Baseball Minor League to DbqHonorable Mayor Terry Duggan
And City Council of Dubuque, Iowa
City Hall, 50 West 13th Street
Dubuque, Iowa 52001
October 16, 2003
Re: Minor League Professional Baseball in Dubuque
Dear Mayor Duggan and City Council:
In July of 2003, members of Dubuque Initiatives were contacted by Michael Gartner,
owner of the Iowa Cubs, about the possibility of bringing minor league professional
baseball to Dubuque. Mr. Gartner also owns a Class ^ team in the Midwest League,
currently located in Battle Creek, Michigan. He and his partners are very interested in
moving that team, affiliated with the New York Yankees to Dubuque.
Dubuque Initiatives members met with Mr. Gartner to discuss the concept. The stadium
would be built in the Port of Dubuque, on property currently owned by Dubuque
Initiatives and the City of Dubuque, on or adjacent to the location of the former Petrakis
Park. As you know, minor league baseball was played there until the mid 1970s.
In order to document the feasibility of bringing back minor league professional baseball
and the construction of a new stadium, Dubuque Initiatives contracted with CSL
International, a Minnesota-based sports and convention consulting group. The study
results predict a team affiliated with Major League baseball would draw on average
between 1500 and 2500 fans per ball game. The study also identified significant
positive economic and fiscal impacts to the Dubuque area. A new stadium could create
approximately 200 full and part time jobs and generate approximately $9,000,000 in
additional spending.
Dubuque Initiatives also contracted with HOK, the amhitectural firm that designed the
Grand River Center, to provide possible layouts on the site and preliminary cost
estimates. HOK's Sports division has designed most of the new stadiums built in the
country. HOK staff Martin Dinitto confirmed that this location is perfect for a minor
league stadium. HOK's preliminary estimates confirm that the cost of the new stadium
should not exceed $15 Million.
P.O. Box 1745 · Dubuque. lA 52004-1745 · (563) 589-4393
CSL also identified various financial resources that could be used to finance a new
baseball stadium. Private and public funds are used throughout the country to finance
new stadiums. Attached you will find a recommended financing plan for a new stadium.
Dubuque Initiatives hosted three meetings with interested private citizens to test the
results of the studies, and conducted a telephone survey to test the willingness of the
citizens of Dubuque to support a referendum to assist in financing the new stadium. All
of the meetings and results of the survey were very positive. As a result, the Dubuque
Initiatives board unanimously approved the following recommendations to the City
Council:
The City Council request voter approval of a Capital Improvement Tax Levy of
33.2371 cents per thousand of assessed valuation for a pedod of twenty
years, and the proceeds of the levy be earmarked and used solely for the
proposed baseball stadium. If approved, the average homeowner will pay
approximately $16 per year ($1.33 per month) more in property taxes. After
the request is approved by the voters, the annual tax will be able to be used
to borrow approximately $6 Million for the development costs of the baseball
stadium.
The City Council make application to the State of Iowa for Vision Iowa funds
in the amount of $3,600,000 to assist in the construction of the baseball
stadium.
We are excited about the opportunity to assist in bringing minor league professional
baseball back to the city of Dubuque. This facility will provide family entertainment at an
affordable price, will build on and be supportive of the other venues in the Port of
Dubuque, and will have a tremendous impact on the revitalization of Downtown
Dubuque.
Sincerely,
Katie Krieg, President
Dubuque Initiatives
Eric
Cc: Dubuque Initiatives
Ballpark Financing
Vision Iowa
Team Lease
$175,000 a year
Naming Rights and Contributions
($270,000 a year for 10 years)
Dubuque County
Dubuque initiatives
Ice Harbor TIF
Subtotal =
City Borrowing =
Total =
$3,600,000
$2,000,000 -
$2,000,000 -
$700,000
$700,000 '
$-0-
$9,000,000
$6,OOO,0OO
$15,000,000
City Borrowing - $6,000,000
Debt Payments
Capital Improvement Levy Tax Rate -
Impact on average homeowner -
Pement increase in average homeowner property taxes -
$523,110 a year
0.332371
$15.96 a year
3.24%
MARKET~ FINANCIAL~ ECONOMIC
IMPACT AND FUNDING ANALYSIS
RELATED TO IOROFE$$1ONAL
BASEBALL IN DUBUC~UE
PRESENTED TO:
DUBUQUE INITIATIVES~ INC.
SEPTEMBER 15~ 200:3
September 15, 2003
Mr. William Baum
Dubuque Initiatives, Inc.
50 West 13th Street
Dubuque, Iowa 52001
Dear Mr. Battm:
We have completed the report of our analysis with respect to the evaluation of the market and fmancial
feasibility ora new minor league ballpark in Dubuque, Iowa. The attached report summarizes our research
and analyses, and is intended to assist Dubuque Initiatives in the planning activities associated with the
potential development of a new ballpark.
The information contained in this report is based on estimates, assumptions and other information
developed from research of the market, knowledge of the public assembly industry and other factors,
including certain information you have provided. All information provided to us by others was not audited
or verified, and was assumed to be correct. Because the procedures were limited, we express no opinion or
assurances of any kind on the achievability of any estimated information contained herein and this report
should not be relied upon for that purpose. Furthermore, there will be differences between estimated and
act'eal results. This is because events and circumstances frequently do not occur as expected, and those
differences may be material. We have no responsibility to update this report for events and circumstances
occurring after the date of this report.
We sincerely appreciate the opportunity to assist you with this project, and would be pleased to be of
further assistance in the interpretation and application of our findings.
Very truly yours,
CSL International
Table of Contents
Executive Summary
1.0 Introduction
2.0 Minor League Baseball Overview
3.0 Local and Regional Market Analysis
4.0 Demographic and Socioeconomic Analysis
5.0 Competitive Facility Analysis
6.0 Comparable Facility Analysis
7.0 Market Demand and Building Program Analysis
8.0 Financial and Economic Impact Analysis
9.0 Funding Analysis
i
1
2
4
7
12
13
21
33
46
Market and Financial Analysis of a Proposed New Minor League Ballpark
Executive Summa~
Dubuque Initiative, Inc. ("DII") retained CSL International to conduct a market, financial and economic
impact analysis mlatad to the viability of a new Class A minor league baseball franchise and stadium in
Dubuque. The following report focuses on the study methods and results of the research and analyses
conducted and is intended to assist in making informed decisions with regard to the feasibility of
professional baseball in Dubuque. As this section is only a summary of the key findings, the fall report
should be read in its entirety to ensure that all study methods, assumptions and analyses are considered.
Minor League Overview
It is assumed that a new franchise in Dubuque would play in the Class A Midwest League. The Midwest
League is one of 15 minor leagues that are affiliated with Major League Baseball. The League consists of
14 franchises located throughout the Upper Midwest. The average Midwest League market has a
population of approximately 404,000. Seating capacity among Midwest League ballparks averages
approximately 6,100, and the average Midwest League franchise drew approximately 3,700 fans per game
in 2003.
Local and Regional Market Analysis
The City of Dubuque is the county seat of Dubuque County and is located on the Mississippi River at the
intersection of the Iowa, Wisconsin and Illinois borders. While the City of Dubuque has a population of
approximately 57,300, the Dubuque metropolitan statistical area ("MSA"), defined as Dubuque County,
has a population of 88,600. Manufacturing, education and health care play significant roles in the
Dubuque-area economy. As of June 2003, the Dubuque region had an unemployment rate of 3.3 percent,
well below the national rate of 6.5 percent.
The Dubuque area offers a diverse selection of cultural, sporting and other spectator events as well as
visual and performing arts. Sporting event entertainment options in the area consist mainly of Divisinn III
collegiate athletics at Loras College, Clarke College and the University of Dubuque, as well as various high
school athletic events. Dubuque also hosts the Dubuque Thunderbirds, a franchise in the Minnesota Junior
Hockey League (MJHL).
The 5,200-seat Five Flags Center serves as the region's primary sports and entertainment facility, hosting a
variety of concerts, family shows, athletic events and other events.
Demographic and Socioeconomic Analysis
An important component in assessing the potential success of a new ballpark in Dubuque is the
demographic and socioeconomic profile of the local market. The strength of a market in terms of its ability
to draw events and spectators is measured in part by the size of the market area population and its spending
characteristics. To gain an understanding of the relative strength of the Dubuque market area, it is useful m
compare various demographic and socioeconomic characteristics among other communities supporting
similar-sized facilities.
The following exhibit summarizes the comparative statistics of Dubuque and other markets with
populations under 500,000 currently hosting recently-built Class A ballparks. Demographic variables were
analyzed for each market's MSA, as well as 25 and 50-mile radii surrounding the market.
Market and Financial Analysis of a Proposed New Minor League Ballpark i
Executive Summary
As shown, the Dubuque market ranks wall below the cor~pamble market medians in population-related
statistics such as total market population, household inventory and corporate inventory. However,
Dubuque ranks relatively high with respect to income and spending related variables such as median
household EB1 and retail sales. This could indicate that while the Dubuque market is smaller than most
Class A markets hosting new stadiums, its population could demonstrate higher spending charactgristics in
proportion to its population than other Class A markets.
It is important to note that the demographics of a market are only one of many factors used to determine the
viability of a franchise or facility within that market. It is also important to note that markets with similar
demographic characteristics are currently supporting new minor league ballparks, and that none of these
factors necessarily preclude the Dubuque market fi:om successfidly supporting a new ballpark and
franchise. However, as a market with a relatively low population, one of the largest challenges may be
maintaining an attendance level that will be sufficient to support a minor league ballpark. This may require
creative marketing efforts and active community participation.
Comparable Facility Analysis
Since 1995, 12 new Class A ballparks have been constructed. The physical and operational characteristics
of these new ballparks have bean analyzed to provide background information related to ballpark
development trends. Data utilized was accumulated from CSL's existing database, information received
from various publications, and interviews with facility management. The following chart outlines the
physical characteristics of the comparable stadittras analyzed.
Market and Financial Analysis of a Proposed New Minor League Ballpark ii
Executive Summary
As illustrated in the preceding chart, the comparable Class A ballparks analyzed have average seating
capacities of approximately 6,100 and average premium seating inventories consisting of 13 suites and 870
club seats.
Market Demand and Building Program Analysis
The primary function of a new ballpark in Dubuque will be to host a Midwest League baseball team. To
assess the ability of the proposed new ballpark in Dubuque to host other events, event types and number of
event dates at comparable facilities were analyzed. In addition, potential event organizers and promoters
were contacted to identify and evaluate the potential demand for other usage of the ballpark. Several
analyses were completed to estimate potential attendance levels for the proposed franchise. Based on these
analyses, average attendance estimates for a Midwest League team playing in a new ballpark in Dubuque
have been developed. The following exhibit summarizes the key information used in estimating attendance
at a new ballpark in Dubuque.
Exhibit ES-3
Attendance Estimate Summary
AllNew
It is estimated that a Midwest League team in Dubuque could potentially achieve attendance levels between
1,500 and 2,500 per game. These estimates are at the low end of the attendance experienced at comparable
facilities. This is due in part to the Dubuque market's low population relative to other markets supporting
Class A franchises.
Other Event Potential
The primary function of the proposed facility will be to host the home games of the proposed new Class A
franchise. While primary anchor tenants typically generate the most significant economic impact to an area
and provide the ballpark's most regular event usage, additional use of the ballpark for other events is often
a key part of the overall operations of minor league ballparks, creating an asset for the entire community.
Other events that typically occur in a minor league baseball stadium include amateur, high school, and
collegiate baseball, concerts, and other miscellaneous events. Analyzing event utilization at comparable
facilities can serve as a first step in evaluating the overall market demand for additional events at a new
ballpark in Dubuque.
Market and Financial Analysis of a Proposed New Minor League Ballpark iii
Executive Summary
Based upon the analyses presented herein, it has been assumed that a new stadium in Dubuque could
accommodate a broad range of events, q'he following exhibit summarizes an estimated number of events
and the related attendance levels during the first years of the stadium's operation. These estimates are
consistent with the average utilization of other comparable baseball facilities.
Preliminary Premium Seating Analysis
In order to assess the potential value of premium seating opportunities at a proposed new minor league
ballpark, a preliminary premium seating analysis was performed. For purposes of this analysis, a review of
existing premium seating options in.Dubuque was prepared, premium seating information from comparable
Class A ballparks built since 1995 was gathered, and a corporate penettation analysis was performed. Data
utilized was accumulated from existing databases, various publications, and interviews with facility
representatives. This analysis was prepared to assist in the evaluation of potantial premium seating for a
new ballpark in Dubuque on a comparative basis. Based on the analysis, it is estimated that a ballpark in
Dubuque could support between 5 and 15 luxmy suites and 200 to 400 club seats.
Financial and Economic Impact Analysis
This section presents an analysis of the potential operating results that could be achieved by the proposed
ballpark based on the results of the market analysis, and the economic and fiscal impacts that could be
ganemted by the operations of the franchise and ballpark. Since detailed stadium design, configuration and
cost estimates have not yet been specifically determined, the revenue and expense assumptions used in this
analysis are based on results of historical operations at newly built comparable minor league ballparks and
induslry trends. More detailed physical development planning must be completed before more precise
estimates of facility financial operating results can be prepared. Once project planning is complete,
specifically regarding the final lease structure and revenue allocations, the assumptions in this analysis
should be updated. The updated assumptions could significantly affect the analysis of future operating
results.
The presentation of estimated operating results for a Class A team and ballpark are comprised of operating
revenues, operating expenses, and estimated ballpark and franchise financial operations. Based on the
assumptions developed in this analysis, a stabilized year of estimated stadium operating results is presented
in Exhibit ES-5. The operating results are presented for three distinct scenarios. The most likely operating
results are presented as the "Base" case scenario. These results represent the estimates supported by the
market and comparable facility analysis completed as a part of this analysis. In addition to the base case,
both high and low scenarios have bean built into the model to illustrate a wider range of operating results
that may occur based on results seen in comparable markets.
Market and Financia! Analysis of a Proposed New Minor League Ballpark iv
Executive Summary
Exhibit ES-5
Ticker-s/rem $59~500 $767,500 $942,500
premium seating I J 6,800 244,600 411,400
Food and beverage 30%800 4 ] 5,500 521,300
Advertising J 50,000 250,000 350,000
Merchandise 2 I,O00 28,000 35,000
Total Operatin£ Revenue $ I,190,100 $ 1,705,600 $2,260,200
Operating £xpenses
Stadium Expenses 350,000 400,000 450,000
As shown, it is estimated that the proposed franchise playing in a new ballpark in Dubuque could result in
an annual net loss of approximately $160,000 under the low scenario or positive cash flows ranging from
approximately $156,000 to $560,000 under the base and high scenarios, respectively. It is important to
note that these revenues and expenses represent total stadium and team related expenses and do not ancoent
for any allocations of revenues between the team and the stadium owner, debt service, capital reserve
funding or other such items.
This presentation is designed to assist project representatives in assessing the financial impacts of the
proposed facility, and cannot be considered to be a presentation of expected future results. Accordingly,
the analysis of potential financial operating results may not be useful for other purposes. The assumptions
disclosed herein are not all inclusive, but are those deemed to be significant. Because events and
cimumstances frequently do not occur as expected, there will be differences between estimated and actual
results, and these differences may be material.
In addition to the above financial analysis, an economic impact analysis was completed to estimate the
economic and fiscal impacts the franchise and ballpark could have on the Dubuque area. The annual
operations of a minor league baseball team and new ballpark can provide significant benefits to an area.
Typically, and for the purposes of this report, quantifiable effects are characterized in terms of economic
impacts and fiscal impacts. Economic impacts are conveyed through measures of direct spending, total
output, personal earnings, and employment. Fiscal impacts denote changes in tax revenues. Exhibit ES-6
summarizes the economic and fiscal impacts that could be generated by the presence of a Class A franchise
and ballpark in Dubuque.
Exhibit ES-6
Summary of Economic and Fiscal Impacts
Low Base High
Direct Spending $3.917,000 :$4,955,000 $6,033,000
To~.l Output $5,871,000 $7,418,000 $9,022,000
Personal Earnings $2,259,000 $2,859,000 $3,482,000
Employment 140 170 210
Total State Tax Revenues $202,800 $248,500 $294,700
Total Local Tax Revenues $128,200 $150,700 $173,500
Market and Financial Analysis of a Proposed New Minor League Ballpark v
Executive Summary
Funding Analysis
Based on the analyses conducted during this study, several specific funding sources have been identified as
potentially viable for the construction of a new ballpark in downtown Dubuque. The following table
presents a summary of the estimated funding capacities of each of these funding sources.
Exhibit ES-7
Funding Summary
Annual Interest
Source Revenue Rate
General Obligal:ion Debt - City (1) $1,658,000
General Obligation Debt - County (I) $2,830,000
Capital Improvement Levy (2) $1, I 19,150
Hemorial Building Levy (3) $1,343,000
Admissions Tax/Surcharge (4) $140,000
Parking Revenue (5) $93,000
Naming Rights ~6) $200,000
Funding Capaclt¥
1.0x Coverage 1.5x Coverage 2.0x Coverage
6.00% $19,017,000 $12,678,000 $9,509,000
6.00% $32,460,000 $21,640,000 $16,230,000
6.00% $ [ ~837,000 $8,558,000 $6,418,000
6.00% $15,404,000 $10,269,000 $7,702,000
6.00% $ 1,606,000 $1,071,000 $803,000
6.00% $ 1,067,000 $711,000 $533,000
6.00% $1,472,000 $981,000 $736,000
As shown, several potential funding sources could be utilized alone or in conjunction with other sources to
support the construction of the proposed ballpark. The intent of this analysis has been to provide a
summary of the potential sources that could be available for ballpark construction. The decision to move
forward with the project and determine the mixture of funding sources will be made by the leaders of the
City of Dubuque.
Market and Financial Analysis ora Proposed New Minor League Ballpark vi
1.0 Introduction
1.0 Introduction
The City of Dubuque is considering the development of a new ballpark, enabling the market to potentially
attract a franchise in the Class A Midwest League. As such, Dubuque Initiatives, Inc. ("DII") retained CSL
International to conduct a market, financial and economic impact analysis related to the viability of
professional baseball in Dubuque.
The scope of the analyses completed by CSL include the following key tasks:
· Assembled and analyzed information related to the local and regional market, including
information on the local economy and other entertainment options;
· Assembled and analyzed the market demographics and facility characteristics of several
comparable minor league ballparks throughout the country;
· Analyzed the potential event mix and size of the proposed minor league ballpark utilizing a
number of research methods, including penetration ratios, interviews with event organizers, the
results of the aforementioned analyses, and various other techniques;
· Developed recommendations regarding facility size, premium seating, and other building program
related issues;
· Developed a computer based financial model based on the estimated levels of utilization and
patron spending derived from the market analysis, comparable facility analysis, and other
information pertaining to the Dubuque area;
· Assessed the potential economic and fiscal impacts that could be generated from a new minor
league baseball stadifim in Dubuque; and,
· Analyzed potential methods ofballpark construction funding.
The following report focuses on the study methods and results of the aforementioned research and analyses,
and is presented to DII in order to assist in making informed decisions with regard to the potential
development of a new minor league baseball stadium.
Market and Financial Analysis of a Proposed New Minor League Ballpark I
2.0 Minor League Baseball Overview
2.0 Minor League Baseball Overview
Baseball has been apart of America's history since the late 1800's, with minor league baseball playing a
significant role in baseball's history. Professional baseball teams have been placed in various
classifications in various systems since 1890, and in 1901, with the formation of the National Association
of Professiunal Baseball Leagues (NAPBL), the current classification system was started. The association
has since changed its name to Minor League Baseball (MLB). Over the years them have been many
variations in the classification system; the following is a brief summary of the current minor league
classification system:
· AAA - currently the highest classification of the minor leagues. It was established in 1945, and
currently consists of throe leagues (International, Pacific Coast, and Mexican),
· AA - this classification was established originally in 1912, and is currently the second tier of
minor leagues. There are currently three leagues classified as AA (Eastern, Southern, and Texas),
· A - in 1902, Class A was the highest classification for minor league teams. Under the present
structure, Class A teams are the third tier, and consists of five regular season leagues (California,
Carolina, Florida State, Midwest, and South Atlantic) as well as two short-season leagues (N.Y-
Penn and Northwest),
· Rookie - the rookie classification was established in 1963, and is currently the lowest
classification of professional baseball, consisting of two leagues made up of first year players.
· Independent - while all of the above classifications are comprised of teams that are affiliated
with major league teams, there are also several independent leagues made of teams that have no
major league affiliation, and are not members of MLB.
There are currently over 175 teams playing in the 15 affiliated minor leagues. Total attendance at MLB
games in 2002 exceeded 38 million, and attendance has grown over nine pemant since 1998. In addition,
the independent leagues have also
seen continued growth in the number
of teams and attendance. Exhibit 2-1
presents the growth in average per
game attendance levels among MLB
and several independent league teams
from I998 through 2002.
As mentioned previously, it is
expected that a new ballpark would
enable Dubuque to attract a franchise
in the Class A Midwest League. As
such, the minor league ballpark
analysis in this report will focus on
the Class A level.
3,000 -
0
1998 1999 2000 2001 2002
Midwest League Overview
The Midwest League originally formed as the Illinois State League in 1947, and has been known as the
Midwest League since 1956. The League currently consists of 14 teams located in markets throughout the
Upper Midwest. Each team plays a 140 game season beginffmg in April and ending in early September,
with three rounds of ptayoiTs held in September. Exhibit 2-2 presents an overview of currant Midwest
League teams, markets and facilities.
Market and Financial Analysis of a Proposed New Minor League Ballpark 2
2.0 Minor League Baseball Overview
As shown, the average Midwest League market has a population of approximately 404,000, ranging from a
low of 41,900 in Burlington, Iowa to a high of 1.1 million in Comstock Park, Michigan, which is located in
the Grand Rapids metropolitan area. Several new stadiums have been developed by Midwest League
markets and franchises in recent years, as eight of the league's 14 teams play in ballparks built since 1990.
In addition, John O'Donnell Stadium will be extensively renovated prior to the 2004 season, equipping the
stadium with many amenities typically found at new ballparks.
Seating capacity among Midwest League ballparks ranges from a low of 3,000 at Alliant Energy Field in
Clinton to a high of 10,700 at Fifth Third Ballpark in Comstock Park. The average stadium capacity is
approximately 6,100.
The Dayton Dragons led the League in attendance in 2003, drawing an average of 8,434 fans per game.
League wide per-game attendance averaged approximately 3,700 in 2003.
Market and Financial Analysis of a Proposed New Minor League Ballpark 3
3.0 Local and Regional Market Analysis
3.0 Local and Regional Market Analysis
~ae intent of this section is to provide background information on Dubuque's economy, employment, end
entertainment facility options. It is important to gain en understanding of these characteristics to provide
insight as to the support that could be expected from the Dubuque community for the development ora new
minor league baseball stadium. Ttfis analysis includes the following sections:
Dubuque Market Overview
· Existing Entertainment Options in Dubuque
Dubuque Market Overview
The City of Dubuque is the seat of Dubuque County, and is located on the Mississippi River at the
intersection of the Iowa, Wisconsin and Illinois borders. The City is located within 100 miles of Cedar
Rapids, Davenport and Iowa City, Iowa, as well as Madison, Wisconsin. U.S. Highway 61 serves as the
major north/south roadway through the Dubuque area, while U.S. Highway 20 is the major east/west artery.
Dubuque County has a population of approximately 88,600, of which approximately 57,300 live in the City
of Duhnque. The region's climate features cold winters with average daily highs in the 20's, and pleasant
summers with average high temperatures near 80 degrees. Total annual precipitation averages
approximately 38 inches.
Menufacturing plays a large role in Dubuque's economy, as four of the top 12' employers in the area
including John Deare Dubuque Works, the area's number one employer, are involved in durable goods
menufacturing. The second largest employer in the area is the Dubuque Community School District, with
1,600 employees in 18 schools. Health care also plays an important role in the Dubuque economy, as four
of the top 12 area employers are involved in the industry.
As of June 2003, the Dubuque region had en unemployment rate of 3.3 percent, well below the national
rate of 6.5 percent. The area's cost &living index is approximately 105, indicating the Dubuque area is a
slightly mom expensive place in which to live, compared to the overall national average.
Entertainment Options in Dubuque
The Dubuque area offers a diverse selection of entertainment, recreation and leisure amenities. Numerous
restaurants, nightclubs and other entertainment options are offered in the downtown area end throughout
the community. As Iowa's oldest city, Dubuque has meny historic buildings and churches. The
Mississippi River provides a variety of family-oriented entertainment options. Popular activities include
fishing, boating, water sports, biking, picnicking, and other associated activities. The River also offers
entertainment in the form of riverboats, which offer cruises along the Mississippi River, providing 24-hour
gaming, live entertainment, meals and other activities. Dubuque is located approximately 20 miles east of
Dyersville, IA, home of the Field of Dreams, popularized by the motion picture. The America's River
Project, set for completion in late 2003, will combine business and infruslructm'e development with a
Mississippi River Museum, a large convention/confarence center, a combination hotel/water park end the
Mississippi Riverwalk.
Market and Financial Analysis of a Proposed New Minor League Ballpark 4
3.0 Local and Regional Market Analysis
The Dubuque area also offers sporting event entertainment options, consisting prinmrily of intercollegiate
athletics. Lores College, Clarke College and the University of Dubuque each field a number of men's and
women's sports teams at the NCAA Division tlt level. In addition, Emus Bible College has men's and
women's basketball teams in the National Cl'wlstian College Athletic Association. Along with these
collegiate sports, Dubuque is the home of the Thunderbirds, a franchise in the Minnesota Junior Hockey
League (MJIIL).
The remainder of this section provides information on entertainment facilities in the Dubuque area.
Five Fla~s Center
The Five Flags Center opened in 1979 and currently serves as the primary indoor sports, entertainment
and convention venue in the Dubuque area. The Center is owned by the city of Dubuque and features
a 5,200-seat arena, 25,000 square feet of multipurpose flat floor space, 4,600 square feet of meeting
space and a 717-seat performance theater. The Center annually hosts a variety of sports events,
concerts, family shows, conventions, meetings, and a variety of other events. Exhibit 3-I summarizes
the events hosted at the Five Flags Center for fiscal years 2000 and 2001.
As shown in the Exhibit, the Center typically
hosts 170 to 180 events, with banquets,
meetings and parties accounting for the largest
source of utilization. In terms of spectator
events, the Center annually hosts
approximately 30 sporting events along with
approximately 20 concerts and other stage
shows.
Currently, the Center's arena hosts one sports
t~nant, the MJHL Dubuque Thunderbirds. The
Exhibit 3- I
Five Flags Center Event Levels
FY2000 FY 2001
Banquets / Meetings I Parties 63 55
O:her 26 40
Spordng Events 28 3 I
Public Skating 19 23
Concerto / Stage Shows 21 22
Public Shows 7 6
ConvemSons / Tradeshows 7 2
Total I ? I 179
team plays a 22 game home schedule from late September through early March. Single game ticket
prices are $6.00 for adults or $4.00 for children age 12 and under. Season tickets for adults and
children are $150 and $100, mspeetively. The Thunderbirds sold approximately 600 season tickets last
As previously noted, a new convention facility, the Grand River Center, is currently being constructed
in Dubuque as part of the America's River project. Following the completion of the new facility, the
Five Flags Center will no longer be the primary convention facility in the market, which could impact
its event mix and utilization rates.
America's River Proieet
The America's River Project is a $188 million development that will add a variety of educational,
entertainment and meeting facilities to the Dubuque area. Included in the project are the outdoor
Mississippi Riverwalk, the Grand River Center meeting facility, the National Mississippi River
Museum and Aquarium, and the Grand Harbor Resort and Waterpark. The Project is anticipated to be
completed by the end of 2003, and will likely serve to draw tourism and meeting and convention
business to Dubuque, while also offering new entertainment options to local residents.
Market and Financial Analysis ora Proposed New Minor League Ballpark 5
3.0 Local and Regional Market Analysis
Grand Opera House
The 640-seat Grand Opera House is located in downtown Dubuque and originally opened in 1890.
The theater features a variety of well-known musicals, plays and special events, and attracts more than
70,000 visitors annually. The theater is currently undergoing extensive renovation and restoration.
Summary
Within this section, an overview of the Dubuque area economy and entertainment options has been
provided. The Dubuque market offers a variety of entertainment options for residents to enjoy, including
performing arts, museums and athletic events including junior league hockey as well as high school and
collegiate athletic events.
While the Five Flags Centar provides the area with a major indoor event venue, the market currently lacks a
major outdoor sports and entertainment facility. However, the various arts, entertainment, and sports
options discussed in this section could compete with a new ballpark and minor league baseball team for the
entertainment spending of area residents and tourists.
Market and Financial Analysis of a Proposed New Minor League Ballpark 6
4.0 Demographic and Socioeconomic Analysis
4.0 Demographic and Socioeconomic Analysis
An important component in assessing the potential success of a new minor league baseball stadium in
Dabuque is the dem%oraphic and socioeconomic profile of the local market. The strength of a market in
terms of its ability to draw events and spectators is measured in part by the size of the market area
population and its spending characteristics. To gain an understanding of the relative strength of the
Dubuque market area, it is useful to compare various demographic and socioeconomic characteristics
among other communities supporting similar-sized facilities.
For purposes of this analysis, the market demographics of Dubuque and several markets with comparable
facilities have been evaluated utilizing the Metropolitan Statistical Areas (MSA's) of each market, along
with 25 and 50-mile rings around each market. Based on industry trends, these geographical areas can be
expected to comprise the proposed team's primary and secondary market base. The comparable markets
were chosen based on the presence of a Class A minor league ballpark built since 1995. Only markets with
MSA populations under 500,000 were included. The demographic variables utilized for the comparative
facility market analysis include population, household population, age stratification, median household
income, percentage of high income households, retail sales per household, and corporate inventory. All
rankings for each of the demographic characteristics discussed herein include the Dubuque market.
Population
The level of population from which a ballpark will draw can impact the events and attendance attracted to
the facility. A strong population base can be important in ensuring that games and events are consistently
well attended, particularly for a baseball franchise, which plays a relatively high number of home games
each year. Exhibit 4-1 compares Dubuque's population characteristics to those of the comparable ballpark
markets.
Exhibit 4- I
Population - Comparable Facility Markets
Area Dubuque Rank
1~lSA 88,600 12of Ig
2S-Mile Ring 146,207 13 of 13
50-Flile Ring 337,584 13 of 13
351,850 489,500 87,000
397.844 73 D560 190,945
765,689 1,875,170 362,994
As shown in the exhibit, the Dubuque MSA has a population of approximately 88,600, while the median
MSA population among comparable markets is approximately 351,900. The population within 25 and 50
miles of Dubuque is approximately 146,200 and 337,600, respectively, compared to a median of 397,800
within 25 miles and 765,700 within 50 miles of the comparable markets. Dubuque's MSA population
ranks as the second smallest among the markets analyzed, and is the smallest of the 13 markets when
comparing 25 and 50-mile populations.
Market and Financial Analysis of a Proposed New Minor League Ballpark 7
4.0 Demographic and Socioeconomic Analysis
Households
While an area's population provides an estimate of total potential usem of a facility, the number of
households typically represents an estimate of the number of purchasing units in a market. Exhibit 4-2
presents the estimated number of households in the Dubuque and comparable facility markets.
Exhibit 4-2
Households - Comparable Facility Markets
MSA
2S-Mile Ring
S0-Mile Ring
Dubuque Rank
33,800 12ofl3
55,160 13ofl3
129,759 13 of 13
Median Hi~[h Low
13~900 196,600 33,200
145,831 208,425 78,953
331,033 692,529 [56,177
The median number of households in the comparable market MSA's analyzed approximates 137,900,
compared to the Dubuque MSA's household inventory of approximately 33,800. There are approximately
55,200 households within 25 miles of Dubuque and 129,800 within 50 miles, while the median household
inventories among comparable markets are 145,800 within 25 miles and 331,000 within 50 miles. Similar
to population, Dubuque ranks 12~h among the 13 markets analyzed in terms of MSA household inventory,
and 13th in both 25 and 50-mile inventories.
Age Stratification
The age of a specific populace can impact the ovemil drawing power for spectator events. In general the 18
to 34 age group is widely regarded in the spectator events industry as the group that is most likely to attend
spectator events such as minor league baseball. This age group also exhibits higher spending patterns than
other age groups. A lower than average population concentration within these groups will not necessarily
adversely affect the number of events hosted in the given market, but could potentially affect the type of
programming that can work to maximize event potential at spectator facilities in the market. Exhibit 4-3
presents the age distribution for the Dubuque and comparable markets, ranked by the percentage of
population in the 18 to 34 age group. It should be noted that the 25 and 50-mile ring analyses compare the
15 to 34 age group rather than the 18 to 34 range.
Exhibit 4-3
Percent of Population Age 18-34 - Comparable Facility Iqarkets
Area ] Dubuque Rank
MSA I 22.0% I 0 of 13
2S-Mile Ring 27.7% 8 of [ 3
50-Mile Ring 25.6% 12 of 13
Hedian High Low
23.6% 29.5% 20.2%
28.4% 33.4% 25.6%
28.0% 30.2% 25.0%
Market and Financial Analysis of a Proposed New Minor League Ballpark 8
4.0 Demographic and Socioeconomic Analysis
The median percent of the population aged 18 to 34 in the comparable MSA's analyzed approximates 23.6
percent. Dubuque ranks 10~h among the 13 markets analyzed with 22.0 percent of its population between
the ages of 18 and 34. Approximately 27.7 percent of the population within 25 miles of Dubuque is
between the ages of 15 and 34, while 25.6 percent of the population within 50 miles falls within that range.
The median percentage of the population between 15 and 34 within 25 miles of the comparable facility
markets is approximately 28.4 percent, compared to a median of 28.0 pement within 50 miles. Dubuque
ranks 8t~ and 12t~ among the 13 markets analyzed in terms of percentage of the population between 15 and
34 within 25 and 50 miles, respectively.
Effective Buying Income
Effective buying income (EBI), also known as disposable or after-tax income, is defined as personal
income less personal tax and certain non-tax payments. This statistical figure is important when estimating
consumers' propensity to spend personal income on entertairanent. Exhibit 44 presents the median EBI of
households in comparable facility markets.
Exhibit 4-4
Median Household EBI - Comparable Facility Plarkets
IqS&
gS~Flile Ring
50-Iqile Ring
Dubuque
$35,700
43,574
41,796
Rank Median High
8 of 13 $36,000 $42,40~
4of13 42,741 49,175
8 of 13 42,670 56,349
Low
$33,800
35,631
32,023
The median household EBI for households th the comparable market MSA's analyzed is approximately
$36,000, compared to approximately $42,700 within 25 and 50 miles. The Dubuque MSA's median
household EBI of $35,700 ranks 8th among the markets analyzed. Dubuque ranks 4th in terms of median
household EBI within 25 miles and 8~b when comparing 50-mile rings.
Exhibit 4-5 summarizes the percentage of households with an annual EBI of $50,000 or more in the
comparable facility markets analyzed. A larger percentage of households in a market with an income over
$50,000 can indicate a relatively strong ability to purchase tickets and prenimm seating in a new facility.
Because household EBI stratification information was not available for 25 and 50-mile rings, only MSA's
have been utilized in this comparison.
Exhibit 4-5
Percent of Households with $50,000+ EBI - Comparable Facility Markets
Area
IqSA
Dubuque Rank
28.8% 10ofl3
Median High Low
g0~% 39~% 2&2%
As shown, approximately 28.8 percent of the Dubuque market's households have an annual EBI of $50,000
or more. This pementage is lower than the median pomentage of high income households among the
markets analyzed, ranking I 0~ among the 13 comparable markets.
Market and Financial Analysis of a Proposed New Minor League Ballpark 9
4.0 Demographic and Socioeconomic Analysis
Retail Sales
Retail sales can also suggest the strength of an area's economy. Exhibit 4-6 presents a surmnary of retail
sales per household for the comparable ballpark MSA's.
Exhibit 4-6
Annual Retail Sales Per Household - Comparable Facility Markets
MSA
Dubuque Rank Median High Low
$38,000 4 of 13 $35,000 $45,100 $26,200
As shown, the Dubuque market's annual retail sales of $38,000 per household rank 4th among the
comparable facility markets analyzed. This could indicate that Dubuque-area residents have relatively high
levels of disposable income, which could have a positive effect their propensity to spend money on leisure
activities such as minor league baseball.
Corporate Inventory per Market
A comparison of the corporate base of each comparable facility market has been developed based on data
supplied by Dun & Bradstreet. Dun & Bradstreet's database of corporations is updated on an ongoing basis
through a variety of techniques, including approximately 17 million interviews conducted annually and the
review of local and federal governmental records. The corporate inventory in a market can serve as an
indicator of potential support for a new facility through premium seating and sponsorship sales.
Exhibit 4-7 summarizes the corporate inventories of the comparable ballpark markets analyzed. The
corporate inventory is defined as the number of corporate headquarters with at least 25 employees and
annual revenues exceeding $5 million and the number of corporate branches with at least 25 employees.
Exhibit
Corporate Inventory - Comparable Facility Markets
Area
MSA
Dubuque Rank
193 II ofl3
Median High Low
611 950 144
Dubuque's corporate inventory of 193 headquarters and branches ranks 11~ among the comparable facility
markets analyzed.
Market and Financial Analysis of a Proposed New Minor League Ballpark I 0
4.0 Demographic and Socioeconomic Analysis
Exhibit 4-8 summarizes the comparative statistics of Dubuque and the comparable facility markets
reviewed for purposes of this analysis.
Exhibit 4-8
As shown, the Dubuque market ranks well below the comparable market medians in population-related
statistics such as total market population, household inventory and corporate inventory. However,
Dubuque ranks relatively high in income and spending related variables such as median household EBI and
retail sales. This could indicate that while the Dubuque market is smaller than most Class A markets
supporting new stadiums, its population could demonstrate higher spending characteristics in proportion to
its population than other Class A markets.
While the Dubuque market ranks below the median in the population characteristics discussed herein, it is
important to note that the demographics of a market are only one of many factors used to determine the
viability ora franchise or facility within that market. It is also important to note that markets with similar
demographic characteristics are currently supporting new minor league ballparks, and that none of these
factors necessarily precludes the Dubuque market from successfully supporting a new ballpark and
franchise. However, as a market with a relatively low population, one of the largest challenges may be
maintaining an attendance level that will be sufficient to support a minor league ballpark. This may require
creative marketing efforts and active community participation.
Market and Financial Analysis of a Proposed New Minor League Ballpark I I
5.0 Competitive Facility Analysis
5.0 Competitive Facility Analysis
A new minor league ballpark would likely have minimal direct competition from facilities outside of the
Dubuque market as a majority of the events held at the proposed facility would be local. However, the new
stadium and team may face competition for fans from outlying areas from minor league baseball franchises
located in regional cities such as Cedar Rapids, Clinton, Quad Cities, Madison, Rockford and Beloit, all of
which are located within 100 miles of Dubuque.
The proposed ballpark may face competition for local high school, amateur, and college baseball utilization
from local collegiate and high school baseball facilities. While a professional facility will likely offer
amenities not found at other area fields, organizations seeking an inexpensive field on which to play may
be more likely to rent a smaller collegiate or high school facility. However, the novelty of playing in a
modem professional stadium could help the market attract tournament and other amateur baseball games,
with the new ballpark as the centerpiece.
In addition to these soumes of competition, athletic and spectator events held at the Five Flags Center end
various smaller performing arts facilities in the region may compete with the new ballpark and team in
capturing the entertainment spending dollars of area residents.
Market and Financial Analysis of a Proposed New Minor League Ballpark 12
6.0 Comparable Facility Analysis
6.0 Comparable Facility Analysis
In this chapter, the physical and operational characteristics of 12 Class A minor league ballparks built since
1995 were analyzed. The facilities were chosen because their market and facility characteristics are similar
to those ora potential new ballpark in Dubuque. Data utilized in this section was accumulated from CSL's
existing database, information received from various publications, and interviews with facility
management.
This comparative aradysis was prepared to gain a programmatic perspective from which to evaluate the
potential operational performance and event levels of the proposed Dubuque ballPark relative to similar
Class A facilities. The review of comparable faeilitieg includes the following sections:
· Physical/Operational Characteristics
· Premium Seating
Physical/Operational Characteristics
Exhibit 6-1 presents tenant, location, year built, seating capacity, average attendance, average ticket prices,
and league of the recently built ballparks reviewed as a part of this analysis.
John O'Donnelt Stadium - Davenport, Iowa
Originally built in I932, John O'Donnell Stadium will be
extensively renovated prior to the 2004 season, bringing the
facility up to the standards of modem ballparks and
increasing total capacity from 5,200 to 6,500. The Stadium
is home to the Quad City River Bandits of the Midwest
League, as well as the majority of home baseball games of
Augustana College and St. Ambrose University. The City
of Davenport owns the facility, with the River Bandits
responsible for stadium operations.
While the ballpark has not incorporated any premium seating in the past, the renovations will add 20 suites
and 300 club seats. Each suite will have 12 fixed seats and will be available on three, four or five-year
leases with an annual price of $20,000, which will include 12 tickets to each River Bandits home game.
Market and Financial Analysis of a Proposed New Minor League Ballpark 13
6.0 Comparable Facility Analysis
Club seats will also be sold on three to five-year contracts with an annual price of $795. All club seat
holders and suite guests will have access to a club lounge located within the stadium.
In addition to River Bandits and local college games, the Stadium hosts a variety of events, including
occasional concerts, sev~raI youth baseball tournaments and other miscellaneous events. River Bandits
management indicated that they anticipate hosting additional, higher quality events such as higher impact
concerts and professional soccer exhibitions as a result of the improvements being made to the stadium. In
addition, two banquet rooms with capacities of 75 and 200, respectively, will add variety to the types of
events the team can host at the ballpark.
State Mutual Stadium- Rome, Geomia
State Mutual Stadium opened in 2003 and serves as the
home of the Rome Braves, a South Atlantic League
team that relocated from Macon prior to the 2003
season. The 5,000-seat ballpark was built at a cost of
$15 million and is owned by the City of Rome and
Floyd County and operated by the Braves. The
ballpark incorporates premium seating in the form of
14 private suites and 1,500 club seats. Of the I4 suites,
13 are leased on five year con~'acts with an average
annual price of $20,000, which includes 14 tickets to all
Braves home games. Club seats are sold on three-year contracts at a cost of $650 per year end include
access to a private in-stadium restaurant on game days. Because the stadium opened just prior to the 2003
season, the number of non-Braves events held at the ballpark has been limited. However, team
management indicated that they plan to pursue concerts and other outside events in future years. There is a
$2.00 per car parking charge for Braves games.
Veterans Memorial Stadium- Cedar Rapids, Iowa
The 5,300-seat Veterans Memorial Stadium opened in
2002 and serves as the home of the Cedar Rapids Kernels
of the Midwest League. The city-owned ballpark was
built at a cost of $13.7 million with funding derived from
a variety of soumes including a state grant, a Hail Perrine
Foundation grant, team contributions, and city-issued
bonds backed by a 30-cent Veterans Memorial Levy and
long term team rental payments. The Stadium
incorporates 12 suites, nine of which are leased on three-year contracts with an annual price of $20,000.
Two suites are available for single game mntats at a cost of $500. The remaining suite is reserved for the
team owner. Ail suite purchases include 20 game tickets. Annual suite lease holders also receive three
parking passes and have year-round access to their suite. Non-tenant events held at the ballpark last year
included two concerts, 10 amateur baseball games, and 10 high school baseball games. Rental fees vary on
an event-by-event basis. There is no charge for parking at Kemals games.
Market and Financial Analysis ora Proposed New Minor League Ballpark 14
6.0 Comparable Facility Analysis
O'Brien Field - Peoria, Illinois
O'Brien Field opened 2002 and has a total grandstand seating
capacity of 6,500 plus a 1,000-person lawn seating area, for a
total capacity of 7,500. Located in downtown Peoria, the
facility's anchor tenant is the Peoria Chiefs of the Midwest
League. Bmdhiy University's baseball team also plays its
home games at the ballpark. Tl~e stadium's total construction
cost of $18 million was entirely privately funded. However,
the City of Peoria paid for $7 million in infi.astrucmre
improvements. The facility is privately owned and operated
and incorporates 20 private suites, 18 of which are sold on throe-year contracts at a cost of $20,000 per
year. The remaining two suites are sold on a per-game basis at a price of $500. Suite prices include 12
tickets. In addition to 70 Chiefs games and 17 Bradley University baseball games, the facility annually
hosts two concerts, five amateur and five high school baseball games, and three miscellaneous events. No
rental rote structure is in place, with rent vatting from event to event. A parking charge of $4.00 per car is
charged at Chiefs games.
Applebee's Park- Lexington, KY
The home of the South Atlantic League Lexington Legends,
Applebee's Park opened in 2001. The Park has a capacity of
6,561, including 500 bleacher seats and 1,000 grass berm seats.
The facility was built at a cost of $17 million, including land
and soft cost% and was 100 percent privately financed. The
ballpark incorporates 26 suites, all of which are currently
leased on three-year contracts with annual prices ranging fi.om
$25,000 to $35,000, depending on location. The price includes
22 tickets to all home Legends games and entitles the suiteholder to use the suite year-round. Suite
amenities include climate conh-ol, wet bar, private restrooms, and optional catering. In addition to suites,
the Park offers 796 club seats priced at $923 to $1,065 per season. Club seat holders receive In-seat walt
service and Maker's Mark Club membership. Facility management aggressively pursues non-tenant events
to generate additional stadium revenue. In a typical year, the Park has hosted six concerts, 10 amateur
baseball games, 20 high school baseball games, and up to 50 other events, including festivals, campouts,
car shows, and a wide variety of other events. While rental rates for coneer[s vary on a case-by-case basis,
the rote for field use is $2,500 for up to three hours or $3,500 for three to eight hours. A $3.00 parking
charge is assessed at the ballpark.
Coastal Federal Field - Myrtle Beach, South Carolina
Constructed in 1999, Coastal Federal Field has a seating capacity of
approximately 6,000, including 4,324 fixed seats. The facility is home
to the Class A Myrtle Beach Pelicans of the Carolina League and is
owned by the City of Myrtle Beach and operated by the team. The
ballpark incorpomtas nine private suites. Six suites are leased on an
annual basis for $25,000 per year or a three-year contract at a cost of
$20,000 per year. The suite cost includes 16 tickets, four parking
Market and Financial Analysis of a Proposed New Minor League l~allpark 15
6.0 Comparable Facility Analysis
passes, and amenities such as air conditioning, cable television, wet bar, and available catering. The
remaining three suites are sold on a single game basis for $340. ' In addition to Pelicans home games, the
facility hosts approximately 36 other events annually, including two high school and two college baseball
games, 16 other amateur baseball games, and 16 other events such as charity softball games, campouts,
company picnics, and other such events. Rental rotes vary depending on which portions of the stadium are
utilized and whether the renting group is a for-profit or non-profit group. The daily rental rate for the entire
stadium ranges from $800 for government and school use to $4,000 for commercial use.
John Thurman Field - Modesto, California
John Thurman Field was extensively renovated in 1997 to bring
it up to California League code, allowing the ballpark to become
the home of the Modesto A's franchise. The $5.1 million
renovation of the city-owned facility was fimded through city-
issued revenue bonds, an allocation from the city's capital
improvement fund, and a contribution from team ownership.
The facility incorporates two private suites. The Sacramento
Bee newspaper was given ownership of one suite in remm for
the Bee's contribution to a press box level renovation. The
second suite is leased for 35 games a year to a local car dealership. The team leases the suite on a single-
game basis for the remaining 35 home games. The price for a single game suite rental is $250, which
includes 12 tickets, snacks and beverages, promotional items, and game programs. While the ballpark does
not incorporate any club seats, all season and weekend ticket package holders receive MVP Club
membership, with benefits such as memhandise discounts, invitations to special team events, and other
such baneftts. In addition to A's games, the facility annually hosts approximately four concerts and five
other events. The rental rote for concerts is determined on a case-by-case basis, and can vary depending on
whether the concert is booked through the city or the team. The city charges a rental rate of $1,000 for
non-profit baseball games, but few if any local organizations have been willing to pay that rote, resulting in
very few such rentals since the facility opened. The parking rate at lots surrounding the stadium is $3.00
for A's games.
Oldsmobile Park - Lansing, Michigan
Oldsmobile Park was constructed in 1996 in downtown Lansing
and has a seating capacity of approximately 10,000 including
%000 19-andstand seats and a grass berm area with a capacity of
1,000. The facility's anchor tenant is the Class A Lansing Luguuts
of the Midwest League. The facility incorporates 26 private suites,
of which four are leased on a per game basis for $500 per game
and two are retained by the City and team. The remaining 20 are
suites leased for a three-year term and are priced at $16,500 per
year. In addition to suites, the facility incorporates 900 executive
club seats priced at $630 annually. The Park has a 40-person capacity bar and ~ill that is accessible only
by club seat holders. In addition to the Lugnuts' home games, the facility hosts approximately 40 other
events annually, including four Michigan State University baseball games, three high school baseball
games, five concerts, and 28 other events such es winter ice-skating events, a Park ARer Dark movie series,
and an annual Halloween event. Facility management indicated that the rental rates for these outside events
Market and Financial Analysis of a Proposed New Minor League Ballpark 16
6.0 Comparable Facility Analysis
are $2,000 per day for the use of the field and $1,000 for the use of the concourse. The facility is owned by
the City of Lansing and opemtod by the team for Luguuts' games only. The City is responsible for all other
events held at the park. Parking is shared with the nearby Lansing Center convention facility, with parking
rates ranging from $3.00 to $3.50.
Salem Memorial Baseball Stadium - Salem, Virginia
Salem Memorial Baseball Stadium opened in 1995 and serves
as the home of the Carolina League Salem Avalanche. The
6,300-seat facility is owned by the City of Salem and operated
by the Avalanche. The $11.0 million Stadium was funded
through City-issued general obligation bonds and City capital
reserve funds. Premium seating offerings at the Stadium
include 10 skyboxas and two spectator decks. The skyboxes
are leased on an annual basis with prices of $7,000 for an
eight-seat box or $I0,000 for a 12-seat box. Suite amenities
include parking passes, wait service, refrigerator, wet bar, and the option of pre-ordering food. The open-
air spectator decks each include 24 seats and are sold at a price of $10.00 per seat per event. In addition to
Avalanche games, the Stadium hosts approximately 20 events par year, including the six-day Atlantic
Coast Conference baseball tournament and other assorted collegiate, high school, and amateur games.
Field rental rates range from $150 for Legion and high school games to $700 for large college games. The
Stadium shares a common parking lot with an adjacent football stadium and civic center. There is no
charge for parking at Avalanche games.
Fox Cities Stadium - Appleton, Wisconsion
The Wisconsin Timber Rattlers of the Midwest League play their home
games in Fox Cities Stadium, a 5,500-seat facility that opened in 1995.
The $5 million Stadium was privately funded by two investors who
formed the Fox Cities Amateur Sports Authority to operate the facility.
The facility includes three suites. One suite is leased on a three-year
basis at a cost of $13,300. The team indicated that because the
suitaholder is also a team sponsor, a discounted rate was given. A
second suite is shared by two companies, each of which pay $8,750 for
use of the suite for half of the Timber Rattler's home games. The third suite is sold on a single-game basis
at a price of $250 per game. Suite purchases include 10 tickets and in-suite wait service. The facility hosts
the three-day Wisconsin Interscholastic Athletic Association baseball tournament and the six-day NCAA
Division Ili World Series each year. In total, the ballpark hosts approximately I3 days of non-tenant events
per year including one concert, three days of high school baseball games, seven days of collegiate games
and practices, and two other events. The rental rote for major events such as concerts is $10,000 plus $1.00
per ticket. A $3.00 parking charge is assessed at Timber Rattler games.
Market and Financial Analysis of a Proposed New Minor League Ballpark 17
6.0 Comparable Facility Analysis
Lake Olmstead Stadium - Augusta, Georgia
Lake Olmstead Stadium opened in 1995 and has a seating capacity
of 4,330. The facility is home to the Class A Augusta
G-reenjackets of the South Atlantic League and is located four
miles from downtown Augusta. The facility is owned by the
Richmond Stadium Authority and operated by the Greenjackets. It
does not offer any premium seating. In addition to G-reenjacke~s
home games, Lake Olmstead Stadium hosts approximately 15
other events on an annual basis, including four concerts, four high
school baseball games, two college baseball games, 2 other
amateur baseball games, and three other events. Rental rates for
outside events are negotiated case by case, and are dependent on the type of evant. There is no charge for
parking at the ballpark.
Perdue Stadium - Salisbury, Maryland
The 6,500-sest home of the South Atlantic League Delmarva
Shurebirds opened in 1995. The $10.0 million facility is owned by
Wicomico County and operated by the Shorebirds. Premium
seating options at Perdue Stadium include six suites. Four mites
are leased on three to five-year contracts at an annual price of
$20,000. Two suites are sold on a per-game basis at a price of
$500 without food or $950 with food. All suite prices include 25
tickets and VIP parking passes. The facility has historically hosted
15 to 25 non-tenant events per year, including three concerts and
several high school, collegiate, and amateur baseball games. In
addition to these events, the Stadium's suite and restaurant area hosts approximately 150 banquets and
other events per year. The facility's rental rotes vary depending on the event's requirements and whether
the event is booked through the team or the county. There is no charge for parking at Shorebirds games.
Premium Seating
Key revenue generating vehicles in many minor league facilities, especially those built in recent years,
include various premium seating offerings. Typically, premium seating in recently-built stadiums will
consist of private suites and other upseale box or club seating areas. In order to increase the revenue
potential geaemted from minor league ballparks, new or renovated facilities are incorporating premium
seating offerings, which meet the increasing demand for these types of opportunities from both
corporations and individuals within a particular marketplace.
Following this trend, the majority of minor league baseball stadiums built since 1995 have included private
suites as part of their building program. Exhibit 6-2 presents an overview of the inventory of annually
leased private suites in each of the comparable ballparks reviewed. It should be noted that the averages
shown in the exhibit exclude facilities that do not incorporate any suites.
Market and Financial Analysis of a Proposed New Minor League Ballpark 18
6.0 Comparable Facility Analysis
Exhibit 6-2
Annually-Leased private Suites in Comparable Ballparks
Average:
13 Suites
I0 IS 20 2S 30
As shown, the average suite inventory among the comparable facilities analyzed is approximately 12.8,
excluding the two facilities with no suites. Suite inventories range from a Iow of zero at Lake Olmstead
Stadium and John Thurman Field to a high of 26 at Applebee's Park.
In addition to private suites, the growth in sports facility development has created a revenue-generating
amenity referred to as club seating. Club seats are defined as seats that have some of the same amenities as
private suites with the exception that they are located in the grandstands as with general seating. Club seats
also differ from regular seats in that they are typically wider, padded with better upholstery, end provide
more legroom. Traditional club seating is not often incorporated in Class A stadiums. However, four of
die stadiums reviewed as part of this analysis incorporated an area of upscale seating that offered some of
the same amenities as club seats, such as VIP parking, and individual theater-style seating in premier
locations within the ballpark. A summary of the various premium seating options at comparable facilities
is presented in Exhibit 6-3.
Market and Financial Analysis of a Proposed New Minor League Ballpark 19
6.0 Comparable Facility Analysis
As shown in the exhibit, annual suite prices ranged from a low of $7,600 at Salem Baseball Stadium to a
high of $25,400 at Applebee's Park. As a more direct comparison, the annual suite cost relative to the
number of seats was evaluated. When calculating the annual cost per suite seat, the prices range from a low
of $800 per seat annually at Perdue Stadium to a high of $1,667 per seat annually at O'Brian Field and John
O'Donnell Stadium. The comparable facility suites have an average annual price of $19,500. Just four of
the Class A facilities analyzed incorporates any type of club seating.
Summary
Within this section, a review of physical and operational characteristics of several Class A minor league
ballparks built since 1995 was performed. This information is helpful in identifying general trends
associated with these types of facilities, and can be useful in subsequent facility and event program
planning.
The average stadium capacity among the ballparks analyzed approximates 6,100, with an average suite
inventory of 13. The average suite price among the comparable facilities is $19,500. Four of the facilities
analyzed incorporate club seating, with an average annual price of approximately $730.
Market and Financial Analysis of a Proposed New Minor League Ballpark 20
7.0 Market Demand and Building Program Analysis
7.0 Market Demand and Building Program Analysis
The purpose of this section is to estimate potential event levels and attendance at a new minor league
ballpark in Dubuque, and to assist in planning the physical characteristics and amenities that should be
incorporated into the building plans.
The primary function of a new ballpark in Dubuque will be to host a minor league baseball team, likely in
the Class A Midwest League. As such, the estimated building program design is based on the requirements
of a Class A facility. To assess the ability of the proposed new ballpark in Dubuque to host other events, a
summary of selected comparable facilities' event types and number of event dates were analyzed. Several
methods were used in estimating the potential attendance for a Cla~s A team in Dubuque. This chapter has
been divided into the following four primary sections:
· Attendance Analysis
· Other Event Potential
,, Ballpark Capacity Analysis
· Preliminary Premium Seating Analysis
Attendance Analysis
In order to assess the potential attendance levels that a team playing at a new ballpark in Dubuque could
achieve, various analyses related to attendance levels experienced at other Class A ballparks around the
country have been conducted.
Historical Class A Attendance Analysis
Exhibit 7-1 summarizes average per-game attendance for franchises in Class A leagues from 1999 to 2003.
For comparison purposes, in addition to the overall averages, a second average showing attendance at
ballparks built since 1990 has been included. It should be noted that the Florida State League has been
excluded from this analysis as facilities in this league are geared more towards spring training games and
may not be considered comparable.
Market and Financial Analysis of a Proposed New Minor League Ballpark 21
7.0 Market Demand and Building Program Analysis
Exhibit 7-1
Class A Attendance Summary
Avera~:e Attendance Per Giame
League 2003 2002 2001 2000 1999
Midwest
Overall Average 3,661 3,577 3,148 3,291 2,688
New Ballpark Average 4,706 4,701 4,780 5,012 4,309
Carolina
Overall Average 2,876 2,959 3,0~4 2,972 3,088
New Ballpark Average 3,781 3,818 3,989 4,027 3,985
South Adandc
Overall Average 2,998 2,683 2,727 2,2]2 2,213
New Ballpark Average 3,776 3,633 3,771 3,013 3,016
California
Overall A~erage 2,305 2,334 2,148 2,269 2,421
New Ballpark Average 2,891 2,963 2,701 2,902 3,059
Class A Total
Overall Average 3,080 2,922 2,880 2,776 2,650
New Ballpark Average 3,882 3,867 3,948 3,915 3,713
As shown in the exhibit, over the past five season, Class A franchises have drawn an average attendance of
approximately 2,900 fans per game. The Midwest League has drawn approximately 3,300 fans per game
over that time period, the highest attendance level among the four Class A league analyzed. The positive
impact ora new ballpark on attendance levels has been significant in each of the four leagues. Franchises
playing in new ballparks have drawn attendance levels approximately 35 pement higher than the ovemlI
average.
Market Penetration
The purpose of this section is to utilize a market penetration analysis as an additional method to evaluate
the potential average attendance levels ora Class A team playing in a new ballpark in Dubuque. A market
penetration analysis is an important tool that compares relative attendance levels of teams to the market's
population. Utilizing an average ratio of total attendance to populmion among other markets with relatively
new Class A facilities is one method of developing estimates of the annual attendance of a franchise in
Dubuque.
The peneh'ation analysis was conducted using the MSA population for the comparable facility markets
discussed in Section 6.0 of this report and the five-year average annual attendance experienced by each
respective market's franchise. Exhibit 7-2 presents the results of the penetration analysis. It should be
noted that Davenport has not been included in the penetration analysis, as the John O'Donnell renovation
project has not yet been completed.
Market and Financial Analysis of a Proposed New Minor League Ballpark 22
7.0 Market Demand and Building Program AnalYsis
Exhibit 7-2
Penetration AnaJysls
S-Year Ratio of
lISA Average Attendance to
Class]Market Population Attendance Population
Salisbury, MD 87,000 3,975 4.57%
Mymle Beach, SC 20~,300 3,268 1.58%
Cedar Rapids, IA 194,300 2,706 1.39%
Lansing~ MI 448,900 6,258 1,39%
Lexington, KY 489,500 ' 6,0 [ 0 1.23%
Peoria. IL 346, I O0 3,629 1.08%
Appleton, WI 364,400 3,243 0.89%
Augus:~ GA 486,800 2,169 0.45%
Average - All
Average - Under 400,000
310,500 3,700 1.69%I
218,400 3,400 2.18%
88,600 1,9001
88,600
Ese-Dubuque. All
Est. Dubuque, Under 400,000
If a new franchise in Dubuque were able to achieve the average penetration ratio of the selected Class A
teams playing in new ballparks in markets of similar population, the franchise's average attendance would
approximate 1,500 per game. Because the higher population of relatively large markets tends to skew their
penetration ratios downward, a second penetration was calculated based only on the seven markets with
populations under 400,000. Based on these markets, a franchise in Dubuque could draw approximately
1,900 fans per game if it were able to achieve a similar penetration ratio.
It is important m note that this estimate is derived solely from a comparative analysis of the attendance and
population in each market. Further, while the market penetration analysis is useful in gaining an
understanding of the ovemll status of comparable facilities in terms of attendance, it does have limitations
if used by itself to evaluate potential event demand in a particular community as it assumes that team
management is focusing all efforts on the marketing of each facility within the specified area.
New Dubuque Ballpark Estiraated Attendance
Based on the analyses performed herein, average attendance estimates for a Class A team playing in a new
ballpark in Dubuque have been developed. A number of measures were considered to estimate the
potential average attendance for a potential Dubuque franchise including overall five-year average
attendance and new ballpark attendance at Class A ballparks and the average penetration ratio achieved by
comparable markets. Exhibit 7-3 summarizes the key information used in estimating attendance at a new
ballpark in Dubuque.
Market and Financial Analysis of a Proposed New Minor League Ballpark 23
7.0 Market Demand and Building Program Analysis
Exhibit 7.3
Attendance Estimate Summary
Based on the analyses performed, it is estimated that a Class A franchise playing at a new ballpark in
Dubuque could achieve average attendanae of approximately 2,000 fans per game. This average
attendance would result in total attendance of approximately 140,000 over a 70 home game season. The
remainder of this report will assume attendance of 2,000 per game as the "Base" scenario. In addition, a
"Low" scenario assuming an average attendance of 1,500 and a "High" scenario assuming attendance of
2,500 per game have been developed to demonstrate the effect an increase or decrease in attendance from
the Base scenario could have on the ballpark's viability.
Other Event Potential
In this section, quantified estimates of the potential marke~ for other events at the proposed ballpark are
presented. The primary function of the proposed facility will be to host the home ganges of a new or
relocated Midwest League team. Other events that typically occur in a minor league baseball stadium
include amateur, high school, and collegiate baseball, concerts, and other miscellaneous events.
Analyzing event utilization at comparable facilities can serve as a first step in evaluating the overall market
demand for additional events at a new ballpark in Dubuque: While primary anchor tenants typically
ganemte the most significant economic impact to an area and provide the ballpark's most regnlar event
usage, additional use of the ballpark for other events is often a key part of the overall operations of minor
league ballparks, creating an asset for the entire community.
The types and number of events held at minor league ballparks can vary significantly depending on the
facility's market focus and operating mission. Exhibit 74 presents a summary of the number and types of
events held at the comparable ballparks discussed within this study. It should be noted that John O'Donnall
Stadium and State Mutual Stadium have not been included in this analysis as neither facility has completed
a fall year of operations.
A4arket and Financial Analysis of a Proposed New Minor League Ballpark 24
7.0 Market Demand and Building Program Analysis
fTotal Events 92 102 136 106 79 I
ITot~ Non-tenantEvents 22 32 86 36 9 J
Lake
Olmstead
Stadium
Oldsmobile Salem Fox Cities Perdue Class A
Type of Event Park Stadium Stadium Stadium Average
Tenant ~aseball 70 70 70 70 70 70
Conce~s 5 0 [ 4 3 3
As shown in the exhibit, the ballparks analyzed averaged 100 total events, consisting of 70 home tenant ball
games, with the remaining events consisting of concerts, amateur, high school and college sports, as well as
other events.
In addition to the discussion of event usage of comparable ballparks, potential users of the new ballpark
were contacted and asked specific questions regarding the type and number of events they currently
organize in the Dubuque area, opinions regarding the physical and operational characteristics of area
facilities, and their interest in hosting futum events at the proposed ballpark. A smrmaary of the comments
obtained from these interviews is presented below:
Local colleges - the Dubuque market is home to three collegiate baseball programs that could
potentially utilize the ballpark for home games or tournament play. Based on discussions with
representatives from the University of Dubuque, Clarke College and Loras College, it is estimated
that the ballpark could host approximately 20 ballgames per year, consisting of both regular
season games as well as tournament games.
Local high schools - based on discussions with local high school athletic directors, it is assumed
that a new ballpark in downtown Dubuque could potentially host a variety of high school baseball
games throughout the year. As each of the local high schools has a home field on or near their
campus, usage of the new ballpark downtown would likely consist of tournament games or games
between rival high schools. For purposes of this analysis, it is assumed that the ballpark will host
a total of 10 high school baseball games per year.
Market and Financial Analysis of a Proposed New Minor League Ballpark 25
7.0 Market Demand and Building Program Analysis
State/DisWlct high school tournaments - representatives of the Iowa High School Athletic
Association (IHSAA) indicated that state tournaments are generally held in cities in the central
part of the state, minirrfizing ~'avel time and expenses for participating schools. Baseball state
tournaments are held in four classes, with two classes currently played in Marshalltown and two in
Carroll. Substate and dis~ct tournament games are held at locations throughout the state. In
2003, substate games were played at Pe~'akis Park in Dubuque. Sites for substate and dislrict
tournament games are selected by the host schools. Therefore, a new ballpark in Dubuque would
only host such games ifa local high school was the host school and chose to hold the games at the
ballpark.
Miscellaneous amateur sports - in addition to high school and college baseball games, it is
possible that the proposed ballpark could host other amateur sporting events, such as AAU
baseball tournaments, Legion baseball tournaments or other such events. In addition, it is possible
that the proposed ballpark could host one or more games involving area semi-pre baseball teams
as well as other sporting events, potentially including football and soccer games. For purposes of
this analysis, it is assumed that the ballpark could host approximately five amateur sports events
per year.
The number of concerts and miscellaneous other events held at the ballpark will depend somewhat
on the operating prlodties of the ballpark's owner and operator. The number of outside events
held at comparable ballparks ranges greatly, due in par~ to the varying operating philosophies of
ballpark operators. Some ballparks limit outside usage to reduce wear and tear on the field.
Others bring in as many outside events as possible to maximize the facility's revenue generating
capabilities. The number of events held at a new ballpark in Dubuque will ultimately depend
largely on the aggressiveness of ballpark operators in bringing in outside events.
Based on the results of discussion with potential users and the review of comparable facilities, an estimate
ofpotentiaI non-tenant event usage for a new ballpark in Dubuque is presented in Exhibit 7-5. As shown in
the exhibit, it is estimated that 47 non-tenant events with annual attendance totaling approximately 29,250
could take place at a new ballpark in Dubuque.
Exhibit 7-S
Summary of Non-Tenant Event Estimates
EventType
Annum Average Total
Events Attendance Attendance
Concerts 2 4,000 8,000
High School Sports 10 500 5,000
College Sports 20 500 J 0,000
Amateur Sporr~ S 2250 1,250
O:her Events I 0 500 5,000
ITotals 47 29,2s01
Market and Financial Analysis of a Proposed New Minor League Ballpark 26
7.0 Market Demand and Building Program Analysis
Ballpark Capacity Analysis
In order to determine an appropriate seating capacity for a new ballpark in Dubuque, it is helpful to
understand the percent of anpacity that comparable franchises typically achieve. Exhibit 7-6 presents five-
year average attendance as a percent of total ballpark capacity at each of the comparable ballparks
discussed in Section 6.0, with the exception of the John O'Donnell Stadium whose renovation project has
yet to be completed.
Exhibit 7.6
Capacity Analysis
S-Year
Average Percent of
Team Facility Capacity Attendance Capacity
]Average 6,090 3,668 60%I
As shown, the ballparks analyzed have an average capacity of approximately 6,100 and have drawn an
average per game attendance equal to approximately 60 percent of total ballpark capacity over the past five
years.
The primary consideration in determining an appropriate capacity for a new ballpark in Dubuque is the
anticipated attendance levels of the ballpark's tenant baseball team. The ballpark should be large enough to
accommodate ticket demand for opening day, weekends, holidays, special promotional days, and other such
games that typically represent the most highly-attended games at a minor league ballpark. However, the
facility shotfld be small enough to provide an intimate setting for minor league baseball and to maintain a
perception of ticket scarcity. Minor League Baseball raquires a seating capacity of at least 4,000 seats for a
Class A ballpark. The proposed ballpark must meet this guideline in order to host a Midwest League
franchise.
It is recommended that a ballpark in Dubuque initially be designed with a capacity of approximately 4,000
to 4,500, which can include f~xed seating, general admission seating, and grass berm seating areas. A
facility of this size would be likely to accommodate demand levels for the games of a Class A tenant.
Further, the facility should be desi~aed with the ability to expand to a capacity of 6,000 in the future,
should attendance levels warrant such an expansion.
Market and Financial Analysis of a Proposed New Minor League Ballpark 2 7
7.0 Market Demand and Building Program Analysis
Preliminary Premium Seating Analysis
In order to assess the potential value of premium seating opportunities at a proposed new minor league
ballpark, a preliminary, premium seating analysis was performed. For purposes of this analysis, a review of
existing premium seating options in Dubuque was prepared, premium seating information from comparable
Class A stadiums built since 1995 was gathered, and a corporate penetration analysis was performed. Data
utilized was accumulated from existing databases, various publications, and interviews with facility
representatives. This analysis was prepared to assist in the evaluation of potential premium seating for a
new ballpark in Dubuque on a comparative basis.
This section addresses premium seating, defined for purposes of this analysis as private suites and club
seats. Private suites typically consist of private seating and entertaining areas typically located above the
lower level of seating, which offer an unobstructed view of the playing field. Typical amenities
incorpomted into private suites include tickets to minor league baseball games, VIP parking and a
guarantee to receive all premium giveaways on game-days.
Traditional club seating is not often incorporated in Class A ballparks. However, some of the stadiums
reviewed incorporate an area of upseaie seating, typically behind home plate. Amenities associated with
the upscale seats at Class A stadiums typically include waiter/waitress service, VIP parking, and individual
theater-style seating in premier locations within the ballpark.
Existing Premium Seating Options in Dubuque
The Dubuque market does not curranfly include any suites or club seats at its sports and entertainment
facilities. The lack of competition for premium seating spending in Dubuque may be an advantage to a
new franchise in marketing premium seating at a new ballpark. However, the team may need to
educate the market about the amenities and advantages associated with purchasing premium seating, as
the market may currently be unfamiliar with the premium seating concept.
Premium Seating in Recently Built Comparable Facilities
In considering the appropriate level of premium seating that should be incorporated in a new ballpark
in Dubuque, it is important to anderstand trends in current premium seating offerings at minor league
ballparks. A review of premium seating inventories and prices supported at existing Class A ballparks
can provide benchmarks to aid in developing a premium seating program in Dubuque. Exhibit 7-7
presents a sunmaary of the premium seating inventories at the comparable facilities discussed in
Section 6.0.
Market and Financial Analysis ora Proposed New Minor League Ballpark 28
7.0 Market Demand and Building Program Analysis
As presented in the exhibit, average annual suite prices ranged from a Iow of $7,600 at Salem Baseball
Stadium to a hig~h of $25,400 at Applebee's Park. It should be noted that the suites in Salem include
fewer tickets than those of most other ballparks, which is partially responsible for their relatively low
annual cost. As a more direct comparison, the annual suite cost relative to the number of seats was
evaluated. When calculating the annual cost per suite seat, the prices range from a low of $800 per
seat annually at Perdue Stadium to a high of $1,667 per seat annually at John O'Donnell Stadium and
O'Brien Stadium. The facilities analyzed have an average annual suite price of $19,500.
Four of the ballparks analyzed incorporate club seats, or an upscale seating area. Club sect inventories
range from 300 at John O' Donnell Stadium to 1,500 at State Mutual Stadium. The average club seat
price for the three facilities is $730 per season.
Penetration Analysis
Due to the higher costs typically associated with private suites, corporations are often the main
pumhasers of premium seating. Therefore, a valuable indicator of the ability of a market to support
private suites is the ratio of corporations and branches to the total number of suites. Exhibit 7-8
presents a penetration analysis of the comparable facility markets discussed in Section 6.0. Both the
average and median penetration ratios have been calculated to offset the effect of outl!ers:
~Aarket and Financial Analysis of a Proposed New/~tinor League Ballpark 2 9
7.0 Market Demand and Building Program Analysis
Exhibit 7-8
Suite Penetration Analysis
Corporations
Market Corporate and Branches
Market Team Suites Inventory ( I ) Per Suite
Dubuque, IA New Ballpark - S Suites S 193
Dubuque, IA New nallpark - 10 Suites l0 193
blew nalIpark - IS Suites IS 193
(I) Includes corporate headquar:ers with at [ess: 25 employees and SS miltion in annual sales and corpora:e branch~ with
As shown in the exhibit, the median ratio of corporations and branches to suites in the comparable
markets is 37. By incorporating five, 10 or 15 suites at a new ballpark, the resulting penetration ratios
for Dubuque would be 39, 19 and 13. The five-suite ratio would be higher than the median ratio
among comparable facility markets. The 10 and 15-suite ratios would be significantly lower than the
median ratio, but would still be within the range of invantories found in comparable markets.
In addition to private suites, three of the comparable facilities analyzed incorporated club, or upscale,
seats, with seat inventories ranging from 300 to 1,500. Based on this information and the population
base of Dubuque, it is estimated that a new ballpark in Dubuque could support approximately 200 to
400 club seats, with the ability to expand in the future if demand is sufficient.
The premium seating estimates at a new Dubuque ballpark are based solely on a comparison of
comparable Class A facilities and a market penetration analysis. It should be noted that the analysis
did not include a detailed market survey, and therefore should only be considered a preliminary
assessment. As the project continues to move forward, a more dvtailed premium seating analysis may
be warranted to provide a more precise assessment of the premium seating market in Dubuque.
Summary
Attendance estimates for a new Class A baseball team in Dubuque were made based on a review of several
specific factors of the Class A level. Analyzing the demographics of Dubuque's market, historical
attendance levels of existing Class A teams, and a market penetration analysis relative to comparable Class
A markets, potential attendance estimates and premium seating inventories have been developed for a
proposed Class A ballpark. The analysis of.comparable facilities' event profiles as well as a survey of
event promoters was performed to determine the potential event mix of the proposed Dubuque ballpark.
Market and Financial Analysis of a Proposed New Minor League Ballpark 30
7.0 Market Demand and Building Program Analysis
While some minor league baseball facilities throughout the country restrict the use of their fanility to
professional baseball games, several ballparks host a wide variety of non-professional baseball events on a
consistent basis. Stadiums that restrict their utilization to professional baseball do so for various reasons
relating to either the teams or the public sector's goals and concerns for that facility. Stadiums that have
multiple uses for their facilities host a wide variety of events, including professional, college, high school,
and amateur tournaments as well as regular season sports, concerts, public or consumer shows, and other
events.
It should be noted that the potential event mix for the proposed stadium can be prioritized in many different
ways, depending upon:
Community oriented goals,
· Revenue generating goals, or
· Combination of community and revenue goals.
Depending on the efforts and goals of all interested parties inthe proposed stadium, an entirely separate
event mix could be determined based on the number and interest levels ofportinent event organizers.
Based upon the analyses presented herein, it has been assumed that a new stadium in Dubuque could
accommodate a broad range of events. Exhibit 7-9 suranmrizes an estimated number of events and the
related attendance levels during the first years of the stadium's operation. These estimates are consistent
with the average utilization of other comparable baseball facilities.
Exhibit 7-9
Surnrnarf of Event Estimates
New Dubuque Ballpark
ITot~s 117 134,250 [69,2S0 204,2s01
As shown, total attendance for all events held at a new ballpark in Dubuque is estimated to range from
approximately 134,250 to 204,250.
Exhibit 7-10 presents a comparison of per game attendance for Class A franchises playing in new ballparks
in comparable markets, including the estimated attendance levels for a franchise playing in a new Dubuque
ballpark. Attendance figures for the comparable facilities are five-year averages.
Market and Financial Analysis of a Proposed New Minor League Ballpark 31
7.0 Market Demand and Building Program Analysis
Exhibit 7-10
Comparison of Dubuque Estimated Attendance with Comparable Facility Attendance
16,2s8
~ I I
As shown, the estimated attendance levels for a Class A team in Dubuque ere at the low end of the
attendance experienced at comparable facilities. This is due in part to the Dubuque market's low
population relative to other merkets supporting Class A franchises.
In addition to the attendance estimates presented above, a preliminary premium seating analysis was
conducted for a new Class A ballperk and estimates were generated as to the number of private suites and
club, or upscale suites that would be incorporated into a new ballpark in Dubuque. Based on compamble
facility averages and the penetration analyses, it was estimated a new ballpark in Dubuque could support
five to i5 suites priced $15,000 to $20,000. In addition, it has been estimated that a new ballpark in
Dubuque could support 200 to 400 club seats priced at approximately $700 to $840 per year.
Market and F~nancial Analysis of a Proposed New Minor League Ballpark 32
8.0 Financial and Economic Impact Analysis
8.0 Financial and Economic Impact Analysis
The previous sections of this report focused on the estimated market potential for the proposed new minor
league ballpark in Dubuque along with the appropriate building program to accommodate estimated levels
of potential furore market demand. This section presents an analysis of the potential operating results and
economic impacts that could be generated by the proposed ballpark based on the results of the market
analysis.
As in all studies of this type, the estimated results are based on competent and efficient facility
management and assume that no significant changes in minor league baseball, specifically the Class A
leagues, will occur beyond those set forth in this report. The following general assumptions have been
made in the preparation of the projections. Variations in these assumptions may have a material impact on
the financial performance of the project.
· The stadium will be marketed and operated by competent and experienced management:
· The Dubuque market will generate spending on tickets, concessions, novelties, advertising, and
premium seating that is consistent with comparable markets that have new ballparks.
· Class A professional baseball will continue to exist in its present format in terms of event
utilization.
· Event and attendance assumptions are based on primary market mseamh, data received from
comparable recently-built Class A facilities, and information provided by project representatives.
· Special events that may occur during a given year but may not be recurring frequently (i.e. post
season games, an All Star game, or specific amateur sporting events) are not included. It should
be noted that hosting such events could generate substantial impacts in the years in which they
Occur.
Since detailed stadium design, configuration and cost estimates have not yet been specifically determined,
the revenue and expense assumptions used in this analysis are based on results of historical operations at
newly-built comparable minor leagne ballparks and industry trends. More detailed physical development
planning must be completed before more precise estimates of facility financial operating results can be
prepared. Once project planning is complete, the assumptions in this analysis should be updated. The
updated assumptions could significantly affect the analysis of future operating results.
The presentation of estimated operating results for a Class A team and ballpark is comprised of the
following components:
Operating Revenues,
· Operating Expenses,
· Estimated Ballpark and Franchise Financial Operations, and
· Economic and Fiscal Impact Analysis.
The information provided in this section represents a summary of the estimated revenues, expenses and
economic impacts related to the proposed ballpark and team. Detailed assumptions and calculations for
these items are presented in Appendix A.
Market and Financial Analysis ora Proposed New Minor League Ballpark 33
8.0 Financial and Economic Impact Analysis
Operating Revenues
Revenues associated with the operation of a minor league baseball facility and franchise include stadium-
related and franchise-related sources. The following revenues have been included in the operating
projections for a new minor league baseball stadium in Dubuque:
,, Gate receipts/rent,
Concessions and catering,
· Merchandise,
· Private suites and club seats, and
· Advertising and sponsorships.
Typically, franchise-related revenue is retained by the team while stadium-related revenues are generally
allocated among various entities, including the franchise, stadium operator, public sector and other tenants
or vendors. The allocation of stadium-related revenues associated with the presentation of minor league
baseball games is typically determined by a lease agreement between the franchise and stadium operator or
public sector.
Since the ballpark's operating structure has not yet been determined, total stadium related revenues and
expenses have been illustrated without assuming allocation of revenues or expenses. Leases among teams
and public entities vary widely within the minor leagues. As the ballpark development process moves
forward, a more detailed approach regarding the relationship between the financing of the ballpark and the
allocation of operating revenues and expenses should be undertaken.
Gate Receipts/Rent
Ticket revenue is typically one of the main revenue sources for a minor league baseball team. The ticket
prices used in this study are based on comparable facility team interviews. Exhibit 8-1 presents a sm.a3mary
of single-game ticket prices at recently built Class A ballparks.
As noted in the Exhibit, the average scaled ticket price at comparable new facilities ranges from $5.19 in
Salem to $8.08 in Peoria, with an
average price of $6.65. It should be
noted that these averages do not
include complimentary tickets or
discounts given to purchasers of
season or group tickets. Therefore,
the actual turnstile ticket revenues per
capita are somewhat lower than the
figures given in the exhibit. Based on
data from these comparable minor
league ballparks and the Dubuque
market it has been assumed that the
average scaled ticket prices at the new
stadium would approximate $6.00.
Accounting for complimentary tickets,
actual per capita gate receipts are
estimated to approximate $5.00.
Exhibit 8- I
Comparable Facllity Ticket Prices
Avg. Ticket
JAvera~e $6.6S I
Market and Financial Analysis of a Proposed New Minor League Ballpark 34
8.0 Financial and Economic Impact Analysis
The following table presents the total estimated gate receipts that could be achieved by a minor league
baseball franchise at a new ballpark in Dubuque.
Estimated Tenant Ticket Sales Revenue I
Low Base High
$525,000 $700,000 $875,000
In addition to tenant gate receipts, it is assumed that the facility will also be used for other events, including
high school and other amateur sporting events, concerts and other events. Rental rates estimates are based
on rental rates achieved by other similar facilities for similar events. The following table presents the total
estimated rental revenue from other events held at a new ballpark in Dubuque.
L Estimated Rental Revenue J
Low Base High
$67,500 $67,500 $67,500
Concessions and Catering ~eO
Typically, concession and merchandise sales generate a significant level of revenue for sports stadiums.
New ballparks, through the increased number of points of sale and higher quality of food and beverage
items, tend to generate higher food and beverage per capita spending relative to older facilities. Per capita
spending levels have been based on industry averages. Based on historical operating margins experienced
at other stadiums around the country and industry standards, it has been assumed that the cost of goods sold
associated with concessions is approximately 60 percent. The remaining 40 percent is then allocated
between the team, stadium operator, and/or the event promoter, depending on the stadium lease and rental
agreements.
In addition to standard concessions, it is assumed that catering will be available in the proposed ballpark's
private suites. Catering revenue has been included in the following table, which presents combined
concessions and catering revenue estimates for a new Dubuque ballpark.
Estimated Concessions & Catering Revenue
Low Base High
$309,800 $415,500 $521,300
Merchandise ~eO
Merchandise sales revenue consists of T-shirts, caps, souvenirs, programs and other miscellaneous items
sold during events and at the team store. Based on industry averages, it has been assumed that the cost of
goods sold for merchandise sales will be 80 percent, with the remaining 20 percent to be allocated to the
stadium, tenant, and event promoters, based on the lease and rental agreements. Average per capita
estimates for merchandise were developed based on historical operations of comparable facilities.
I Estimated Merchandise Revenue I
Low Base High
$21,000 $28,000 $35,000
Market and Financial Analysis of a Proposed New Minor League Ballpark 35
8.0 Financial and Economic Impact Analysis
Parking (net)
While some minor league ballparks are able to generate additional revenue by charging for parking, several
facilities do not have a parking fee in place. For purposes of this analysis, it has been assumed that
adequate parking will be provided surrounding the ballpark, and that a parking rote ranging from $1.00 to
$5.00 per car could be charged, depending on the type of event. However, it is assumed that any parking
revenue derived from stadium events would be used to help finance stadium construction. Therefore,
parking revenue has not been included in the estimated annual stadium revenues. Additional information
related to these revenues is provided in Chapter 9.0 of diis report.
Premium Seating (Private Suites and Club Seats)
Premium seating is assumed to consist of private suites and club seating. For purposes of this analysis, it
has been assumed that the proposed ballpark would incorporate between five and 15 private suites with an
average annual lease price of estimatad to be $15,000 to $20,000 per suite. It has been assumed that each
of the suites would include I2 seats. Based on the estimated ticket price detailed pmvinusly, the resulting
net private suite premium would range from approximately $9,400 to $14,400.
In addition to private suites, it is assumed that the ballpark would incorporate 200 to 400 club seats, which
are anticipated to include wider, padded seats with extra legroom, cup holders, and preferred parking
locations near the stadium. There could also be a stadium club or lounge area accessible to club seat
holders offering drimks and a catered buffet for an additional per game fee. The lounge should offer a view
of the field if possible. As with private suites, ticket value for preferred seating has been included in ticket
revenue, while the premium charged for suites and preferred seats is reflected as additional revenue to the
stadium/team. It has been assumed that total club seat prices would range from $700 to $840 per season, or
$10.00 to $12.00 per game. These club seat prices would result in a net premium of $350 to $490 per seat.
The following table summarizes estimated net premium seating revenue at a new ballpark in Dubuque.
I Estimated Premium Seatlnl[ Revenue I
Low Base High
$116,800 $244,600 $411,400
Adverlising/Sponsorships
Minor league baseball stadiums typically provide a number of opportunities to generate advertising and
sponsorship revenue. Typically, the outfield fence signs generate the largest amount of advertising
revenue, while other advertising revenue is generated from entrance sponsorships, in-game promotions,
scoreboard siguage and eleelrunic messages. For purposes of this analysis, it has been assumed that the
potential new stadium will provide a number of advertising mediums and will generate levels of advertising
revenue consistent with other Class A minor league ballparks.
Estimated Advertising & Sponsorship Revenue
Low Base Hi:Ih
150,000 $250,000 $350,000
Market and Financial Analysis of a Proposed New Minor League Ballpark 36
8.0 Financial and Economic Impact Analysis
Naming Rights
Recently, many facilities have been able to generate significant revenues from selling the naming rights to
the ballpark. The revenue generated through naming rights can be in the form of up-front payments or
annual cash flow to the stadium. Typically, a local corporation will pay the facility an agreed-upon amount
for a specified period of time to name the facility after the company. In exchange for the naming rights fee,
the company typically receives in-stadium advertising, access to preferential seating amenities, and other
intangible benefits from having a "high-profile" facility named after the company.
For purposes of this analysis, it has been assumed that any naming rights revenue generated by the ballpark
wot~ld be used to help fund stadium construction. Therefore, potential naming rights revenue has not been
included in the estimated annual stadium operating revenues. A mom detailed discussion of potential
naming rights revenues can be found in the funding analysis in Section 9.0.
Operating Expenses
Assumptions for team and stadium operating expenses are based on industry averages and the results
experienced at various comparable Class A stadiums. The majority of recently built minor league ballparks
are operated by the tenant baseball franchise. As with operating revenues, the allocation of operating
expenses between the tenant and ballpark owner is typically determined by a lease agreement. Since there
is no lease agreement as yet for a new ballpark in Dubuque, both team and stadium related expenses have
been presented in summary below.
Team Related Expenses
Team related expenses consist of expenses solely related to the operation of the baseball team, including
travel expenses, team equipment and supplies expense, general manager and staff salaries, special
promotions and other such expenses. Class A franchise player salaries are paid by the team's Major
League affiliate. The following table presents a summary of the estimated team operating expenses for a
franchise playing in a new ballpark in Dubuque.
Estimated Team Operatin~ Expenses
Low Base
Team Administrative Expenses $600.000 $650;000
Marketing and DromorJonal Expenses 400,000 500,000
[Toral Team Operaring Expenses $1,000,000 $1,1S0,000
High
$700,000
550,000
$1,250,00oI
Stadium Related Expenses
Stadium related expenses consist of expenses directly related to the operation of the ballpark, including
salaries, wages and benefits of grounds keepers and maintenance personnel, utilities, stadium repairs and
maintenance, and insurance. Based on an analysis of operating expenses for comparable minor league
facilities, it is estimated that expenses for the new Dubuque ballpark could range from $350,000 to
$450,000. It is important to note that these expense estimates do not include any rent paid by the team to
the City or any potential capital reserve funding or debt service payments.
Market and Financial Analysis of a Proposed New Minor League Ballpark
8.0 Financial and Economic Impact Analysis
Estimated Ballpark and Franchise Financial Operations
Based on the assumptions detailed within this section, a stabilized year of estimated stadium operating
results is presented in Exhibit 8-3 based on the range of attandance levels discussed in Section 7.0.
Exhibit 8-3
Summary of Estimated Operating Results
Low Base High
Operating Revenue
Tickets/rent $592,500 $767,500 $942,500
Premium seating I 16,800 244,600 411,400
Food and beverage 309,800 415,500 52 [,300
Advertising 150,000 250,000 350,000
Merchandise 21,000 28,000 35,000
Total Operating Revenue $ I, 190,100 $1,705,600 $2,260,200
Operating Expenses
Stadium Expenses
Team Administrative Expenses
Marketing & Promotional Expenses
Total Operating Expenses
Operating Cash Flow/Loss Before Debt
Serv ce & Capital Reserve Funding[
350;000 400,000 450,000
600,000 650,000 700,000
400,000 500,000 550,000
$t,350,000 $1,550,000 $1,700,000
($159,900) $155,600 $560,2001
As shown, it is estimated that a Class A franchise playing in a new ballpark in Dubuque could result in a
net operating loss of approximately $160,000 under the low operating scenario or positive cash flows
ranging from approximately $i56,000 to $560,000 under the base Case and high scenarios, respectively. It
is important to note that these revenues and expenses represent total stadium and team related revenues and
expenses and do not account for any allocations of revenues between the team and the stadium owner, and
do not include any debt service payments or capital reserve fund payments that may be required.
This presentation is designed to assist project representatives in assessing the financial impacts of the
proposed facility, and cannot be considered to be a presentation of expected future results. Accordingly,
the analysis of potential financial operating results may not be useful for other purposes. The assumptions
disclosed herein are not all inclusive, but are those deemed to be significant. Because events and
circumstances frequently do not occur as expected, there will be differences between estimated and actual
results, and these differences may be material.
Since detailed stadium design, configuration, and cost estimates have not yet been specifically determined,
the revenue and expense assumptions used in this analysis are based on results of historical operations at
newly-built minor league baseball stadiums and industry trends. More detailed physical development
planning must be completed before more precise estimates of facility financial operating results can be
prepared. Once project planning is con~lete, the assumptions used in this analysis should be updated. The
updated assumptions could have a significant impact on the analysis of furore operating results.
Nlarket and Financial Analysis of a Proposed New Minor League Ballpark 38
8.0 Financial and Economic Impact Analysis
Economic and Fiscal Impact Analysis
From a public sector standpoint, the economic end fiscal benefits generated by a minor league baseball
team end ballpark are important elements in the decision to construct a new stadium. The key issues
addressed in the following section are:
· Economic end Fiscal Impact Concepts,
· Annual Economic end Fiscal Impacts,
* Stadium Construction One-Time Economic Impact, end
· Non-Quantifiable Benefits.
The ennual operations of a minor league baseball team end new ballpark can provide significant benefits to
an area. Typically, end for the purposes of this report, quantifiable effects are characterized in terms of
economic impacts and fiscal impacts. Economic impacts are conveyed through measures of direct
spending, total output, personal earnings, and employment. These specific terms are defined later in this
section. Fiscal impacts denote chenges in tax revenues. Based on the applicable area tax rates, the
potential fiscal benefits associated with this project have also been estimated.
The economic and fiscal impacts generated by a new team end ballpark most visibly begin with fan
spending on tickets, concessions, merchandise, end premium seating. In addition, league end other team
revenues also generate initial rounds of spending. Other spending patterns, including visiting team
expenditures and fen spending outside the ballpark at local establishments also impact the local economy
and have been incorporated into this analysis.
Direct spending on construction typically consists of a large number of purchases of materials end labor.
Since these large purchases tend to take place at one time, a distinct and visible impact on the community is
typically created during the conslraction phase. The annual operating period impacts are typically less
obvious than those generated during construction since the direct spending is being spread over the life of
the stadium, but are olden more relevant, as these impacts represent a permanent change in the economy.
Economic and Fiscal Impact Concepts
Measurement of the effects that a particular development or business operation has on a specific economy
are typically characterized in temas of economic impacts and fiscal impacts. Economic impacts measure
direct spending, total output, personal earnings, end employment. Fiscal impacts measure tax revenues
generated from sales, income end other similar taxes. The following flow chart provides a summary of the
initial round of spending impacting the local economy due to the presence of a minor league baseball
franchise end ballpark.
Market and Financial Analysis of a Proposed New Minor League Ballpark 39
8.0 Financial and Economic Impact Analysis
Source~ of Initial Spending
The characteristics of these impacts are generally discussed in terms of their direct, indirect, and induced
effects on the area economy. These terms are further defined as:
· Direct Effects consist principally of initial purchases made by fans at home games, as well as
before and after games. This spending typically takes place in local restaurants, retail
establisbments, entertainment venues, and other such businesses.
· Indirect Effects consist of the re-spending of the initial or direct expenditures. These indirect
effects extend further as the dollars originating as direct expenditures continue to change bands.
Eventually, the recipients of these dollars will spend all or paxl of their income on goods and
services outside the local area, which halts the additional rounds of spending within the
commuuity. This is termed "leakage" and tends to reduce the overall economic impact effects.
· Induced Effects consist of the positive changes in employment, earnings, and tax collections
generated by changes in population associated with direct and indirect expenditures.
Applying economic multipliers to the amount of direct, or initial, spending provides an estimate of the re-
spending of dollars in an economy. The 'huultiplief' effect is estimated in this analysis using a regional
economic forecasting model provided by the IMPLAN Group of Minnesota.
For purposes of this analysis, results of the economic impact analyses are measured as follows:
· Total Output represents the total direct, indirect, and induced spending _effects generated by the
project. This calculation measures the total dollar change in output that occurs in the local
economy for each dollar of output delivered to final demand.
Personal earnings represents the wages and salaries earned by employees of businesses associated
with or impacted by the project. In other words, the multiplier measures the total dollar change in
earnings of households employed by the affecied industries for each additional dollar of output
delivered to final demand.
* Employment represents the number of full- or part-time jobs supported by the project The
employment multiplier measures the total change in the number of jobs in the local economy for
each additional $1.0 million of output delivered to final demand.
· Fiscal impacts represent the tax revenue generated for State and local governments and include
sales, income and other similar taxes.
Market and Financial Analysis of a Proposed New Minor League Ballpark 40
8.0 Financial and Economic Impact Analysis
Economic Impact Analysis
Jobs
cilif'/ spending j
Total
output
Annual Economic and Fiscal Impac~
One of the primary sources of direct spending involves event attendees making purchases in area
restaurants, entertainment, retail, and other similar establishments. The analysis of direct spending related
to ballpark activity begins with estimating the annual attendance that could be attracted to a new ballpark in
Dubuque. These estimates are based on the event, attendance, and event day information presented in the
market analysis.
To assess the impact of the new Dubuque franchise and ballpark, the estimated direct spending was divided
into the three main spending categories as identified below:
· Team and Leagae Operations - revenues eamed by the team, including ticket sales,
concessions, merchandise sales, parking, suite revenue, end advextising revenues.
· Out-of-stadium - represents spending generated from game attendees. Spending is
assumed to occur at local visitor indush'ias including area restaurants, retail stores, and
other such businesses·
· Visiting Team - represents expenses incurred by visiting teams. These expenses include
dollars spent at lodging, restaurant, retail, and similar establishments in Dubuque·
Exhibit 8-4 presents the estimated direct spending associated with the operations of a ballpark and minor
league baseball franchise in Dubuque based on the per game attendance levels presented in Section 7.0.
Market and Financial Analysis of a Proposed New Minor League Ballpark 41
8.0 Financial and Economic Impact Analysis
S~en~ng Type
ITotals $3.916,700 $5.870,900 $2,259,000 1361
Commercial spor~s $1.714,600 1.430 0.600 55.074 $2~451.700 $ 1.029,000 75
Hot~I 861.900 1.524 0.565 33A04 1,313,700 486,600 23
$7.418,200 $2,858,900 1741
~ndlng Type
Commercial spores $2~206,400 1.430 0.600 55.074 $3,[54,900 $1,324,200 96
ITot~s $6.032~800 $9,021,600 $3,482,100 2141
Total direct spending from a new ballpark in Dubuque is estimated to range from approximate $3.9 to $6.0
million. These levels of spending are estimated to generate approximately $5.9 to $9.0 million in total
output and $2.3 to $3.5 million in personal earnings, and could support approximately 136 to 214 full- and
part-time j obs.
It is important to note that the economic impact estimates represent the total impacts to the area, and do not
account for the fact that some of the estimated economic impact generated by the new ballpark and team
would represent a shi~dng of spending that already occurs on sports and entertainment options within
Dubuque. Because some of the spending that occurs at the new ballpark would likely have been spent in
Dubuque regardless of the presence of the ballpark, not all of the impacts presented herein would be new to
the Dubuque economy.
Exhibit 8-5 presents the estimated annual fiscal impacts associated with a new ballpark and Class A minor
league team in Dubuque. Direct tax revenues are based on taxable team and stadium revenues from tickets,
concessions, merchandise, and parking, as well es out-of-stadium spending and visiting team spending.
Market and Financial Analysis of a Proposed New Minor League Ballpark 42
8.0 Financial and Economic Impact Analysis
Exhibit 8-S
New Dubuque Ballpark Tax Impacts
Tax Rate Low Base High
Indirect Sales Tax
Indlrecc Spending
Total S~are indirect T~x Revenues 1.12%
Total School Indirect Tax Revenues 0.22%
To:al Local Option indirect Tax Revenues 0.22%
$3,260,000
$32,600
$3,968,000 $4,677,000
$198,400
$46,800
$21,900
(I) $4,400
(I) $4,400
$2,463,000 $2,989,000
$S,SOC $6,700
Project Output $5,871,000 $7,418,000 $9,02~000
To:al Sta:e Corporate Tax Revenues 0.30% (2) [ $17,9001 L $22,6003 L $27,500j
To:al Local Dp:ion Hozel/~lo:e] Tax Revenues 7.00% (3) [ $54,200] [ $60~,300 L $66,s00J
$294'70uI
TOTAL STATE TAX REVENUES $202,800 $248,500
TOTAL LOCAL TAX REVENUES $138,200 $150,700 $173,50u
As shown in the exhibit, total annual state tax revenues generated by the presence of a new ballpark and
team in Dubuque are estimated to range from approximately $203,000 under the Iow operating scenario to
$295,000 under the ag~essive scenario. Total local tax revenues, including school sales taxes, local option
sales taxes and local option hotel/motel taxes are estimated to range from $I28,000 to $174,000.
Ballpark Construction One-Time Economic Impact
The impact of the cortslraction phase is determined by the volume and nature of construction expenditures
as well as the region in which they take place. Ballpark capacity, configuration, and the level of
preferential ballpark amenities are the primaw influences on the total construction costs for a ballpark.
Preliminary hard constmctinn costs for the proposed ballpark were estimated based on costs of recently
constmated Class A facilities. It should be noted that these estimates, which are preliminary in nature,
represent standard level finishes. It has been assumed that the ballpark would inenrpomte approximately
4,000 seats, five to 15 private suites and 200 to 400 club seats. Based on these assumptions, as well as
discussions with sports architectural ftrms, it has been estimated that a new ballpark in Dubuque could be
built for approximately $18.0 million.
Based on similar ballpark projects, it has been assumed that approximately 50 percent of the stadium cost
will consist of labor, with approximately 50 percent of the labor being supplied from the Dubuque area.
Additionally, approximately 50 percent of the constmctinn cost will be for materials, with approximately
25 percent of the materials being supplied from the Dubuque area. Depending on the ability to supply a
greater percentage of the labor and materials within the Dubuque area, construction-related economic
impacts could vary from the estimates presented herein.
Market and Financial Analysis of a Proposed New Minor League Ballpark 43
8.0 Financial and Economic Impact Analysis
Exhibit 8-6 presents a summary of the estimated economic impacts related to the construction of a new
ballpark in Dubuque.
Exhibit 8-6
Estimated Stadium Construction impacts
Assumptions
Estimated project costs (excluding land) $ [8,000,000
Percentage materials 50%
Percentage labor 50%
Amount materials $9,000,000
Amount labor $9,000,000
Pensentage spen! in Dubuque Area
Materials 25%
Labor 50%
Arnounz spen: in Dabugue Area
Materials $~250,000
Labor $4,500,000
Total $6,750,000
Total Estimated Economic impact to Dubuque Area
Multiplier Impact
Total output 1.517 $10,237,000
Earnings 0.524 $3,537,000
Employment 16.370 90
As shown in the exhibit, construction of a new ballpark in Dubuque is estimated to generate approximately
$6.8 million in local spending, which could generate approximately $10.2 million in total output and $3.5
million in personal earnings, and could support approximately 90 full- and part-time jobs.
Non-Quantifiable Benefits
A minor league baseball team creates direct and indirect economic benefits in the geographical area in
which it is located. As previously discussed, many of those benefits are explicit, and their impact can be
estimated. Non-quantifiable benefits must also be considered in a comprehensive review of the economic
benefits derived from the construction and operation of a new ballpark and a minor league baseball team.
The effects of attracting stadium attendees to the Dubuque area could impact numerous industries and
enhance economic activity throughout the community. Primary visitor industries, including entertainment,
restaurants, retail establishments, and related industries can benefit directly from the proposed new ballpark
and team. Indirect effects can benefit various support industries, including the wholesale, distribution,
manufacturing, and other industries.
Market and Financial Analysis ora Proposed New Minor League Ballpark 44
8.0 Financial and Economic Impact Analysis
A ballpark and the presence of a professional baseball team can positively impact business development.
Potential qualitative benefits for the area could include:
Providing a state-of-the-art, competitive facility for community use,
· Enhancing community pride, self image, exposure, and reputation,
· Enhancing economic growth and ancillary private sector development spurred by the
operations and activities associated with the proposed stadium and team,
· Diversifying consumer-oriented activities for families in the area attending baseball and
other similar events, and
· Creating new- advertising opportunities for local businesses.
Summary
Exhibit 8-7 provides a smnmary of the revenues and expenses related to a new ballpark and franchise,
construction cost and debt service estimates and the estimated economic impacts related to a proposed
ballpark and franchise.
Exhibit 8-7
Summary of Financial and Economic Impacts
Low Base High
Revenues $ I,190, i 00 $1,705,600 $2,260,200
F~penses 1,350,000 1,550,000 1,700,OO0
Net Operating Cash Flow ($159,900) $155,600 $560,200
Ballpark Project Cost ( I ) $15,000,0130 $18,000,000 $20,000,000
Required Debt Service (2) 1,308,000 1,569,000 1,744,000
Total Output $5,871,000 $7,418,000 $9,022,000
Personal Earnings 2,259,000 2,859,000 3,482,000
Employment 140 170 210
As shown in the exhibit, it is estimated that a new Class A ballpark and franchise in Dubuque could
ganemte a net loss of approximately $160,000 under the low operating scenario, or positive cash flows
ranging from approximately $156,000 to $560,000 under the base case and high scenarios. The ballpark is
estimated to cost approximately $15.0 million $20.0 million, with estimated annual debt service payments
of approximately $1.3 million to $1.7 million.
Market and Financial Analysis of a Proposed New Minor League Ballpark 45
9.0 Funding Analysis
9.0 Funding Analysis
The purpose of this section is to summarize the typical funding sources used to fund minor league ballparks
in other communities as well as quantify potential sources of funds which could be used for a new ballpark
in Dubuque. This chapter has been divided into the following sections:
Financing Techniques and Vehicles,
Comparable Ballpark Funding, and
Analysis of Potential Dubuque-Specific Funding Sources.
Financing Techniques and Vehicles
The development and financing of professional sports facilities throughout the country in recent years has
largely relied on a combination of both public and private sector financing. With the enhanced revenue-
generating capabilities of new professional sports facilities, the expanding facility operating and tenant
revenue streams have encouraged a public/private parmemhip whereby public sector financing vehicles are
supplemented with private sector revenue slrenms. In many cases, a public sector entity will issue some
form of bond to wholly or partially finance the construction of the facility. The annual debt service
required to retire the bonds is then sourced from a general fund and/or from various tax revenues including
sales, hotel/motel, restaurant, entertainment and other taxes, as well as other revenue sources such as
facility-related revenues. The types of financing mechanisms typically used in funding professional sports
facilities are summarized below:
A frequently used method of professional sports facility financing is the issuance of revenue
bonds. Revenue bonds are special obligations issued by municipalities, counties, and states for
which payment is dependent upon a particular source of funds, such as revenues generated by the
project, to provide the amount needed for bond repayment. The issuer of the bonds pledges to the
bondholders the revenues generated by the project being financed. No pledge of state or local ad
valorem tax revenues is required; however, other taxes may be assessed and~or pledged in whole
or in part by a municipality or by the state, often with legislative approval, to provide funds
necessary to pay off the revenue bond offering. It may be the case, however, that any change in
tax rotes or allocation would have to be approved by public referendum.
The major disadvantage associated with revenue bonds relates to interest rates that are typically
higher than those associated with general obligation bonds. This is largely due to the fact that
revenue bonds are not backed by the full faith and credit of the issuing entity. In addition, funding
of a debt seawice reserve and other credit enhancement out of bond proceeds makes the required
bond size larger with higher annual debt service payments.
Revenue bend financing may be structured in such a way that payments may be tied to a lower
variable rate in the initial years of operation and converted to a higher fixed rate in later years.
This is olden advantageous in situations where the particular revenue stream or streams that are
pledged to bond debt service are expected to increase annually.
Both the City of Dnhnque and Dubuque County have the ability to issue revenue bonds. The City
or County could issue bonds backed by stadium-related revenues, for example.
Market and Financial Analysis ora Proposed New Minor League Ballpark 46
9.0 Funding Analysis
General Obligation Bonds
General obligation bonds are backed by a pledge of ad valorem taxes of the issuer. This pledge is
generally supported by a commitment from the issuer to repay the principal and interest through
whatever means may be necessary, including levying additional taxes. The advantages associated
with general obligation bonds revolve around the strength of the credit. It typically results in a
simple financing that lowers the cost of issuance and reduces the bond size, since a debt service
reserve fund is often not required. Also, the strength of the pledge provides a higher credit rating
and, therefore, a lower cost of financing the project.
Similar to revenue bonds, general obligation bond financing may also be structured with a lower
variable interest rate in the early years of the project with conversion to a fixed rate in later years;
however, this could require legislation to be enacted. The primary disadvantage associated with
general obligation indebtedness is that the bonding capacity for other capital needs is reduced.
Projects financed with general obligation bonds typically need voter approval. The public may
perceive a project such as a professional sports facility as less essential than improved streets,
libraries, or fire and police protection, especially if it will necessitate property tax increases.
Both Dubuque County and the City of Dubuque could issue general obligation bonds backed by
property taxes. Such an issuance would be subject to a public referendum, which would require
60 percent approval to pass. The City and/or County could also establish a capital improvements
bond levy that would require only 50 percent approval from a public referendum.
Certificates of Participation
Certificates of Participation (COPs) represent another financial instrument that has been used to
finance sports facilities. COP holders are repaid through an annual lease appropriation by a
sponsoring governmental agency. COPs do not legally commit the governmental entity to repay
the eartificate holder beyond the annual appropriations, and therefore do not typically require voter
approval. Further, this type ofinsmument is not subject to many of the limitations and restrictions
typically associated with general obligation bonds. As COPs generally offer the issuing authority
less financial risk and more flexibility than other financing instruments, they tend to be more
cumbersome due to the reliance on a ~a-ustea for appropriations while typically carrying a higher
coupon rate relative to traditional general obligation bonds.
COPs could allow the City of Dubuque to enhance a revenue source with a pledge to make up any
revenue deficiencies from other City funds. This issue would be subject to annual appropriation.
The certificates usually imply that some other security, such as revenue from operations or a sales
tax, w/ll be relied on as the primary source of credit worthiness.
Market and Financial Analysis of a Proposed New Minor League Ballpark 4 7
9.0 Funding Analysis
The primary advantage associated with certificates of participation is that the obligation enhances
the issue, resulting in an interest rate more favorable than a standard revenue bond issue. The
disadvantage associated with COPs is that primary credit must still be established. Neither the
City of Dubuque nor Dubuque County typically utilize COP's for funding purposes.
Private/Public Equity
The financing of professional sports facilities usually combines private and public equity
contributions and debt that is supported by the revenues produced by the use of the facility itself.
Private sources of equity can include the following: cash equity contributions, land contributions,
and upfront payments such as naming rights, pouring rights, concessionaire fees, and premium
seating deposits. Equity from local businesses, franchises, and joint venture partnerships have
conlributed to several facility financings throughout the country. The specific contributions made
by the private or public sector will rely on the specific circumstances present in the respective
market. In some instances, the private sector has been able to fund the majority or all of the cost
of ballpark development, typically in exchange for favorable lease terms. However, as will be
demonstrated in the following section, in most cases private equity constitutes less than half of the
overall project cost
Tax Increment Financing (T1F)
Tax increment financing (TIF) essentially involves capturing assessed valuation ~owth within a
specific area (i.e. TIF dislric0 related to a particular development. TIF often requires enactment of
legislation by the State legislature. Typically, a redevelopment agency delineates a project area
and declares a base year. The existing base-assessed valuation is taxed as before by each
overlapping taxing entity covering a portion of the project area. The additional assessed valuation,
added to the tax rolls over the base, is taxed at the same rate as the base valuation. However, the
property tax revenues attributed to the new incremental assessed valuation are remitted to the
redevelopment agency and used to pay debt service.
The economics of any potential TIF financing are, of course, highly dependent on the development
potential of the chosen site and its surrounding land. Dubuque County and the City of Dubuque
both have the ability to establish tax increment districts. The proposed ballpark site is located in
one of Dubuque's two downtown TIF districts, and abuts the main downtown TIF dislrict that
encompasses the main downtown area. It may be possible for the City to merge the two districts
and for the funds generated in the downtown TIF district to be utilized for the development of a
new ballpark.
Private/Public Joint Venture
Several sports facilities have been built through a partnership between a major or minor league
sports franchise and a college or university. Under this type of venture, the professional franchise
and the university can split some of the costs associated with facility construction and operations.
A parmership with a public college or university can sometimes allow a professional franchise to
tap into public funding sources that may not have been available for an exclusively professional
facility.
Market and Financial Analysis of a Proposed New Minor League Ballpark 48
9.0 Funding Analysis
Comparable Ballpark Funding
A review of total project costs and soumes of financing for recently-built Class A ballpark projects
provides an in-depth understanding of the necessary funding levels and the potential ftmding sources which
could be used to construct a ballpark in Dubuque. Exhibit 9-1 provides a summary of total project costs
and public/private sector landing allocations for a number of Class A minor league ballpark projects
throughout the counh'y. A brief summary of the specific funding sources used for each ballpark follows the
exhibit. For purposes of this analysis, all funds di[ectly related to the presence of the team and stadium (i.e.
lease payments, ticket surcharges, perking revenue, etc.) have been considered private, while only those
funds that are purely related to public funds (i.e. tax revenues) have been considered public funds. The
amount of funding participation by both the public and private sectors should be considered together with
the revenue allocations set forth in the operating lease agreement to gain a full understanding of the
financial responsibilities of each party throughout the term of the lease.
As shown, the average construction cost of the ballparks analyzed was approximately $13.9 million, of
which an average of 59 percent was publicly funded.
Veteran's Memorial Stadium - Cedar Rapids Kernels
The 5,300-seat Veteran's Memorial Stadium opened in 2002 and is owned by the City of Ceder Rapids.
The $15.0 million stadium incorporates 12 private suites and no club seating.
The largest source of stadium funding came in the form of $8.0 million in City-issued bonds backed by a
30-cent Veteran's Memorial levy and long-term team
rent payments. The levy was approved through a
city-wide referendum, which increased property taxes
specifically to help fund stadium construction.
Additional funding sources included a $3.2 million
state Community Attraction and Tourism (CAT)
grant from the Vision Iowa program, a $1.0 million
Hall-Perrine Foundation grant, and a $1.5 million
team contribution. Another $1.3 million in parking
and site improvements were funded by a sales tax
reimbursement and other miscellaneous sources.
Veteran's Memorial Stadium
million
Market and Financial Analysis of a Proposed New Minor League Ballpark 49
9.0 Funding Analysis
The team is required to make rent payments ha the amount of $120,000 in Year 1, $240,000 in Year 2, and
$420,000 annually in Years 3 through 20 of the stadium lease agreement.
dohn O'Donnell Stadium - Quad City River Bandits
Originally constructed in 1932, John O'Donnell Stadium in Davenport, Iowa is undergoing a $14.1 million
renovation that will improve and modernize the stadium, including flood protection, the addition of 20
private suites, an increase in capacity from 5,200 to 6,500, and the addition of other modem stadium
amenities. The facility is currently owned by the City of Davenport and operated by the River Bandits.
This operating structure will carry over to the renovated facility.
John O'Donnell Stadium
The primary funding source for the renovation
came in the form of $6.5 million in City-issued aqOo~ 'rlck~tS~.=h~,-~
general obligation bonds. Approximately $2.8 raw,oat
million will be funded through team rent payments Authority: CiO/GO Bond~
over the 15-ycar lease term. Several public grants k ,6.s ,~mlon
were received by the City to help finance the co,~et Riverboat
renovation, including a $1.25 million Community Author~:
Attraction & Tourism (CAT) grant from Vision
Iowa, $400,000 from Scot~ County, $200,000 from Scot~ Cou.t~.
the Scott County Riverboat Development $~o,ooo Team ~ S~ CAT Grar~
Authority, and $200,000 from a regional riverboat P~yme.~: ,zs s~.~s mi.ion
development authority, million
In addition to the funding sources listed above, a lease addendum was passed authorizing a ticket surcharge
of up to $1.80 per ticket. The surcharge is designed to provide additional funding on an as-needed basis.
For example, if naming rights are sold for the facility, a portion of that revenue would be used to pay the
stadium's debt service, allowing the ticket surcharge to be lowered. The City currently estimates that the
surcharge will fund $2.7 million over the 15-year lease, assuming total annual attendance of 150,000. This
estimate may be revised in the future if naming rights or other funding sources materialize.
State Mutual Stadium - Rome Braves
State Mutual Stadium opened in 2003 and was built at a cost
of $15.0 million. The facility has a capacity of 5,000 seats and
offers premium seating in the form of 14 private suites and
1,500 club seats. The stadium is owned by the City of Rome
and Floyd County, and is operated by the Braves.
The entire construction cost of the stadium was funded
through a local option sales tax increase. In November 2001,
Floyd County voters approved a one-cent increase in the local
sales tax for a period of one year to fund ballpark construction.
State Mutual Stadium
Market and Financial Analysis of a Proposed New Minor League Ballpark 50
9.0 Funding Analysis
Fifth Third Field- Dayton Dragons
Fifth Third Field is owned by the City of Dayton and operated by the Dayton Dragons. Construction on the
8,300-seat stadium was completed in 2000 at a cost of $26.6 million. The facility incorporates 30 suites
and 1,400 club seats.
The City issued $11.2 million in revenue bonds secured by non-tax revenues to help fund the project. The
City received an Economic Development grant
in the amount of $2.6 million, which was
conh'ibuted to the project. The City utilized $3.3
million of appropriated Federal Transporhation
funds to finance the project. In addition,
Montgomery County conlributed $4.0 million to
the project. The Team received a loan in the
amount of $4.0 million which also helped
finance the pmjeat. Additionally, the team
contributed $1.5 million which was used fund
the cost of the scoreboard, concession equipment
and furniture, fixtures and equipment.
Fifth Third Field
Team Cash= $4.0
million
The Team makes an annual rent payment to the City of $9,000 for the use of the stadium. Additionally, the
Team makes an annual rent payment to the City of $1,000 for the use of the Plaza area. The Team is
responsible for all ordinary maintenance. The City and the Team meet annually to determine a budget for
capital repairs and ordinary maintenance needs throughout the year. The City receives all revenues
generated from parking. The City bas the right to promote 20 events annually at the stadium, rent-free.
The City is responsible for reimbursing the Team for the Team's out-of-pocket costs related to event
expanses. The City receives 25 percent of the gross revenue derived from the operation of all concessions
during City events. The team receives all revenue generated from ticket sales, concessions, advertising,
premium seating and non-baseball events held at the stadium.
Coastal Federal Field- Myrtle Beach Pelicans
Coastal Federal Field
Constracted in 1999 at a cost of $13.0 million, Coastal
Federal Field has a seating capacity of approximately 6,000.
The stadium is owned by the City of Myrtle Beach and
operated by the team, and was funded by both public and
private fimds. The City and Horry County contributed
$10.0 million to the project in the form of Certificates of
Participation. In lieu of a rent payment, the team
conffibuted the remaining $3.0 million in cash to the cost of
the sladium.
Team ~
million
The team retains all gross revenues generated from the stadium up to $3.25 million and remits to the City
four percent of gross revenues in excess of $3.25 million. The City retains ticket and concession revenues
generated from non-minor league baseball events held at the stadium. Operating expenses are shared
between the team and City with the team being responsible for the majority of expenses including cleanup,
heating and air conditioning and ganeral maintenance at the stadium. The City is responsible for capital
improvements.
Market and Financial Analysis of a Proposed New Minor League Ballpark 51
9.0 Funding Analysis
John Thurman Field- Modesto Athletics
Built in 1997 at a cost of $5.1 million, John Thurman Field has a seating capacity of 4,000. The City of
Modesto owns and operates the stadium, which is located on the outskirts of Modesto. The stadium
includes two suites and no club seats. John Ihurman Field
The City issued $3.0 million in revenue bonds to
fund a portion of the project. The bonds are being
repaid with monies from the City's general tim&
Approximately $I.7 million in cash from the City's
capital improvement fund wes also used to assist in
funding the project. The final funding component for
the project was a $400,000 letter of credit from the
Team Owl~r's
The team retains all revenue generated at the stadium, except for that generated from the facilities two
private suites, and in return pays the City an annual rent payment of the greater of $75,000 or 7.5 percent of
all gross revenues generated at the stadium. The Team is responsible for providing all game-day personnel
and the City is responsible for maintaining the stadium and funding capital repairs.
Riley ,Park- Charleston Riverdogs
Riley Park was built in 1997 at a cost of $19.5
million. The stadium has a seating capacity of 5,549
and premium seating options including eight suites
and 2,000 upscale box seats. The ballpark is owned
by the City of Charlaston and operated by the team.
The project was completely funded with public
monies, including approximately $16.5 million from
the City in the form of a $3.0 million urban
development grant and proceeds from $13.5 million
in certificates of participation. Additionally,
Charleston County contributed $3.0 million in cash to
help fund the project.
Riley Park
County: $3.0
million
Oldsmobile Park - Lan~ing Lugnuts
Oldsmobile Park opened in 1996 at a cost of $18.0 million. The facility incorporates 10,000 seats, 26
private suites and 900 club seats. The ballpark is owned by the City of Lansing and operated by the
Lansing Lugnuts.
Market and Financial Analysis of a Proposed New Minor League Ballpark 52
9.0 Funding Analysis
The Park was fancied using a variety of
revenue streams. The City of Lansing
obtained a 15-year loan for $13 million which
is to be paid back with stadium-related
revenues and an annual payment from the Tax
Increment Financing Authority. The $5
million in infrastructure costs was funded with
four separate mechanisms. The State of
Michigan contributed $1.2 million in the form
of an environmental grant which was to be
used for site improvements. The City of
Lansing issued $1.6 million in General
Oldsmobile Park
State
Obligation bonds to improve parking near the
facility. The Department of Transportation contributed a grant for $650,000 to assist with road
improvements. The City also contributed $550,000 from the Utility Fund end the land, which was valued
at $1.0 million. Approximately $750,000 in tax increment funds are used to pay the annual debt service of
$1.47 million, while the remaining amount is paid by stadium revenues secured via the operating lease.
The Team pays to the City an annual rent payment of 10 percent of the following:
· concessions and novelty revenue,
· paid admission revenues,
· all advertising revenue excluding permanently affixed stadium signage in excess of $350,000 of
which the Team and City shall split equally (50/50).
The Team pays to the City 10 percent of all net revenue received from non-baseball, Team-related events
and 25 percent of all gross revenue generated from City events as well as 33 1/3 pement of all gross
revenue generated from the sale of 16 of the stadium's private suites. The City retains all revenue
generated from the sale of the remaining 10 private suites. Iftbe Team assists the City by leasing any of
the City's private suites, the Team retains I 0 percent of the revenue generated from the lease payments. If
the City assists the Team by leasing any of the 16 Team private suites, the Team shall remit $10,000 per
year for each suite leased. The Team sbell be responsible for providing all baseball related equipment. The
City opexates the parking areas and retains all revenue generated related to the parking areas. The City has
the right to retain all revenues generated from the sale of naming rights for the stadium.
The City is responsible for all major maintenance, restoration, replacement and repairs to the stadium. The
City is also responsible for the cost of all utilities except those incurred on game days, which are the
responsibility of the Team. The Team operates the concession areas and is responsible for providing the
scoreboard at its sole coat and expense. The City is respens~le for the cost of security personnel.
Arthur W. Perdue Stadium - Delmarva Shorebirds
Constructed in 1995, Arthur W. Perdue Stadium has a seating capacity of approximately 6,500 and
incorporates six private suites.
Market and Financial Analysis of a Proposed New Minor League l~allpark 53
9.0 Funding Analysis
The total cost of the project was $12.0 m/Ilion. The
County of Wicomico and the State of Maryland each
conWibutad $2.1 million to the project in the form of
revenue bonds. A portion of these bonds is being
repaid from a 10 percent amusement tax on
Shorebirds tickets which generates approximately s2.,
$100,000 per year. Revenues from the State and
County general funds are being used to retire the
remainder of the bond issues. The team owner Wi¢om~co
contributed approximately $7~8 million to the project Bon~: s2.1
in the form of cash. The team retains all revenues million
generated at the ballpark and is responsible for all
Arthur W. Perdue Stadium
Team Owner -
Cash: $7.8 million
Lake Olmstead Stadium- Augusta Green jackets
Constructed in 1995 at a cost of $4.0 million, Lake Olmstead Stadium has a seating capacity of 4,330. The
ballpark does not incorporate any premium seating. The facility is owned by the Richmond Stadium
Authority and operated by the Team.
The project was financed with public monies from
the City of Augusta and Richmond County. Both the
City and County each conlributed $2.0 million in
cash from their respective General Funds to fund the
project. The team retains all revenues and pays all
expenses at the stadium. The team pays the City
$50,000 per year in rent and is responsible for all
capital improvements th excess of $25,000 in a given
year.
Lake Olmstead Stadium
Fox Cities Stadium - Wisconsin Timber Rattlers
Fox Cities Stadium was built in 1995 at a cost of
approximately $4.0 million. The facility has a
seating capacity of 5,500 end incorporates three
private suites. The stadium is owned by the Appleton
Sports Authority and operated by the Timber
Rattlers.
The ballpark was privately funded by a group of local
investors. The team pays the Authority a rental
payment of $600,000 per year for use of the stadium.
The team retains all revenues and pays all expenses at
the facility.
Fox Cities Stadium
Market and Financial Analysis of a Proposed New Minor League Ballpark 54
9.0 Funding Analysis
Memorial Stadium - Fort Wayne Wizards
Memorial Stadium is owned by Allen County, and is par~ of a complex which includes an arena and an
exposition center. The stadium opened in 1993 at a cost of $6.2 million project which was funded by the
following sources:
· $2 million in excess Arena revenues
· $2 million in excess mvanue from an existing 1% county food and beverage tax
· $2.2 million loan from the City, which is paid back via a $205,000 annual rental payment from the
Team.
3[l~e team makes an annual base rent payment of
$222,222 to Allen County for use of the stadium and an
additional rent payment of $1.00 for each turnstile
attendee in excess of 230,000 for die year. The team
retains 43 percent of concession revenues up to
$560,000 and 45 percent of revenues in excess of
$560,001. Additionally, the team retains revenues
generated from advertising, parking, merchandise,
private suites and other non-baseball events. The
County is responsible for all game day personnel;
however, the Team reimburses the County for all
expenses related thereto. The County is responsible for
stadium operations and capital repairs.
Memorial Stadium
0 'Brien Field- Peoria Chiefs
O'Brien field was built in 2002 at a cost of $18.0
million. Infmslracmre work around the ballpark site
increased die total project cost to approximately $25.0
million. The cost of stadium construction was entirely
funded by team ownership. The City of Peoria
contributed the $7.0 cost of infrastructure
improvements. The facility is privately owned.
million
O'Brien Field
Applebee's Park- Lexington Legends
Applebee's Park opened in 2001 and was constructed at
a cost of $17.0 million, which consisted of $13.5
million in stadium construction, $I.5 million in land
costs, and $2.0 million in soft costs. The entire project
was private funded by team ownership. The ballpark is
privately owned and operated.
Applebee's Park
$17.0 million
Market and Financial Analysis of a Proposed New Minor League Ballpark 55
9.0 Funding Analysis
Comparable Facili~ Funding Summary
Exhibit 9-2 summarizes the funding sources utilized for each of the ballparks discussed in this section.
As shown in the exhibit, of the 14 ballparks analyzed, eight were funded in part by an upfront contribution
from team ownership, while City or County-issued revenue bonds and cash contributions were the two
most commonly utilized public financing mechanisms. In addition to these common mechanisms, a variety
of additional public and private sources have been utilized by teams and communities that have conslructed
facilities similar to the proposed Dubuque ballpark in recent years. The remainder of this section will
analyze various funding mechanisms that could be used to fund ballpark construction in Dubuque.
Analysis of Potential Dubuque-Specific Funding Sources
Based on construction costs of recently built minor league ballparks, it is estimated that a new ballpark in
Dubuque could cost approximately $15.0 million to $20.0 million. It is important to note that for purposes
of this analysis, it is assumed that the land for the ballpark will be contributed or otherwise provided to the
City by DI1. The following exhibit presents the estimated minimum annual debt service associated with a
new stadium assuming a variety of project costs. For purposes of this analysis, it is assumed that the City
will issue the debt at a taxable interest rate of 6.00 percent.
Potential Debt Service Payments
Facility Cost Interest Rate Term Debt Service
$15,000,000 6.00% 20 years $ 1,308,000
$18,000,000 6.00% 20 years $ 1,569,000
$20,000,000 6.00% 20 years $1,744,000
Market and Financial Analysis of a Proposed New Minor League Ballpark 56
9.0 Funding Analysis
The annual debt service payment for a new ballpark 6osting $15.0 million is estimated total approximately
$1.3 million, while the debt service on au $18 million or $20 million ballpark project is estimated at $1.6
million and $1.7 million, respectively. It is important to note that these debt service estimates do not
include any potential debt service coverage ratio that may be required by lenders.
As discussed previously, financing plans for minor league ballparks typically include a variety of both
public and private funding sources. The remainder of this section will outline these potential soumes and
estimate the potential funding capacity of each of these revenue streams.
Several industries and geographic areas benefit directly and indirectly as a result oftbe presence ora minor
league baseball team and facility and the resulting activity. For example, the hotel/motel induslry is
directly affected by the room nights, room revenue, and other hotel spending, while the restaurant, public
transportation, retail, and other industries also stand to benefit directly by the dollars spent by sporting
event attendees as well as other events occurring at the facility. Indirect beneficiaries of this spending may
include businesses and individuals that support the industries discussed previously, such as additional hotel
and motel employees, as well as the "spin-off" impacts on sales, income, and employment.
Geographically, these direct and indirect impacts may be realized within close proximity to the
development, city wide, county wide, and in some cases, state wide.
A summary of the potential funding soumes for a new Dubuque ballpark is presented on the following
pages. The intent of this analysis is to provide a summary of the potential funding sources that may be
available for use in constructing the proposed ballpark. The final decision to move forward with a mixture
of these soumes will be a decision for the leadem oftbe City of Dubuque to address. For purposes of this
analysis, those sources considered to be most available are presented first, with other potential soumes
presented at the end.
Tax Increment Financing (T1F)
As outlined previously, TIF involves capturing incremental tax revenues generated within a specific area
(i.e. TIF district) related to a particular development and applying those specific revenues toward payment
of bond debt. At present, the proposed ballpark site is located in one of two downtown TIF districts (Ice
Harbor and Downtown). While the two dislricts are separate, it may be possible for the City to merge the
dishScts into one. This could enable the revenues generated in the downtown TIF dislrict to be utilized for
the ballpark development. It is estimated that the Downtown TIF district generates approximately
$920,000 in annual revenues, with existing obligations supported by these revenues projected through
2021. However, as the existing obligations are repaid, the TIF funds could be utilized for other projects,
such as the proposed ballpark. Based on these discussions, it is estimated that these future excess revenues
could support approximately $2.7 million in project costs related to a new ballpark.
While ail of the TIF revenues generated in the Ice Harbor District are currently dedicated to specific
projekts, the downtown TIF district currently generates approximately $780,000 per year in incremental
revenues that could potentially be utilized for ballpark development. Of the revenues generated by the
downtown TIF district, 25 percent (approximately $195,000) is allocated to the various taxing bodies,
while 75 percent (approximately $585,000) is allocated to the City. The City's portion of these revenues is
currently earmarked for debt service on downtown parking ramps, while the remaining 25 percent is not
specifically earmarked for any particular project. Therefore, it may be possible for the City Cotmcil to elect
to divert the 25 percent currently allocated to the various taxing bodies for ballpark development. The
following table presents an estimate of the potential funding capacity of these revenues.
Market and Financial Analysis of a Proposed New Minor League Ballpark 5 7
9.0 Funding Analysis
Property Tax TIF Funding Capacity
Est. Unallocated Downtown TIF Increment $195,000
Funding
Debt Potential
Coverage Interest w/20 Year
Ratio Rate Bonds
2.0 6.00% $ [,I 18,000
As shown, it is estimated that the portion of the existing downtown TIF district that is currently allocated to
the taxing entities could potentially support between $ I. I million and $2.2 million in debt, depending on
the debt coverage ratio required by the lending entity. As these revenues would likely be backed by the
City, it is possible that the debt coverage ratio would be close to 1.0, therefore for purposes of this analysis,
it is assumed that this revenue stream could support approximately $2.2 million of the total ballpark
development cost.
Property Tax Levy
Several recent ballpark developments have been funded in part through the use of general obligation or
capital improvement funds supported by a property tax increase. Such a property tax increase typically
involves some form of pubtic referendum, depending on the structure of the levy.
General Obligation Bonds
The proposed ballpark would be located in an Urban Renewal District (URD). In Iowa, cities are
authorized to issue general obligation bonds, called an "essential corporate purchase," for projects
located within a URD. Therefore, the City could issue bonds for all or a portion oftbe amount needed
to fund the ballpark. The issuance would be subject to a "reverse referendum," which would be
triggered by a petition from citizens of Dubuque. Ifa petition is filed, a referendum would need to be
held and would require a 60 percent approval to pass. Ifa petition is not filed, the City could issue the
bonds without the referendum. In addition, the County could, through an agreement with the City,
issue general obligation bonds under the above referenced method. In this case, the entire county
would vote ifa petition is received.
Based on discussions with City and County representatives, it is estimated that an increase of $1.00 per
$1,000 in assessed value could generate approximately $1.7 million in City tax revenues or
approximately $2.8 million in County tax revenues, depending on the taxing entity. The following
table presents the estimated debt that could potentially be supported by each of these revenue streams.
Property Tax Increase Funding Capacity
[$1.00 Cit~ Property Tax Increase $1,658,000 I [$1.00 Count-/Property Tax Increase $2,830,000 I
Funding Funding
Debt Potential Debt Potential
Coverage Interest w/20 Year Coverage interest wi 20 Year
Ratio Rate Bonds Ratio Rate Bonds
2.0 6.00% $9,509,000 2.0 6.00% $16,230,000
1.5 6.00% $12,678,000 1.5 6.00% $21.640,000
1.0 6.00% $19,017,000 1.0 6.00% $32,460,000
Market and Financial Analysis of a Proposed New Minor League Ballpark 58
9.0 Funding Analysis
As shown in the exhibit, a $1.00 increase in City property taxes could potentially support
approximately $9.5 million to $19.0 imllion in debt, while a similar increase in County property taxes
could support approximately $16.2 million to $32.5 million in debt. In order to implement either of
these tax increases, the change would have to be approved by a public referendum with 60 percent of
the vote.
Capital Improvement Tax Levy
The City also has the ability to establish a Capital Improvement Fund to assist in financing the
proposed ballpark. Funds ganemted through this levy would then be dedicated to specific capital
projects. Such a levy would require only 50 percent approval at public referendum, as opposed to 60
percent approval for a general obligation debt issuance.
According to the State tax code, the maximum a city can levy for a capital improvement fund would be
$0.675 per $1,000 in assessed value, which would generate approximately $1.1 million per year in the
City of Dubuque. The following table presents the estimated debt that could potentially be supported
by each of these revenue streams.
Capital Improvement Levy Funding Capacity
]50.675 Cap. Improvement Lev~ $1,119,150 I
Funding
Debt Potential
Coverage Interest wi 20 Year
Ratio Rate Bonds
2.0 6.00% $6,418,000
I.S 6.00% $8,558,000
1.0 6.00% $12,837;000
As shown, a capital improvement levy by the City of $0.675 could potentially support approximately
$6.4 million to $12.8 million in debt. The City should work closely with its legal and bond counsel on
the procedures necessary to incur debt utilizing the Capital Improvement Tax Levy.
Memorial Building Levy
Under the Iowa Tax Code, a community can elect to construct a facility designed to commemorate the
services rendered by United States military persounel at public expanse through a ganeml obligation
property tax levy. The process must begin with a petition for such a building, followed by a general
election requiting a simple majority approval. If the issue passes public referendum, a Commission
must be established to supervise the consh'uction and management of the facility. This process was
utilized recently by Cedar Rapids to fund a portion of the new Veterans Memorial Stadium project in
that community.
The maximum levy for such a development is $0.8I per $1,000 in assessed value. A levy of this
amount is estimated to generate approximately $1.3 million in annual property tax revenues. The
following table presents the estimated funding capacity of a Memorial Building Levy.
Market and Financial Analysis of a Proposed New Minor League Ballpark 59
9.0 Funding Analysis
Memorial Building Levy Funding Capacity
150.81 Plemorial Lev~ Annual Revenue $1,343,000 I
Funding
Debt Potential
Coverage Interest w/20 Year
Ratio Rate Bonds
2.0 6.00% $7,702,000
1.5 6.00% $10,269,000
1.0 6.00% $15,404,000
As shown, the revenues genemted by a $0.81 per $1,000 in assessed value property tax levy could
support between $7.7 million and $15.4 million in debt. It is important to note that utilizing this levy
would require the facility to have a name reflective of the memorial nature of the facility. This fact
could impede the ability of the City to sell naming fights for the facility.
Contractually Obligated Income
Contractually obligated income can include revenue sh'eams such as rent, suite revenue, and advertising
revenues such as naming rights or other revenues. Because one party is guaranteed to receive a specific
amount of revenue from the other party, it is often easier to bond a project based on contractually obligated
revenue than on other revenues, such as ticket surcharges, that will fluctuate from year to year.
Depending on the structure of the lease agreement between the stadium operator and the tenants,
guaranteed rental payments may be used to help fund a portion of the project costs. None of the recently
constructed or planned ballparks have utilized guaranteed rent payments in the financing of the facility.
However, a number of the use agreements between the teams and the owners of these facilities require the
teams to pay fixed rent payments and, as such, could have been utilized for financing purposes.
Admission Tax/Rental Payment
A number of communities throughout the country have instituted an admission tax/surcharge that is
imposed on the amounts paid for the admission to certain sporting events, performing arts events,
concerts or other spectator events to provide partial funding for the development of a public assembly
facility. In most cases, such a surcharge is structored to be all or a significant portion of the rent paid
by the tenant team. One disadvantage with such a tax is that local residents would likely pay a
significant portion of these taxes.
Based on the estimated total armual attendance range of 105,000 to 175,000 for a Class A franchise in
Dubuque, a $1.00 ticket surcharge would result in revenues of approximately $105,000 to $175,000.
These revenues could potentially be structured as a rental payment by the Team to the City, with the
City using this revenue to help pay the debt service on a new ballpark. The following exhibit
summarizes the level of debt service that could be supported by an admissions surcharge.
Market and Financial Analysis of a Proposed New Minor League Ballpark 60
9.0 Funding Analysis
I~oa~r~e SlOS,O00 I 12'O00pergame $140,000 I 12,SOOper~ $175,000
Based on the estimated attendance levels presented previously, a $1.00 ticket sumharge could support
approximately $602,000 to $2.0 million in total debt, depending on debt service requirements and
attendance levels.
Naming Rights
Another potential revenue source that could be utilized for financing purposes relates to the sale of
naming rights for the ballpark. Recently, many facilities have been able to generate significant
revenues fi.om selling the naming fights to the ballpark. The revenue generated through nanfing rights
can be in the form of up-front payments or annual cash flow to the stadium. Typically, a local
corporation will pay an agreed-upon mount for a specified period of time to name the facility after the
company. In exchange for the naming rights fee, the company typically receives in-stadium
advertising, access to preferential seating amenities, and other intangible benefits from having a "high-
profile" facility named after the company. The following exhibit presents a summary of comparable
ballparks that have recently negotiated naming rights agreements.
JClass A Average $2, I S0,000 12 $169,S00[
As shown, the average annual value for naming rights at the Class A facilities analyzed is
approximately $170,000. For purposes of this analysis, it has been assumed that a new ballpark in
Dubuque could generate $150,000 to $250,000 in annual naming rights revenue. It is important to note
that naming rights are very sensitive to local market conditions, the strength of the economy, and the
timing of the agxeernent. The following table presents a summary of the potential debt that could be
supported by various naming rights agreements. For purposes of this analysis, it is assumed that a
naming rights agreement would cover a 10-year term, which is consistent with other Class A naming
rights agreements.
Market and Financial Analysis of a Proposed New Minor League Ballpark 61
9.0 Funding Analysis
i~.~ s,so,ooo I Isa`se s2oo,ooo I IH~gh s25o,ooo I
As shown, naming rights revenues could potentially support approximately $552,000 to $1.8 million in
debt, depending on the amount of the annual payment and the debt coverage milo requhed by lenders.
It is important to note that, while a 10-year naming agreement term has been assumed for purposes of
this analysis, it may be possible to obtain a longer agreement or to sign a new naming agreement at the
conclusion of the original 10-year term.
Parking Revenue
Based on discussions with City representatives, it may be possible for the City to capture revenues
generated from parking for events taking place at the ballpark. This could encompass parking at lots on-
site at the ballpark as well as the downtown ramps and on-street parking metem. The following table
presents the estimated funding capacity of captured parking revenues.
sTo,ooa J IBase(2) S93,000 I {HighO) $il7,000 I
Funding Fundir~ Funding
As shown, revenues from parking during minor league ballgames taking place at the proposed facility
could support approximately $401,000 to $1.3 million in debt, depending on debt coverage ratios end
attendance levels.
Other Potential Sources
While the funding sources noted above constitute some of the most likely funding options for a new
ballpark in Dubuque, there are other options that could potentially play a role in the financing plan. These
include monies that may be available from sales or other taxes, fedemt or state grants, contributions from
private donors, founding parmer contributions and other such sources.
Market and Financial Analysis of a Proposed New Minor League Ballpark 62
9.0 Funding Analysis
Sales Tax
A number of new minor league stadiums have been financed in large part using dedicated city sales tax
revenues, sometimes under laws permitting local option increases. Sales taxes provide strong credit
stmctares because they are relatively predictable and tend to track both inflation and economic growth.
There is oran public resistance to the use of this potential revenue stream to back debt issued to
construct sports facilities.
Currently, the local sales tax rote throughout Dubuque is 7.0 percent. Of this total tax rote, five percent
is allocated to the State of Iowa, with one percent each allocated to the City of Dubuque and the
Dubuque School District. According to State statute, one percent is the maximum amount of local
options sales tax a City or School District can levy. Revenues from the local option sales tmxes are
earmarked for specific projects in the legislation that established the taxes, and cannot be utilized for
other projects without voter approval.
Because the local option sales taxes are already at their maximum, it is assumed that sales tax revenues
will not likely be available to help fund a new ballpark. However, funds could become available if the
tax is renewed in the future or the projects for which these revenues are earmarked are paid in full.
Hotel Expansion Property Tax T1F
In addition to capturing the revenues generated from the downtown TIF district, it may also be possible
for the City to capture additional proper~ taxes related to an expansion of the Grand Harbor Resort.
The Resort has agreed to expand by 150 rooms if capacity is maintained at an average of 80 percent for
two consecutive years of operations. Such an expansion is estimated to be valued at approximately
$16 million, although the assessed value would likely be significantly less than that. For purposes of
this analysis, it is assumed that such an expansion would be assessed at a total of $8 million. Based on
a TIF tax mte of $29.57648 per $1,000 in assessed value, it is estimated that this expansion would
result in an increase of appmximately $237,000 per year. The following table presents the estimated
funding capacity of this revenue.
Hotel Expansion TIF Increment Funding Capacity
I Estimated Hotel Expansion TIF Increment $237,000 I
Funding
Debt pntentia~
Coverage Interest wi 20 Year
Ratio Rate Bonds
ZO 6.00% $ 1,359,000
1.5 6.00% $ 1,812,000
1.0 6.00% $2,718,000
As shown, the estimated prope~iy tax increment related to an expansion of the Grand Harbor Resort is
estimated to support between $1.4 million and $2.7 million in ballpark development costs, depending
on the required debt coverage ratio. As with the property tax described above, it is possible that debt
issued related to this revenue stream would be able to obtain a lower debt coverage ratio.
Market and Financial Analysis of a Proposed New Minor League Ballpark 63
9.0 Funding Analysis
While these revenues could potentially be utilized for ballpark funding purposes, there is no guarantee
that the hotel expansion will take place. At present, in its first year of operations, the Resort has
achieved approximately 60 percent occupancy. With the opening of the conference center attached to
the Resort and increased interest in general, it is estimated that the second year occupancy will
approach 80 percent, while the third year of operations is estimated to exceed that level. Therefore, it
is likely that an expansion would not begin until approximately 2006 or after, therefore these revenues
cannot be relied on for purposes of this analysis.
Hotel Expansion Hotel/Motel Tax TJF
Hotel/motel taxes have been a frequently used revenue source for the construction of sports facilities
throughout the United States. Hotel/motel taxes are paid by visitors to the area and are thus seen as an
indirect fee affecting visiting spectators and stadium users and tend to be a more politically acceptable
funding source. It should be noted that an increase in hotel/motel related taxes could have a negative
impact on the overall attractiveness of the Dubuque market for visitors.
· The City of Dubuque currently levies a seven percent bed tax on hotels and motels xvithin the City,
which is the maximum allowable under Iowa tax codes. In addition, the revenues generated by this tax
from the Grand Harbor Resort have been dedicated to the construction of the conference center located
near the Resort. However, as mentioned previously, the hotel could potentially undergo an expansion
in the future, and the lodging tax revenues generated from this expansion could potentially be captured
for purposes of ballpark development. Assuming a 150-room expansion, an average daily rate of $120
and 60 percent capacity, this tax could generate approximately $276,000 per year in incremental
revenues. The following table presents the estimated funding capacity of this level of revenue.
Hotel Expmaslon Lodging Tax Capacity
I Estimated Lodging Tax An nual Revenue $276,000
Funding
Debt Potential
Coverage Interest w/20 Year
Ratio Rate Bonds
2.0 6.00% $1,583,000
1.5 6.00% $2,110,000
1.0 6.00% $3.166.000
As shown, lodging tax revenues generated by a hotel expansion could support between $1.6 million
and $3.2 million in debt. However, as there is no guarantee that the hotel will undergo any expansion,
it is unlikely that these revenues could be utilized initially for purposes of funding a new ballpark.
Enterprise District T1F
In addition to property tax TIF revenues, several markets have utilized an Enterprise District as another
form of T1F financing. This method involves establishing a specific geographic area in which certain
revenues (such as sales taxes, parking revenues or other specific revenues) are captured for purposes of
funding a specific project. However, based on discussions with City representatives, the establishment
of such a district in Dubuque is not a viable option according to State statutes.
Market and Financial Analysis of a Proposed New Minor League Ballpark 64
9.0 Funding Analysis
Vision Iowa
It may be possible for the City to access additional money from the Vision Iowa program that was
implemanted in recent years. The City has used the Vision Iowa fund to help develop a significant
portion of the Ice Harbor developments, and could potentially utilize additional Vision Iowa funds to
contribute to a ballpark development. While the fimds from this program have already been
preliminarily allocated to other markets, if these other markets are unable to develop satisfactory
projects and financing plans, additional money may be available from this fund. The amount of
potential funding from the Vision Iowa program is indeterminate at this time. Additional research
should be conducted to determine the availability of these funds.
"Founding Partner" Revenue~
The City may also be able to sell "founding partner" suites, club seats or other items that could
ganemte up-front revenues for ballpark development. It may be possible to sell a small number of
suites, typically two to four, in exchange for an up-front payment from the purchasing party. The City
could sell two suites for $20,000 per year for a 10 year agreement, with the payment required up-front,
which would result in a total of $400,000 that could be utilized to reduce the amount of stadium costs
supported by debt issuances. It may also be possible to sell commemorative bricks, plaques or other
items that could ganerete additional funding to reduce the debt issuance required for stadium
construction.
Other Sources
In addition to the potential funding sources described above, the ballpark and Surrounding area could
be designed to accommodate retail space and/or restaurant space. These spaces could potentially be
owned by the City, with the City then able to rent these spaces to private interests. The rental revenues
generated through these spaces could be utilized by the City to support the cost of building the
ballpark. Without a finalized ballpark design and f'nm commitments from prospective retail or dining
entities, it is not possible to determine the potential revenues that could be generated from such rentals,
however this issue should continue to be addressed throughout the design and development process.
Summary
As noted in this section, each minor league baseball stadium project has a unique funding structure and set
of goals. The ultimate financing structure of a sports facility is dependant on the political, environmental,
and economic concerns or issues of the related parties. In some markets, the city has the ability to finance a
substantial portion of the project cost, while some franchises, due to either significant debt levels, size of
the home market, or other factors, are not capable of supporting much of the project costs.
During this phase, analyses were conducted to evaluate specific funding sources for a potential new
ballpark in Dubuque. A variety of funding vehicles and revenue sources were evaluated. Based on recent
minor league stadium financing throughout the U.S., a number of financing mechanisms have been utilized.
These methods include the issuance of revenue and/or general obligation bonds, certificates of
participation, and private/public debt and equity.
Market and Financial Analysis of a Proposed New Minor League Ballpark 65
9.0 Funding Analysis
Many public and private revenue sources exist that have the potential to be used for the financing of a new
Class A baseball stadium. Examples of potential revenue sources include tax revenues resulting from hotel
taxes, sales taxes, automobile rental taxes, facility revenues, and other such sources. With each tax revenue
source, the estimated incremental revenue generated by an assumed increase in the tax rate has been
estimated. It should be noted that the list of sources presented is by no means intended to be exhaustive or
cumulative in nature. Rather, based on the preliminary funding analysis conducted, the listed items
represent potential revenue sources that may or may not be individually or collectively feasible.
Team owner funds and facility revenues typically comprise the largest source of private funds. Again,
examples of facility revenues include income from rent, ticket surcharges, premium seating, seat licenses,
advertising, naming rights, concessions, merchandise, and parking. 'Ihe sh'ucture of the lease agreement
between the stadium owner, operator, and tenant(s) as well as faciliiy operating results will impact the
amount of facility revenues that may be used for funding purposes.
Exhibit 9-4
Funding Summary
Annual Interest Fundin[ Capacit~
Source Revenue Rate I .Ox Coverage I .Sx Coverage 2.0x Coverage
General Obliga:ion Debt - City ( I ) $1,658,000 6.00% $ [9,017,000 $12,678,000 $9,509,000
General Obligation Debt - County ( 1 ) $2,830,000 6.00% $32,460,000 $21,640,000 $16,230,000
Capital Improvement Lev'/{2) Si,119,150 6.00% $12,837.000 $8,558,000 $6,418,000
I*lemorial Building Levy (3) $1,343,000 6.00% $15,404.000 $ I 0.269.000 $7,702,000
Admissions Tax]Surcharge (4) $140,000 6.00% $1,606,000 $1,071,000 $803,000
Parking Revenue (S) $93,000 6.00% $1,067,000 $711,000 $533,000
Naming Rights (6) $200,000 6.00% $1,472,000 $981,000 $736,000
Based on the analyses conducted during this study, several specific funding sources have been identified as
potentially viable for the construction of a new ballpark in downtown Dubuque. The following table
presents a summary of the estimated funding capacities of eanh of these funding sources.
As shown, several potential funding sources could be utilized alone or in conjunction with other sources to
support the constraction of the proposed ballpark. The intent of this analysis has been to provide a
summary of the potential sources that could be available for ballpark construction. The decision to move
forward with the project and determine the mixture of funding sources will be made by the leaders of the
City of Dubuque.
Market and Financial Analysis ora Proposed New Minor League Ballpark 66
~ooo~ed Dubuau~ Baiieark Financial Estimates
Assumptions
EventType:
Tenant Baseball (Low) 70 1,500 105,000
Tenant BasebaLl (Base} 70 2,000 140,000
Tenant Baseball (High) 70 2,500 175,000
Conce~ 2 4,000 5,000
High Scbeol Sports 10 500 5,000
Coltsge Speds 20 500 10,000
Amateur Spe~ 5 250 1
giber Eveols 10 500
Total 117 134,250 - 204,250
Average Per Capita Spending
Ticket Price Concessions Uemhandise Cata~ing
Tenant Baseball $5.00 $5.00 $1.00 $20.00
Concerts $25.00 $5.00 $350 $25.00
High School Sperts $4.00 $2.00 $0.50 $0.00
Coltage Speds $7.00 $3.00 $050 $0.00
Amateur Sports $4.00 $2.00 $0.50 $0.00
Off]er Events ~.00 $3.50 $1.00 $0.00
Stadium Rental Rate
Flat Fee % o1 Gate
Tenant Baseball Na n/a
Conceds $7,500 10%
High Schpel Sports 500 n/a
College Sports 1,000 n/a
Amateur Spods 500 Na
Other Events 2,000 n/a
Premium Sea0~:
Low Base High
NumberofSu0es 5 10 15
Number,Sold 5 10 15
SeataperSuita 12 12 12
AverageAnnuaIPfice $15,000 $17,500 $20,000
Number of CLub Seats 200 300 400
Number Sold 200 300 400
Average Pdce Per Game $10~00 $11.00 $12.00
A~nual Naming Rights Revenue $150,000
A~nual Adver~stsg Revenue $150.000
$200,000 $250,000
$250,000 $350,000
Appendb(A
Proposed Dubuque Bal]pa;k Financial Estimates
Revenue & Expense Summary
Tickets/rent
Premium sealing (1)
Food and beverage
Advedising
Merchandise
Low Base High
$592,500 $767,500 $942,500
116,800 244,600 411,400
309,800 415,500 521,300
150,000 250,000 350,000
21,000 28,000 35,000
1,190,100 1,705,600 2,260,200
350,000 400,000 450,000
600,000 650,000 700,000
400,000 500,000 550,000
1,350,000 1,550,000 1,700,000
($159,900) $155,600 $569,200
-13.4% 9.1% 24.8%
Stadium Expenses
Team Adminis~C~e Expenses
Marketing & Promotional Expenses
TotaI expenses
EBITDA
(1) Includes suite and club sat premiums.
Appendix A
Proposed Dubuque Ballpark Financial Estimates
Gate Receipts Low Base High
Number of events 2 2 2
Average ticket price $25.00 $25.00 $25.00
Average paid attendance 4,000 4,000 4,000
Average 0al<et revenue 100,000 100,000 100,000
Stadium share- Flat Fee $7,500 $7,500 $7,500
Stadium share- % of gross 10% 10% 10%
Stadium revenue $20,000 $20,000 $20,000
Other Revenue $180,000 $180,000 $100,000
Niqh School Speds
Number of events 10 10 10
Average ticket price $4.00 $4.00 $4.00
Average paid attendance 500 500 500
Stadium rent $500 $500 $500
Stadium revenue $5,000 $5,000 $5,000
Other Revenue $15,000 $15,000 $15,000
Amateur Soor~s
Number of events 5 5 5
Average ~cket price $4.00 $4.00 $4.00
Average paid alte~iance 250 250 250
Stadium rant $500 $500 $500
Stadium revenue $2,500 $2,500 $2,500
Other Revenue $2,500 $2,500 $2,500
OCqer Events
Number of events 10 10 10
Average ticket pdce $5.00 $5.00 $5.00
Average paid affendance 500 500 500
Stadium rent $2,000 $2,000 $2,000
Stadium revenue $20,000 $20,000
Other Revenue $5,003 $5,000 $5,000
Appendix A
Preoosed Dubuque Ballpark Financial Es§mates
Low Base High
Luxu~7 Suite Revenue
Numbe: of suites 5 10 15
Number of suites sold 5 10 15
Average suite price $15,000 $17,500 $20,000
Average seats per suite 12 12 12
Total suite revenue $75,000 $175,000 $300,000
Less: ticket revenues $28,209 $56,4~0 $84,600
N et suite revenue $46,800 $118,600 $215,400
Number of club sea~s 200 300 400
Number of dub seats sold 200 300 400
Average dub seat pdce per game $10.00 $1
Total club seat revenue $140,000 $231,000 $336,000
Less: ticket revenues $70,000 $105,000 $140,000
Net cfub seat revenue $70,000 $126,000 $196,000
kdver tisinglSponsorships
Gross annual advJspons. $150,000 $250,000 $350,000
~laming Rights
Gross annual revenue $150,000 $200,000 $250,000
Fulfillment c~sfu $0 $0 $0
Net annusl revenue $150,000 $200,000 $250,000
Note: it is assumed that naming fights revenue will be used to help fund stadium construction.
Therefore, it is not i~cluded in the estimated finandal statements.
AppendixA
Proposed Dubuque BaOpark Financial Estt mates
Low Base High
;oncessions
Tenant Baseball
Number of events 70 70 70
Per Cap $5.00 $5.00 $5.00
Percentage no show / compliments~ tickets 0% 0% 0%
Average tamsfile attendance 1,500 2,000 2,500
Gross concession revenue $630,000 $840,000 $1,050,000
Opera0ng margin 40% 40% 40%
Net concession revenue $252,000 $336,000 $420,000
Number of events 2 2 2
Per Cap $5.00 $5.00 $5.0~
Percentage no show / complimentary tickets 0% 0% 0%
Average tumsale attendance 4,00~ 4,000 4,000
Gross concession revenue $40,000 $40,000 $40,000
Opera0ng margin 40"/0 40% 40%
Net concession revenue $16,000 $16,000 $16,000
Stadium % 75% 75% 75%
Other % 25% 25% 25%
Stadium revenue $12,000 $12,000 $12,000
Other revenue $4,000 $4,000 $4,000
Hioh School S~o~ts
Number of ever~s 10 10 10
Per Cap $2.00 $2-00 $2.00
Percer~ge no show I compl~me~tary ~sheta 0% 0% 0%
Average tumsttie attendance 500 500 500
Gross concessbn revenue $10,000 $10,000 $10,000
Operatin~ margin 40% 40% 40%
Net concession revenue $4,000 $4,000 $4,000
Stadium % 100% 100% 100%
Other % 0% 0% 0%
Stadium revenue $4,000 $4,000 $4,000
Other revenue $0 $0 $0
CSL l~ternafional 09/18/03 Page 5
Appendix A
proposed Dubuque Ba park Rflan¢ al Estimates
Low Base High
Concessions (conrd)
Colleoe S~orts
Number of events 20 20 20
Per Cap $3.00 $3.00 SD.00
Percentage no show / complimentary tickets 0% 0% 0%
Average tumstits attendance 500 500 500
Gross concession revenue $30,000 $30,000 $30,000
Operating margin 40% 40% 40%
Net concession revenue $12,000 $12,000 $12,000
Stadium % 100% 100% 100%
Otber % 0% 0%
Stadium revenue $12,000 $12,000 $12,000
Other revenue SD SD $0
Amateur Speds
Number of events 5 5 5
Per Cap $2.00 $2.00 $2.00
Percentage no show / comptimeofa~y tickets 0% 0% 0%
Average tums'fits aitendance 250 250 250
Gross concession revenue $2,500 $2,500 $2,500
Operating margin 40% 40% 40%
Net concession revenue $1 ,O00 $1,000 $1,000
Sladium % 100% 100% 100%
Other % 0% 0% 0%
Stadium revenue $1,000 $1,000 $1
Other revenue SD SD SD
Other Events
Number of events 10 10 10
Per Cap $3.50 $3.50 $3.50
Perce~tsge no show I complimentsrF tickets 0% 0% 0%
Average tumshle attsndance 500 500 500
Gross concession revenue $17,500 $17,500 $17,500
Operating margin 40% 40% 40%
Net concession revenue $7,000 $7,000 $7,000
Stsdiurn % 100% 100% 100%
Other % 0% 0% 0%
Stadium revenue $7,000 $7,000 $7,000
Other revenue $0 SD $0
Appendix A
Proposed Dubuque BaOpark F~nanclal Estimates
Low Base Nigh
Ca~fing
Tenant Baseball
Number of events 70 70 70
Per Cap $20.00 $20.00 $20,00
Percentage ~o show I comp~mentary tickets 0% 0% 0%
Average turnstile attendance 60 120 100
Gross catering revenue $84,000 $168,000 $252,000
Opera5ng margin 25% 25% 25%
Net catering revenue $21,000 $42,000 $63,000
ConcerJs
Number of events 2 2 2
Per Cap $25.00 $25.00 $25.00
Percerr~age no show I complimentar~ tickets 0% 0% 0%
Average tams0'~e attendance 60 120 180
Gross ¢ate~9 revenue $3,000 $6,000 $9,000
Operating msrgin 25% 25% 25%
Net catefin~ revenue $750 $1,500 $2,250
Stadium % 100% 100% 100%
Other % 0% 0% 0%
Stadium revenue $750 $1,500 $2,250
Other revenue $0 $0 $0
$0.00 $0~0 $0.00
0% 0% 0%
0 0 0
$0 $0
25% 25% 25%
$o $o $o
~oo% ~oo% lOO%
0% 0% 0%
$0 $0 $0
$0 $0 ~ $0
Low Base High
Catering {cont'd)
Colleqe Sports
Number of events 20 20 20
Per Cap $0.00 $0.00 $0.00
Percentage no show / complimentay 0ckets 0% 0% 0%
Average tumsrle attendance 0 0 0
Gross catarng revenue $0
Oberatir~ margin 25% 25% 25%
Net catedng revenue $0 $0 $0
Stadium % 100% 100% 100%
Other % 0% 0% 0%
Stadium revenue $0 $0
Other revenue $0 $0 SO
Amateur Sports
Number of eventa 5 5 5
Per Cap $0.00 $0.00 $0.00
Percentage no show / complimentaly 0cketa 0% 0% 0%
Average tumsale aUe[~ance 0 0 0
Gross catering revenue $0 $0 $0
Oberafin9 ma~jin 25% 25% 25%
Net cater~g revenue $0 $0 $0
Stadium % 100% 100% 100%
Ot~er % 0% ~',~ 0%
Stadium revenue $0 $0 $0
Other revenue $0 $0 $0
Other Events
Number of events 10 10 10
Per Cap $0,00 $0.00 $0.00
Percentage no shew / complimentary 0ckets 0% 0% 0%
Average tamsb'le attendance 0 0 0
Gmss c='ttern§ revenue $0 $0 $0
Operating margin 25% 25% 25%
Net catedng m~enue $0 $0 $0
Stadium % 100% 10~/o 100%
Other % 0% 0% 0%
Stadium revenue $0 $0 $0
Other revenue $0 $0 $0
Appendix A
Proposed Dubuque Batipark Financial Estimates
Low Base High
Merchandise
Tenant E~asebal]
Number of events 70 70 70
Per Cap $1.00 $1.09 $1.00
Percentage no show / complimenta~/~ckets 0% 0%
Average tumeti[e attendance 1,500 2,000 2,500
Gross merchandise revenue $105,000 $140,000 $175,000
Operating margin 20% 20% 20%
Net merchandise revenue $21,000 $28,000 $35,000
Per Cap S3.50 $3.50 $3.50
Percentage no show ! complimentary tickets 0% 0% 0%
Gross men:bandise revenue $28,000 $28,000 $28,000
Operatthg margin 20% 20% 20%
Net merchandtse revenue $5,600 $5,600 $5,600
Stadium % 0% 0% 0%
Other % 100% 100% 100%
Stadium revenue $5 $0 $0
Other revenue $5,600 $5,600 $5,600
Htsh Sch~l SDor~
Number of events 10 10 10
Per Cap $0.50 $0.50 $0.50
Percentage no show / complimentary tic, ets 0% 0% 0%
Average tsmsfits attendance 500 500 500
Gross memhandise revenue $2,500 $2,500 $2,500
Operating margin 20% 26% 20%
Net merchandise revenue $500 $500 $500
Stadium % 0% 0% 0%
Other % 100% 100% 100%
Stadium revaque $5 $0
Other revenue $500 $500 $500
Merchandise (cont'd)
Low Base High
Number of events 20 20 20
Per Cap $050 $0.50 $0.50
Percentage no show I compiimentar~ ~ckets 0% 0% 0%
Average tumsBe altendance 500 500 500
Gross merchandise revenue $5,000 $5,000 $5,000
Operating marg[~ 20% 20% 20%
Net merchandise revenue $1,000 $1,000 $1,000
Stadium % 0% 0% 0%
Ot~er % 100% 100% 100%
Stadium revenue $0 $0 $0
Other revenue $1,00O $1,000 $1,000
Amateur Sports
Number of events 5 5 5
Per Cap $0.50 $0.50 $0.50
Percentage no show / complimentary 0cketa 0% 0% 0%
Average turnstile a~endance 250 250 25~
Gross merc~nd~e revenue $625 $625 $625
Operating margin 20% 20% 20%
Net memhandise revenue $125 $125 $125
Stadium % 0% 0% 0%
Otber % 100% 100% 100%
Stadium revenue $0 $0 $0
Otber revenue $125 $125 $125
Other Events
Number of events 10 10 10
Per Cap $1.00 $1.00 $1
PercerP. age no show / complimen~ry tickets 0% 0% 0%
Average ~Jmshle attendance 500 500 500
Gross memhandise revenue $5,000 $5,000 $5,000
Opem6ng margi~ 20% 20% 20%
Net merchandise revenue $1,000 $1,000 $1,000
Stadium % 0% 0% 0%
O~er % 100% 100% 100%
Stadium revenue $0 $0 $0
OU'~r revenue $1,000 $1,000 $1,000
Appeedix A
Proposed Dubuque Ballpark Financial Estimates
Parkir~
Low Base High
Tenant Baseball
Number of events 70 70 70
Charge per car $3.00 $3,00 $3.00
Average tumshqe attendance 1,500 2,000 2,500
Peopta per car 3.00 3.00 3.00
OperaSng margin 80% 80% 80%
Net parking revenue $84,000 $112,000 $140,0(~
Team % 0% 0% 0%
Other % 100% 100% 100%
Team Revenue $0 $0 $0
Other Revenue $84,000 $113,000 $140~000
Number of events 2 2 2
Charge per car $5.00 $5.00 $5.00
Average tums~e attendance 4,000 4,000 4,000
People per car 3.00 3.00 3.00
OperaSng margin 80% 80% 80%
Net parking revenue ~10,667 $10,667 $10,667
Stadium % 0% 0% 0%
Event % 100% 100% 100%
Stadium revenue $0 $0 $0
Other revenue $10,657 $10,667 $10,667
Hiah School S~ods
Number of evems 10 10 10
Charge per car $1.00 $1.00 $1.00
Average turnstile attendance 500 500 500
People per car 3.00 3,00 3.00
Operating margin 80% 80% 80%
Net parking revenue $1,333 $1,333 $1,333
Stadium % 0% 0% 0%
Event % 100% 100% 100%
Stadium revenue $0 $0 $0
Other revenue $1,333 $1,333 $1,333
Parking (caol'd)
Low Base High
Colleha Sports
Number of events 20 20 20
Charge per car $1.00 $1.00 $1.00
Average tumsitle attendance 500 500 500
Peopte per car 3.00 3.00 3.00
OperaEn§ margin 80% 80% 80%
Net pa~ng revenue $2,667 $2,667 $3,667
Stadium % 0% 0% 0%
Other % 100% 100% 100%
Stadium revenue $0 $0 $0
Other revenue $2,667 $2,667 $2,667
Amateur Spods
Number of events 5 5 5
Charge per car $1.00 $1.00 $1.00
Average turnstile attendance 250 250 250
People per car 3.00 3.00 3.00
Operatit',g margin 80% 80% 80%
Net parking revenue $333 $333 $333
Stadium % 0% 0% 0%
Other % 100% 100% 100%
Stadium revenue $0 $0 $0
Other revenue $333 $333 $333
Other Events
Number of events 10 10 10
Charge per car $3.00 $3.00 $3.00
Average tsmstile sttandance 500 500 500
Peopie per car 3.00 3.00 3.00
Operaitng margin 60% 80% 80%
Net pa~ng revenue $4,000 $4,000 $4,000
Stadium % 0% 0% 0%
Other % 100% 100% 100%
Stadium revenue $0 $0 $0
Other revenue $4,000 $4,000 $4,000
Note: It is assumed that parking re,~mque will be used to help fund stadium cons~ction.
Therefore, it is not included in the estimated 6nancial statements.
pr°~ert DBbu~& Bagpark Financial Estir~ates
Low Base High
Stsdi~n Expenses $350,000 $400,000 $450,000
Team Adminisb'ative Expenses 600,000 650,000 700~000
Utilization Summary
Events
Tenant Baseball 70 70 70
Conce~ 2 2 2
High School Sports 10 10 10
College Sports 20 20 20
Am~eur Spo~ 5 5 5
Other Events 10 10 10
Total Events 117 117 117
Total Attendance
Tenant Baseball 105,000 140,000 175,000
Conceds 8,000 8,000 8,000
High Sd~ool Spots 5,000 5,000 5,000
College Sports 10,000 10,000 10,000
Amateur Sports 1,250 1,250 1,250
O~her Events 5,000 5,000 5,000
Total Attendance 134,250 109~50 204~50
Low Base High
Economic Impacts
Stsdium/Team-Reloted Revenues
Tickets $845,000 $1,020,000 $1,195,000
Concessions 730,000 940,000 1,150,000
Catering 87,000 174,000 261,000
Merchandise 146,125 181,125 216,125
Parking 128,750 163,750 198,750
Premium sea5n§ 116,800 24~,600 411,400
Naming hghts 150,000 200,000 250,000
AdverUsingfSponsorshipe 150,000 250,000 350,000
Total $2,353,575 $3,173,475 $4,032,275
Out-o~-FadlSy Spending
Trial actsal aOendance 134,250 169,250 204,250
Per capita spending, net of taxes:
Hotel $2.50 $2.50 $2.50
Food and beverage 2.00 ZOO 2.00
Rotal 0.50 0.50 0.50
Ente~inment 0.50 0.50 0.50
Transpada0on 0.50 0.50 0.50
Miscellaneous 0.25 025 025
Total $6.25 $625 $6.25
Hotel $335,625 $423,125 $510,625
Food and beverage 268,500 338,500 408,500
Reta~ 67,125 84,625 102,125
Entertainment 67,125 84,625 102,125
Transpoda5on 67,125 84,625 102,125
Miscellaneous 33,563 42,313 51,063
Total $839,063 $1,057,813 $1,276,563
Economic Impacts (cont'd)
Visiting Team/Event Personnel Spending
Average visiting personnel per event
Annual visigng team/event personnel
Average daily stay
Low Base High
25 25 25
2,925 2,925 2,925
Daily per cap~ spending, net of taxes:
Hotel
Food and beverage
Retalq
Gross:
Food and beverage
Retail
Entertainment
Transpoda0on
Miscellaneous
Total
$100.00 $100.00 $100.00
30.00 30.00 30.00
10.00 10.00 10~0
10.00 10.00 10.00
10.00 10~0 10.00
5.00 5.00 5.00
$165.00 $165.00 $165.00
$438,750 $438,750 $438,750
131,625 131,625 131,625
43,875 43,875 43,875
43i875 43,875 43,875
43,875 43,875 43,875
21,938 21,938 21,938
$723,938 $723,938 $723,938
Low Base High
Economic Impacts (cont'd)
Gross Direct Spending: Total
Commercial sporbs $1,261,800 $1,714,608 $2,206,400
Hotal 774,375 861,875 949,375
Food and beverage 1,217,125 1,584,125 1,951,125
Retail 257,125 309,625 362,125
Entar~ainment 111,000 128,500 146,000
TranspodatJon 239,750 292,250 344,750
Mbscellaneous 55,500 64,258 73,000
Total $3,915,675 $4,855,225 $6,032,775
Gross Output: Total
Commercial Sporis 1.429902 $1,804,250 $~,451,710 $3,154,936
Hotal 1.524288 1,180,371 1,313,746 1,447,121
Food and bevera~e 1.553429 1,890,717 2,460,826 3,030,934
Retail 1.447039 372,070 445,039 524,009
E~tertalnment 1.553429 172,431 199,616 226,801
Tmnsporlation 1.521413 364,759 444,633 524,507
Miscellaneous 1.553429 86,215 99,808 113,400
Total $5,870,813 $7,418,377 $9,021,708
Gross Jobs: Total *
Commercial Sports 55.074258 55 75 96
Hotel 33A03830 20 23 25
Food and beverage 40.804285 39 51 63
Retail 44.155310 9 11 13
Entertainment 40.804285 4 4 5
Transporta6on 37292984 7 9 10
Miscellaneous 40.804285 2 2 2
Total 136 174 214
Gross Earnings: Total
Commercial Spo~ 0.600146 $757,264 $1,029,010 $1,324,162
Hotel 0.564574 437,192 486,592 535,992
Food and beverage 6.533128 648,883 844,541 1,040,199
Retail 0.646122 166,134 200,096 233,977
Entertainment 0.533128 59,177 68,507 77,837
Transportation 0.670154 160,669 195,853 231,036
Miscellaneous 0.533128 29,589 34,253 38,918
Total $2,258,909 $2,858,812 $3,482,121
* Direct spending is dMded by 1.0 million and de~atad to 1998 dollam before applying jobs multiplier
· rex Collections
State Sates Tax Coliec6ons (2000}
State Gross Product (2000)
Indirect Tax Rate
$1,423,700,000
$90,942,000,000
Low Base High
Gate receipts $845,000 $1,020,000 $1,195,000
Concessions 730,000 940,000 1,150,000
Catering 87,000 174,000 261,000
Merchandise 146,125 181,125 216,125
Hotel 774,375 861,875 949,375
Food and beverage 400,125 470,125 540,125
E~tertainment 111,000 128,500 146,000
Mtsceltsr, eous 55,500 64,250 73,000
Totel direct taxable sales $3,260,125 $3,968,375 $4,676,625
State~te~ 59% 56% 5.0%
School SC~ ~x 1.0% 1.0% 1.0%
Lo~[ Option Scles T~ 1.0% 1.0% 1.0%
Direct Sales Tax collections
State of Iowa $163,006 $196,419 $233,631
School SCtsS Tax 32,601 39,684 46,765
Local Option Sales Tax 32,601 39,684 46,766
Indirect and induced:
Total output $5,870,813 $7,418,377 $9,021,708
Direct spending $3,916,675 $4,955,225 $6,032,775
Indirect and induced spending $1,954,138 $2,463,152 $2,966,933
Total indirect tax rate
Indireci Scl~s Tax CWlec6o~
State of iowa $21,851 $27,543 $33,423
School Sales Tax 4,370 5,009 6,685
Local Op6on Sales Tax 4,370 5,509 6,685
State of Iowa % 71% 71% 71%
School SCtss Tax % 14% 14% 14%
Local Option Sales Tax % 14% 14% 14%
Low Base High
Tax Cattacttans (cont'd)
Hoatl~MotaiTax
Total hotel spending $774,375 $861,875 $949,375
Local Option Hotel/Motel Tax Rate 7.0% 7.0% 7.0%
Corporate Tax
State corporate tax collections (20001 $276,821,000
State Gross Product (2000) $90,942,000,000
Corporate Tax Rate 0.30%
Low Base High
Project O~,at $5,870,813 $7,418,377 $9,021,708
Construction Impacts
Es6matad project costa $16,000,000
Percentage matedais 50%
Percentage labor 50%
Amount mata~als $9,000,000
Amount labor $9,000,000
Percentage spent in Dubuque
Mate~ts 25%
Labor 50%
Amount spent in Dubuque
Materials $22.50,0~0
Labor $4,500,000
Total $6,750,000
Gross Impacts
Total ~utp~t 1.516616 $27,299,066
Empioymer~ 16.369865 295
Earnings 0.523990 $9,431,820
Local Impacta
Total output 1.516616 $10,237,158
~np]oyment 16.369865 87
Eamings 0.523990 $3,536,933
Construction Impacts (cont'd)
Sales Taxes
Direct taxable sales $2,250,000
Sales Tax Rate
State of Iowa 5.0%
School sales tax 1.0%
Local opUon sales tax 1.0%
Direct Sales Tax Collections
State of Iowa $112,500
School sales tax 22,500
Local option sales tax 22,500
indirect spending $3,487,158
indirect tax rate 1.57%
State of Iowa % 71%
School sales tax % 14%
Local op~on sales tax % 14%
~ndkect Sales Tax Collec~ons
State of Iowa $38,994
Schcol sales tax 7,799
Local option sales tax 7,799
09/18/03 Page; 20
MEMORANDUM
October 17, 2003
TO:
FROM:
SUBJECT:
The Honorable Mayor and City Council Members
Michael C. Van Milligen, City Manager
Dubuque Initiatives - Minor League Professional Baseball in Dubuque
Dubuque Initiatives President Katie Kdeg has provided the attached additional
information for their presentation at the October 20, 2003 City Council meeting.
Michael C. Van Milligen
MCVM/jh
Attachment
cc: Barry Lindaht, Corporation Counsel
Cindy Steinhauser, Assistant City Manager
Jeanne Schneider, City Clerk
Bill Baum, Economic Development Director
SPORT+VENUE+EVENT
October 17, 2003
Ms. Katie Kdeg
President
Dubuque Initiatives, Inc.
50 West 13th Street
Dubuque, Iowa 52001
DUBUQUE MINOR LEAGUE BALLPARK STUDY
Dear Ms. Krieg,
HOK Sport + Venue + Event has prepared the enclosed cost summary for the preliminary
planning and programming studies of the proposed new minor league ballpark in Dubuque,
Iowa. The enclosed Project Budget Summary and Stadium Hard Construction Cost Summary
documents are being provided for the purposes of quantifying the possible costs of the total
project budget, and gaining an understanding of the overall balipark anticipated hard
construction costs.
As with the preliminary planning and programming documents provided earlier, please consider
that this information is conceptual in nature and intended to aid in the understanding of the
potential scope and opportunities possible with a new professional minor league ballpark at the
Port of Dubuque.
As before, we sincerely appreciate the opportunity to assist Dubuque Initiatives, Inc. in this
endeavor and would be pleased to continue our assistance as the project moves forward to
fruition.
If I can be of any further assistance, please feel free to contact me at (816) 329-4256.
Respectfully submitted,
Martin DiNitto, AIA NCARB
Associate Principal
HOK Sport + Venue + Event
cc:
Bruce Miller
File
HOKSYE.COI~
KANSAS CITY 323 West 8t~ Street, Suite 700 Kansas City M~ssoud 64105 USA T +1 816 221 1500 F +1 816 221
LONDON 14 Blades Coud, Deodar Road London SW15 2NU United Kingdom T -~N [0}20 8874 7666 F ~ (0)20 8874 7470
BRISBANE Leve1240Ed~vard Stmet, POBox216AIbertStreet BfisitaneQLD4002Australia T+61 73210253BB-~61 732102540
PRELIMINARY HARD CONSTRUCTION COST SUMMARY
FOR DUBUQUE, IOWA MINOR LEAGUE BALLPARK
October 17, 2003
Building Component
Building Area I Unit Value I Budget I Sub Total
Site Demolition, Clearing
Site Clearing, limited demolition,
Miscellaneous
Clubhouse Areas
Foundations; deep foundation piers; access to dugouts under grandstand.
Grade-level areas
Roof
Suite Level/Pressbox
10 Suites; Conditioned space
Enclosed Lobby, Panty, Restrms; Conditioned space
Balcony Seating, Covered Suite Walkway
Press Box; Conditioned space
Roof
Seating Bowl
Foundations; Deep foundation piers.
Seatsi armchair seats with cupholders
Precast Concrete Tread & Risers; on elevated steel frame, railings.
Food Service and Retail Facilities
Foundations; Deep foundation piers.
Entry Level; Commissary Kitchen; Retial Store, Promo Storage
Concourse Level; Concessions, Eating Areas
Team Administration & Ticket Office Areas
Foundations; Deep foundation piers.
Entry Level; office areas
Roof
Main Concourse
Restrooms, Fan Assistance, Security
Concrete Slab; elevated structural slab
522,720 SF $0.50 $261,360
LS $5O,OOO
16,000 SF $10 $160,000
16,000 SF $125 $2,000,000
18,000 SF $10 $180,000
3,450 SF $100 $345,000
3,500 SF $100 $350,000
4,380 SF $100 $438,000
2,300 SF $100 $230,000
10,200 SF $15 $153,000
28,000 SF $10 $280,000
4,000 EA $100 $400,000
28,000 SF $8 $224,000
21,000 SF $10 $210,000
8,400 SF $100 $840,000
13,000 SF $125 $1,625,000
5,500 SF $10 $55,000
5,500 SF $100 $550,000
11,000 SF $15. $165,000
5,400 SF $80 $432,000
30,000 SF $6 $180,000
$311,360
$2,340,000
$1,516,000
$904,000
$2,675,000
$770,000
$612,000
Page
PRELIMINARY HARD CONSTRUCTION COST SUMMARY
FOR DUBUQUE, IOWA MINOR LEAGUE BALLPARK
Entry Concourse & Security Fence
Slab on Grade: Entry plaza, sidewalks, concourse.
Perimeter Security Fence: 8' Painted atuminum picket fence.
Vertical Transportation
1 Passenger elevator, 1 service elevator; @ 2,500# hydralic; cab finish; 3 stops.
Interior stairs to all levels.
Monumental Stair to Main Concourse Level
Batting/Pitching Tunnels
Batting/Pitching area under the grandstand: Slab, synth turf, netting.
Berm Areas
Outfield Berms, MSE retaining walls.
Field Lighting
Meeting Class A standards; 6-pole configuration, power supply.
Playing Field
Irrigation, Drainage, Turf, Clay
Flag Poles, Foul Poles, Outfield Wall & Padding
Sound System
Distributed Sound System
Maintenance Facilities
Mantenance Office, Shop, Maintenance Yard
Housekeeping areas, storage
Outfield Concourse and Picnic Area
Concrete Slab; elevated structural slab
Landscape Plant and Furnishings
Plant materials, benches, etc.
Subtotal Anticipated Ballpark Hard Construction Costs
40,000 SF $6 $240,000
1,800 LF $75 $135,000
LS $150,000
LS $100,000
LS $75,000
1,250 SF $25 $31,250
15,000 SF $40 $600,000
LS $425,000
LS $450,000
LS $150,000
$320,000
25,000
LS
LS
LS
SF $15
LS
$300,000
$150~000
$375,OO0
$100,000
' October 17, 2003
$375,000
$325,000
$31,250
$600,000
$425,000
$600,000
$320,000
$450,000
$375,000
$I00,000
$12,729,610
Page 2
PRELIMINARY HARD CONSTRUCTION COST SUMMARy October 17, 2003
FOR DUBUQUE, IOWA MINOR LEAGUE BALLPARK
Miscellaneous Items
Scoreboard with Message Panel (no video panel)
Electronic scoreboard with video panel, structure, power supply.
Subtotal Miscellaneous Items
Subtotal
Design Contingency A design contingency should be reserved during final design.
Potential Total Hard Construction Costs
LS $250,000
$250,000
$12,979,610
0% $0
$12,979,610
Optional Costs of Construction Not Included in Hard Costs Above
The following is a listing of optional program elements that may be considered optional to the program, and design of the project. They have been
included in this estimate of costs for the purpose of establishing a value and for futue consideration in the design.
Video Panel for Scoreboard
12' x 24' LED panel
LS $500,000
Suite Level Covered Party Decks
Open Air Suite-level Struct w/Roof
6,600 SF $100 $160,000
Playground & Equipment Commonly purchased by sponsors or Parks & Rec Dept.
LS $40,000
Parking Lot Commonly funded by City capital improvement budget.
New paved parking areas, service drive, lighting; 700 spaces.
700 EA $1,800 $1,260,000
Restaurant
12,000 Square foot shell building area for restaurant; less food service
equipment.
12,000 SF $60 $720,000
Notes: 1 Food service equipment and hook-up not included; to be provided by the the baseball team.
2 FF&E, costs of financing, design and engineering services, permits, survey, testing services, or costs for soil remediation not included.
3 Tenant to provide ali fixtures and equipment for the Retail Novelty Store.
Page 3
PRELIMINARY PROJECT BUDGET SUMMARY
FOR DUBUQUE, IOWA MINOR LEAGUE BALLPARK
October 17, 2003
October 13, 2003
Funding Sources
Public Funding TBD
Private Funding TBD
Other Contributions TBD
Total Funds Available
Project Soft Costs
Land Costs $0
Environmental Testing/Reports $0
Property Survey's $0
Geotechnical Testing/Reports $0
Construction Testing/Reports $50,000
Architect/Engineer Fees/Expenses $1,086,599
Other Fees $0
Insurance Costs $0
Costs of Financing $150,000
Utility Connection Fees $0
Health Department Fee $0
Permit Fees $0
Lease Buy-out $0
Printing Bidding Documents $30,000
Cost of Owner-provided Equipment
Contingency for Soft Costs $100,000
Subtotal Soft Costs
Estimated
Estimated; full-services
Provided by Contractor
Estimated
Per the tease
Recommended
TBD
$1,416,599
Project Hard Construction Costs
Miscellaneous Hard Costs
Construction Contingency (4.5%)
Subtotal Hard Construction Costs
From Estimate
Line Scoreboard
Recommended
$12,758,360
$250,000
$574,126
$13,582,486
[ $14,999,085
ANTICIPATED TOTAL PROJECT DEVELOPMENT COSTS
SPORT+VENUE+EVENT
O~oberl7, 2003
Ms. Katie Krieg
President
DUBUQUE INITIATIVES, INC.
50 West 13th Street
Dubuque, IA 52001
RE:
DUBUQUE MINOR LEAGUE BALLPARK STUDY
HOK No. 73-1120-27
Dear Ms. Krieg:
HOK Sport + Venue + Event has completed the preliminary planning and programming studies of the
proposed new minor league ballpark in Dubuque, Iowa. The enclosed report defines and illustrates the
several weeks of discussions HOK has conducted with the prospective baseba~ll team, the City of
Dubuque and Dubuque Initiatives, Inc.
We believe the preliminary program, conceptual site and ballpark designs; and project development
schedule, presented herein, best represent a new Class A professional baseball facility, which meets the
wishes of the baseball team and the expectations of the Dubuque community, as expressed to us by all
involved parties.
Please consider the information as provided, which is conceptual in nature and should be a useful
document in understanding the scope and opportunities possible with a new professional raider league
ballpark at the Port of Dubuque. ._
We sincerely appreciate the opportunity to assist Dubuque Initiatives, Inc. in this endeavor and would be
pleased to continue our assistance as the project moves forward to completion.
If I can be of any further assistance, please feet free to contact me at (816) 329-4256.
Respectfully,
Associate Principal
HOK Sport + Venue + Event
HOKSVE.COM
KANSAS CITY 323 West 8th Street, Suite ?00 Kansas City Missouri 64105 USA T +1 818 221 1500 F +1 816 221 1578
LONDON 14 Blades Court, Deodar Road London SW15 2NU United Kingdom T +44 (0)20 8874 7666 F +44 (0)20 8874 7470
BRISBANE Level 2 40 Edward Street, PO Box 216 Albert Street Brisbane OLD 4002 Australia T +61 7 ~2],0 25~0 F +61 7 3210 2540
TABLE OF CONTENTS
PRELIMINARY SITE
ANALYSIS AND
PROPOSED BALLPARK
ORIENTATION OPTIONS
PRELIMINARY BALLPARK
DESIGN SPECIFICATIONS
AND PROGRAM
3. CONCEPTUAL DESIGN
rLLUSTRATIONS
PRELIMINARY PROJECT
DEVELOPMENT
SCHEDULE
DUBUQUE, IOWA MINOR LEAGUE BALLPARK
EXECUTIVE SUMMARY
Dubuque Initiatives Inc. has retained HOK Sport Inc. to perform preliminary
planning and conceptual design services for a new minor league ballpark in
Dubuque, Iowa. It is anticipated that an existing affiliated minor league baseball
franchise will be the tenant for the facility. The prospective team has been
consulted extensively in developing the requirements contained herein. The
conceptual design documents and preliminary budgeting are based on the
requirements outlined in this document.
Site
The site considered for the new minor league ballpark is located on the
Peninsula at the Port of Dubuque. The ballpark site is approximately 22 acres is
size and is of adequate dimension to facilitate several ideal ball field orientation
options, in consideration of sun angles and fan comfort, as illustrated in this
report. It is easily accessible from 5th Street and Bell Street and is highly visible
on the approach from downtown and from U.S. Highway 61, which passes the
site via an overpass. The site is a former wood processing mill and in immediate
proximity to the waterfront of the Mississippi River, thus it is anticipated that a
diversity of soil types and with varying structural bearing capacities can be
expected. In addition, the proximity of the site to the river will likely indicate a
high water table elevation, thus these conditions will likely limit the types of
foundations and depths of excavations of the ballpark design.
Program
The program, prepared by HOK, is compiled to meet the minimum requirements
of the facility standards as required by the National Association of Professional
Baseball Leagues Agreement (PBA). In addition, the program includes additional
desirable elements that improve fan comfort and create additional revenue
streams within the ballpark. The program also includes several optional
elements that may be considered in the final design, depending on the availability
of funds.
Conceptual Design
The conceptual ballpark design presented in this report is an initial approach to
visualizing the program requirements and architectural planning of the program
spaces. It is anticipated that the project will undergo a complete and proper
design process, with input from the Owner and the tenant Team. It is essential
that the design process also work to accomplish the very best in design while
meeting the constraints of the project budget. Therefore, it is strongly
encouraged that the design process implement regular and consistent cost
review, at every phase of the design development.
Project Schedule
The ballpark is anticipated to be completed for Opening Day of the 2005 Midwest
League season, in early April. The ballpark should be scheduled to be
substantially complete and approved for occupancy by mid-March of 2005.
The project schedule is dependent on several factors, most importantly, the
authorization from the Dubuque City Council, to conduct a funding referendum
initiative in late 2003. The ballpark is anticipated to require approximately 13
months of construction and 4 months for design and engineering. Although, it
may be necessary to overlap the design and early construction processes in
order to meet this schedule, it is the opinion of HOK that the project can be
complete, pending a successful referendum, within the available time without
extraordinary measures to deliver the design and complete the construction of
the ballpark.
HOK is pleased to present this report to Dubuque Initiative, Inc. and is available
to answer questions and provide additional assistance in the understanding of
the information contained within.
PRELIMINARY SITE ANALYSIS AND
PROPOSED BALLPARK ORIENTATION OPTIONS
INTRODUCTION
The proposed ballpark site is an approximately 22-acre parcel of property, under
the control of the Dubuque Initiatives, in the area commonly known as The Port
of Dubuque; east of Highway 61 to Bell Street and north of 5th Street to the
railroad tracks.
The site is of adequate dimension and size to facilitate a minor league ballpark
with appropriate seating accommodations for approximately 5,500 fans, and the
associated back-of-house support facilities required; which is anticipated to
require approximately 10-12 acres. In addition, the site is large enough to also
facilitate on-site parking of approximately 600-800 cars and, potentially,
additional building pad sites for future development.
The site is relatively level with the adjacent streets, and can be easily seen from
the elevated roadway of Highway 61 above, and through the overpass as 5th
Street looking east.
The site is a former wood processing mill site, and considered to be relatively
free of soil contaminants, as previously researched. The site is in close proximity
of the waterfront at the Mississippi River, and thus is anticipated to have diverse
soil types with varying soil bead:rig capacities, and likely to experience a high
water table condition below grade, which may limit the depth of excavations and
the types of foundation systems used for a ballpark development.
The site can be accessed from 5~ Street, along the south boundary, and from
Bell Street from the east boundary. A railroad right-of-way exists arcing along
the northern boundary of the site. The railroad tracks are 3-4 feet in elevation
above the general elevation of the site.
SITE REQUIREMENTS
A. Adequate access to and egress from the peripheral road system shall be
provided.
Easily understandable vehicular circulation and pedestrian movement
systems shall be strongly delineated. These systems shall maximize
flexibility, efficient movement and freedom of choice of stadium entrance.
C. Appropriate graphics, safety control devices and equipment to aid
vehicular and pedestrian movement shall be provided.
D. All on-site storm drainage and on-site utilities shall be provided in
accordance with applicable codes and ordinances.
E. Pedestrian walkways, including grade-change elements and landscaping,
are to meet required landscape ordinances.
On-site parking of approximately 700 spaces for persons with disabilities
team administration and player personnel will be provided. There is
adequate existing parking inventory in the immediate area and in surface
and structure parking facilities in the downtown area; all within a 1/2 ---mile
walking distance from the ballpark.
G. The playing field will be oriented to minimize the effects of the su on the
field of play and for spectator viewing.
Pedestrian plazas will be provided to allow for que lines to form at ticket
windows and entry gates at a safe distance away from .vehicular traffic
flow. Entry plazas may also serve as multi-purpose spaces for other
community events.
PLANNING DESIGN PRINIPALS
HOK has studied the Master Plan design recently completed for the area and has
considered many of the ideas expressed in that report in proposing several site
design principals for the ballpark development:
· Reinforce street edges with building massing.
· Extend 3~ Street and 7"` Street to the levee's edge.
· Develop open green space at the heart of the district- and
accentuate open space at the front door.
· Create a ~dlstrict gateway" at the Highway 61 overpass at 5"` Street
and enforce the "parkway" atmosphere along Bell Street.
· Make the dverfront "accessible".
· Maintain and/or complement view corridors from the River Center to
the courthouse dome downtown.
· Establish a buffer of building mass and landscape materials between
the railroad tracks along the north property boundary, and the
potential development areas south of 5"' Street;
PLANNING DIAGRAM
HOK has prepared a planning diagram and site analysis of the proposed site.
The planning diagram illustrates several features and opportunities of the site
that are elements of the Master Plan recommendations and the stated planning
~rincipals:
· Arrange building massing at the street to define the street edge,
· Establish an open green space at the heart of the district,
· Develop district gateways as entry portals to the Port district,
· Preserve the view corridor from the River Center to the courthouse dome
downtown,
· Locate remote parking facilities within a half-mile walking distance from
the ballpark site - the ma~ximum distance parking can be considered
convenient to the ballpark site.
Reference the Planning Diagram on the next page.
BALLPARK ORIENTATION
Proper orientation of the ballpark is critical in consideration of sun angles for
playing baseball and for fan comfort, as well. In the northern latitudes of North
America, four pdmary ball field orientations are considered ideal, for playing a
typical minor league baseball schedule; from the first week in April to the Labor
Day weekend, and for games typically played weekday and Saturday evenings
between the hours of 7 PM and 9:30 PM and on a few Sunday afternoons
beginning at 2:00 PM in the afternoon.
The Iow sun angles of the early evening hours can be difficult for players -
especially batsmen, pitchers and catchers ~ and can also cause discomfort for
fans who may be subject to intense sunshine and glare while watching the game
from their seats for more than an hour; until the sunset, and the game progress
into twilight.
The four primary ball field orientations that should be considered for the Dubuque
location are as follows: (home plate to center field; in order of preference)
A. East- Northeast
B. Due East
C. East- Southeast
D. and Due North
As stated earlier, the ballpark site is of adequate size and dimension and all four
orientations are possible. In addition, it should be noted, that the existing street
grid of the Port area is oriented east of north, approximately 30 degrees, relative
to the downtown street grid.
Views from the ballpark to the immediate surrounding areas and new
developments are also strong influences in the decision of which orientation is
best for the ballpark. The proposed site is bounded by heavy and tall industrial
structures to the north; an historic civil war-era shot tower and brick masonry
brewery building and the contemporary architecture of the new Grand River
Center to the east; and the Grand Harbor hotel and waterpark to the southeast.
A high roadway embankment and concrete retaining wall of US Highway 61 limit
views of downtown building structures to the west.
The site, having adequate depth dimension, provides the opportunity to fine-tune
the orientation of the ballpark and to incorporate views of many of the
amhitectural elements surrounding the site, while assuring the proper sun angles
for baseball and viewing comfort for the fan.
Orientation OPTION 1
Orientation Option 1 places the ballpark on the eastern half of the site and the
ball field in a northeast orientation. Good sun angles for players as well as fans
with views focusing on the industrial structures to the north can be expected.
Massing of the ballpark brackets the site along 5~ and Bell Streets.
Reference Orientation Option I on the next page.
Orientation OPTION 2
Orientation Option 2 places the ballpark on the eastem half of the site and the
ball field in an east orientation. Better sun angles for players as well as fans with
views still focusing on the industrial structures to the north, but also including the
histodc shot tower and brewery can be expected. Massing of the ballpark fronts
5th Street and an optional future development pad site is reserved for frontage
along Bell Street.
Reference Orientation Option 2 on the next page.
Orientation OPTION 3
Orientation Option 3 places the ballpark on the eastern half of the site and the
ball field in an east-southeast orientation. Better sun angles for players as well
as fans with views now bracketed between the histodc shot tower and brewery
and the newer buildings of the River Center and Grand River Hotel. Massing of
the ballpark is set back from 5th Street and is used to frame an entry plaza on
axis with approaching vehicular and pedestrian traffic from the downtown parking
areas. An optional future development pad site is reserved for frontage along
Bell Street and a circular green space is replicated from the River Center
development to help establish a "heart of the district".
Reference Orientation Option 3 on the next page.
Orientation OPTION 4
Orientation Option 4 places the ballpark on the eastern half of the site and the
bali field in a southeast orientation. Sun angles are good for players but likely
difficult for fans seated on the third base-side seating areas. Views of the
industrial structures histodc shot tower are completely screened from view, as
the brewery and newer buildings of the River Center and Grand River Hotel are
visible. Massing of the ballpark is fronted on 5th Street with limited views of the
ballpark from the street. An optional future development pad site is reserved for
frontage along Bell Street. A rectangular green space is placed west of Bell
Street and positioned to divert traffic flow onto Bell Street, rather than to the cul-
de-sac at the waterfront.
Reference Orientation Option 4 on the next page.
Orientation OPTION 5
Orientation Option 5 places the ballpark on the western half of the site and the
ball field in a southeast orientation. Sun angles are good for players but likely
difficult for fans seated on the third base-side grass berm areas. Views of the
industrial structures are mostly screened from view, however the views are
bracketed between the shot tower (oriented along the left foul line) and the newer
buildings of the River Center and Grand River Hotel. Massing of the ballpark is
fronted on 5th Street with limited views of the ballpark from the street. An optional
future development pad site, considerably larger, is reserved for frontage along
Bell Street and a circular green space is replicated from the River Center
development as presented in Option 3.
Reference Orientation Option 5 on the next page.
Orientation OPTION 6A
Orientation Option 6A is a refinement of Option 2, which places the ballpark on
the eastern half of the site and utilizes a northeast ball field orientation. Sun
angles are good for players and fans alike. The industrial structures to the north
of the site are very much in view, with the historic shot tower, brewery, and the
River Center in view as well. Massing of the ballpark has been reconfigured to
front 5th Street with an entry plaza, on axis with approaching vehicular and
pedestrian traffic from the downtown parking areas, defining the site entry. An
optional future development pad site, is reserved for frontage along Bell Street
and a circular green space is replicated from the River Center development as
presented in earlier options.
Reference Orientation Option 6A on the next page.
Orientation OPTION 6B
Orientation Option 6B is a refinement of Option 3, which places the ballpark on
the eastern half of the site and utilizes an east ball field orientation. Sun angles
are better for players and fans alike. Views of the industrial structures are very
much in view, with the historic shot tower, brewery, and the River Center in view
as well. Massing of the ballpark has been reconfigured to front 5~h Street with an
entry plaza, on axis with approaching vehicular and pedestrian traffic from the
downtown parking areas, defining the site entry. An optional future development
~ad site, is reserved for frontage along Bell Street and a circular green space is
replicated from the River Center development as presented in eadier options.
Reference Orientation Option 6B on the next page.
Orientation OPTION 6C
Orientation Option 6C places the ballpark on the western half of the site, similar
to Option 5, and utilizes the east ball field orientation. Sun angles are better for
players and fans alike. Views of the industrial structures are mostly screened
from view, with the historic shot tower, brewery, and the newer buildings of the
River Center and Grand River Hotel in primary view. Massing of the ballpark is
fronted on 5th Street with an entry plaza, on axis with approaching vehicular and
pedestrian traffic from the downtown parking areas. Parking is maximized on the
western and eastern-most sides of the site, with the potential for future
development, displacing some of the eastern parking area, with frontage along
Bell Street and a circular green space is replicated from the River Center
development as presented in eadier options.
Reference Orientation Option 6C on the next page,
PRELIMINARY BALLPARK DESIGN SPECIFICATIONS
FOR DUBUQUE, IOWA MINOR LEAGUE BALLPARK
INTRODUCTION
Dubuque Initiatives Inc. has retained HOK Sport Inc. to perform preliminary
planning and conceptual design services for a new minor league ballpark in
Dubuque, Iowa; It is anticipated that an existing affiliated minor league baseball
franchise will be the tenant for the facility. The prospective team has been
consulted extensively in developing the requirements contained herein. The
conceptual design documents and preliminary budgeting are based on the
requirements outlined in this document.
One of the goals of the project is to provide the City of Dubuque a unique family
entertainment venue that will augment the recently-constructed America's River
development, which includes the Grand River Center, the Grand Harbor Resort I~
and Waterpark, the River's Edge Plaza .and Riverwalk, and the National l~
Mississippi River MuseUm and Aquarium. The ballpark would not only provide a I~
home for a professional minor league baseball team, but would also serve as a ~
venue for many other outdoor events, such as concerts and festivals. II
The ballpark development is envisioned as a catalyst to promote the further
implementation of the Port of Dubuque Master Plan.
DESIGN NARRATIVE
The attached proposed ballpark plans illustrate the conceptual design, as per the
following program description. The conceptual design depicts an above-grade
stadium concept, ~vhich will build the playing field at street-level elevation, and
construct the ballpark with three levels: An Entry Plaza level, a Main Concourse
level, and a Suite/Press Box level.
Entry Plaza Level
The entry plaza level will serve as the main entry to the ballpark from the
adjoining sidewalks. The entry plaza will contain a large open space for pre- and
post-game gathering outside the main entry gates, and provide access to the
ticket office windows. The main entry gates will provide turnstile entries into a
courtyard, leading to a monumental stair and elevator to all levels of the ballpark.
The courtyard will also provide access to the novelty retail store, the team
administrative offices, and the stepped dining terraces for specially scheduled
groups. Access can also be provided from the courtyard to the proposed
restaurant. Food service concession carts can also be provided in the courtyard.
Also on the Entry Plaza level are the team and game official clubhouses, the
batting and pitching tunnel, food service operations, and service entrances.
Main Concourse Level
The Main Concourse level provides access to all seating areas within the
ballpark, concessions, restrooms, and, potentially, a second level of the
aroposed restaurant. The concourse is intended to provide a continuous
walkway to the outfield areas as well, accessing the grass seating berm and
other large group areas. Concession carts are intended to line the concourse
and provide additional food service to the ballpark. The main concourse is
covered by the suite/press box level above.
Suite/Press Box Level
The Suite/Press Box level is elevated above the main concourse level and
includes 10 suites, a suite lobby, restrooms, a food service pantry and warming
kitchen, and the press box areas. The suite lobby is an enclosed and
conditioned space from the elevator and stair, and leads to a covered open-air
corridor accessing the suites and, potentially the party decks at the both ends of
the suite level. The suites consist of 8 corporate suites and 2 nightly rental
suites, each with 8 covered outdoor seats and sliding glass fronts towards the
playing field. The proposed party decks provide covered open-air large group
party areas and each contain a stair to the main concourse level to access
restrooms.
Seating Bowl
The seating bowl is an elevated structure providing fixed armchair seating for the
ballpark. The first row of the seating bowl is approximately field level, with the
back row and main concourse level approximately 16 feet above the entry plaza
level.
Outfield Concourse
The outfield concourse can be configured with a variety of fan amenities for
viewing the game; grass seating berm, structured elevated walkway - or
boardwalk - and with large group picnic and playground areas. A grass seating
berm would be constructed as a Iow-slope mount from the back of an outfield
retaining wall system. A concrete sidewalk at the top of the mound would
connect to the main concourse and provide a continuous walkway around the
ballpark. A structured elevated walkway may be an alternative that can be
constructed in conjunction with the grass seating berm to provide access around
the ballpark, as well.
Restaurant Option
A two-level restaurant can be constructed that will provide dining facilities at the
entry plaza level - accessible from outside the ballpark at 5t~ Street - and the
main concourse level with views to the playing field.
PRELIMINARY BALLPARK DESIGN SPECIFICATIONS
-'OR DUBUQUE, IOWA MINOR LEAGUE BALLPARK
INTRODUCTION
Dubuque Initiatives Inc. has retained HOK Sport Inc. to perform preliminary
planning and conceptual design services for a new minor league ballpark in
Dubuque, Iowa. It is anticipated that an existing affiliated minor league baseball
franchise will be the tenant for the facility. The prospective team has been
consulted extensively in developing the requirements contained herein. The
conceptual design documents and preliminary budgeting are based on the
requirements outlined in this document.
One of the goals of the project is to provide the City of Dubuque a unique family
entertainment venue that will augment the recently-constructed America's River
development, which includes the Grand River Center, the Grand Harbor Resort
and Waterpark, the River's Edge Plaza and Riverwalk, and the National
Mississippi River Museum and Aquarium. The ballpark would not only provide a
home for a professional minor league baseball team, but would also serve as a
venue for many other outdoor events, such as concerts and festivals.
The ballpark development is envisioned as a catalyst to promote the further
implementation of the Port of Dubuque Master Plan.
DESIGN NARRATIVE
The attached proposed ballpark plans illustrate the conceptual design, as per the
following program description. The conceptual design depicts an above-grade
stadium concept, which will build the playing field at street-level elevation, and
construct the ballpark with three levels: An Entry Plaza level, a Main Concourse
level, and a Suite/Press Box level.
Entry Plaza Level
The entry plaza level will serve as the main entry to the ballpark from the
adjoining sidewalks. The entry plaza will contain a large open space for pre- and
post-game gathering outside the main entry gates, and provide access to the
ticket office windows. The main entry gates will provide turnstile entries into a
courtyard, leading to a monumental stair and elevator to all levels of the ballpark.
The courtyard will also provide access to the novelty retail store, the team
administrative offices, and the stepped dining terraces for specially scheduled
groups. Access can also be provided from the courtyard to the proposed
restaurant. Food service concession carts can also be provided in the courtyard.
Also on the Entry Plaza level are the team and game official clubhouses, the
batting and pitching tunnel, food service operations, and service entrances.
Main Concourse Level
The Main Concourse level provides access to all seating areas within the
ballpark, concessions, restrooms, and, potentially, a second level of the
proposed restaurant. The concourse is intended to provide a continuous
walkway to the outfield areas as well, accessing the grass seating berm and
other large group areas. Concession carts are intended to line the concourse
and provide additional food service to the ballpark. The main concourse is
covered by the suite/press box level above.
Suite/Press Box Level
The Suite/Press Box level is elevated above the main concourse level and
includes 10 sUites, a suite lobby, restrooms, a food service pantry and warming
kitchen, and the press box areas. The suite lobby is an enclosed and
conditioned space from the elevator and stair, and leads to a covered open-air
corridor accessing the suites and, potentially the party decks at the both ends of
the suite level. The suites consist of 8 corporate suites and 2 nightly rental
suites, each with 8 covered outdoor seats and sliding glass fronts towards the
playing field. The proposed party decks provide covered open-air large group
party areas and each contain a stair to the main concourse level to access
restrooms.
Seating Bowl
The seating bowl is an elevated structure providing fixed armchair seating for the
ballpark. The first row of the seating bowl is approximately field level, with the
back row and main concourse level approximately 16 feet above the entry plaza
level.
Outfield Concourse
The outfield concourse can be configured with a variety of fan amenities for
viewing the game; grass seating berm, structured elevated walkway- or
boardwalk - and with large group picnic and playground areas. A grass seating
berm would be constructed as a Iow-slope mount from the back of an outfield
retaining wall system. A concrete sidewalk at the top of the mound would
connect to the main concourse and provide a continuous walkway around the
ballpark. A structured elevated walkway may be an alternative that can be
constructed in conjunction with the grass seating berm to provide access around
the ballpark, as well.
Restaurant Option
A two-level restaurant can be constructed that will provide dining facilities at the
entry plaza level - accessible from outside the ballpark at 5t~ Street - and the
main concourse level with views to the playing field.
MINOR LEAGUE BALLPARK
1. GENERAL DESCRIPTION
This preliminary program shall outline the general requirements of the design and
construction of a new ballpark to be located in Dubuque, Iowa. The ballpark is
intended to be the home of an affiliated professional minor league baseball club
of the Midwest League.
The design of this facility shall meet the requirements of all codes and
ordinances applicable to the property, the standards as mandated by the
Americans with Disabilities Act (ADA), and shall meet the requirements and
recommendations as set forth in Attachment 58 Facility Standards, for Class A
baseball facilities, of the Professional Baseball Agreement (PBA) as administered
by the National Association of Professional Baseball Leagues,
The ballpark shall be designed with a capacity for 5,500 spectators comprised of
a combination of seating type options, and have the ability to be expanded to
meet future seating requirements or changes in amenities. The ballpark shall
include approximately 4,000 fixed seats and accommodate approximately 1,500
spectators on grass berms, or other ancillary seating structures such as an
elevated platform deck, placed around the outfield areas. The seating shall be
as close to the action on the playing field as practical and be configured to the
desirable locations for viewing baseball games. Sightlines shall meet industry
standards for viewing baseball, without obstructions from building structural
elements.
In addition, it is anticipated that the ballpark will include 10 private suites on an
elevated level above a main circulation concourse.
SPECTATOR FACILITIES
Seating
Fixed Seating - Main Concourse:
Approximately 4,000 fixed seating spaces shall be provided in three seat
pricing levels and accessible from the main concourse level as follows:
1. Box seating sections (approximately 1,000 seats) located behind
home plate and between the dugouts, with approximately 22" wide
armchair seats with cupholders on 36" deep treads.
2. Reserve seating sections (approximately 1,356 seats) located behind
behind the dugouts, with 21" wide armchair seats with cupholders on
36" deep treads.
3. General Admission seating (approximately 1,000 seats) located
beyond the dugouts, with 21" wide armchair seats with cupholders on
36" deep treads.
In addition to the 3 primary seating areas, fixed seats shall be provided in
picnic areas (approximately 484 seats) utilizing fixed picnic tables with
benches.
Wheelchair seating will be provided in accordance with the requirements of
the Americans with Disabilities Act (ADA). Wheelchair seating for a minimum
1% of the total seating capacity plus one space shall be provided in all seat
pricing sections for the use of wheelchair patrons. These seats are included
in the approximate seat count numbers above. The minimum sightline
clearance for all fixed seating, in fixed rows, shall be 2-1/4" above the eye
level of the spectator in the preceding row.
Suite Seating - Upper Level
In addition to the main concourse seating, 8 corporate suites and 2 nightly
rental party suites shall be provided. Each corporate suite shall have a
minimum of 8 fixed seats; 22" wide armchair seat with cupholder. The party
suites shall have a minimum of 16 fixed seats; 22" wide armchair seat with
cupholder. Two seats at each corporate suite and four seats at each party
suite shall be removable to provide seating for a wheelchair patron. The
suites shall include base standard finishes consisting of carpet, wall base,
painted walls, casework including a bar sink, general lighting, and connection
to the in-house stadium public address and sound system. Furnishings and
additional upgrades to the suite finishes shall be at the suite tenant's
expense.
Party Decks - Upper Level
Budget permitting, two Party decks may be provided, one at each end of the
upper level, to provide space for group parties of approximately 24 - 100
people. Each party deck shall have a minimum of 16 fixed armchair seats,
each 22" wide with cupholder and picnic tables and benches and/or high bar
tables and chairs. Wheelchair positions shall be defined, with sightlines to
the playing field, in each party deck area. The party decks shall be covered
with an extension of the upper level roof, and shall be planned for the future
build-out of approximately 10 additional suites.
B. Public Toilet Facilities
Toilet facilities shall be provided for and appropriately distributed on the main
concourse and suite level for men and women. The public toilet facilities
shall be sized in accordance with the local building and plumbing codes to
assure adequate accommodations for the fixed seating capacity. The ratio of
spectators to fixture count shall be based on 50% male and 50% female
attendance. The ratios used to calculate the number of women's water
closets and men's urinals required are based on similar professional baseball
facilities. A variance may be required to adapt these ratios to local code
requirements. In addition to the public restroom facilities as outlined below,
two family toilet rooms shall be provided; each with a single water closet,
lavatory, and diaper changing station shall be provided in convenient
locations around the stadium.
Toilet fixture count for the Main Concourse Seating areas:
Fixture T~3e Ratio Number Reauired
Lavatories 1 per 150 men 12
1 per 150 women 12
Water Closets 1 per 400 men 6
1 per 75 women ~ 26
Urinals 1 per 125 men 16
Drinking Fountains 1 per 1500 patrons 4
Toilet fixture count for the Upper Level Seating areas:
Fixtt~re Type Ratio Number Required
Lavatories 1 per 150 men 4
1 per 150 women 4
Water Closets 1 per 400 men 2
1 per 75 women 4
Urinals 1 per 125 men 4
Individual urinals shall be provided in the men's restroom. Urinal screens
shall be provided if required by the building code requirements. Toilet rooms
shall utilize wash 4-gang fountains with constant temperature electronic
valves and soap dispensers, and be provided with stainless steel framed
mirrors, toilet compartments with purse shelves, garment hook, and sanitary
napkin disposal bins and grab bars (where required), and electron flush valve
toilets. Toilet accessory items such as surface-mounted paper towel and
toilet paper dispensers, sanitary napkin dispenser units, are anticipated to be
provided by the Tenant.
All toilet rooms shall be provided with a wall-mounted baby changing station
and be equipped with cold and hot water services general lighting, unit
heating, and exhaust. Plumbing systems and fixtures shall be cold-weather
designed and protected. Air conditioning of the public restrooms is not
anticipated.
C. Food Service and Concession Facilities
Concession facilities shall be easily accessible and provided adequate
accommodations for the delivery of a diverse food menu to a variety of fan
areas within the ballpark. Concession facilities are anticipated to consist of
fixed concession stands, portable concession carts, and the main food
preparation commissary and pantry as defined later in this report.
Fixed Concession Stands
Fixed concession stands shall provide a specialty menu of easily prepared
and/or pre-cooked food items such as hot dogs and sausages, hamburgers,
nacho chips, and popcorn in addition to soft drinks and beer. Fixed
concession stands may also offer other pre-packaged food items such as
candy, peanuts, and frozen treats.
Space shall be provided for storage of food supplies and food warming
separated from the food serving area. Concession stand serving areas shall
be designed to accommodate the preparation of all menu items within each
stand.
Each point of sale shall be provided 5 lineal feet of front counter space.
Based upon a ration of 1 point of sale for each 250 spectators (based on the
fixed seat count), 22 points of sale are anticipated for the ballpark, serving the
Box, Reserve, and General Admission seating areas.
The following is a general description of the anticipated concession facilities
requirements:
Each concession stand shall be provided with the following:
a. Cold and hot water supply.
b. Janitor's mop sink.
c. Hand washing sink and sink accessories.
d. Floor drains and floor sinks, as required by the food service
equipment layout.
e. Electrical service and distribution panel, as required by the food
service equipment layout.
f. Heating unit and ventilation only; air conditioning is not
anticipated.
g. Accommodations for walk-in cooler(s) in the back of each
concession stand.
h. Stainless steel front counter.
i. Overhead coiling door or counter shutter; with chain or crank
operation.
j. Standard room fire alarm and sprinkler system (not including the
oven or range hood fire suppression system).
The following items are not included in the base build-out of the project
but are anticipated to be provided by the Tenant:
a. Equipment such as cookers, warmers, beverage storage,
freezers, coolers, plumbing fixtures (other than the handwashing
and mop sink) within the concession stand, and fit-out of all
equipment. Note: Fit-out of the food service equipment includes
all design and installation work associated with utility service
distribution (from utility stub outs and distribution electrical panel.
hook-up, placement, and operation of food service equipment.
b. Exhaust hoods and ducting, and cook area fire suppression
system.
c. Concession menu graphics.
Concession Carts
Concession carts are anticipated to provide food service and novelty sales
items at specific locations throughout the ballpark and in the ancillary areas
such as the main entry plaza, and outfield concourse areas.
Concession carts are portable fixtures, anticipated to be provided by the
Tenant, and may require water service and electrical utility hook-up, which
shall be provided at 15 specific locations throughout the ballpark; depending
on the specific requirements of each concession cart. The quantity of
concession carts and the area requirement for storage of concession carts
shall be provided by the Tenant during the design phase of this project.
Commissary Kitchen & Pantry
A commissary for the delivery of food and beverage items shall be provided
adjacent to the loading area. The commissary shall serve as a staging area
for food and beverage items, and provide for the long term storage area for
concession operations. The commissary shall be provided with an office area
for concession operations personnel.
Vendor's Commissary
Area for the operation of vendors shall be provided on the main concourse
with easy access to the concourse and seating areas throughout the ballpark.
The vendor's commissary shall be used for food handling, storage, and the
servicing of food hawkers during the operation of events in the ballpark.
1. The
d.
e.
f.
g.
vendor's commissary shall be provided with the following:
Cold and hot water supply.
Janitor's mop sink.
Hand washing sink and sink accessories.
Floor drains and floor sinks, as required by the food service
equipment layout.
h. Electrical service and distribution panel, as required by the food
service equipment layout.
i. Heating unit and ventilation only; air conditioning is not
anticipated.
Accommodations for walk-in cooler(s) in the back of each
concession stand.
k. Standard room fire alarm and sprinkler system (not including the
oven or range hood fire suppression system).
The following items are not included in the base build-out of the project
but are anticipated to be provided by the Tenant:
a. Equipment such as cookers, warmers, beverage storage,
freezers, coolers, plumbing fixtures (other than the hand washing
and mop sink) within the concession stand, and fit-out of all
equipment. Note: Fit-out of the food service equipment includes
ail design and installation work associated with utility service
distribution (from utility stub outs and distribution electrical panel.
hook-up, placement, and operation of food service equipment.
b. Exhaust hoods and ducting, and cook area fire suppression
system.
c. Other equipment may be required to provide a workable operation
to the specific vendor type.
D. Novelty Retail Store
The ballpark shall provide a main novelty retail store for the sale of team-
related merchandise. The novelty store shall be accessible from inside the
ballpark security fence during the ballgame and also be accessible from
outside the security fence on non-game days, during business hours, for the
sale of merchandise as a year-round operation of the Tenant.
The ballpark shall provide a shell space for the retail store as it is anticipated
the Tenant will provide finishes, fixtures, and store-related equipment. The
shell space shall be provided with finished interior walls, sealed concrete
floors, HVAC service, general lighting, and be connected to the building fire
alarm and sprinkler systems, and to the house broadcast sound system.
Concession carts shall be utilized to provide team merchandise sales on the
main concourse of the ballpark. Merchandise concession carts are
anticipated to be provided by the Tenant.
E. Public Telephones
2 Public telephones shall be provided in the base build-out of the ballpark.
Conduit for public telephones shall be provided, only - with the telephone
equipment, installation, and wiring being provided by the Tenant, under a
service agreement between the Tenant and the telecommunications
company.
F. Team Administration and Ticket Offices
Team Administrative Offices
The ballpark shall provide adequate office areas for on-site team
administrative functions, including offices for the general manager and
support personnel, advertising and sales staff and interns associated to the
Tenant operations. The administrative offices shall serve as the year-round
base of operations for the baseball franchise and the "front door" for visitors
to the ballpark site.
The administrative office area shall be provide with restrooms, a mail room, a
kitchen/break area, housekeeping and storage facilities, telecommunications
and connection to the in-house sound system, and HVAC service for year-
round operations.
The administrative office areas should be adjacent to the novelty retail store
and the ticket office.
Ticket Office
The ballpark shall contain a ticket office and bank of ticket windows. The
ticket office shall be located adjacent to the administrative offices and/or the
novelty retail store, with direct access from the sidewalk and the street-level
entry plaza. 6 Ticket windows in total are anticipated; consisting of general
walk-up ticket sales, will-call, and advance ticket sales for future games and
events. The advance ticket window may be oriented to face the entry plaza,
interior to the ballpark security fence.
Each ticket window shall be designed to meet the requirements of the ADA,
and be provided with a stainless steel counter with pass-thru recess,
insulated tempered glass, electronic speaker, and signage graphics. In
addition, counters, casework with cash/ticket drawers, general lighting, HVAC
service, and fire alarm and sprinkler protection system shall be provided.
The ticket office shall provide office space, as defined by the program.
However, the safe is anticipated to be provided by the Tenant.
G. First Aid/Security Area
Within the ballpark shall be provided an area sufficient in size to
accommodate the function of a first aid station and security office. The first
aid station shall provide area for a gurney, casework including a service sink
and, floor drain, and a separate toilet room. The security office shall serve as
the command post for on-site security operations. The security office and
first aid station may be combined into one room, with a cubical curtain
provide for privacy at the gurney area.
H. Drinking Fountains
Drinking fountains, per the toilet fixture count above, shall be provided in the
ballpark. Non-refrigerated drinking fountains with accessible fixtures, shall be
provided on the main concourse and suite level walkway. Refrigerated
drinking fountains shall be provided at the team administrative res[rooms,
within the team clubhouses, in the dugouts, and in the press box area.
I. Sound and Closed Circuit'rv System
A distributed sound system shall be provided within the ballpark, with service
to all seating sections, team clubhouses, team administrative areas, ticket
office, main entry plaza, party decks, and suites. The system shall include
assisted listening devices as required by the ADA, and shall also provide
event announcing, paging, music, and in-stadium broadcasting.
A closed circuit TV systems shall also be provided extending cable television
and game broadcasts services to select areas in the ballpark, such as the
press box, suites, team administrative offices, ticket office, and player
clubhouses.
J. Stadium Graphics
Stadium graphics shall be provide within the ballpark as follows:
1. Identification of stadium entrances, including ticket windows, turnstiles,
and special entrances.
2. Signage within the stadium to indicate concourse levels, seating sections,
rows, and seat numbers.
3. Identification of restrooms, first aid, security, exits, and other public
facilities.
4. Entry plaza information panels and marquee signage.
K. Advertising Signage
Advertising signage is anticipated to be provided by the Tenant, and shall
consist of signage design, signage fixtures, and installation at specific
locations throughout the ballpark. Electrical service shall be provide to on-
concourse signage fixtures as required. Advertising signage is anticipate in
the ballpark at the following locations:
1. On freestanding structures in the street-level entry plaza.
2. On the field-facing walls of the main concourse.
3. On the outfield wall pads.
4. On the scoreboard structure.
L. General Lighting
Adequate general lighting shall be provided throughout the ballpark for
concourse, stairs, office and team areas, storage areas, food service and
maintenance areas, portals, etc. In addition, the ballpark shall provide
housekeeping light fixtures on the field lighting poles for after-game
maintenance to avoid use of the field lighting system during nighttime
maintenance.
M, Field Lighting
A 6-pole field lighting system shall be provided with adequate illumination of
the playing field areas in accordance to the illumination standards as defined
by Attachment 58 Facility Standards of the PBA for Class A baseball facilities.
Illumination levels shall me the basic requirements of providing a minimum of
70 footcandles on the infield and 50 footcandles on the outfield; in addition to
specific ratios as dictated by the facility standard. In addition, the field lighting
system shall be designed to allow for a degradation of the field lighting
illumination levels over a 3-year period. Thus the lighting system design shall
be designed to a include a factor of safety that will allow the lighting levels to
degrade to the stated minimum illumination (70 fc/50fc) levels over a 3-year
period. The lighting system shall operate with a maximum variance ratio of
1.2/1 in the infield and 2/1 in the outfield.
The field lighting system shall be provided with a few fixtures on each lighting
rack on the emergency lighting system with a hot re-strike capability for
illumination during power outages.
Two of the 6 field lighting poles shall be designed for extra strength in support
of the backstop netting cable. See 7. Playing Field Facilities; F. Backstop
Netting and Support Cable.
Each field lighting poles mounted on a pedestrian-accessible sidewalk, plaza,
or concourse shall be provided with a recessed foundation and utilize a tree
grate, flush with the sidewalk surface, to avoid trip hazard.
N. EleCtrical Service
Electrical service shall be provided throughout the ballpark and at special
services areas, such as food service areas and equipment, concession cart
locations, the entry plaza and marquee sign, scoreboard/videoboard, field
lighting system, maintenance areas, parking areas, and the sound system.
Multiple electrical transformers might be utilized for better electrical service
distribution in association with multiple electrical metering and switchgear for
specific and/or separate electrical uses.
P. ATM Machine
Space shall be provided within the ballpark, near the main entry plaza, for a
Tenant-provided automatic teller machine.
Q. Upper Level Patron Amenities
Suite patrons on the upper level of the ballpark shall utilize public restroom
facilities centrally located to the floor plan.
A food service pantry shall be provided on the upper level for the final
preparation of food items being catered to the corporate and party suites, the
party decks, and the press box.
Access to the upper level shall be controlled by the Tenant and restricted to
use by the suite patrons, the media, and the party deck patrons. Corporate
and party suite patrons, the media, and handicapped shall be allowed to use
the central passenger elevator and stair, while party deck patrons will be
required to utilize the monumental stairs at the exterior of each of the party
decks.
3. PRESS FACILITIES
A. Press Box
The press box shall accommodate the news media and be appropriately
located and oriented in the stadium with unobstructed views to the playing
field, scoreboard, and videoboard. The press box shall be provided with a
segregated entrance from the main public entry and shall utilize the restricted
access elevator and central stair (shared by the suite level patrons).
The press box shall be provided with HVAC systems; connection to the in-
house sound and closed circuit TV system; operable windows with minimal
mullion obstructions and glazing area as wide as practicable; and interior
windows between the broadoast areas.
1. Working Press Area
Work surface for approximately 8 print media writers with at least 30" of
counter area each and access to a continuous electrical power strip, shall be
provided.
2. T.V. Broadcasting Booth
A television broadcasting booth shall be with built in counter and special
acoustical wall covering. The T.V. broadcasting booth shall be immediately
adjacent to the press box-level camera bay, with an operable interior window
between.
3. Camera Bay
A camera bay shall be located immediately adjacent to the T.V. broadcasting
booth. The camera bay shall have an operable window that will not obstruct
views from the camera position.
4. Workarea and Cabinet Storage
A workarea with continuous countertop and wall cabinets shall be provided in
the back half of the press box area for fax machines, media release
information and shall serve as a food service layout area.
5. Radio Broadcasting Booths
Two broadcasting booths with built-in counters and acoustical wall coverings
shall be provided. The broadcasting booths shall be sized to accommodate 3
broadcast personnel each.
6. Scoreboard OperatodPublic Address/Sound System Announcer
Space shall be provided in a room immediately adjacent to the press area for
the scoreboard, videoboard, and public address and sound system operators.
The area shall be provided with a continuous worksurface counter, views to
the playing field, and be visible from adjacent press areas via interior
operable windows. The area shall be sized for 3 operators and the
associated control and production equipment, as specified by the score/video
board manufacturer.
All wiring, controls panels, and operational equipment shall be provided by
the score/video board manufacturer. Conduits, cable trays, and electrical
power shall be provided with conduits extending to a pullbox in the field wall
directly behind home plate and continuing to a buried pullbox behind home
plate. Two additional bank of conduits shall be provided running in a direct
route from the press box to the scoreboard location, and from the press box
to the television truck parking locations.
7. Press Box Restroom
A single uni-sex restroom shall be provided within the press box area, for the
exclusive use of the press box personnel.
4. Vertical Transportation and Stairs
A. Passenger Elevator
A passenger elevator shall be provided giving access to all levels of the
ballpark from the entry plaza. The passenger elevator shall be primarily used
by suite patrons and media personnel, and others requiring wheelchair or
handicapped access to the main concourse and suite/press box levels.
The passenger elevator shall be hydraulically operated and have a finished
cab. An elevator equipment room shall be provided immediately adjacent to
the elevator tower at the lowest level.
B. Service Elevator
A service elevator shall be provided giving access to all levels of the ballpark
from the main service level. The service elevator shall be primarily used for
delivering portable food service equipment to the main concourse and suite
levels from the kitchen/commissary areas.
The service elevator shall be hydraulically operated and have a utilitarian
cab. An elevator equipment room shall be provided immediately adjacent to
the elevator tower at the lowest level.
C. Monumental Concourse Stair
An open-air monumental stair shall provide access from the entry plaza to the
main concourse level.
D. Enclosed Exit Stairs
Enclosed exit stairs shall provide access and egress from all levels of the
ballpark and shall be placed in accordance with the exiting and fire protection
plan.
5. CLUBHOUSE FACILITIES
Clubhouses shall be provided HVAC, spikeproof carpeting, and general
lighting.
A. Home Team Clubhouse
Player
A.
B.
C.
Locker Room
25 Active players
28 Metal lockers @ 30" w. x 72" h. x 24" d.
2 Metal lockers @ 36" w. x 72" h. x 24" d.
Player Shower/Toilet area A. 10 Shower heads; including 1 handicapped stall
B. 2 Water Closets
C. 2 Urinals
D. 4 Lavatories
Coaches Locker Room A. 4 Metal lockers @ 30" x 72" h. x 24" d.
B. 1 Shower unit; handicapped accessible.
C. 1 Water Closet
D. 1 Lavatories
Manager's Office/Locker Room A. Office area for the manager.
B. 1 Metal locker @ 30" x 72" h. x 24" d.
C. 1 Shower unit; handicapped accessible.
D. 1 Water Closet
E. 1 Lavatory
5. Equipment Room
A. Storage for baseball equipment, uniforms.
6. Laundry
A. Commercial washer and dryer equipment.
Training Room A. 2 Taping benches
B. Whirlpool wet area
C. Casework and service sink
D. Window to Trainer's Office
Trainer's Office A. Work area for the Trainer
B. Window to Training Room
9. Weight Room
10. Storage Room
A. Storage for miscellaneous supplies.
B. Visiting Team Clubhouse
Player Locker Room A. 25 Active players
B. 28 Metal lockers @ 30" w. x 72" h. x 24" d.
C. 2 Metal lockers @ 36" w. x 72" h. x 24" d.
Player Shower/Toilet area A. 10 Shower heads; including 1 handicapped stall
B. 2 Water Closets
C. 2 Urinals
D. 4 Lavatories
ManagedCoaches Locker Room A. 5 Metal lockers @ 30" x 72" h. x 24" d.
B. 1 Shower unit; handicapped accessible.
C. 1 Water Closet
D. 1 Lavatory
4. Equipment Room
A. Storage for baseball equipment, uniforms.
5. Laundry
A. Commercial washer and dryer equipment.
Training Room w/Trainer area A. Area for trainers desk
B. 2 Taping benches
C. Whirlpool wet area
D. Casework and service sink
C. Game Official's Locker Room
1. Locker area for 4 officials
2. 4 Metal lockers @ 36" w. x 72" h. x 24" d.
3. Shower/Toilet area
A. 1 Shower unit; handicapped accessible.
B. 1 Water Closet
C. 1 Lavatory
6. Batting/Pitching Tunnel
A covered area for a batting and pitching tunnel shall be provided and located
adjacent to the home team clubhouse, with direct access to the playing field
and to allow usage by the visiting team.
1. The tunnel shall have a 14' w. x 80' d. x 14' h. netting cage.
2. Soil areas for batter's box, pitching mound.
3. Synthetic turf covering over slab areas.
4. Storage room for pitching machine, equipment storage.
5. Evenly distributed metal halide lighting to prevent strobe effect on pitched
balls.
7. Playing Field Facilities
A. Playing Field
A natural grass playing field with underground irrigation and drainage
systems shall be provided. The playing field shall meet the dimensions as
defined by the rules of baseball and meet the dimensional requirements of
325' at the left and right field foul lines, 400' in center field, and have power
alley dimensions of approximately 365' - 375' in depth from home plate. A
warning track area shall be 25' deep at the outfield wall and 15' deep at other
locations.
B. Bull Pens
Provide bull pens within the warning track areas along the right and left field
foul lines and beyond the cut of the infield area for each team. Each bullpen
shall be provide with two warm-up areas with pitcher's mounds and home
plates. The bullpen players are anticipated to utilize the dugouts, and are not
provided benches.
C. Wall Pads
Wall pads shall be provided on all hard surfaces of the field wall directly
behind home plate between the dugouts, and on the hard surfaces of the
outfield wall, where required.
D. Dugouts
Provide covered concrete dugouts for each team, recessed approximately 2'
below the playing field surface and consisting of the following:
1. Bench seating for 25 players; @ 2' wide with high back and seat top with
vertical clearance of 7'-0" in the back of the dugout.
2. 4" High raised slab area directly under the bench.
3. Floor drains and non-slip slab covering and on steps to the playing field.
4. Utility services for a drinking fountain, hose bib, general lighting, power
outlet, and telephone conduits.
5. Provide a protective railing and net screen with padding on all piping.
6. Provide each dugout with a camera booth area at the far end away from
the dugout.
E. Access Gate
A 25' wide service access gate shall be provided giving access to the playing
field from a service drive and portable backstop storage area. The service
access shall have a 14' high-unobstructed clearance to allow for the passage
of over-the-road tractor-trailers carrying portable stage equipment.
F. Backstop Net and Support Cables
Provide a backstop net approximately 26' in height supported by an overhead
cable, and extending between both dugouts. The backstop net shall be
suspended from an overhead parabolic cable supported in tension by the two
middle (extra-strength) light poles, and tied back to the press box and suite level,
and tied down to eyebolts imbedded into the field wall between the dugouts.
G. Scoreboard/Video Board
Provide a scoreboard and support structure with the following elements and
features:
1. Line score; inning, score per inning, runs, hits, errors
2. Player At Bat number
3. Time of Day Clock
4. Speed of Pitch (optional)
5. 12' h. x26' w. Video panel (optional)
8. Administrative Offices
An administrative office area shall be provide for the tenant team, and shall
include the following:
A. Receptionist / Waiting Area
Provide an area at the main administrative office area for a receptionist and
side waiting lounge area.
B. Private Offices
1. General Manager's office
2. Assistant General Manager's office
3. Financial Officer's office
4. Public Relation's office
5. Stadium Supervisor's office
C. Secretaries
1. Open cubical for two secretarial stations.
D. Conference Room 1. Area for boardroom table seating 14.
2. Markerboard and/or projection screen by Tenant.
3. General and dimmable lighting.
E. Lunch/Break Room
F. Copy/Mail/Supply Room
G. Workroom/Storage Room
Staff Restrooms
1. Male and Female individual restrooms
2. Janitorial room w/mop sink, supply storage.
9. Ballpark Service Facilities
A. Field and Stadium Maintenance
Provide an area for the storage of equipment (provided by the tenant) utilized for
the maintenance of the playing field and general maintenance of the stadium,
including the following areas:
1. Locker area for maintenance staff
2. A unisex shower/toilet facilities including 1 shower (handicapped
accessible), 1 water closet, and 1 lavatory.
3. Office for the field maintenance manager
4. Maintenance shop and equipment storage area
5. Covered storage bins for the bulk storage of fertilizer, soil amendments,
and top soil.
6. Replacement turf growing area.
7. Screened maintenance yard for storage bins, maintenance vehicles and
equipment and with a wide gate access to the facility service drive and
the playing field.
B. Loading Area and Service Entrance
Provide a truck loading/unloading area and service entrance with direct access to
the maintenance facilities, commissary kitchen, and storage areas. A truck
loading dock and leveler are not anticipated. Provide a screen loading area
away from public access of view.
C. T.V. Truck Parking Area
Provide an area for the parking of two television broadcast trucks with access to
the electrical and telecommunications conduits leading to the press box.
D, Maintenance/Housekeeping Storage Room
Provide a room for the storage of housekeeping supplies and cleaning
equipment.
E. Emergency Power Generation
Provide an fuel-powered emergency power generator and switchgear for the
facility. The generator shall provide enough power to operate emergency alarm
and fire protection systems, egress lighting fixtures, and the elevators only.
F. Trash Holding and Compactor
Provide a screened outdoor area, with direct access to the main concourse, for
the holding of trash dumpsters (and/or trash carts), and a trash compactor. The
trash holding area shall be screened from view and provided with a sanitary area
drain, hose bib, general lighting, and electrical power (sized for the operation of a
trash compactor).
PRELIMINARY PROGRAM OCTOBER 17, 2003
FOR DUBUQUE, IOWA MINOR LEAGUE BALLPARK
Spectator A total stadium capacity of 5500 seats will be provided, Percentage of Total Seating
Seating distributed across the following categories: Capacity
a. Picnic Seating: Stepped dining terrace and/or level picnic 484 5.0 2,420
al'ea.
b. Reserve seating, permanent (21" min. width ): 1,372 6.5 8,918 25%
c. Box seating, permanent (22" min. width ): 1,000 8.0 8,000 18%
d. General Admission (21" min. width): L000 6.5 6,500
;ubtotal: Lower Seating Bowl Capacity 3,856
e. Corp. Suite seating, permanent (22" min. width ): 80 9.5 760
f. Nightly Rental Suite seating, perm.(22"min, width ): 32 9.5 304 1%1
Optional g. Party Decks seating, perm.(22"min, width ): 32 9.5 304
Subtotal: Suite Level Seating Capacity 144
SUB-TOTAL: FIXED SPECTATOR SEATING (lower 4,000 27,206
seating bowl and suite level combined)
Optional g. "Berm" seats (outfield location) 1,500 I 0.0 o! 27%
TOTAL SPECTATOR CAPACITY FOR STADIUM 5,500 ! 27,206
Future Expansion: Provide for upto 10 additional
enclosed suites on the suite level by enclosing the covered
Party Decks a.nd with the option of adding 2 new party
decks.
Future Expansion: Provide design expansion for a total of 1,000
5,000 fixed armchair seats.
Note: accommodationsforwheelchairandambulatory disabled
)atrons and their companions shall be provided in accordance
with the ADA.
;radium A. Suites: A total of 10 suites; provided with sliding and
;uites swing doors, covered outdoor balcony, covered outdoor
access corridor, and wheelchair provisions. (8 Corporate
suites + 2 nightly rental suites.)
1. Number of Corporate Suites: each providing 8 armchair 8 335 2,680
eats on an outdoor balcony.
2. Nightly Rental Party Suites: 2 nightly rental suites; each
~roviding 16 armchair seats on an outdoor balcony; (each
rental suite to be double the corp. suite size) and be
~rovided with a folding, partition. 2 670 1,340
Optional B. Party Decks: 2 party decks with 32 fixed armchair and
several picnic tables with chairs; adjacent to party suites; 32 5.0 160
accessible from party suite and suite corridor (each party
deck = 2 future corp suites).
Future Expansion: Provide design expansion for a total of
20 suites; 16 corporate and 4 nightly rental suites plus 2
mrty decks. Install permanent partition in existing nightly
rental suites = (4) new corp. suites; Enclose existing party 2 670
decks for new nightly rental suites (2); Construct (2) new
suite decks. 48 5.0
Page 1
PRELIMINARY PROGRAM
FOR DUBUQUE, IOWA MINOR LEAGUE BALLPARK
Public Toilet
Rooms
A. Public Toilet Rooms on the M',fin Concourse:
1. Mens toilets: 6 w.c. (1:417) + 16 urinals (1:125) + 12
lays (1:150)
2. Womens toilets: 26 w.c. (1:75) + 12 lays (1:150)
SUBTOTAL
B. Suite Level Restrooms:
a. Mens Toilets: min. 2 w.c. + 4 urinals + 4 lays
b. Womem Toilets: min. 4 w.c. + 4 lay
C. Family Toilet Rooms - Provided for use by parents with
small children or disabled people who need special
assistance.
First Aid A. Primary First Aid Station - for emergency medical
treatment of spectators.
NET AREA)
34 40] 1,360
39 40 1,560
to 6oI 60o
181 6°l480
ii ,ool
35,786
OCTOBER 17, 2003
Concessions
Eating Areas
Food Service
Retail Sales
Promo
Storage
SUB-TOTAL
Concession Stands will be distributed at regu 'lur intervals on
the Concourse(s). Hve linear feet of counter space is
allowed per point-of-sale, with 20' depth to accommodate
storage in each stand.
A. Public Concession Stands - based on a ratio of 1:250
spectators, for a total of 21 points-of-sale.
B. Vendor Commissary - Facilities for "hawkers" to be
)rovided at 15 sfper "hawker", with (1) hawker per 350
ectators.
C. Concession Carts: Provide multiple locatioas for food
service and retail sales carts along the concourse; provide
electrical and water service.
A. Picnic Area(s) for 484 spectators; either 1 large area or
2 smaller areas @ 242 spectators.
A. Kitchens
1. Main Kitchen
B. Commissary - Serves as the base for the food service
operator and as the centralized bulk storage for food
supplies and paper goods, including climate-controlled
storage rooms.
C. Pantries
1. Suite Serving Pantries - to assist food service from
the Main Kitchen.
A. A permanent retail store of souvenirs, team memorabilia
and novelty items.
B. Storage for bulk materials adiacent to the Ret~ Store.
Storage of entire season of promotional materials.
NET AREA)
2,200
240 PBA = 1:350
75O
9,680
2,000
30C
2,00(3 to
800
1,000 ,e area can be remote.
i Writing Press Area: Number of Writers: 8
ab, Press Workroom
Photographer's Booth
Radio broadcast Booth
TV Booths
PA/Sound
Page 2
120
120
PRELIMINARY PROGRAM
FOR DUBUQUE, IOWA MINOR LEAGUE BALLPARK
e. PA/scoreboard operator booth
Toilets (Men's and Women's)
amera a. Camera Positions - Provide standard T.V. camera
Positions positions. Press Box camera location:
b. Still Photo/TV Camera Positions - (5) locations - (photo
wells in dugouts shall be recessed)
SUB-TOTAL
1
2
1
120]
100]
150
130
OCTOBER 17, 2003
120
200
150
520
2,110
The Home Team locker room suite includes the following
spaces:
A. Player's Locker Room: (APL + 5 = 30) (28) 30 x 72 w
& (2) 36 x 72
B. Player's Shower/Toilet area:
C. Coaches' Locker/Shower area:
D. Manager's OfficeTLocker Room
E. Training Room (including whirlpools)
G. Storage Room
H. Weight Training Area
Equipmem Room
Laundry Room - Facilities for team uniforms, including 2
lectric washers and 2 8~ dryers.
A. Du$out Tunnels
Tunne~
Visitor
Clubhouse
Umpir~
Locker
B. Battin~Pitchin~ Tunnels: 20"N x 9013.
The Visiting Team locker room suite includes the following
spaces:
A. Player's Locker Room: (28) 30 x 72 & (2) 36 x 72
B. Player's Shower/Toilet area:
C. Manager & Coaches' Locker/Shower area:
E. Laundry Room - Facilities for team uniforms, including
gas/electric washem and gas/electric dryers
F. Training Room
G. Equipment Room
A. Umpires' Locker Room: (4) 36 x 72 cubicle lockers
B. Umpires' Shower/Toilet area:
'NET AREA)
5,500
1,2013 = 1.ooo
6013
500
250
300
300
400
300
400
1,000
1,250
2,550
1,000
600
500
100
200
150
200
150
17, 450
ream Admin.
Dffices
Facilities for stadium and team administration will be located
in this facility:
A. Receptionist / Waiting Area
B. General Managers Office
C. Assistant General Manager's Office
D. Financial Officer
Page 3
1,680
300
672
120
0
600
3,372
420 420!
200 200,
150, 150i
12oi 1213
PRELIMINARY PROGRAM
FOR DUBUQUE, IOWA MINOR LEAGUE BALLPARK
E. Public Relations Office 110[
F. Stadium Supervisor's Office 200
G. Secretaries (open office work stations ) 200
H. Open Workstations 1 2°°l
SUB-TOTAL: NUMBER OF STAFF MEMBERS
J. Conference Room 275
IC Lunch/BreakRoom I ' I ~5°1
~. st~o~
M. Copy/M~'/Storage Room I 1 I 2001
N. Wor~oom/Storage I ° I 2°°1
o. c',,~ulac, on I'1 35°1
SUB-TOTAL: ADMINISTRATIVE OFFICE
~ g¢~ Of~ea I ~1 n00I
B: ~'~age~'~ Offi~ I'1 ~501
C. Wo~oom 101
O.V~,~oom(C~A~ea) I 01 '201
E. Computer Room J 0 J ,00J
S_UB-TOT~.. T]C~T OmC~S
Vendor Staff ~.~ I 1 { 125{ 125
SUB.TOTAL ~NET AREA) 5,5oo
co,,~u,.,~ ~ ~u,=co~ou~-~ I 3920 J 3.~J13,720
v,~ x ~o. o~ R=~: 0 } II
a,~,,,,,,~o. ~.~o. om~: 3 I 3l 01
c~~.. ~ 131 noI 330
~,~vato~: 0 I I V*51 ,45
E. Wheelchair Lifts , 50
SUB-TOTAL ~ NET AREA) 17,125
Playin$ Yield
b~0p/myers> J 2 i ,,3OOl 2,600
d. Pitcher's Bullpens 5,000
t: Scoreboard
SUB-TOTAL I NET AREA) 7,750
OCTOBER 17, 2003
330
4O0
400
1,000
PBA = 250.300 sf per person
275
150
100
200
0
350
3,675
300 PBA = 121500
0
400
150
Safe not included.
in net-to.gross factor
Id-person
23 person.
excluded from g.s.f.
excluded/rom g.s.f
Page 4
PRELIMINARY PROGRAM OCTOBER 17, 2003
, FOR DUBUQUE, IOWA MINOR LEAGUE BALLPARK
SUB-TOTAL PART 1: SPECTATOR FACI~T~ES 35,786
SUB-TOTAL PART 2: FOOD SER~CE ~d RETAIL FACI~TIES 20,520
SUB-TOTAL PART 3: MEDIA FACIUTIES 2,110
SUB-TOTAL PART 4: CLUBHOUSE FACIUTiES 17,450
SUB-TOTAL PART 5: SERVICE ~d OPERATIONS FACI~TIES 3,372
SUB-TOTAL PART6: ADMINIS~ATiON FACIUTIES 5,500
SUB-TOTAL PART 7: CIRCUiT[ON 17,125
SUB-TOTAL PART 8: P~NG FIELD 7,7~
BUILDING NET TOTAL 109,613
subtract p~g t~td -7,750
~ubtract ~atMg bowl -27,206
subt~ct c~culation -17,125
+ NET-TO-GROSS MULTIPLIER (10%) 7,303
Note: the net-m-gross mul~plier is ~ allow~ce for inters~tial space,
~lu~ing ch~es, w~l thic~ess, etc. It is not ~plied to the seating bowl,
:ircula6on element, the event ~oor, or the s~ength tr~ning facili~.
BUILDING GROSS TOTAL 116,916
~ T~ ~la~) ~g: n~er o/spaces 50 450 22,500 ~-Site
B. St~P~g: nu~er of spaces 25 450 11,250 On-Site
C. Hmdi~p~ ~g: number of spaces ~-Site
ID. FmP~g: nu~er of spaces, acres 1,833 450 825,000 19
C~ be remote; within 1~.
~le wMkin$ distance.
On. Site Pot~tifl develop~t of ~ on-site rmt~mt. 1 12,000 12,000 Restaurant could have
~m second t~el vi~s W
~tional pl~ing fieM and street
l~el ent~; year-round
operation.
Ou~eld '~vi~ a 360 ~ ~k-~o~ ~n~ ~ ~-Mt~pe~
Co~ vi~s of ~ pla~ fiel~ ~ a ~ation of ~s ~a~g
~tional ~a~ ~ ~ong ~ I~ge sl~ ~ f~ Mt~fivc g~
~d ~n~sion ~ l~ti~ on ~ ~,
Scoreboard ~ovi~ a ~mbo~d ~g PBA ~m~, ~ el<~oMc
~aage p~l. S~d my Mcl~ opOon~ fix~ b~t
~v~a~g p~els.
Vid~aM ~vi~ ~ opdo~ ~ bo~d for ~hy ~ Mv~Mg, ~
~tio~l ~ilifim.
Page 5
14
15
LEGEND
ENTRY PLAZA
2. COURTYARD
SPORT+VENUE+EVENT
14
14
3. NOVELTY STORE
4. ADMIN OFFICES
5, TICKET OFFICE
6. BATTING TUNNEL
7. HOME CLUBHOUSE
8, OFFICIALS LOCKER RM
9. VISITOR CLUBHOUSE
10. RESTAURANT - 2ND LVL
/
/
KITCHEN
t 2, COMMISSARY
t3. BUILDING SERVICES
'~ 4. STORAGE
15. FIELD ACCESS
ENTRY PLAZA LEVEL
1'--80'
?
t
SPORT+VENUE+EVENT
4
LEGEND
1. ENTRY PLAZA
2. COURTYARD
3. SUITE LOBBY
4. PARTY DECK
5. SUITES (10)
6. PRESS BOX
?
/
/
/
/
7, PANTRY
8. RESTROOMS
SUITE / PRESS BOX LEVEL
PRELIMINARY PROJECT DEVELOPMENT SCHEDULE
FOR DUBUQUE, IOWA MINOR LEAGUE BALLPARK
PROJECT DEVELOPMENT SCHEDULE
The preliminary project development schedule outlines the anticipated activities
and phases of development that would assure completion of the project for early
April, 2005.
.Cqnceptual Site Desiqn/Preliminary Proqramminq and Desiqn
Site Selection, Conceptual Design 8/25 - 10/15/04
,Project Initiation and Fundinq
Following referendum in December 2003
Architect/Enclineer Selection
· Selection of A/E to occur following referendum; mid-December 2003
Desiqn and Enqineerinq
· Site Survey/Geotechnical Services:
· Design& Construction Documentation:
o Bid Package One - Site Work, Utilities
o Bid Package Two - General Trades
12/15/03
12/15/03 - 3/15/04
Biddinq/Award for Construction · Release of Two Bid Packages (tentative)
· Bid Period - Package One (4 weeks):
· Award BP I / Start Construction:
· Bid Period - Package Two: (4 weeks):
· Award BP 2 / Start Construction:
2/1/04 - 3/1/04
3/15/04
3/15/04 - 4/15/04
5/1/04
Construction
· March 15 -April 15, 2005 (13 months of construction anticipated)
iubstantial Completion
· March 15, 2005
Approximately one month prior to Opening Day
.Openinq Day - Midwest Leaque
First week in April, 2005
Final Project Close-out
· June 1, 2005
Punch List Complete, Final Contract Release