Five Flags Civic Center Fiscal Year 2016 Budget PresentationCity of Dubuque Public Hearings # 4.
ITEM TITLE:
SUMMARY:
SUGGESTED DISPOSITION:
Copyright 2014
Five Flags Center Fiscal Year 2016 Budget Presentation
ATTACHMENTS :
Description
❑ Five Flags Center FY 16 Recommended Budget
Type
Supporting Documentation
Five Flags
Civic Center
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FIVE FLAGS CIVIC CENTER DIVISION
Budget Highlights
Employee Expense
Supplies and Services
Total
Debt on Five Flags Project Paid
with Sales Tax 20% Fund
Property Tax Support
Percent Increase/(Decrease)
Personnel - Authorized FTE
FY 2013/14 FY 2014/15
Actual Adopted
20,395
816,115
836,510
48,260
836,510
0.15
20,753
848,731
869,484
47,601
869,484
0.15
FY 2014/15
Amended
20,708
849,225
869,933
47,601
*Actual Benchmark for FY 2015 is $869,933. See explanation under #3
869,933
0.15
FY 2015/16
Recomm'd
20,502
866,120
886,622
46,945
886,622
0.15
% Change
from Adopted
FY 2014/15
-1.2%
2.0%
2.0%
100.0%
17,138
2.0%
Civic Center Property Tax Support - (FY2002 - FY2016)
Fiscal Year Budget/Actual
2016 Projected
2015 Budget
2014 Actual
2013 Actual
2012 Actual
2011 Actual
2010 Actual
2009 Actual
2008 Actual
2007 Actual
2006 Actual
2005 * Actual
2004 Actual
2003 Actual
2002 Actual
Total Revenue
5,811
663,546
556,956
443,315
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Percent
Total Property Tax Increase/
Expenditures Support (Decrease)
886,622 886,622 1.97%
869,484 869,484 3.94%
836,510 836,510 1.36%
825,314 825,314 0.13%
824,243 824,243 5.22%
783,331 783,331 -1.16%
792,493 792,493 1.32%
782,198 782,198 3.17%
758,136 758,136 -0.74%
763,782 763,782 28.39%
594,899 594,899 -25.07%
799,710 793,899 23.05%
1,308,708 645,162 -8.60%
1,262,814 705,858 3.94%
1,122,447 679,132
Significant Line Items at Maintenance Level
Background
1. History: In August 2003, an analysis of Five Flags took place to determine cost of service. An
eight -person review committee was formed to study the operation of Five Flags Center to see
what could be done to hold the line on, or reduce the property tax supporting that operation. All
options were to be considered, including private management. An RFQ for private management
of Five Flags went out in December 2003. Three responses were received and the review
committee, along with two members of the Civic Center Advisory Commission, interviewed all
three firms on February 23, 2004. After weighing the advantages and disadvantages, the
review committee recommended private management. The City has contracted the firm, SMG,
after Council approval in April 2004, to privately manage Five Flags Civic Center. SMG's
original five year private management agreement began on July 1, 2004 and ended June 30,
2009. The current agreement expired June 30, 2014 and was extended for another five-year
period ending June 30, 2019 and has a possible five-year extension clause after that.
Employee Expense
2. As of January 1, 2006, all employees have transitioned over from City of Dubuque employees to
SMG employees. A portion of the Leisure Services Manager's salary (.15 FTE) is charged
directly to the Civic Center, since this expense existed at the time SMG started management
and will continue based on the management agreement.
Supplies & Services
3. Benchmark Calculation: The benchmark is the amount the City sets for SMG of property tax
needed to operate the Five Flags Civic Center. SMG is challenged to spend less than the
Benchmark, thereby reducing the amount of property tax support needed. The benchmark is
calculated by taking total expense less earned revenue for the Civic Center, to get the property
tax support. This calculation was completed in the beginning by taking the average actual
property tax support spent in FY 2002, 2003, and 2004 ($682,091) and then increased annually
by an inflation factor. This amount includes SMG's projected management fee of $95,561 in FY
2016. The Benchmark fee is set for the purpose of the budget with an estimated CPI and then
adjusted by the actual May CPI after the budget is adopted to arrive at the actual Benchmark
and management fee.
4. SMG's goal is to come in under the benchmark, but if the benchmark is not met, the City of
Dubuque must pay any amount over the benchmark. SMG's incentive to meet the benchmark
gives them $.50 of every dollar under the benchmark.
Annual Benchmark Set for SMG: In FY 2005, SMG's actual benchmark was $682,091, in FY
2006 the benchmark was $701,190 (prior year plus the May CPI of 3%), in FY 2007 the
benchmark was $730,640 (prior year plus the May CPI of 4.2%), in FY 2008 the benchmark was
$750,367 (prior year plus the May CPI of 2.7%), in FY 2009 the benchmark was $781,882 (prior
year plus the May CPI of 4.2%), in FY 2010 the benchmark was $781,882 (the May CPI % was
negative and therefore no increase), in FY 2011 the benchmark was $797,520 (prior year plus
the May CPI of 2.0%), in FY 2012 the benchmark was $826,231 (prior year plus the May CPI of
3.6%), in FY 2013 the benchmark was $840,276 (prior year plus the May CPI of 1.7%), in FY
2014 the benchmark was $852,040 (prior year plus the May CPI of 1.4%), in FY 2015 the
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benchmark was $869,933 (prior year plus the May CPI of 2.1%) and FY 2016 the benchmark is
anticipated to be (prior year plus the estimated May CPI of 2% ) $886,622.
Actual Benchmark: It should be noted that the first year (FY 2005) of management, actual
expenses were higher due to the transitioning of the employees. There were additional costs
relating to unemployment insurance, vacation payoffs and prior year expenses that did not
count against the benchmark. The Five Flags Civic Center was also under renovation soon after
SMG started. It was expected that the first year of management would cost more. Also, the
budget was initially set with the management fee ($75,000) added on top of the set benchmark.
It was determined that the benchmark should already include SMG's management fee, and the
actual benchmark was adjusted accordingly with the additional budget going back into General
Fund. Following is a summary of annual results to date:
FY
FY 2005
FY 2006
FY 2007
FY 2008
FY 2009
FY 2010
FY 2011
FY 2012
FY 2013
FY 2014
FY 2015
Budgeted
Benchmark
$757,091
$776,018
$701,190
$752,560
$772,878
$782,198
$805,356
$821,446
$851,225
$861,497
$869,484
Actual
Benchmark
$682,091
$701,190
$730,640
$750,367
$781,882
$781,882
$797,520
$826,231
$840,276
$852,040
$?
Actual Prop.
Tax Support
$793,899
$594,900
$763,782
$758,136
$782,198
$792,493
$783,331
$824,243
$825,314
$836,510
$?
SMG Adj. Actual
Prop. Tax Support
$761,308
$633,067
$715,126
$741,179
$765,406
$768,192
$783, 574
$803,791
$819,938
$829,105
$?
50%Paid Under
Benchmark
$0
$34,062
$7,757
$4,594
$8,238
$6,845
$6,973
$11,220
$10,169
$11,468
$?
Analysis of Results to Date: When reconciling annual property tax support spent to the
benchmark each year, the City adjusts the expenses for items that do not count against the
benchmark (expenses that are the responsibility of the City). These expenses have included
the initial cost of transitioning employees (unemployment insurance, vacation payoffs) and some
equipment items not yet paid as of the transitioning date. Following is a summary reflecting the
amount the City has actually paid over or under the benchmark, without adjusting out expenses
that do not count against benchmark, and the amount SMG has actually paid over or under the
benchmark after expenditure adjustments, cash basis:
Actual Actual Prop.
FY Benchmark Tax Support
FY 2005 $682,091 $793,899
FY 2006 $701,190 $594,900
FY 2007 $730,640 $763,782
FY 2008 $750,367 $758,136
FY 2009 $781,882 $782,198
FY 2010 $781,882 $792,493
FY 2011 $797,520 $783,331
FY 2012 $826,231 $824,243
FY 2013 $840,276 $825,314
FY 2014 $852,040 $836,510
FY 2015 $869,933
Cumulative Total Over/(Under) the Benchmark Since
Private Management by SMG in FY 2005
SMG's Adj. Actual
Prop. Tax Support
$761,308
$633,067
$715,126
$741,179
$765,406
$768,192
$783,574
$803,791
$819,938
$829,105
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Over/(Under) Benchmark
City's
Non Adj
$111,808a
($106,300)
$ 33,142b
$ 7,769c
$ 316d
$ 10,611e
($ 14,189f)
($ 1,988g)
($ 14,962h)
($ 15,530')
$ 10,686
SMG's
Adj. Exp.
$79,217
($68,133)
($15,514)
($9,188)
($16,476)
($13,690)
($13,946)
($22,440)
($20,338)
($22,935)
($123,443)
a FY 2005 was the first year for SMG vacation buyout
bincludes FY 2006 benchmark payment of $34,062 that was paid to SMG in FY 2007
°Includes FY 2007 benchmark payment of $7,757 that was paid to SMG in FY 2008
dlncludes FY 2008 benchmark payment of $4,594 that was paid to SMG in FY 2009
elncludes FY 2009 benchmark payment of $8,237 that was paid to SMG in FY 2010
f Includes FY 2010 benchmark payment of $6,845 that was paid to SMG in FY 2011
g Includes FY 2011 benchmark payment of $6,973 that was paid to SMG in FY 2012
h Includes FY 2012 benchmark payment of $11,220 that was paid to SMG in FY 2012
' Includes FY 2013 benchmark payment of $10,169 that was paid to SMG in FY 2013
Debt Service
5. In FY 2013 GO Bonds were issued for various Five Flags improvements with annual debt
service of $46,945 abated with Sales Tax Construction (20%).
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LEISURE SERVICES
FACILITY DIVISION
The Facility Division provides for the effective and efficient maintenance of buildings
and equipment and administration of management contracts for Five Flags Civic Center
and Grand River Center, ensuring facilities and programs that provide an increased
quality of life.
Leisure
Services
Facility
Division
i
1 1
Five Flags
Center
Grand River
Center
Expenditures and Resources by Department and Category
FY 2013/14 FY 2014/15
Actual Adopted
Expenditures
Employee Expense 20,395
Supplies and Services 1,186,048
Total 1,206,443
Operating Revenue
Debt Paid with Sales Tax 20%
Fund
Property Tax Support
Percent Increase/(Decrease)
20,753
1,111,502
1,132,255
54,280 53,535
1,206,443 1,132,255
Personnel - Authorized FTE 0.15
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FY 2014/15 FY 2015116
Amended Recomm'd
20,708 20,502
1,111,996 1,157,620
1,132, 704 1,178,122
% Change
from Adopted
FY 2014/15
0.0%
53,535 52,793 100.0%
1,132,704 1,178,122 45,867
4.1%
0.15 0.15
0.15
LEISURE SERVICES
FACILITY DIVISION
SUCCESS IS ABOUT PLANNING, PARTNERSHIPS AND
PEOPLE LEADING TO OUTCOMES
r -
PEOPLE
The Grand River Center as the
conference and education center
and Five Flags as the civic
center both provide increased
quality of life for the residents of
Dubuque as well as positive
visitor experiences for travelers
to the area.
At
PLANNING
Planning is necessary to develop an ongoing capital
improvement plan to keep up the infrastructure of
each building. SMG and Platinum Hospitality work
together and separately to provide venues for
conferences, weddings, trade shows, entertainment,
business meetings, events and more. Each works to
meet the needs of individuals, businesses and event
planners.
PARTNERSHIPS
Efforts are coordinated with the Dubuque Area Visitor
and Convention Bureau. Often local professionals
represent their professional association to bring their
state and/or national conference to Dubuque.
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LEISURE SERVICES
FACILITY DIVISION
Detail by Activity
Activity: Five Flags Civic Center
Overview
Five Flags Civic Center is a City owned building managed by SMG
Management (SMG). It is a multipurpose facility which houses sporting
events, theatrical performances, stage productions, concerts, meetings FIVE FLAGS
conventions, shows and much more. Five Flags Civic Center is
comprised of three primary components: CEN 1�F,R
• Five Flags Theater - The beautifully renovated 1910 historical
theater is home of the Dubuque Symphony Orchestra, Rising
Star Theatre Company, Broadway shows, high school productions, and more.
• Five Flags Arena - Five Flags Arena is a great venue for family shows, concerts,
sporting events, community events, school graduations, and more.
• The Bijou Room - Home of Fly -By -Night Productions providing "theater in an
intimate space."
The Five Flags Civic Center is funded with property tax. Each year the City sets a
benchmark for SMG of property tax needed to operate the Center. SMG is challenged
to spend less than the Benchmark, thereby reducing the amount of property tax support
needed. A portion of the Leisure Services Manager's salary (.15 FTE) is charged
directly to the Civic Center.
Leisure Services initiates capital improvement projects for the Five Flags Civic Center
ensuring the long-term viability and functionality of this building.
Funding Summary
FY 2013/14
Actual
FY 2014/15
Adopted
FY 2015/16
Recommended
Expenditures
$836,510
$869,484
$886,622
Resources
$0
$0
$0
Position Summary
FY 2015/16 FTE's
Leisure Services Manager
0.15
Total FTE's
0.15
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LEISURE SERVICES
FACILITY DIVISION
Supporting City and Community Goals
Planned and Managed Growth
• Supports a strong, vibrant 24/7 residential/central business core.
Partnering for a Better Dubuque
• Staff of SMG are involved with the Dubuque Visitor Center
Bureau and Chamber of Commerce in addition to other civic
organizations including Dubuque Main Street, Rotary Club,
Jaycees, Tri-State Human Resource Association, American
Legion Post 6, Dubuque County Fine Arts Society and Voices of the Warehouse.
• SMG works with numerous non -profits to provide affordable venues for
performances, sporting events and gatherings.
• Events like the Chamber's Dance with the Stars and Multicultural Family Center's
Taste of the World provide entertainment and fundraising for local non -profits.
Financially Responsible City
Government and High
Performance Organization
• Management of Five Flags
is contracted to SMG which
has resulted in savings to
the taxpayers.
S1,2oo,uoo
51,uou,ouu
$xno,00n
'Goo,00c
S'luo,uou
$200,000
SMG Tax Support. vs Cil.y Operation
1 1 11 I11 11 11 111 11 1
FY FY FY IV FY FY FY FY FY FY FY IV FY FY IV
20U2200320U4200520U62u0/200132009201Q201110.22U13201'12015,2U16
•Actual lax Support • licit,/ kept operation, i %o each yr
Economic Prosperity
• Events and activities bring people to downtown
which in turn relates to additional spending at
restaurants and shops.
• People desire to live and work in
Dubuque and/or move to Dubuque
based on offerings of venues like Five
Flags.
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LEISURE SERVICES
FACILITY DIVISION
Social/Cultural Vibrancy
■ Event and program offerings provide
cultural activities and performances
throughout the year.
Environmental Integrity
■ Capital improvements to the facility improve the
environment through projects that for example
increase energy efficiency.
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LD
Five Flags
hosted 220 performances/ events
with total attendance
of 65,791 in FY 2014
LEISURE SERVICES
FACILITY DIVISION
Performance Measu res
Five Flags Civic Center — Activity Statement
Provide a venue for community and civic activities in
addition to entertainment, cultural events and
activities. Five Flags hosts events that represent the
diversity of the community. The venue provides for
a quality of life for our citizens and visitors.
Goals
■ Efficiently and effectively operate the Five Flags
Civic Center with events and activities that
positively contribute to the economy.
■ Provide citizens as well as visitors with a diverse
selection of entertainment opportunities and
venues to host events, activities, seminars,
business meetings and conventions.
Prudential Business Meeting
Objective: Operate Five Flags Civic Center in a fiscally responsible manner and
promote excellent customer service.
Each year the City sets a
benchmark for SMG of property SMG Benchmark and Expense
tax needed to operate the Five $900,000
Flags Civic Center. SMG is $800,000
challenged to spend less than the $700,000
benchmark, thereby reducing the s%oo,0o0
I 1 II II II
amount of property tax support $500,000
needed. The benchmark is 5400,000
calculated by taking total 5300,000
$zoo,000
expense less earned revenue for $100,000
the Civic Center, to get the 50
property tax support. SMG's
incentive to meet the benchmark ■SMG Actual Benchmark ■SMG Actual Expense
gives them $.50 of every dollar
FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY2010 FY2011 FY 2012 FY 2013 FY 2014
under the benchmark. SMG met benchmark last 9 years.
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LEISURE SERVICES
FACILITY DIVISION
Colts Drum and Bugle Corps
Objective= Maximize facility usage by encouraging
events that represent the diverse needs of the
community.
The Five Flags Civic Center with the arena, theater, Bijou
Room and meeting rooms allows a great variety of events
to be accommodated. The events are as diverse as the
groups they represent. In the last year the Civic Center has
hosted Dubuque Symphony Orchestra, Rising Star Theater,
Fry -Sy -Night Acting Company, Wrestling Tournaments,
Dock Dogs, Sesame Street, Colts Drum & Bugle Corps,
MMA, Indoor Soccer, Bull Ride, Disney Live, National
Holstein Convention, Retro Revival, Night Storm Teen
Dance, Men are From Mars -Women are From Venus Live,
Taste of the World, Circus, musicals, graduations,
weddings and more.
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ea
The Knight Foundation and Gallup
in the 2010 Soul of the
Community Report found that a
community's social offerings,
openness and aesthetics in that
order influence residents
attachment to their community.
Residents rate their community's
availability of arts and cultural
opportunities and social
community events highest among
social offerings.
Five Flags Civic Center and
Theater are home to both arts
and cultural opportunities as well
as community events. Performing
arts events were held including
Dubuque Symphony Orchestra,
Rising Star Theater Company
performances, high school
performances, dance recitals, Fly -
By -Night Productions, Julien
Dubuque International Film
Festival and more in 2013.
Community events including
Multicultural Family Center's Taste
of the World, Dubuque Senior and
Hempstead as well as NICC's
graduation ceremonies, St. Mark's
Enrichment Center's Jingle Bell
Hop, Dubuque Chamber's Dancing
with the Stars and more. Family
entertainment included Bull
Riding, Dock Dogs, Sesame
Street, the Circus and more.
All contribute to the sou/of our
community — Dubuque.
1
LEISURE SERVICES
FACILITY DIVISION
MMA Pinnacle Combat
LEISURE SERVICES
FACILITY DIVISION
Detail by Activity
Activity: Grand River Center
Overview
The Grand River Center is a City owned building managed by
Platinum Hospitality. It is Dubuque's largest convention center
located in the Port of Dubuque along the banks of the
Mississippi.
GRAND RIVER CENTER
Based on the Facility Management Agreement, the City is responsible for 50% of
energy costs (gas and electric), insurance costs (property, boiler and general liability),
25% of the actual Hotel/Motel Tax generated by the Grand Harbor Hotel and repairs
and maintenance in excess of $1,015 individually and $15,240 in aggregate in any fiscal
year.
The City has a maintenance schedule for painting,
replacing carpet, and furniture. Leisure Services
initiates capital improvement projects for these
facilities ensuring the long-term viability and
functionality of this building.
Funding Summary
FY 2013/14
Actual
FY 2014/15
Adopted
FY 2015/16
Recommended
Expenditures
$369,933
$262,771
$291,500
Resources
$0
$0
$0
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LEISURE SERVICES
FACILITY DIVISION
Supporting City and Community Goals
Planned and Managed Growth
■ Supports a strong, vibrant 24/7 residential/central
business core.
Partnering for a Better Dubuque
• Staff of Grand River Center are involved and serve on
committees with the Dubuque Visitor Center Bureau.
• The Grand River Center hosts numerous local
fundraisers for non -profits in Dubuque.
• Platinum Hospitality works with professionals to bring
conventions and meetings to the Grand River Center and
our community.
Financially Responsible City Government and High
Performance Organization
■ Management of Grand River Center is
contracted to Platinum Hospitality
providing for efficient and effective
operations.
Platinum,
HOSPITALITY GROUP
Conferences bring money
into the local economy. The
City of Dubuque and the
Sustainable City Network
hosted the 7th Annual
Growing Sustainable
Communities Conference.
As hosts of the event,
$18,795 was paid to
Platinum Hospitality for
rental and food services of
the Grand River Center.
Platinum Hospitality
reinvested the fees into
wages of staff living locally,
local food and drink
vendors, supplies for
maintenance purchased
from local businesses and
more. There were 490
attendees from 22 states
across the country for this
two day event.
Economic Prosperity
• Events and activities bring people to the Port of Dubuque and downtown area
which in turn relates to additional spending at restaurants and shops.
• People desire to live and work in Dubuque and/or move to Dubuque based on
offerings of venues like Grand River Center.
Social/Cultural Vibrancy
■ Events and program offerings provide activities and
meeting spaces throughout the year in addition to being
a venue for wedding, anniversaries and special
gatherings.
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LEISURE SERVICES
FACILITY DIVISION
Environmental Integrity
• Capital improvements to the facility improve the environment through projects
that for example increase energy efficiency.
DID YOU KNOW Grand River Center installed automatic paper towel
dispensers in 2013. So far they have saved: 6 inches of paper per guest
(305329 people x 6 = 1,831,974 inches of paper) which is 1,316 rolls of
paper towels, which is 219 cases! This translates into 2.38 ACRES of
towels saved!
All paper towels are made with 100% recycled fiber!
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l
LEISURE SERVICES
FACILITY DIVISION
Performance Measures
Grand River Center — Activity Statement
Maximize the benefit to the tourism industry through
the operations of the Grand River Center and ensure a
positive experience for attendees with a well
maintained, professionally managed conference
center. Provide a venue for local events, conferences,
business meetings, and activities such as weddings in
an iconic facility.
Goals
■ Visitors to our community will see the beauty of the
River and experience excellent customer service
and a well maintained facility and return on future
trips.
• The Grand River Center is an icon for the Port of
Dubuque developments. Maintaining the interior
and exterior to the highest level is a priority for our
residents and visitors.
• Memories are created at events and activities held
at the Grand River Center.
objective: Visitors attending the Grand River
Center will have positive experience and return to
the Center and Dubuque.
Those visitors to our community and the Grand River
Center have an economic impact on our community.
Those that return their conference another year continue
that impact and those persons that enjoy Dubuque at a
conference and return with their family also make an
economic impact.
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GN
A recent upgrade of the wireless
computer network and switches at
the Grand River Center allowed the
Keystone Area Education Agency
(AEA) to host a continuing education
event where 700 school
professionals were able to access the
Internet all at the same time. The
event was a completely paperless
event with no programs, no
handouts and no paper training
materials. Due to the success of the
training session AEA booked for next
year already.
Word of mouth about the AEA
training has now led to the booking
of another training by the School
Administrators of Iowa for 100
persons. Maintaining Grand River
Center with technology upgrades led
to repeat and new business as well.
LEISURE SERVICES
FACILITY DIVISION
Obiective: Maintain the Grand River Center at the highest level.
A fresh, well maintained look will impress both the local resident and visitor. Our attention to
detail, cleanliness and constant upgrades make for a positive experience for newcomers and
those who frequent the Center. Many comment they are surprised the Grand River Center has
been open eleven years.
Fun fact from January thru
November 15, 2014, GRC served
11,351 pounds of chicken!!
Events were held 282 days out of
365 for 77% usage and recorded
156,663 attendees in calendar year
2014.
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Recommended Operating Revenue Budget - Department Total
32 - CIVIC CENTER DIVISION
Fund
Account
Account Title
FY13 Actual
FY14 Actual
FY15 Adopted
FY16 Recomm'd
Revenue
Revenue
Budget
Budget
400 59350
FR SALES TAX CONSTRUCTION
14,302
48,260
47,601
46,945
59- TRANSFER IN AND INTERNAL
14,302
48,260
47,601
46,945
32 - CIVIC CENTER DIVISION TOTAL
14,302 48,260
47,601
46,945
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337 254 344 344
1,787 2,512 1,800 1,758
12,703 19,656 20,639 24,600
999 1,015 1,015 1,054
80 80 83 80
11,214 10,380 11,214 10,380
778,873 782,218 813,636 827,904
62 - SUPPLIES AND SERVICES 805,992 816,115 848,731 866,120
400 74111 PRINCIPAL PAYMENT 0 32,800 32,800 32,800
400 74112 INTEREST PAYMENT 14,302 15,460 14,801 14,145
Recommended Operating Expenditure Budget - Department Total
32 - CIVIC CENTER DIVISION
Fund
Account
Account Title
FY13 Actual
FY14 Actual
FY15 Adopted
FY 16 Recomm'd
Expense
Expense
Budget
Budget
100
100
100
100
100
100
100
61010
61099
61310
61320
61410
61415
61416
FULL-TIME EMPLOYEES
WAGE ADJUSTMENT
IPERS
SOCIAL SECURITY
HEALTH INSURANCE
WORKMENS' COMPENSATION
LIFE INSURANCE
15,173
0
1,316
1,114
1,656
53
11
15,614
0
1,394
1,148
2,166
61
11
15,613
320
1,394
1,194
2,142
59
31
15,903
0
1,420
1,216
1,872
59
32
61 - WAGES AND BENEFITS
19,323 20,395 20,753 20,502
100
100
100
100
100
100
100
62090
62110
62206
62207
62208
62421
62761
PRINTING & BINDING
COPYING/REPRODUCTION
PROPERTY INSURANCE
BOILER INSURANCE
GENERAL LIABILITY INSURAN
TELEPHONE
PAY TO OTHER AGENCY
74 - DEBT SERVICE
14,302 48,260 47,601 46,945
32 - CIVIC CENTER DIVISION TOTAL
839,616 884,770 917,085 933,5671
-139-
Recommended Expenditure Budget Report by Activity & Funding Sounce
32 - CIVIC CENTER DIVISION
CIVIC CENTER ADMINISTRATI- 32100
FUNDING SOURCE: GENERAL
Account
FY13 Actual FY14 Actual FY15 Adopted
Expense Expense Budget
FY16 Recomm'd
Budget
SUPPLIES AND SERVICES
WAGES AND BENEFITS
CIVIC CENTER
ADMINISTRATI
805,992 816,115 848,731 866,120
19,323 20,395 20,753 20,502
825,314 836,510 869,484 886,622
DEBT SERVICE - 32400
FUNDING SOURCE: DEBT SERVICE
Account FY13 Actual FY14 Actual FY15 Adopted
Expense Expense Budget
FY16 Recomm'd
Budget
DEBT SERVICE
DEBT SERVICE
CIVIC CENTER DIVISION
TOTAL
14,302
14,302
$839,616.43
48,260
48,260
$884,769.66
-140-
47,601
47,601
$917,085.00
46,945
46,945
$933,567.00
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
32 CIVIC CENTER DIVISION
FY 2014
FY 2015 FY 2016
FD JC WP -GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
100 3375 GE -41 LEISURE SERVICES MANAGER 0.15 15,382 0.15 15,613
TOTAL FULL TIME EMPLOYEES 0.15 15,382 0.15 15,613
TOTAL CIVIC CENTER DIVISION
0.15 15,903
0.15 15,903
0.15 15,382
0.15 15,613
0.15 15,903
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CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
ACCT FD JC WP -GR POSITION CLASS
Civic Center Administration
10032100 61010 100 3375 GE -41 LEISURE SERVICES MANAGER
Total
Run Date: 01/15/15
FY 2014 FY 2015 FY 2016
FTE BUDGET FTE BUDGET FTE BUDGET
0.15
0.15
15,382 0.15
15,382 0.15
15,613
15,613
0.15 15,903
0.15 15,903
TOTAL CIVIC CENTER DIVISION 0.15
15,382 0.15 15,613 0.15 15,903
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Capital Improvement Projects by Department/Division
CIVIC CENTER DIVISION
CIP Capital Improvement Project FY 13 Actual FY 14 Actual FY 15 Adopted FY 16 Recomm'd
Number Title Expense Expense Budget Budget
1002304 ICE MACHINE REPLACEMENT 3,888 0 0 0
1002452 FIVE FLAGS LOCKERS 23,157 0 0 0
1012117 PAINT ARENA CEILING 13,567 2,122 0 0
1012302 AUDIO -VIS & SOUND EQUIP 0 36,803 0 0
1022513 THEATRE STAGE LIGHTING 0 0 19,000 0
3501617 LOCKER/SHOWER FACILITIES 0 0 0 13,000
3501708 THEATER-TUCKPOINT EXTERIO 4,784 0 0 0
3502303 SEAL CONCRETE WALKWAYS 0 3,148 0 0
3502378 ARENA ROOF 1,438 0 0 0
3502379 ARENA LIGHT FIXTURES 638 0 0 0
3502380 FF MAIN DOORS CRASH BARS 25,924 0 0 0
3502381 THEATRE EXTERIOR LIGHTS 17,500 0 0 0
3502512 ARENA REPLACE CURTAINS 0 0 21,100 0
3502514 ARENA DECK RAILING 0 0 10,000 0
3502515 RENOVATE EMPLOYEE AREA 0 0 10,000 0
3502516 THEATRE AC 0 0 10,000 0
3502584 FF MARKET BUILD STUDY 0 0 0 50,000
3602583 ARENA ROOF A/C UNIT REPLC 0 0 0 150,000
CIVIC CENTER DIVISION TOTAL 90,897 42,073 70,100 213,000
-143-
City of Dubuque
Recommended Capital Improvement Program Summary
Fiscal Year 2016-2020
PROGRAM/DEPT PROJECT DESCRIPTION
SOURCE OF FUNDS
FY 2016
FY 2017
FY 2018
FY 2019
FY 2020
TOTAL PAGE
CIVIC CENTER DIVISION
Culture and Recreation
Arena - Roof Air Conditioner Unit
Replacement
Market / Building Study
Arena- Replace Shower Heads
Arena - Replace Chair Platform,
Section 3
Retile Bijou Room and Hallway
LED, Lighting Retrofits
Arena - Replace Carpet and Tile
Arena - Handicap Door Openers on
Main Street Doors
Popcorn Popper
Modernize Elevator
Replace Marquee on Locust Street
Arena - Replace Stage Dimmer Lights
Theater- Window Wood Repairs
Arena - Reseal Ballroom Floor
Office Air Conditioner Replacement
Arena - Masking Equipment
Total - Civic Center
GDTIF GO Borrowing
SMG Contribution/Sales Tax
Fund (20%)
Sales Tax Fund (20%)
Sales Tax Fund (20%)
Sales Tax Fund (20%)
Sales Tax Fund (20%)
Sales Tax Fund (20%)
Sales Tax Fund (20%)
Sales Tax Fund (20%)
DRA Distribution
Sales Tax Fund (20%)
Sales Tax Fund (20%)
Sales Tax Fund (20%)
Sales Tax Fund (20%)
Sales Tax Fund (20%)
Sales Tax Fund (20%)
$ 150,000 $
$ 50,000 $
$ 13,000 $
$ - $
$ - $
$ - $
$ - $
$ - $
213,000 $
-144-
58,000 $
10,000 $
45,000
25,000
11,500
68,000 $ 81,500 $
45,000
25,000
15,000 $
79,000
25,000
163,500
100,000
40,000
32,000
23,000
22,600
20,000
85,000 $ 505,100
$ 150,000 58
$ 50,000 59
$ 13,000 60
$ 58,000 61
$ 10,000
$ 169,000
$ 75,000
$ 11,500
$ 15,000
$ 163,500
$ 100,000
$ 40,000
$ 32,000
$ 23,000
$ 22,600
$ 20,000
952,600
62
63
64
65
66
67
68
69
70
71
72
73