3 2 05 Skeleton Sheet & Notes
CITY COUNCil SPECIAL SESSION, MARCH 2, 2005
COUNCil MET IN ~~A;J~J~~;t~~~: L1B~RY AUDI~ORIUM
PRESENT: MAYOR DUGGAN, COUNc1C MEMBERS BUOl, CliNE, CONN(;RS,
MARKHAM, MICHJd-SKI, NICH$4lS0N
CITY MANAGER MICHAEL VA~llLlGEN
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ABSENT: &/~/L/'-..-/'
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Mayor Duggan read the call and stated this is a special session of the City Council called for
the purpose of discussing various City departmental budgets.
1. Discussion of Departmental Budgets
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Michalski
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Motion to adjourn at
Ayes Nays
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Markham
Michalski
Nicholson
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Cline
Connors
Ayes Nays
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Markham
Michalski
Nicholson
Buol
Cline
Connors
Ayes Nays
Duggan
Markham
Michalski
Nicholson
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Cline
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2004 Calendar Year Review
& '05/06 Preview
Design Assistance visits, drawings & packets
2004 2003
$865,000 $978,705
$7,380,653 $13,644,172
$1,200,000 $53,500,000
$6,256,500 $3,434,179
$164,510 $3,637 ,344
$15,866,663 $64,090,348
24 18
DESIGN
Facade Renovations
Building Rehabilitations
New Construction Projects
Real Estate Sales
Public Improvement Projects
Total Reported Investments
With phase 1 of America's River completed and reported through 2003; obviously the investment numbers went down after
realizing record investment in five of six years. Yet, downtown Dubuque remained competitive within the state. Also
encouraging to note real estate sales almost doubled, showing the momentum of many large projects is still inspiring growth.
There is concern with TlF monies for rehab loans & fayade improvement grants committed out a few more years and thus
officially unavailable, building improvement projects are experiencing a lull and elosing financing Gaps on projects is
increasingly difficult. Main Street continues to work on our Upper Level Living/reuse, with facade improvement receiving a
major spike in focus. Preservation tax credit packets continue to be distributed in record numbers, as example projects are
completed, and a wider outreach program implemented. Three statewide awards were secured from IDED.
BUSINESS IMPROVEMENT
New Businesses
Relocation to Main Street Districts
Space Expansion
Moved Out of Main Street District
Businesses Closed
Net Business Space to Districts
Net Gain (Loss) ill Employees to District
Existing Business/Retention Calls made by DMSL
New Business/Business Expansion Information Services &/01' Packets Delivered
21 19
6 6
8 6
-21 -26*
-7 ::.ll *
+7 -8
+15 -33*
79 75
102 88
* Includes 11 businesses in Old Main (i.e. 10cille's Fashions & the Main Street Caboose) & Port of Dubuque (i.e.
Dubuque Hardwoods & Miller Logging) and 4 in Gronen project, which truly are NOT traditional "moved
out"/"closed" businesses, in that the buildings/properties are in transition to more appropriate uses not yet opened by
Dec. 31,2003.
It is encouraging to see that despite investment numbers decreasing, business growth has turned the corner on the negative
trend we saw last year. With the momentum of the Port and Old Main, the reorganization of downtown has turned the corner
and the right mix of businesses seems to be evolving. In 2004 Dubuque Main Street (DMSL) continued work on our Challenge
Grant from Main Street Iowa. Along with the Upper Main Redevelopment project spurring reuse north of lOt" Street, DMSL
secured a second grant for the Old German Bank/Silver Dollar Cantina. In addition, in 2004 DMSL & Main Street Iowa
concentrated professional development on business improvement. We continued our effort to enhance our Availability List; the
categorized, rental rates database; and finalized a comprehensive downtown map of property usage and potential. We continued
its focus on utilization of entire buildings for economic return. turning its attention to seeking incentives and grant programs.
including the nationally recognized Dubuque Main Street Loan Pool. DMSL has become a clearinghouse for information on
downtown economic revitalization programs.
ORGANIZA nON
DMSL realized another remarkable number of volunteer hours by individuals representing a wide range of businesses and
organizations. Volunteer hours totaled another record shattering 6866 in 2004.
DMSL assumed a leading role in the organization of the Comprehensive Downtown Masterplaning process, resulting in an
adopted document in 2004. In 2004 DMSL assumed the first full year of service to the council-approved addition of the
lackson Park & Couler districts.
Main Street wrote the application for and secured Dubuque's Cultural Corridor as one of the first eight districts in Iowa (only
the 2nd state to recognize official art communities. On behalf of the City, Main Street continues to manage both the Farmer's
Market and the Town Clock festival area. Farmers' Market had increased vendor participation and service again in 2004.
In 2004, DMSL secured and implemented grant funding for building rehabilitation; a downtown business resource center;
event production, equipment and insurance; office furnishings and equipment; farmers' market; and downtown eleanup.
In 2004, DMSL also had representation on the following committees: the City's Economic Development Team; the Downtown
Planning Task Force; the America's River Board & Marketing Committee; the Enterprise Zone Commission; the City's
Parking Advisory and Citizens with Disabilities Parking Review Committees; the Chamber's Directional Signage Committee;
the Convention & Visitors Bureau's Advisory Board and Festivals Committee; the Historic Preservation Commission, the
Dubuque Community School Downtown School Oversight Committee; the City's ARTs Task Force & Winterfest Planning
Subcommittee; the Pedestrian Way-finding Committee; the Dubuque Cultural Alliance; the Taste of Dubuque Committee; the
America's River/Grand Excursion II Committee; as well as laycees and Kiwanis boards.
PROMOTION
As always, promotion remains a strength of DMSL. Main Street manages such diverse projects as Dubuque & All That Jazz.
We continued to improve Dubuque's Main Event. We also continue to coordinate Puttzin' Around Downtown, the Downtown
Business PM, Farmers' Market, Downtown Cleanup, the DiscoiJer Dowlllown Dubuque Days Sidewalk Sale, and Christmas
Decorations.
Main Street also expanded assistance in organization and equipment (stage) for The Grand Excursion, Taste of Dubuque,
Dubuquefest, Riverfest, the Cable Car Square Chili Cook-off, the Cable Car Square Candle Walk, Rock & Soul Reunion,
Dubuque 365 Lunchtime lams, the lack lenney festival, Music in the Park, the Gallery Hip Hop, Summerfest, Bluesfest,
Summer's True Kickoff, and other downtown parades and events.
In 2005 Dubuque Main Street will:
. loin with other stakeholders in the timely implementation and funding of the 75+ "Main Street" designated initiatives as
detailed in the Action Matrix of the Comprehensive Downtown Master Plan.
. Celebrate our 20th year/anniversary with a year full of features, celebrations & initiatives-tying the organization back to its
roots, while reaching more aggressively than ever toward an even better future. We look to further our nationwide recognition,
with a pinnacle award application and bringing in nationally renowned speakers.
. Redouble the recruitment of appropriate/complementary businesses to downtown, with a direct marketing effort to entities to
fill single storefront availability, while representing the city center in working with the entity hired by Dubuque Initiatives to
bring expanded retail to Dubuque.
. Work closely with the City on "finishing" the streetscape improvements, "updating" existing regulations (zoning ordinances) to
stimulate downtown development, and "increasing the livability" of the heart of our community.
. Escalate the venture that is our Cultural Corridor (our newly-designated Iowa cultural district) with more entertainment and
cultural incenti ves, opportunities and programming.
. Focus on full utilization of all buildings and properties, ineluding upper levels, with particular emphasis on the relationship
between commercial and residential usage. DMSL will include the reintroduction of the Upstairs-Downtown series of practical
rehabilitation seminars and workshops, and increase business retention calls.
. Scek state, fcdcral and private/foundation funds (and other fiscal incentives) for new development, redevclopment, financial
assistancc, public improvement projects, and volunteerism.
. Open the downtown busincss resource center, and combine this effort with the relocation of the Main Street office in a
storefront (exclusively using in-kind resources), making this officc space a first-elass example of appropriate commercial
space.
. Strive to help establish a stronger working relationship with other organizations (the Chamber, City of Dubuque, Dubuque
Initiatives, GDDC and others) through a communication round-table.
. Support and fund activities that bring people "...to the downtown..," such as Dubuque...and All Thai Jazz, Dubuque's Main
El'ent, Puttzin . Around Downtown, the Cable Car Square Chili Cook-Off, Discover DownlO\\'II Dubuque Days, and others.
. Enhance our new on-line presence, with an improved DMSL web page, featuring up-to-date calendars, our availability list,
and a featurcd "property of thc month."
. Further the initiatives of the task force on volunteer recruitment and recognition, as well as expand youth programs.
. Reinforce the idea that dowlltown is THE place to live, work & play.
BP-1 B
City of Dubuque
POSITION DESCRIPTION
o Request for Promotion
[g] Request for Additional Personnel
1. Brief description of requested change: This request supports the FY06 request of Dubuque Main
Street Ltd. to assist the City of Dubuque in implementing the recently approved Downtown Master
Plan. The request of $50,000 will provide a staff person that is entirely devoted to implementation of
the Plan. Dubuque Main Street is requesting official designation as the organization identified in the
Plan that has as its sole purpose to market Downtown for business location and expansion. This
budget request will enhance the organization's existing role in that purpose.
2. Description of work program to be accomplished by this position:
Commerce: Hold monthly meetings of business, developers and stakeholders to share information
about funding, training, marketing. Make and retain national contacts to market Downtown, the Port
of Dubuque, and specific properties. Assist in the acquisition of properties and position for private
investment. Prepare promotional materials for investor audience. Concentrate on attracting business
to Downtown.
Culture, Education, Entertainment: Maintain an inventory of attainable housing products for artists
and Downtown employees.
Historical Features: Solicit historic financing specialists to proactively pursue restoration of historic
structures Downtown.
3. Names and position descriptions of individuals within your department currently assigned a
comparable work program as far as technical expertise and/or scope of responsibilities:
The Downtown Dubuque Master Plan identifies the Economic Development Department as the Lead
City Department throughout the document. The Economic Development Director and Economic
Development Planner are currently assigned the responsibilities of implementing numerous strategies
in the Plan, and both have the technical expertise to assist Main Street L TO in the work to be
accomplished.
qm4
i5U'B~E
~<k~
MEMORANDUM
March 2, 2005
TO:
FROM:
Honorable Mayor and City Council Members
Michael C. Van Milligen, City Manager
SUBJECT: Revised FY 2006 Purchase of Services Section
Attached are revised FY 2006 Purchase of Services Policy Book budget pages. A
correction was made to the FY 2006 'requested' number for the Dubuque Area
Chamber of Commerce Convention and Visitors Bureau. Their request is 50% of the
City of Dubuque's FY 2006 Hotel/Motel tax, less the CVB loan repayment, which is the
same as the recommended number of $644,886.
In addition, a note was added to page 95 to clarify the movement of the CVB loan
repayment of $35,OPO to the Arts and Cultural affairs activity in the City Manager's
Office to be used for grants.
This should replace pages 93 and 95 in the Recommended Policy Budget book for the
Wednesday, March 2, 2005 budget hearing.
/Yl 'V /Ii
/ "tel Girl ( ~ .-//
Michael C. Van Milligen
MCVMldll
Attachments
cc: Barry Lindahl, Corporation Council
Cindy Steinhauser, Assistant City Manager
Dawn Lang, Budget Director
DEPARTMENT/DIVISION:
RESPONSIBILITY:
Purchase Of Services
Dawn Lang, Budget Director
America's River Corporation
FY 2005: $20,000
FY 2006 Requested: $10,000
FY 2006 Recommended: $10,000
Dubuque Area Chamber of Commerce
Convention and Visitors Bureau
FY 2005: $554,705
FY 2006 Requested: $644,886
FY 2006 Recommended: $644,886
Hotel/Motel Tax (50%)
Less CVB loan $35,000
Dubuque Area Labor Management Council
FY 2005: $15,051
FY 2006 Requested: $15,768
FY 2006 Recommended: $ 7,751 UDAG
$ 7,752 Tax Funds
Dubuque Main Street, Ltd.
FY 2005:
FY 2006 Requested *
FY 2006 Recommended:
$43,966
$98,362 UDAG
$43,966 UDAG
Greater Dubuque Development Corp.
FY 2005: $127,500
FY 2006 Requested: $130,125 UDAG
FY 2006 Recommended: $130,125 UDAG
Helping Service of Northeast Iowa
FY 2005: $1,964
FY 2006 Requested: $3,000 Tax Funds
FY 2006 Recommended: $2,023 Tax Funds
Lifetime Center
FY 2004:
FY 2006 Requested:
FY 2006 Recommended:
$20,000
$25,000 CDBG
$25,000 CDBG
Operation: New View
FY 2005:
FY 2006 Requested:
FY 2006 Recommended:
$16,708
$20,190 Tax Funds
$17,209 Tax Funds
Project Concern: Child Care Referral
FY 2005: $8,576
FY 2006 Requested: $8,576 CDBG
FY 2006 Recommended: $8,576 CDBG
Project Concern: Foster Grandparent Program
FY 2005: $5,435
FY 2006 Requested: $5,435 Tax Funds
FY 2006 Recommended: $5,435 Tax Funds
Project Concern: Information and Referral
FY 2005: $24,339
FY 2006 Requested: $27,839 CDBG
FY 2006 Recommended: $24,339 CDBG
Retired Senior Volunteer Program
FY 2005: $7,341
FY 2006 Requested: $7,341 Tax Funds
FY 2006 Recommended: $7,341 Tax Funds
Substance Abuse Services Center
FY 2005: $12,390
FY 2006 Requested: $13,010 Tax Funds
FY 2006 Recommended: $12,762 Tax Funds
Washington Tool Library
FY 2005:
FY 2006 Requested:
FY 2006 Recommended:
$15,500
$15,500 CDBG
$15,500 CDBG
*1 was not able to recommend $50,000 in additional funding, over and above the $43,966 the City currently
provides for Dubuque Main Street Ltd., to hire an additional employee to implement the Downtown Master
Plan. Currently Dubuque Main Street, Ltd. has three full-time employees equaling over 6,000 work hours a
year. The Downtown Master Plan is at the heart of their mission, therefore, the Plan just provides a clearer
road map for the Main Street Ltd. Board and their staff on doing what they are already trying to accomplish.
However, if the businesses in the Main Street District believe additional staffing is needed to accomplish the
mission of the organization, a mechanism for those businesses in the District to contribute to funding that
position could be developed.
Property owners can agree to tax themselves through a property tax surcharge called a Self-Supporting
Municipal Improvement District (SMID). If that was implemented, the City could agree to contribute based on
the value of City-owned property in the District.
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, City of Dubuque
Recommended Department Operating Budget Summary by Activity
FY 2003 FY 2004 FY 2005 FY 2005 FY 2006
BUDGET SUMMARY ACTUAL ACTUAL BUDGET REVISED RECOM'D
PURCHASE OF SERVICES
Activity: Purchase of Services
EXPENDITURE SUMMARY
Supplies and Services
ConventionNisitors Bureau 475,756 478,770 554,705 644,886
Foster Grandparent 5,435 5,435 5,435 5,435
Labor - Management 15,768 15,051 15,051 15,503
Helping SVS/NE Iowa 1,964 1,964 1,964 2,023
Substance Abuse 12,390 12,390 12,390 12,762
Senior Volunteer Program 7,341 7,341 7,341 7,341
Operation New View 16,708 16,708 16,708 17,209
Senior Center 20,417 20,000 20,000 25,000
Project Concern - Day Care 9,777 8,576 8,576 8,576
Information/Referral 31,738 24,347 24,339 24,339
Washington Tool Library 11,144 17,003 15,500 15,500
Family Self - Sufficiency 3,260
Main Street 43,966 43,966 43,966 43,966
CVB Loan Repayment for Arts & Cultural 35,000 **
Economic Development 102,938 130,234 127,500 130,125
America's River Corporation 20,000 10,000
TOTAL BUDGET 755,342 785,045 908,475 962,665
FUNDING SUMMARY
GENERAL 527,478 530,492 661,427 697,408
COMMUNITY DEVELOPMENT 73,076 73,186 68,415 73,415
UDAG REPAYMENTS 154,788 181,367 178,633 181,842
TOTAL BUDGET 755,342 785,045 908,475 952,665
I
** CVB Loan Repayment revenue was moved to the Arts and Cultural Affairs activity in the City Manager's Office for FY 2006.
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