, the highest water rate (West
Des Moines) is 13.85% higher than Dubuque's rate, and the
average is 2.28% higher than Dubuque.
For additional information, visit www.cityofdubuque.orglutilitybilling or call 563-589-4144
DIA YOU KNOW?
Residents have access to the City's budget,
revenue, and spending via user-friendly websites.
Check them out!
Explore Dubuque's
Open Budget
;,T ;,;n,J Se se of
Dollars and Cents
OPEN BUDGET:
Explore Dubuque's
Open Expenses
Understanding
Expenses
OPEN EXPENSES:
dollarsandcents.cityofdubuque.org expenses.cityofdubuque.org
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
Contribution
$1,050,000
$1,050,000
$1,000,000
$100,000
$100,000
$100,000
City's Spendable General Fund Cash
Reserve Fund Balance
$12,832,730
$13,882,730
$14,882,730
$14,982,730
$15,082,730
$15,182,730
% of Projected Revenue
17.93%
19.44%
20.76%
20.83%
21.31%
2139%
Utility Customer Rates & Fees for Fiscal Year 2019
What's included in your monthly utility bill?
Curbside Collection
Basic Rate = $15.37/month
(1.7% increase from FY2018 or $0.26 per month)
Curbside collection includes one 35 gallon container per week.
Weekly curbside recycling is no extra charge.
Sanitary Sewer
Avg. Household Rate* = $40.42/month
(3% increase from FY2018 or $1.18 per month)
*Average household rate based on 6,000 gallons per month at $0.00674
per gallon. The City's wastewater collection and treatment system
operates as a self-supporting enterprise fund which means that it is
funded only with revenue from user fees.
Stormwater
Avg. Household Rate* = $7.76/month
(6.75% increase from FY2018 or $0.49 per month)
*Monthly rate for majority of Dubuque households based on usage of
one single family unit. Stormwater fees are based on the amount of
impervious ground coverage on a property. Fees collected are only
used for stormwater management activities such as the construction,
maintenance and operation of the public stormwater management system.
Water
Avg. Household Rate* = $29.28/month
(3% increase from FY2018 or $0.85 per month)
*Average household rate based on 6,000 gallons per month at $0.0047 per gallon
(July 1, 2018 - June 30, 2019)
Among Iowa's 11 largest
cities, the highest curbside
collection rate (Ames)
is 70.79% higher than
Dubuque's rate, and the
average is 4.93% higher
than Dubuque.
Among Iowa's 11 largest cities, the highest sanitary sewer
rate (Ankeny) is 52.52% higher than Dubuque's rate, and the
average is 8.47% lower than Dubuque.
Among Iowa's 11 largest cities, the highest stormwater rate
(Des Moines) is 63.40% higher than Dubuque's rate, and the
average is 32.69% lower than Dubuque.
Among Iowa's 11 largest cities, the highest water rate (West
Des Moines) is 13.85% higher than Dubuque's rate, and the
average is 2.28% higher than Dubuque.
For additional information, visit www.cityofdubuque.orglutilitybilling or call 563-589-4144
DIA YOU KNOW?
Residents have access to the City's budget,
revenue, and spending via user-friendly websites.
Check them out!
Explore Dubuque's
Open Budget
;,T ;,;n,J Se se of
Dollars and Cents
OPEN BUDGET:
Explore Dubuque's
Open Expenses
Understanding
Expenses
OPEN EXPENSES:
dollarsandcents.cityofdubuque.org expenses.cityofdubuque.org
Debt Reduction Plan (Adopted August 2015)
$310
$290
$270
$250
o $230
$210
$190
$170
$150
$130
$296
Total Debt (in millions)
5269
-+-FY2019 Adopted Budget
Debt is being issued each year, but
more is being retired than issued.
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 FY28
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
Statutory Debt Limit Used (as of June 30)
This chart shows the percentage of statutory debt limit
in the Fiscal Year (FY) 2019 adopted budget. By FY2028,
90% the City will be at 20% of the statutory debt limit.
56%
37%
4-FY2019 Adopted Budget
20%
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 FY 28
Percentage of Legal Debt Limit Utilized (FY17)
80%
70%
60%
50%
40%
30%
20%
10%
0%
71%
68%
2%
56%4- 56% 56% ,- 55%
_ 37./0 34% u
33/0
25%
21%
`�e5 cQo� �� ,�o�\ VSs
\oo aQ`e 'ON eo e' 2 �� 0415 c4,0gl
�l �l PF
CZ 4a o \ a Q \ \
Oay Oa ‘2`o 15' P S1 eaa� o°J¢ Oo5 \o os§s
O,o G .39 c O.`o
20%
The City of Dubuque's use of debt can be
compared to many average homeowners
who borrow to buy their home. The City has
borrowed money at low interest rates to invest in
infrastructure. Unlike the federal government,
the City does not borrow money to cover
operating expenses.
Stormwater improvements
Top 10 Debt Uses.
# Project Description and Amount Outstanding
1 Stormwater Improvements
$73,254,610
2 Water & Resource Recovery Center
$62,706,000
3 Water Improvements
$31,633,961
4 Parking Improvements
$26,739,823
5 Downtown TIF Incentives/Improvements
$21,654,743
6 Sanitary Improvements
$15,448,490
7 TIF Rebates/Bonds to Businesses
$9,816,164
8 Industrial Park Expansions
$7,270,110
9 Caradco Building Iowa Finance Authority Loan
$3,739,197
10 Street Improvements*
$3,654,676
Total $255,917,174
* $126 million was spent on street improvements from 1997-2017
CM007-041618 Rev.4/2/18
CREATING AN EQUITABLE
COMMUNITY OF CHOICE
Data -Driven & Outcome -Focused High -
Performance Organization built on:
• Resiliency
• Sustainability
• Equity
Planning —Partnerships -People
2
9
Land Use
• 2037: A CALL TO ACTION
The comprehensive plan serves as a guide for
the community's physical, social, and economic
development. It can only be considered successful
through the input and implementation of the
community at -Large. Engaging the community in a
conversation about the future of Dubuque was at the
core of the Imagine Dubuque process.Comprehensive
plans are policy guides. Unlike zoning or city codes,
they are not regulatory in purpose or application.
Information in the Comprehensive Plan is used in
many facets of city life. Of greatest note is its role
in informing City Council goal setting, which creates
the annual budget priorities and land use decisions.
It is hoped that you will heed this call to action. It is
your responsibility to develop the action steps, create
the strategies for success, be inclusive in your efforts,
and make your community sustainable and resilient.
These are your ideas and you have the responsibility
to participate in moving them forward.
How was the'Plan created?
How many ideas were shared?
It was imperative to city leadership that the process of
developing the comprehensive plan be inclusive and
representative of the community. A year of community
outreach produced over 12,500 ideas from all sectors
of Dubuque. This outreach took many forms, from
casual conversations at pop-up events such as the
Farmers' Market to focus groups, workshops, surveys,
and on -Line submissions. Beginning with Dubuque's
Vision 2000 process initiated in 1990, the City has
developed a tradition of Local community planning
excellence, and the comprehensive plan integrates
those past planning efforts into one consistent vision
for the community's future.
PLAN AT A GLANCE
1
Introduction
3
Economic
Prosperity
4
Environmental
Integrity
5
Social + Cultural
Vibrancy
7
Community
Facilities
8
Transportation +
Mobility
10 A Call To Action
A Appendix (separate document)
Full recommendations and the complete plan are
available to view and download at:
www.Cityopubuque.org/ImagineDubuque
ENGAGEMENT
COMPONENTS
Imagine Dubuque's Communications Plan outlined the type, timing, and
interplay of all components noted below. The diversity of these collec-
tive elements together yielded over 12,500 ideas!
Engagement Components
As shown on page 2-3 of the Comprehensive Plan.
Project Project Project
Logo ' Tag line Details
Video and
Online Posts
Mobile
App
Social
Media
Quick
Polls
Color
Scheme
News +
Radio
Smartphone
Polls
IN-PERSON EVENTS
Interviews
ECONOMIC PROSPERITY
Future economic vitality will require new approaches. The Imagine Dubuque process took a multi -tiered
strategy to adapt to these trends, including review of past studies, an independent Economic Development
Analysis (see Appendix), and extensive input from both residents and businesses. The plan focuses on:
❑ Workforce retention/recruitment and skills challenges to maintain strong employment growth and
occupational diversity
❑ Attracting young professionals and promoting entrepreneurship
❑ Providing quality, affordable housing choices
❑ Supporting both industrial and commercial business growth
❑ Promoting opportunities for walkable, mixed-use development
ENVIRONMENTAL INTEGRITY
Clean water, healthy air, and conservation of native plants and animals are key principles of environmental
integrity supported in both Sustainable Dubuque and Imagine Dubuque. Key focus areas identified by
residents during the planning process include:
❑ Expanded, sustainable stormwater management practices
❑ Implement the Climate Action & Resiliency Plan
O Promote a healthy urban forest and native plantings
❑ Encourage edible landscaping and continued community gardens
O Implement the Catfish Creek and Bee Branch Watershed Management Plans
❑ Increase eco -education programming, particularly for children
O Expand programs to reduce, reuse, and recycle, including composting and building materials
❑ Strive to become a zero -waste economy
SOCIAL AND CULTURAL VIBRANCY
Social and cultural vibrancy is closely linked to our individual, community, and economic well-being. To
enhance this vibrancy, residents suggested:
❑ Focus on expanding access to healthy local foods
In Enhance event access and participant diversity
❑ Continued focus on green buildings and historic preservation
❑ Improve perceptions of community safety
❑ Promote healthy lifestyles
Page 0-2 1 Imagine Dubuque Executive Summary
IMAGINE
DUBUQUE
INTERACT
WHAT CAN WE DO TO MAKE DUBUQUE A MORE VIABLE,
LIVABLE, AND EQUITABLE COMMUNITY?
HOUSING
Livable neighborhoods and housing - great places to live for all- is an important goal of the City. Strength-
ening the existing housing stock and neighborhoods while encouraging new housing to diversify choices is a
focus of the Plan. Key community recommendations include:
❑ Enhance the existing housing stock
❑ Continue to improve access to quality, affordable housing throughout the community
❑ Expand opportunities for workers to live close to their jobs in Dubuque
❑ provide targeted incentives to promote great places for all to live
COMMUNITY FACILITIES
A key role of local government is to provide services that enhance the quality of life in a community — such things
as access to clean water and wastewater treatment, flood protection, education, streets, parks, hiking/biking
traits, etc. To support existing and future residents, key recommendations for community facilities address:
O Maintenance and future expansion of water and wastewater systems
❑ Continued use of sustainable stormwater management practices
O Expansion of fiber optic networks and services
❑ Enhance partnerships between schools, the City, faith -based groups, and non -profits
O Explore potential satellite facilities like a police substation or a West End library branch
TRANSPORTATION AND MOBILITY
Efficient use/access to transportation systems is critical to sustainability. Residents suggested a focus on:
❑ Implementing Complete Streets, i.e. roadways designed for all modes of travet,throughout the community
O Continued refinement oflule bus service and paratransit services
❑ Enhanced regional connections, particularly via air and rail services
❑ Addition of roundabouts and technology enhancements to existing roadway system
❑ Strategic expansion of roadways to meet community demand
LAND USE
A key component of any Comprehensive Plan is an examination of existing and desired future land use
patterns. The Plan and Map guides future development, and allows for strategic planning of infrastructure
investments. Key resident -driven land use recommendations include:
❑ Promoting mixed-use, walkable, development patterns including residential, commercial, and
institutional uses
• Encourage infill development where possible, and protect important environmental assets as growth
occurs to the west and south
Executive Summary 1 Imagine Dubuque 1 Page 0-3
IMAGINE
•
• _A) DUBUQUE
•
• • 2037: A CALL TO ACTION
Just as the Imagine Dubuque Comprehensive Plan was built on community participation, partnerships and
collaboration will be the key to implementing the plan recommendations listed below. Measuring successful plan
implementation must focus on outcomes to make Dubuque a more viable, livable, and equitable community.
Robust Local Economy
❑ Continue to diversify Dubuque's economy
❑ Develop a'hyper-local' approach to diverse talent attraction/development
❑ Strengthen start-up businesses and entrepreneurial programming
❑ Promote economic resiliency
❑ Identify markets and sites for new homes
❑ Enhance broadband service
❑ Strengthen Dubuque's role as a regional retail destination
Sustainable Environment
❑ Complete and monitor Bee Branch Watershed Flood Mitigation
❑ Implement the Catfish Creek Watershed Management Plan
❑ Implement the Climate Action + Resiliency Plan
❑ Support mobile air quality monitoring
❑ Continue Healthy Homes strategies
❑ Implement a Comprehensive Tree Management Program
❑ Increase native plant, pollinator, and edible landscaping
❑ Conserve natural areas
❑ Promote children's environmental education
❑ Improve backyard and curbside composting
❑ Explore a community -wide Zero Waste Policy
Vibrant Community
❑ Address mental health and addiction issues
❑ Increase institutional use of local foods
❑ Promote in -school healthy foods
❑ Work with health providers -to promote healthy choices
❑ Support food production spaces, Community -Supported Agriculture
❑ Network with other"food cities"
❑ Promote healthy foods preparation
❑ Harvest local solid waste for compost
❑ Support front yard food gardening
❑ Implement the Community Solutions Action Plan
❑ Improve trash collection in downtown
❑ Ensure safe lighting of active pedestrian zones
❑ Enhance sidewalk connectivity
❑ Support community policing efforts
❑ Support safe neighborhoods through community partnerships
Diverse Arts, Culture, Parks, and Recreation
❑ Update the Parks and Recreation Plan
❑ Community Health + Wellness/Recreation Center
❑ Make Dubuque more dog -friendly
❑ Further efforts of Inclusive Dubuque
❑ Expand childcare options and resources
❑ Bring events to all neighborhoods
❑ Co -market community events
❑ Encourage new forms of culture and art
❑ Promote preservation, adaptive reuse of buildings and materials
❑ Communicate benefits of historic preservation
❑ Utilize emerging funding sources to support rehabilitation
❑ Expand programs to train preservation -related building trades
Livable Neighborhoods and Housing
la Review codes/incentives to promote fair, quality, affordable housing
aLink neighborhoods with community groups (health, arts, etc.)
a Promote appropriate mixed-use development
Dl Support the Green and Healthy Homes Initiative and inspections
• Monitor affordabitity and housing stress
a Promote self-sufficiency opportunities
Ejj Increase availability of scattered Housing Choice Voucher units
Community Facilities
❑ Expand sanitary sewer system to meet needs
❑ Address water system needs
❑ Integrate Vernon Township and Barrington Lakes water systems
❑ Update the city-wide stormwater management ordinance
❑ Expand fiber optic network access
❑ Monitor progress toward environmental goals
❑ Explore 911 Communication Center needs
❑ Evaluate cost/benefits/needs for police substation
❑ Explore need for/relocation of a southwest fire station
❑ Explore potential for a West End library branch
❑ Implement the Chaplain Schmitt Island Master Plan
❑ Repurpose the Five Flags Civic Center
Transportation + Mobility
la Apply Complete Streets principles throughout Dubuque
1=, Orient new development to the street
D Monitor bus routes to enhance efficiency and effectiveness
D; Expand passenger air and rail service
la Target new development near the airport; restrict residential
D; Leverage technology to improve vehicular mobility and safety
❑ Implement the Dubuque Metropolitan Area Transportation Study 2045
Long Range Transportation Plan
Land Use
❑ Promote access to education, recreation, and services in all neighborhoods
❑ Link neighborhoods via trails and open space
❑ Integrate development into the environment
❑ Encourage a mix of housing options for all
❑ Encourage multi -family development near jobs/walkable, mixed-use areas
❑ Adjust zoning regulations to promote mixed-use development
❑ Explore a new school site to serve future development along Southwest Arterial
❑ Explore opportunities for limited commercial in neighborhoods
❑ Concentrate commercial uses downtown and along major corridors
❑ Allow for new or expanded industrial parks
❑ Provide recreational opportunities for all
❑ Explore additional riverfront recreational opportunities
❑ Explore potential for a mountain biking facility
Dubuque
All•Ameriee Elly
2007012
Masterpiece on the Mississippi 2013.22:17
Planning Services Department
- 50 W. 13th St., Dubuque, IA 52001 1 (563) 589.42101 planning@cityofdubuque.org -
THE QTY OF
Dubuc,.
ketri
DJ
B
2D12
Masterpiece on the Mississippi .213°713:21127�2Q07-2U17
March 6, 2018
VIA E -Mail &
1st Class Mail
«Email»
«CompleteOFFICIALName_Address»
Dear «Title» «Last»,
City Manager's Office
City Hall
50 West 13th Street
Dubuque, IA 52001-4845
Office (563) 589-4110
Fax (563) 589-4149
TTY (563) 690-6678
ctyrrigr@cityofdtibuque.org
WWW. c i tyo fd u bug a e. o rg
The State of Iowa is an agricultural state and cities support ways that are devised to support
agriculture and rural communities. The things that I advocate for like education, property tax
backfill payments, Historic Tax Credits and Tax Increment Financing benefit all cities,
counties and school districts, large and small. This does not diminish the fact that the
economic engines in the State of Iowa are the population centers where most of the jobs are
created and most of the state tax revenues are generated.
Dubuque has the lowest property tax rate per capita of the 11 largest cities in Iowa (those
with a population larger than 50,000), in fact, the city property tax rate is 44.85% below the
average of the 10 other cities. By the end of the current 5 -year capital improvement program
adopted by the City Council in February 2018, the City will be utilizing only 37.03% of the
City's statutory debt limit and will have reserves exceeding 21% of general fund balances.
Over the last 3 years, the City of Dubuque has reorganized and implemented technology
improvements that led to a net reduction in full-time equivalent employees of 4.42. Dubuque
sets a very high standard when it comes to fiscal responsibility.
When it comes to job creation and economic development, Dubuque is a leader in the
Midwest and in the State of Iowa.
"Would the last person to leave Dubuque please turn off the lights?" Commonly repeated,
residents used this dark humor to help deal with Dubuque's dire unemployment rate which hit
23% in January 1982. High school and college graduates left for more prosperous cities and
states, taking their talent with them, with Dubuque losing almost 10% of its population.
Enter Tax Increment Financing. In 1985, the Iowa State Legislature amended urban renewal
law to allow cities to use Tax Increment Financing (TIF) for economic development purposes.
This tool simply directs the increase in property tax generated from property improvements to
the city, which can use this increment to clean slum and blight and as a financial incentive to
«Title» «First» «Last»
March 6, 2018
Page 2
companies that invest and create jobs in the urban renewal area. This is how the City of
Dubuque built over 1,400 acres of industrial parks, now home to 56 businesses, including 47
local businesses that needed a place to expand.
The City of Dubuque has provided $118,552,864 in Tax Increment Financing incentives for
businesses since 1990. This has leveraged $508,552,864 in private investment by these
businesses. With the use of TIF, businesses in Dubuque have retained 4,689 jobs and
created 3,228 jobs. Over 70 projects have benefitted from the use of Tax Increment
Financing.
Dubuque's responsible use of this only meaningful local economic incentive has created a
nationally -recognized transformation. The Dubuque metro area's total employment for June
2017 was 60,600, a 61% increase from 1983 when total employment was 37,600. Dubuque
County's Median Household Income (MHI) rose from $48,012 in 2009 to $54,605 in 2015, a
14% increase. Dubuque has been ranked by Forbes, Kiplinger, the U.S. Conference of
Mayors, the National Civic League, and the Milken Institute as one of the best cities in the
United States to live, work, and play.
This has all been achieved through Planning, Partnerships and People, leading to
measurable outcomes. Dubuque believes in showing people we care, by our actions, so that
they can have hope to achieve their personal goals, whatever they might be.
Here in Dubuque we are worried about one of our partners, the State of Iowa.
The State of Iowa is underperforming in critical areas. It is ironic and troubling that we
continue to hear about state legislation and rules that cut revenues available to local
governments. Proposed state legislation would eliminate the promise to backfill past property
tax reductions with state revenues, severely restrict the use of Tax Increment Financing (the
only viable economic tool used by local governments to support growth in business
investment and jobs), and eliminate or reduce Historic Tax Credits for building rehabilitation.
These all threaten the ability of local governments to respond to local issues.
Information recently released by the State of Iowa Legislative Services Agency shows the
change in population in counties across Iowa (Attachment I). It is a frightening trend that
must serve as a wake-up call for all Iowans. If we want our children and grandchildren to be
able to stay in Iowa and be successful, we must all work to make Iowa a place of choice, not
only for businesses but also the workforce they will need to thrive. We should not be
considering the elimination of economic development and community rehabilitation tools, but
instead exploring how we can improve those tools to create more growth in jobs and
population and to make the incentives more competitive. We should not be pursuing ways to
starve cities, counties, and school districts of the funds they need. We should instead be
looking to diversify sources of revenues so local governments can invest in the future for the
benefit of the citizens they serve, those here today and those we hope to be here in the
future.
Iowa Percent Change in Population by County 2010-2016
State of Iowa +2.9% (88,338)
«Title» «First» «Last»
March 6, 2018
Page 3
There are 99 counties in the state of Iowa. Only 27 showed any growth at all from 2010 to
2016. If you only consider counties that had at least 1% growth and have a population of
25,000 or more, only 10 of the 99 counties met these criteria and four of them are in the Des
Moines/Ames corridor. In fact, the Des Moines/Ames corridor accounted for 74,081 (84%) of
the 88,338 of the state-wide population growth.
Even some of the counties that include some of Iowa's larger cities showed very little growth
or an actual decline.
COUNTY % Population Change: 2010-2016
Woodbury (Sioux City) +0.6%
Muscatine (Muscatine) +0.5%
Pottawattamie (Council Bluffs) +0.5%
Jasper (Newton) -0.4%
Wapello (Ottumwa) -1.8%
Cerro Gordo (Mason City) -2.4%
Webster (Fort Dodge) -3.3%
Clinton (Clinton) -3.7%
Fortunately, Dubuque County showed a growth of 3.4%, achieving a population of
97,003.
The picture is just as discouraging when you look at the Estimated Population Migration from
2010 to 2016 (Attachment II). This measurement represents the number of people who have
moved to these counties vs. the number of people who have left. The State of Iowa
experienced a net inflow of only 24,643 people during this 6 -year period.
If you only consider counties that had a net positive change of at least 1,000 people, only 9
(9%) of the 99 counties met that criteria, with 4 of those in the Des Moines/Ames Corridor.
Fortunately, Dubuque County is one of those nine with a net migration increase of
1,389.
Recently, legislation was introduced in the Iowa Senate to eliminate over 3 years the
promised property tax backfill payments to cities, counties, and school districts. This would
cost the City of Dubuque $344,233 in revenues in Fiscal Year 2019, $688,465 in Fiscal 2020,
and $1,032,698 in Fiscal Year 2021 and each year beyond. This is on top of the loss
Dubuque experiences from the reduction of property taxes from apartment buildings that will
reach over $1.2 million per year by Fiscal Year 2024 and is not being backfilled by the State.
The legislation would also reduce funding for the State of Iowa Historic Tax Credit Program.
This is a significant source of financing for private developers across the state as they
renovate old buildings and repurpose them, like the projects in the Historic Millwork District
that are creating commercial and retail space and hundreds of apartments for workforce
housing.
Downtown historic redevelopment in Dubuque has added well over 2,000 permanent jobs in
buildings that had been underutilized or were deteriorating or vacant for decades. Dubuque
developers have completed 34 projects to date using the Iowa HPTC program. Just over $42
million in Iowa HPTC funding has leveraged over $142 million in private investment.
«Title» «First» «Last»
March 6, 2018
Page 4
Dubuque currently has 20 more projects in the works, with an estimated $19 million in Iowa
HPTC funding, which is expected to leverage approximately $57 million in private investment.
A 2018 report just released by the Iowa Business Council, which represents many of the
state's largest employers, should be a great cause of concern for the State of Iowa. When
compared with how Iowa ranks among all 50 states in key metrics comparing the year 2000
with 2017, it is clear that Iowa needs to do more, not less, to support economic development,
job growth, and workforce development:
Two bright spots in the analysis were:
2000 Ranking
2017 Ranking
Median Household Income
21
26
Gross State Product
29
30
8th Grade Reading Proficiency
11
17
8th Grade Math Proficiency
12
14
Education Attainment High School
9
11
Education Attachment Bachelor Degree
22
34
Gallup-Healthways Well -Being Index
7
19
Two bright spots in the analysis were:
We need healthy partners and partnerships to succeed. Locally we have that, and in the past
we have had that with the State of Iowa. The State has given Dubuque a Vision Iowa grant,
that led to over $400 million in investment in the Port of Dubuque. The State has given
Dubuque the Flood Mitigation State Sales Tax increment grant that has supported the $219
million Bee Branch project. The State has allowed cities and counties to use Tax Increment
Financing, which has led to the creation of thousands of jobs in our industrial parks and the
revitalization of downtown (with over $750 million of investment over the last 30 years), and
the Historic Millwork District. The State is now building the Southwest Arterial with the
support of the City and County of Dubuque.
Please do not listen to those that say the way to prosperity for the State of Iowa is to cut
revenues, programs and services, especially as they affect the least of our friends and
neighbors who might have fallen on hard times, or who might be dealing with the issues of
aging or who are disabled. Let's not look to states like Kansas and Oklahoma (what would
Oklahoma do without the oil and gas industry, an asset Iowa does not possess) as models for
our future. Let's look at states like Minnesota, our colder and snowier neighbor to the north,
where agriculture is important as in Iowa and who thrives in spite of their weather challenges.
At the state level, please ask your legislative colleagues to stop pursuing billion dollar tax cuts
when the State struggles to pay its bills today. Please ask your colleagues to stop looking at
ways to restrict the use of Tax Increment Financing, one of the few viable economic
development tools local governments have to create jobs and revitalize blighted areas.
Please ask them to stop looking at eliminating the Historic Tax Credit program that creates
2000 Ranking
2017 Ranking
State Public -Pension Funded Ratio
29
13
State Business Tax Climate
46
40
We need healthy partners and partnerships to succeed. Locally we have that, and in the past
we have had that with the State of Iowa. The State has given Dubuque a Vision Iowa grant,
that led to over $400 million in investment in the Port of Dubuque. The State has given
Dubuque the Flood Mitigation State Sales Tax increment grant that has supported the $219
million Bee Branch project. The State has allowed cities and counties to use Tax Increment
Financing, which has led to the creation of thousands of jobs in our industrial parks and the
revitalization of downtown (with over $750 million of investment over the last 30 years), and
the Historic Millwork District. The State is now building the Southwest Arterial with the
support of the City and County of Dubuque.
Please do not listen to those that say the way to prosperity for the State of Iowa is to cut
revenues, programs and services, especially as they affect the least of our friends and
neighbors who might have fallen on hard times, or who might be dealing with the issues of
aging or who are disabled. Let's not look to states like Kansas and Oklahoma (what would
Oklahoma do without the oil and gas industry, an asset Iowa does not possess) as models for
our future. Let's look at states like Minnesota, our colder and snowier neighbor to the north,
where agriculture is important as in Iowa and who thrives in spite of their weather challenges.
At the state level, please ask your legislative colleagues to stop pursuing billion dollar tax cuts
when the State struggles to pay its bills today. Please ask your colleagues to stop looking at
ways to restrict the use of Tax Increment Financing, one of the few viable economic
development tools local governments have to create jobs and revitalize blighted areas.
Please ask them to stop looking at eliminating the Historic Tax Credit program that creates
«Title» «First» «Last»
March 6, 2018
Page 5
incentives for private developers to renovate historic buildings. Please ask them to stop
considering going back on their promise to provide backfill payments from when the State
reduced commercial and industrial property tax revenues to cities, counties and schools.
We need the State of Iowa to focus on how we can all work together to grow this State and to
make our communities a place of choice where our children and grandchildren want to stay
and new people want to come as we deal with the biggest problem identified by business and
industry and that is the availability of a skilled workforce. We need to focus on quality of life
issues, on job creation, on job training, on our children's education and on the future. To do
that we need tools at the local level and we need healthy, engaged and active partners. Let's
work together creating strategic initiatives around mental health, daycare, quality affordable
housing, job training, workforce development, job creation and do all of this looking through
an equity lens. State of Iowa, you are our friend and we care about you. We want you and
us to have hope to achieve our dreams working together hand-in-hand.
Sincerely,
itAilvpd('
Michael C. Van Milligen
City Manager
MCVM:jh
Attachments
cc: Mayor Buol and City Council Members
Teri Goodmann, Assistant City Manager
Population by County - 2016 Estimate
Total Population
LYON
OSCEOLA DICKINSON EMMET
11,754 6,064 17,243 9,658
NUN( VD+EN 1. PALO ALTO
34,898 14,020 16,333 9.047
PLY1AD1i T11
Sioux
City
25,200
CHEROKEE BUENA VISI
11,508 20,332
IMONONA
8.898
HARRISON
14,149
FAC ANC 5175 .8
6.886
IRA •! SAC ;AL[CAN
1;6,985 9,876 9,846
CRA:':FORD CARROT 1.
16.940 20,437
x f1Ht AU'B'JN
11,800
KOSSIITH
15.114
NANN®AGO WORTH I MITCHELL HOWARD ININNERN :0LAI.LAREE
10,631 7,572 10,763 9,332
IIAN :[':K ERROGORCO
10,835 ° ,070
LOYD
15,873
CHICKASAW
12,023
20,561 13,884
FAY'_ -TIE CLAYTON
,OLOT Y,Y.19HT z0AN4IIN BUR i1 OREMER 20,054
9.487 12,779 10,170 14.791 24,798
36,769
17,590
IiA•,',K ti'.,CIIANAN 'ELAWP.RE
HAM L'ON HARDIN ;RIMY'4'vet..r o,l 17.327
15,076 17,226 12.313 132,904 20,992
IiREEN E 000AE
9,011 26,532
0
Ames
97,090
GU THE ,DALLAS POLK JAS
5.678 10,625 i 84,516 Ankeny5
474,o4 36,708
'
westFes Mir Otfle DU l..{0UT25
AC:R MADISON .SANT: N ;'AR YON 04NASK4
13,157 7.092 15,848 49,691 33.189 22,181
40,312
MILLS
90
TO00 EP A1.01.S Urdo'. ,L•:P+E
14,972 10,225 3.693 12,420 9,309
17.319
25.699
18,533 16,311
FRUI.'ONT
6,950
NE C'K_K
10,119
UND
97,00
Dubuque
IIIAL - N
19,472
22t661 20.439
:aa 55
Rapi.is cEr;AR
J0A.N (S1 18.454
146.547
172,4777
s,tty „.
MUSI.AII'5
42.94QR,
I0AS5INCTCH
22,281
,, MIP •aE r'IAPf1L0 JEFFERSON
8.647 7.870 34,982 18,090
PAGE'" TAYLOR 5150.0010 DECATUR YIA1
15,391 6,216 5,068 8.141 6,452
Percent Change in Population - 2010-2016
LYON
510'50
3.5%
0'05.00
-2.6% -2.0% -4.0'%
Ptrr.,nuTH CHEROKFE I0IFNA VISTA
-4.7% 0.4%
0.9%
505050OSE EA.IS
12.462 8.860 7,271
LC 'RA
11,142
11051
19,773 xL+a
15
ROSS VD NIYNEOAU,O 4YORTII !J501I00 i f001RO uNNCSIIIEY. '!ALtAMAKEE'.
-2.2% -0.3% -0.1% t -2.4%
-2.4% -3.13/4
-2.8% 0.00000 0551000000
051501.00
-3.3%
-4.5% -2.4%
FRANKLIN
-3.4% -4.8%
50051 015004500
-2.6 % -3.3%
15150 BRItJE5
2.2%
-0.5%
Sioux
Qty
0008007
0.6%
, 5000'IA...,
-3.7%
nA 500
-1.5% 4.6%
LHOUN
IC05-E5
1.8% .3%
ROIN
-3.8% -1.8%
GARRL:L GREENE B00NE
-1.8% 3.5% 0.9%
S.. IE ..
SHELBY � ;�7 GUTNRIE
-3.0% 3.0% 1,
West D
POTTAWATTAMIE
0.5%
Council Bluffs
?LLS MONIGOr4ERY
-0.6% -4.8%
RSHALL
-0.8%
FAYETTE C14YTON
-4.0%
PAACK DAWN RUCH*NAN
Waterloo
1.4%
0.290
TAIAA PENTON
-2.5% -1.4%
151`155501 0"04
-2.0% -0.3%
3.0%
OE0 AWARE IXi5145E
2.5%
uAN NE
3.6%
4.9% -1.0%
Cedar
. i CI INii.N
Rapds_:... _._..�...
�EOAR -3.7%
-0.2%
1 SCOTT
C 44%
MUSCATINE "D'av'enport
0.5% -...�
':uauque
105405
-1.9%
MARION 0,0154a0000
TON
2.7%
II
UN50N ARKE LUDAS N10NE05 50955-05.0
-0.9% 0.2% -2.8% -1.3% -1.8%
PAGE TAYLOR
-3.4% -1.6%
:'i4YNE
0.8%
3.3%
OA5IS
1.2%
H DUPE,
3.9% 005
MIRA
-2.2%
rGE, 1'0 NES.
-1.5%
Top Five Actual
Change by City:
1. Ankeny: 13,045
2. Des Moines:
12,039
3. West Des Moines:
7,951
4. Ames: 7,226
5. Iowa City: 6,536
Attachment I
3,134,693
Iowa Population
Estimated Population
3,693 - 10,000
110,001 -12,500
12,501 -17,500
17,501 -35,000
III 35,001 - 474,045
i Major Cities
Top Five Counties:
1. Polk: 474,045
2. Linn: 221,661
3. Scott: 172,170
4. Johnson: 146,547
5. Black Hawk: 132,904
Top Five Cities:
1. Des Moines: 215,472
2. Cedar Rapids: 131,127
3. Davenport: 102,612
4. Sioux City: 82,872
5. Iowa City: 74,398
Statewide:
+2.9%
Percent Change
+88,338
Population Change
Percent Change
-8.3%D--5.0%0
• -4.9%--1.0%
-0.9% - 1.0%
1.1%D-5.0%
-5.1%0-27.8%a
Major Cities
Top Five Actual
Change by County:
1. Polk: 43,405
2. Dallas: 18,381
3. Johnson: 15,665
4. Linn: 10,435
5. Scott: 7,250
Bottom Five
Actual Change by County:
99. Clinton: -1,807
98. Lee: -1.247
97. Webster: -1,244
96. Cerro Gordo: -1,081
95. Fayette: -826
Sources: U.S. Census Bureau, 2016 Population Estimate; LSA calculations
LSA Staff Contact: Adam Broich (515.281.8223) adam.broich@leois.iowa.gov
LS�
1..F.6181, AT 1 V1
SERVITOR AC. ENCY
til:.mrn Lc�rslrrux:
Estimated Population Migration - April 1, 2010 to July 1, 2016
LT011 Dom: -168
14
Net:. -154
SIOUX
Dom -796
Int: 381
Net: -415
PLYMOUTH
Dom: -144
IM: 121
Net: -23
OSCEOLA
Dorn -439
Int: 27
Net: -412
O'BRIE11
Dom -336
Int: 61
Net: -275
CHEROKEE
Dont -378
Int: 2
Net: -376
DICKINSON
Dom 747
Int: 37
Net: 784
CLAY
Dont -363
Int: 16
Net: -347
BUENAOISTA
Dom -1,169
Int 445
Net -724
11000BURY DA SAC
Dom -4,336 .;Dom: -39 Dora -273
Int: 1,361 Int: 4 Int: 0
Net: -2,975 Net: -35 Net: -273
MONONA
Donn 3
Int: 15
Net: 18
CRAPIFORO
Dorn -763
Int: 189
Net: -574
EM1101
Dont: -654
Int: 73
Net: -581
PALO ALTO
Dom: -306
IM: 75
Net: -231
KOSSUTH
Dom -282
Int: 24
Net: -258
POCAHOIIfAS m•ITt Z4fi
Dom: -315 Int: 4
Int: 14 Net: -242
Net: -301
WEBSTER
CPLFDUI Dorn: -1 401
Dom -109 Int: 249
Irtt: 9 Net: -1.152
Net: -100
CARROT.
Dom -511
Int: 21
Net: -490
GREEIE
Dont: -217
Int: 14
Net: -203
EUUOUSON SEEM AJOU80N GUTHRIE
Dorn -327 Darn: -182
Dorn: -617 Dont -346 Int: 5 Int: 24
Int: 0 Int: 122 Net: -322 Net: -158
Net: -617 Net: -224
PO TAPIATAIE
Dam -1 564
Mt: 2141
Net: -1,300
CASS
Dom: -522
Int: 9
Net: -513
!ILLS MONTGOMERY
Dom: -194 Dom -321
Int: 3 Int: 11
Net: -191 Net: -310
FREMONT PAGE
Dom: -368 Dont -375
Int: 11 Int: 64
Net: -357 Net: -311
AZAR
Dom: -357
Int: 0
Net: -357
1011108960
Dom: -193
Int: 0
Net: -193
HANCOCK
Dom: -390
Int: 17
Net: -373
WRIGHT
Dom: -391
Int: 46
Net: -345
HAALTON
Dom: -738
Int: 47
Net: -691
B00IE
Dont 223
Int: 0
Net: 223
PA mH
Dont 29
Int: 4
Net: 33
CERRU CORDO
Dom -1.162
Int 233
Net -929
FRNIKUN
Dorn -551
Int: 8
Net: -543
HAPDN
Dom -137
Int: 76
Net: -61
MTCIELL HOWARD
Dorn: -14
Int: 39
Net: 25
FLOYD
Dorn -403
Int: -5
Net: -408
BUTLER
Dom 8
Int: 58
Net: 66
GRIME(
Dom: -166
Int: 6
Net: -160
STORY MARSHALL
Dom: 22 Dorn: -1,598
Int: 4,836 Int: 867
Net: 4,858 Net: -731
DALLAS POLK
Dom 11,526 Dom 13,223
Int: 1,579 Int: 7,852
Net: 13,105 Net: 21,075
MADISON
Dom 14
IM: 35
Net: 49
WARREN
Dom: 2,285
Int: 207
Net: 2,492
JASPER
Dom -406
Int: 43
Net: -363
MAAI011
Dont -419
Int: 95
Net: -324
Dom: -316
Int 20
Net: -296
CHICKASAW
Dom: -354
Int: -1
Net: -355
UOIEY 82
Int: 154
Net: 236
MACK WPM
Dour -2,900
Int 1,594
Net: -1,306
TAIA
Dom -567
Int: 28
Net: -539
PO WESHEK
Dom -376
Int: 267
Net: -109
04AIASKA
Dont -637
Int: 67
Net: -570
PINIESHEK
Dont -433
Int: 20
Net: -413
FAYEITE
Dom -683
Int: 110
Net: -573
BUCHAUUI
Dom: -490
Int: 31
Net: -459
BENTON
Dont -792
Int: 47
Net: -745
1011A
Dom -119
Int: -6
Net: -125
KEOKUK
Dom -482
Int: 6
Net: -476
MANS UNION CLARKE LUCAS HONOR P/PPELLO
Dom -208 Dom: -82 Dom -109 Dom: -262 Dom -29 Dom -1,182
Int: 0 Int: 54 Int: 6 Int: 43 Int: 13 Int 436
Net: -289 Net: -28 Net: -103 Net: -219 Net: -16 Net -746
TAILOR OECAUR WAYNE PPPANOOSE MS
Dont -175 Dom -363 Dont 24 Dom -264 Dom: -244
Int: 47 Int: 48 Int: 6 Int: 14 Int: 0
Net: -128 Net: -315 Net: 30 Net: -250 Net: -244
RINGGOL0
Dom: 76
Int: 10
Net: 86
u1N
ALLAIAKEE
Dom: -618
Int: 97
Net: -521
CLAYTON
Donn -547
Int: 38
Net: -501
DELINIPAF
Dont -665
Int: 15
Net: -650
Dorn: 1.714
Int: 2,062
Net: 3,776
JOHNSON
Dont 2,818
Int: 5,863
Net: 8.481
WASHI1GT011
Dom: 150
Int: 40
Net: 190 LOu1SA
Dont -636
Int: 192
JEFFERSON 1E1CT Net: -444
Doryx -338 Dom: -520 DEs None
IM: 1,661
Net: 1,323
JONES
Attachment II
OUBIIILUE
Dom: 780
IM: 609
Net: 1,389
Dom: -249
Int: 47
Net: -202
CEDAR
Dom: -92
Ort: 35
Net: -57
AUSCAIIIE
Dorn -1 174
Int 379
Net: -795
11711 BUREII
Dom -297
Int: 1
Net: -296
Note: Top figure represents the annual inflow of domestic population; middle figure represents the annual
international inflow; and bottom figure represents the sum of the domestic and international inflow and outflow,
estimated between April 1, 2010 and July 1, 2016.
Statewide Estimated
Five -Year Change - 2010-2016:
Domestic Change: -10,683
International Change: +35,326
Net Migration Change: +24,643
Statewide Estimated
One -Year Change - 2015-2016:
Domestic Change. -3,392
International Change: +6,336
Net Migration Change: +2,944
Top States for Iowa Movers - 2015-2016
Illinois
Nebraska
Missouri
Texas
Florida
0 5,000
5,407
949 Figures at the end 01 the bar
indicate net population change
710 Moving from Iowa
Moving to Iowa
-3,163
-4,831
10,000 15,000 20,000
IM: 48 -0om: -759
Net: -472 Int, 153
Net: -606
110
Dorn: -1 169
Int: 1116
Net: -1,063
1PCKS011
Dom: -256
IM: 12
Net: -244
CLINTON
Dont -2 171
Int: 118
Nel:-1.993
SCOTT
Dorn 1,238
Int: 1,244
Net: 2,482
Net Migration
Population
Change
-2,975 - -1,000
-999--500
-499 - 0
1 - 500
501- 1,000
1,001 - 21,075
Highest Domestic Net Migration Gain -2015-2016
Illinois
Minnesota
North Carolina
Nebraska
New Jersey 518
1,275
2,304
941
5,407
fgwaa or me endof vlebar
,vdxole net pepubcrM change
Moving from Iowa
Moving to Iowa
0
5,000
10,000
15,000 20,000
Highest Domestic Net Migration Loss - 2015-2016
Florida
Teas
South Dakota
California
-1,695
-1,446
Georgia -1,257
0
5,000
-4,881
-3,163
Flgcrez al the end uf!Imbue
nd ale,e! popak lion change
Moving from Iowa
Moving to Iowa
10,000 15,8x0
20,000
Sources: U.S. Census Bureau, Estimates of the Components of Resident Population Change, LSA calculations
LSA Staff Contact: Adam Broich (515.281.8223) adam,broich a@leais.iowa.ciov
LF.C11..5 1.,A'C 1 V61
,ERVIrt*S Ac:e.N<'\'
Si YPt 11N r15r IOWA Lffl/Siii1*)
The Honorable Pam Jochum
Senate Chamber
Iowa Capitol Building
Des Moines. IA 50319
The Honorable Chuck Isenhart
House Chamber
Iowa Capitol Building
Des Moines. IA 50319
The Honorable Tod Bowman
Senate Chamber
Iowa Capitol Building
Des Moines. IA 50319
The Honorable Andy McKean
House Chamber
Iowa Capitol Building
Des Moines. IA 50319
The Honorable Abby Finkenauer
House Chamber
Iowa Capitol Building
Des Moines. IA 50319
The Honorable Shannon
Lundgren
House Chamber
Iowa Capital Buildina
https://www.desmoinesregister.com/story/news/2018/08/09/climate-change-Iowa-hotter-
temperatu res-more-frequent-intense-storms/863249002/
Iowa is getting hotter, bringing more
frequent and intense storms
Donnelle EllerUpdated 10:56 a.m. CT Aug. 9, 2018
As rainfall amounts increase, experts look for ways to keep water from destroying
homes. Des Moines Register
Alan Lamb wonders how much more he can take.
Lamb's wife died last year after battling multiple sclerosis for nearly three decades.
In June, massive flooding filled his basement with water and sewage, destroying his
Fourmile Creek home of 40 years.
Now thieves have taken some of the family's few undamaged possessions, including
a widescreen TV and his late wife's collectible Cabbage Patch dolls.
"I'm just tired," said the 62 -year-old retiree, who plans to take the city's $144,000
buyout of his home and head West. "I want to get this over with and get away from
people."
Experts call Lamb and about 80 other homeless Des Moines residents "climate
refugees" — people displaced by a catastrophic weather disaster.
Iowa is likely to see more: The state has gotten warmer over the past 30 years, and
scientists expect the years ahead will get even hotter, a shift that's likely to hit cities
with more frequent and intense rainstorms, similar to the torrential rains
that ravaged parts of the Des Moines metro in late June.
All told, about 6,100 Polk County residents reported some flood damage.
Last SlideNext Slide
"We are experiencing what the rest of the planet is experiencing.... Wet areas are
getting wetter, and dry areas are getting drier," said Jerry Schnoor, a University of
Iowa professor in civil and environmental engineering.
Iowa is 1.3 degrees Fahrenheit warmer since 1988, according to an Associated Press
analysis of weather data. Northwest Iowa has seen the greatest increase in
temperature at 1.67 degrees, and the southeast has seen the smallest at 0.8 degrees,
the data show.
Every other state warmed, too. The national annual average temperature climbed
1.6 degrees from 1988 to 2017. Alaska, Vermont and New Jersey posted the largest
gains, and Washington, Oregon and North Dakota, the smallest.
Iowa ranked 38th among U.S. states.
Warming over the Gulf of Mexico is helping feed large rain events in Iowa and the
Midwest, Schnoor said: "That's why we're prone to these great downpours like Des
Moines saw on June 30."
Climate change, combined with rapid development and increased drainage from
upstream farmland, have city, state and federal leaders scrambling to make
adjustments.
They're installing bigger pipes to carry larger amounts of stormwater; reassessing
how they build roads, bridges and levees; restoring oxbows and wetlands within
cities; and increasing the release of water from reservoirs like Saylorville Lake,
designed to prevent flooding.
Cities are even looking for flooding mitigation answers outside their metropolitan
boundaries.
Clive, for example, is asking federal agencies to assess whether development over
three decades would justify building upstream flood -control lakes, reservoirs or
wetlands.
Officials estimate the Des Moines metro could see up to 12,000 more acres of
development in the Walnut Creek watershed. It could add roughly $12 billion in
value, with development stretching west to Dallas Center and north to Grimes.
"The sheer volume of new development would create, I would expect, a measurable
downstream impact," said Doug 011endike, Clive's community development director.
The city wants to know "how much worse the damage could get from
increased flooding" in Walnut Creek.
Street flooding from Walnut Creek at the intersection of 73rd St & University
Ave in Windsor Heights, Iowa, after heavy rain Saturday, June 30,
2018. (Photo: Rodney White and Brian Powers/Th)
Rising temperatures mean more intense rains
What does a 1.3 -degree increase in temperature mean for Iowa?
"It's not a large increase in temperature, in the sense of people noticing or feeling it,"
said Schnoor, co-director of the UI's Center for Global and Regional Environmental
Research.
But it's significant because "it reflects a warming of the planet and warming of the
oceans," he said.
Importantly for Iowa, the Gulf of Mexico is warming, generating more moisture that
can be pulled into the states.
That has meant more frequent and intense rain events.
For example, six of the eight wettest years on record in Iowa have occurred since
1982.
Buy Photo
Raydar Milton, a technician with the Osage Municipal Utilities, observes the
damage to a portion of Highway 9 west of Osage on May 20, 2013 after a flash
flood washed part of a culvert away during a band of intense storms the
previous day. (Photo: Bryon Houlgrave/The Register)
Flooding has cost residents, businesses and farmers about $18 billion over nearly
three decades, a University of Iowa study has shown.
The state ranks fourth nationally in the number of floods since 1988.
The flash flood that hit Des Moines, Schnoor said, "might have occurred once in
500 years, prior to climate change ... but now, it's much more common."
Iowa's temperatures — and rain events — will likely ramp up, said Schnoor
and Gene Takle, an Iowa State University emeritus agronomy professor.
Five out of every 10 years, a five-day heat wave now averages 90 to 95 degrees in
central Iowa, Takle said. By 2050, the average will climb 7 degrees.
And once every 10 years, it will spike 13 degrees, pushing the five-day heat wave as
high as 108 degrees Fahrenheit, said Takle, who is contributing to the Fourth
National Climate Assessment, a scientific analysis of climate change, mandated by
the 1990 Global Change Research Act.
&lt;a href='#'&gt;&lt;img alt='Temperature rise in the
MidwestAccording to an analysis of NOAA data by The Associated Press '
src='https : &amp; #47; &amp; #47;public.tableau.com&amp; #47;static
&amp; #47;images&amp;#47;CI&amp;#47;Climate-Change-Iowa-
Neighbors&amp; #47;TemperatureriseintheMidwest& amp; #47;1_rss.png'
style='border: none' /&gt;&lt;/a&gt;
Having trouble seeing the map? Click here.
The Midwest is projected to see the largest increases.
"The projections for the future are quite sobering," he said, adding that the
impact will affect businesses, people and governments.
Farming, historically important in Iowa and making up about a quarter of the state
economy, could be among the industries hardest hit.
Imagine corn trying to pollinate in a 108 -degree oven, Takle said.
"It's a no-brainer. Pollination can't occur at those temperatures," he said.
"And if you raise the temperature in those hog buildings by 13 degrees Fahrenheit
in the dead of summer, no amount of additional air movement by fans is going to
cool" them.
"They'll have to look at adding air-conditioning," Takle said.
A call for cities, farmers to work together
In a forgotten wetland in Urbandale, John Swanson points to a restored oxbow that
will help hold and slow water that runs off a nearby residential development under
construction.
"Roads and rooftops don't hold water," said Swanson, a watershed management
coordinator for the Polk Soil and Water Conservation District.
The oxbow, snaking through the valley, worked to slow June's rains from rushing
downstream.
Vegetation and trees native to the Iowa prairies will remain intact as an
oxbow is built at Waterford Park in Urbandale. The park, once complete, will
also feature a playground and a bicycle trail. (Photo: Bryon Houlgrave/The
Register)
"We want to hold the water back, before it gains momentum," Swanson said.
Otherwise, "by the time the water gets to Clive, there's nothing they can do. There's
simply too much."
That's why central Iowa leaders are trying to work together, reaching out to farmers
upstream, to fight flooding, Swanson said.
Teaming up can help upstream growers add conservation practices that improve or
protect soil, or help pay to take environmentally sensitive land out of production.
"It's what makes this complicated: Clive can't do it by itself. Urbandale can't do it by
itself. And farmers can't do it by themselves. No one alone has enough money to do
it all by themselves," Swanson said.
He and his co-workers are talking with developers, farmers and other landowners
about places where more wetlands, ponds and other flood -control measures could
be built to help "keep water where it falls."
The practices also can improve water quality by cutting nitrogen, phosphorus and
bacteria levels that threaten drinking water supplies.
The storage needs are great: The Fourmile Creek watershed management plan calls
for building about 600 acre-feet of upstream storage, for example. An acre-foot is
the volume of water necessary to cover 1 acre of surface area to a depth of 1 foot.
After two large retention projects fell apart, Swanson hopes the area's first 200
acre-feet project will come together in Ankeny.
"It's a long process, putting together willing landowners," Swanson said.
It's not just large floods that drive the need: With development, storms with less
than 3 inches of rain now have a greater impact than those with close to 5
inches when the state was covered with prairie.
Streams deepen and widen with more water running through them, Swanson said.
"That's bad for the environment," he said.
"But it will impact residents, too, when houses start falling into the water. And when
their cities have to spend millions stabilizing streams."
Last SlideNext Slide
'We were lucky,' Des Moines official says
The June 30 flooding could have been worse, officials say, had the rain spigot not
shut off, and had the U.S. Corps of Engineer not cranked up its release of water from
Saylorville reservoir sooner.
"The corps has realized that the protection level of the reservoir is not as high as it
used to be, so we need to empty it out faster," said Jonathan Gano, Des Moines'
public works director.
The shift is driven by climate change, along with changes in land use — increased
development and agricultural drainage, said Dayne Magneson, Saylorville's assistant
operations project manager.
Starting about five days earlier, officials began releasing 4,000 cubic feet of water
per second more than called for in the water -release plan the corps has used for 40
years.
The water rushing through the Saylorville Dam into the Des Moines River is an
impressive sight. Des Moines Register
The corps is considering permanently changing the plan to deal with increasing
rainfall.
"We used to see 33 inches of rain a year. Now it's close to 50 inches certain years,"
he said.
Deviating from the plan "kept us from going over the spillway," Magneson said.
"We were very lucky," Gano said.
Last SlideNext Slide
'I don't think we're naive' about projected
development
Development in the Des Moines area has a big impact on flooding, said 011endike,
Clive's community development director.
"The amount of rainfall in developed spaces has had a continual impact on us," he
said, adding that Clive is about a tenth of the 83 -square -mile Walnut Creek
watershed. But it gets 92 percent of the runoff.
About 400 acres of farmland each year are turned into housing, warehouses and
strip malls within the Walnut Creek watershed.
"I don't think we're naive (enough) to think we're going to stop development,"
011endike said. "It's important for communities. It's important for Clive. But we need
to find that balance, that partnership, where development" has minimal
downstream effects.
By 2045, farmland will shrink from about half of the watershed area to a quarter,
projections show.
That's why Clive officials have asked the corps and Federal Emergency Management
Agency to analyze whether one or a series of lakes, ponds or wetlands could be built
upstream to help cut the anticipated increase in urban flooding.
Clive officials also want to know what the threat is before considering whether it
should buy out flood -prone homes or require home- and business -owners to raise
their properties.
"It's traumatic enough. We don't want to go through it more than once," 011endike
said.
In addition to spending millions of dollars to raise Des Moines' levees, Gano points
to the new culvert at 30th Street and Jefferson Avenue as an example of climate
change's impact on the city.
Des Moines had to install a pipe 4 -feet wider than initially planned "to accommodate
the larger flows of rainwater that will come from more frequent and intense
rainfalls," the public works director said.
It's part of $110 million the city is investing to replace its decades -old storm sewer
pipes, which are to blame for a large amount of damage that hit Beaverdale and
other northwest Des Moines neighborhoods.
Unable to make its way into too -small pipes, rainwater flowed between homes,
inundating basements that were often unable to withstand the pressure, collapsing
walls.
Des Moines leaders are expected to consider raising residents' storm sewer rates
over five years to cut in half the time it will take to update the aging sewer system.
"It's very hard to stand there and say, 'Help is on the way in 10 years," Gano said.
'We can't solve our problems with rain barrels'
It may seem over -simplistic, but rain barrels, bioswales and rain gardens could help
reduce flooding's devastation within the city, said Josh Mandelbaum, a Des Moines
council member.
"We can't solve our problems with rain barrels. But they can be a part of the
solution, especially if you target hot -spots, where you know there are backups or
where water flows through," Mandelbaum said.
Gano agrees, adding that June's flash flood left behind "pockets of devastation."
About 2,000 homes sit outside areas slated for major improvements.
He proposes spending up to $3 million over five years upstream and in damaged
neighborhoods to improve soil health, add rain barrels or create rain gardens to
slow rainfall.
"It's another way of retaining water," Gano said.
And the 90 -some homes the city plans to purchase for $13 million likely will be
turned into green space that can soak up flooding from Fourmile Creek.
Lamb, the longtime Fourmile Creek resident, expects many of his neighbors will
accept the city's buyout.
"They know another flood is coming. They just don't know when. And they don't
want to go through that ordeal again," said Lamb, who is living in his RV, parked in
the driveway of the condemned house.
Lamb, whose home could be purchased this week, said he will rescue pictures, his
bed, a grandfather clock and some other personal valuables from the house.
Otherwise, he's leaving behind the rest of his possessions.
"When they tear down my house, they can just haul it all away," he said.
Iowa carbon emissions
Iowa's total carbon emissions ranked 25th nationally, based on 2015 data collected
by the Associated Press that included all 50 states and the District of Columbia.
Carbon dioxide is the largest contributor of man-made greenhouse gases that trap
heat in the atmosphere.
Nationally, electric generation and transportation are the largest contributors to
carbon dioxide at 34 percent.
Experts say the carbon impact of electricity generation in Iowa might be less, given
the state's high percentage of wind generation.
Coal -powered electricity provided 45 percent of Iowa's energy last year, with wind
providing 37 percent.
Iowa's per capita carbon emissions ranked 12th, the data show.
To: City Manager Mike Van Milligen
From: Dave Lyons, Innovations Consultant
Re: Follow-up to Broadband Visualization Discussion
Date: 8/13/18
I was asked to review innovative approaches to broadband equity that were being taken across the
country that might be considered by Dubuque as part of (or in lieu of) a municipal Internet
development.
In addition to earlier options discussed, I wanted to provide a brief background on an innovative idea
that seems to be catching on. It is the use of data visualization as a strategy to improve broadband
capacity, access and equity,
In its simplest form, it is the use of tools, data and communication to identify and respond to broadband
issues. For example, here is an article that points out the use of data visualization as it relates
particularly to broadband equity https://datasmart.ash.harvard.edu/news/article/how-data-
visualization-can-help-cities-save-net-neutrality-1183
In Dubuque's case, such an approach would likely take the form of a three -layer data and analysis
strategy:
1) Helping citizens identify broadband options. This would take the form of a web -page on the
City site that provided:
> Map of general Internet availability within the community, searchable by address
> Direct links to providers identified as available to that address
> Curated "communication forum" for citizens to share information, concerns and [earnings
2) Helping citizens determine what options best fit their needs. This would take the form of a web -
link to a support page that provided:
> Description of fundamental policies and services of each provider in the community (such
as highest speed, average speed, annual down time, lowest price, net neutrality, etc)
> Independent data on key metrics, such as average speeds and downtime
> Curated "people like me ..." forum for citizens to share information and solutions
3) Helping citizens protect themselves. This would be a web -link to a set of tools that could
provide citizens free and easy access to information such as:
> Actual speed of their connection, review of outages affecting them, etc
> Comparison of their experience to overall City averages
> Curated "people like me ..." form.
Also, the data from all of these sites/tools would roll up into a City "dashboard" for review and
policy analysis by City Management and Council.
If the City were interested in this type of approach as part of its overall broadband strategy, it would
likely have most of what it needs to implement it with the exception of:
1) Some additional expert staff time needed to curate the citizen forums, support citizen use of
new tools, vet/confirm data from providers and organize/provide performance reports to City
management and Council. (This would likely be 1/4th to 1/3rd of the time of a mid-range analyst
... $20,000 to $30,000)
2) Some one-time costs for tool development/customization with ESRI (ArcGIS Online, Surevey123
and GeoEvent Manager) likely spread out as $12,500 in Q4 18, $6250 in Q2 19 and $6250 in Q3
19
3) A source of funding to respond to specific capacity, access or equity issues identified by the data
and analysis (for example, what would be needed to assure that City could respond to analysis
identifying a specific neighborhood as a "broadband desert"? )
Lastly, as far as timing I believe some if not most of this type of strategy could be in place yet this
calendar year.
Please let me know if you need any additional information on this concept.