Fiscal Year 2017 Recommended Budget Transmittal Message Copyright 2014
City of Dubuque Action Items # 4.
ITEM TITLE: Fiscal Year 2017 Recommended Budget Transmittal
SUMMARY: City Manager submitting the Fiscal Year 2017
Recommended Budget Transmittal Message.
The City Manager will make a presentation.
SUGGESTED DISPOSITION: Suggested Disposition: Receive and File; Presentation.
ATTACHMENTS:
Description Type
Recommended FY 17 Budget Transmittal Message City Manager Memo
Recommended FY 17 CIP Transmittal Message Supporting Documentation
THE CITY OF Dubuque
UBgkE 1111 11I
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Masterpiece on the Mississippi 2007.2012.2013
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Fiscal Year 2017 Budget Transmittal Memo
DATE: January 27, 2016
The purpose of this memo is to transmit the recommended Fiscal Year 2017 operating
and capital improvement budgets. My intent is to present a recommendation that is
responsive to the Goals and Priorities of the Mayor and City Council. First, important
context is provided by reflecting on the Fiscal Year 2016 budget and the significant
actions the Mayor and City Council took to successfully deal with challenges at that
time:
• Eleven full-time positions were eliminated. Six were eliminated through
lay-offs (with two of these employees able to be placed in other vacant
positions). Five of the eleven positions were eliminated due to the City not
receiving the Federal Lead Paint Hazard Mitigation grant. Fortunately, the
City applied for another Federal Lead Paint Hazard Mitigation Grant and was
successful, so four of those positions are restored in the Fiscal Year 2017
budget.
Since 1981, the City has minimized the number of positions added. When the
Fiscal Year 2016 staffing changes were approved, the City had reduced its
full-time workforce by almost 4% since the 1980s. This was achieved in spite
of all the new services that have been added in that time period including
staff-intense activities like recycling and combined county-wide public safety
dispatching. Also, the number of sworn Police Office positions has increased
by 33 over that time period.
• A select hiring freeze the City Council had implemented in Fiscal Year 2015
of 11.98 full-time equivalent positions was modified after a contribution from
the Library Board reinstated 2.68 FTE in May 2015, with the remaining frozen
positions extended for Fiscal Year 2016. It is recommended that 7.60 remain
frozen in Fiscal Year 2017.
• Non-bargaining unit employees did not receive a pay raise in Fiscal Year
2016; however, a wage increase of 2.5%, consistent with existing collective
bargaining agreements, is recommended in Fiscal Year 2017.
• The Fiscal Year 2016 — Fiscal year 2020 Capital Improvement Program
budget underwent significant modifications eliminating and delaying many
projects and reducing future debt issuances.
• The organizations with which the City partners with through grants and
purchase of service agreements were also asked to sacrifice in Fiscal Year
2016. Generally, they received a 10% funding reduction and that reduction is
recommended to continue in Fiscal Year 2017, except for the Greater
Dubuque Development Corporation, where their City contribution is funded in
Fiscal Year 2017 from repayments from industrial park land sales.
• In Fiscal Year 2016, the City continued a freeze that began in Fiscal Year
2015 on certain training and travel for City Employees. Recognizing the value
of continuing education to create an effective, efficient and innovative
organization, that freeze is discontinued in Fiscal Year 2017.
• In Fiscal Year 2016, the Utility Franchise Free on electricity and natural gas
was increased from 3% to 5%.
• In Fiscal Year 2016, there were increases in parking and recreation fees.
• In Fiscal Year 2016, rental property owners were asked to pay the full cost of
the Rental Licensing Inspection Program.
Along with enterprise fund fee increases, these actions of the Mayor and City Council,
through last year's Fiscal Year 2016 budget process took the appropriate corrective
action to compensate for the funding issues facing the City, at that time.
PROPERTY TAX
In January 2016, the Mayor and City Council adopted the Fiscal Year 2017 Budget
Guidelines. The Property Tax Guidelines are as follows:
Residential 1 .5% increase
Commercial 9.5% increase
Industrial 0.97% decrease
Multi-Residential 1 .81% decrease
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I am pleased to tell you that this Fiscal Year 2017 budget recommendation meets your
residential guideline and exceeds the guideline for the other categories as follows:
Residential 1 .5% increase
Commercial 2.22% increase
Industrial 6.88% decrease
Multi-Residential 2.52% decrease
Beginning in Fiscal Year 2017 (July 1 , 2016) new state legislation created a new
property tax classification for rental properties called multi-residential, which requires a
rollback, or assessment limitations order, on multi-residential property which will
eventually equal the residential rollback. Multi-residential property includes apartments
with three or more units. Rental properties of two units or less were already classified
as residential property. The State of Iowa will not backfill property tax loss from the
rollback on multi-residential property. The rollback and lost revenue to the City will be:
86.25% ($330,844) in Fiscal Year 2017
82.50% ($421 ,074) in Fiscal Year 2018
78.75% ($511 ,305) in Fiscal Year 2019
75.00% ($601 ,535) in Fiscal Year 2020
71 .25% ($691 ,765) in Fiscal Year 2021
67.50% ($781 ,995) in Fiscal Year 2022
63.75% ($872,226) in Fiscal Year 2023
55.63% ($1 ,067,604) in Fiscal Year 2024
This annual loss in revenue of$1 ,067,604 from multi-residential property, when fully
implemented in Fiscal Year 2024, will not be backfilled by the state. From Fiscal Year
2017 through Fiscal Year 2024, the City will lose $5,278,348 in total, meaning rental
property owners will have paid that much less in property taxes to the City. They will
also have significant savings from reduced payments to other taxing bodies. The state
did not require owners to charge lower rents or to make additional investment in their
property.
DEBT
In August 2015, at the annual Mayor and City Council Goal Setting Session the Mayor
and City Council adopted debt reduction as a High Priority.
You will see that while the City's debt was already projected to steadily decline into the
future by issuing less debt each year than was retired, this 5-year CIP recommendation
makes that debt reduction even more pronounced.
The Fiscal Year 2017 CIP budget recommendation of$55,526,251 is a 30.52%
decrease from the Fiscal Year 2016 CIP budget of$79,982,948.
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The following chart shows the percentage of statutory debt limit used in the Fiscal Year
2017 recommended budget as compared to the adopted current Fiscal Year 2016
budget. In the current Fiscal Year 2016 budget, the City is at 87% of the statutory debt
limit. This chart shows that by the end of this recommended 5-year Capital
Improvement Program (CIP) budget cycle in Fiscal Year 2021 the City will be at 53% of
the statutory debt limit and by Fiscal Year 2026 will be at 32% of the statutory debt limit.
Statutory Debt Limit Used
This chart shows the percentage of statutory debt limit used in the Fiscal Year(FY)2017 recommended budget
100% as compared to the adopted FY2016 budget. By FY2026,the City will be at 32%of the statutory debt limit.
90
90% 87%
80% 79
86% 82% 79%
72% 74%
77% 70
70% 66% 66%
69% 62
60% 63
53%
57% 49%
50% The City used debt to accomplish needed projects during an extremely low interest rale 46%
environment because infrastructure investment gets more expensive over time. 42%
•The older a piece of infrastructure gets,the more it is allowed to deteriorate which increases costs. 39%
40% .The longer the wait to invest in infrastructure the costs are increased by inflation.
•If the investment in infrastructure is not made in this low interest rate environment,the investment 2
will eventually need to be made when interest rates are higher,thereby increasing costs.
30
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26
-0--FY17 Recommended —6—FY16Adopted
The following table shows how this compares with the other 11 cities in Iowa with a
population greater than 50,000. The most recent information available for outstanding
debt for the other large cities is Fiscal Year 2015.
FY 15 Legal Debt Limit Comparison for Eleven Largest Iowa Cities
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Rank City Legal Debt Limit Percentage of
(5%) legal debt limit
utilized
13 Dubu ue FY17 287195,845 76.52%
12 Cedar Rapids 498708,641 71.78%
11 Des Moines 589,816,717 69.58%
10 Arkeny 231,095,971 61.31%
9 Sioux City 212,263,680 58.19%
H Davenport 323.975,819 57.42%
7 Dubu ue FY21 224275,448 52.68%
6 Waterloo 190,031,330 49.89%
5 Ames 202799,687 38.83%
4 W. Des Moines 348,085,969 31.83%
3 Dubuque(FY26) 247,818,215 32.05%
2 Council Bluffs 232.945,!09 28.75%
1 loura City 257,512185 24.00%
While I have not reviewed the future debt plans of each of these cities, I did see that
Ames plans to issue over$75 million in debt over the next five years.
The following chart shows the total amount of debt in the Fiscal Year 2017 budget as
compared to the adopted Fiscal Year 2016 budget.
$320 $309.1 Total Debt (in Millions)
302.3
$300 $280.1
$280
$295.6 $297.1 $290.1 283.4 $279.9
$282.0 $270.2 ,267.4
$260 $265.6 $255.9
$256.2 $244.3 $241.4
$240
$243.9 226.2
$220 $232.0
$217.9
$200
$202.8
$180 *Debt is being issued each year, but more is being retired than issued. $187.5
$160 $164A
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 FY26
FY17 Recommended rFY16Adopted
Part of the Fiscal Year 2016 debt issuance was refinancing previous debt, which will
save the City over $1 million in interest payments.
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GENERAL FUND RESERVES
The City maintains a general fund reserve, or working balance, to allow for unforeseen
expenses that may occur. The Fiscal Year 2017 budget recommendation anticipates
the following contributions to the general fund reserve:
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021
Contribution $608,480 $596,288 $500,000 $500,000 $500,000 $500,000
City's Spendable
General Fund Cash $8,328,643 $8,924,931 $9,424,931 $9,924,931 $10,424,931 $10,924,931
Reserve Fund Balance
PROPERTY TAXES AND FEE COMPARISONS
I am recommending the City portion of the residential property tax rate increase by
1 .72% from $11 .0259 to $11 .2152, translating into the 1 .5% property tax increase for
the average homeowner. The City of Dubuque property tax rate had remained the same
in Fiscal Year 2014, Fiscal Year 2015 and Fiscal Year 2016, three consecutive years.
Dubuque's property tax rate in Fiscal Year 1987 was $14.58, 23.1 % higher than the
Fiscal Year 2017 recommended rate of$11 .2152. Over that time period, the average
homeowner has had an average annual increase in the city portion of their property tax
bill of 1 .32%, most of those increased costs is caused by the years the State of Iowa
underfunded the homestead property tax credit. The increases passed by the City
Council would have only created an average annual increase in the city portion of the
property tax bill of 0.72% from Fiscal Year 1987 to Fiscal Year 2017.
Property Tax Rate Comparison for Eleven Largest Iowa Cities
Rank City Tax Rate
FY 16
11 Waterloo $17.76
10 Council Bluffs $17.75
9 Des Moines* $17.66
8 1 Davenport $16.78
7 Iowa Cit $16.65
6 Sioux Cit $16.11
5 Cedar Rapids $15.22
4 West Des Moines* $12.76
3 Ankeny* $12.47
2 Dubuque (FY 2017) $11.72
1 Ames $10.63
AVERAGE w/o Dubuque $15.38
*Includes the transit tax levy adopted by the Des Moines Area Regional Transit Authority for
comparability.
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Dubuque is the SECOND LOWEST in the state for property tax rate. The highest rate
(Waterloo) is 58.39% higher than Dubuque's rate, and the average is 37.13% higher
than Dubuque.
Taxable Value per Capita Comparison for Eleven Largest Iowa Cities
Rank City Taxes
Per
Capita
11 West Des Moines $913
10 Iowa City $772
9 Cedar Rapids $720
8 Council Bluffs $702
7 Davenport $674
6 Ankeny $577
5 Waterloo $576
4 Des Moines $567
3 Dubuque (FY17) $458
2 Sioux City $443
1 Ames $441
AVERAGE w/o $639
Dubuque
Dubuque has the THIRD LOWEST taxes per capita in the state. The highest rate
(West Des Moines) is 99% higher than Dubuque's taxes per capita, and the average is
39% higher than Dubuque.
In Fiscal Year 2017, the water rate is recommended to increase by 3%.
Water Rate Comparison for Largest Iowa Cities with Water Softening
Rank City Water Rate
(FY 17)
(6,000
Gallons/residence
avg.)
7 lWest Des Moines $32.44
6 Iowa Ci $30.24
5 Council Bluffs $28.82
4 Ames $28.22
3 Des Moines $27.81
2 Dubuque $27.60
1 Cedar Rapids $26.62
Average w/o Dubuque 1$29.03
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Dubuque's water is ranked as some of the best in the world! The highest rate
(West Des Moines) is 17.40% higher than Dubuque's rate, and the average is 4.37%
higher than Dubuque.
In Fiscal Year 2017, the Sanitary Sewer rate is projected to increase 3%.
Sanitary Sewer Rate Comparison for Eleven Largest Iowa Cities
Rank city Sanitary
Sewer Rate
(Based on 6,000
Gallons/month)
11 Ankeny $58.42
10 Des Moines (FY 17) $44.18
9 Dubuque(FY 17) $38.04
8 West Des Moines FY17 37.50
7 Iowa City $36.08
6 Davenport $34.62
5 Sioux Cit $31.88
4 Ames (FY 17) $31.08
3 Council Bluffs FY 1 $28.42
2 Waterloo $25.75
1 Cedar Rapids $22.58
Average w/o Dubuque J$35.05
The highest rate (Ankeny) is 55.38% higher than Dubuque's rate, and the average is
6.21% lower than Dubuque.
In Fiscal Year 2017, the Solid Waste Collection rate is recommended to increase
6.26%.
Solid Waste Collection Rate Comparison for Eleven Largest Iowa Cities
Rank City Monthly Rate
11 Ames $26.25
10 Cedar Rapids $20.31
9 Council Bluffs $18.00
8 Sioux City (FY17) $16.30
7 lAnkeny $16.11
6 Iowa City (FY17) $15.90
5 Dubuque (FY17) $14.77
4 Waterloo (FY17) $12.00
3 Davenport(FY17) $11.91
2 Des Moines (FY17) $11.00
1 West Des Moines $10.55
Average w/o 7$15.83
Dubuque
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The highest rate (Ames) is 78% higher than Dubuque's rate, and the average is 6%
higher than Dubuque.
The stormwater rates were established by City Council in 2014 and will increase in
Fiscal year 2017 by 6.74%, as scheduled.
Stormwater Rate Comparison for Largest Iowa Cities with Stormwater Fees
Rank City Stormwater
Rate
(FY 17)
10 Des Moines $11.50
9 Dubuque $6.81
8 Cedar Rapids $5.17
7 Ankeny $5.50
6 Waterloo $2.75
5 West Des Moines $4.25
4 Iowa City $4.50
3 Ames $3.45
2 Daeenport $2.56
1 Sioux City $1.84
A\erage w/o Dubuque 1$4.61
The highest rate (Des Moines) is 69% higher than Dubuque's rate, and the average is
32% lower than Dubuque.
If the Fiscal Year 2017 budget recommendation is approved, there will be tax and fee
increases. Taking into consideration the impact on the average homeowner calculating
property taxes, water fee, stormwater fee, sanitary sewer fee, solid waste collection fee,
and utility franchise fee, since Fiscal Year 1987, the average annual increase in the cost
of City service is $40.88. The Fiscal Year 2017 increase on the average homeowner
would be $49.80.
There is also a recommendation to increase building permits and fees to generate an
additional $69,000 to better cover operating expenses for these services.
STAFFING
The recommended operating budget includes an increase in staffing of 2.5 full-time and
2.36 FTE seasonal employees, with a reduction of part-time of .33 FTE. The full-time
equivalent calculation is an increase of 4.53 FTE. This includes the full-time Public
Safety Dispatcher position that was funded for six months in the current Fiscal Year
2016 budget and will now need to be funded for the entire Fiscal Year 2017 budget.
The remainder of the staffing increase is triggered mostly by the fact that the City was
awarded a Federal Lead Paint Reduction Grant after adoption of the Fiscal Year 2016
budget, which required the addition of four full-time positions to implement the program
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for the next three years. Should the grant not be renewed in three years, the City will do
as has been done in the past and evaluate the feasibility of continuing the program. In
Fiscal Year 2015, the City was at first denied a new grant through a highly competitive
national grant competition and chose to drop the program and eliminate the positions.
In further attempts to operate more efficiently, there are three full-time positions being
eliminated, including the frozen Park Ranger position, a Water & Resource Recovery
Center Plant Operator position and a Parking Division Parking Meter Service Worker.
Several other positions are being reclassified as departmental needs have changed.
IMPROVEMENT PACKAGES
There were 144 improvement level decision packages requested for Fiscal Year 2017,
with 99 recommended for funding. Of the 99 recommended for funding, $213,999
represents recurring General Fund expenditures and $356,784 represents one-time, or
non-recurring, General Fund expenditures. The remaining $317,100 is funded by non-
property tax funds.
BEE BRANCH WATERSHED FLOOD MITIGATION PROJECT
The Bee Branch Watershed Flood Mitigation Project continues the City's efforts to save
our friends, neighbors and family from experiencing devastating flooding. Over 50% of
the people in Dubuque either live or work in the Bee Branch Watershed. There have
been six Presidential Disaster Declarations in the Bee Branch Watershed since 1999.
The Bee Branch Watershed Flood Mitigation Project is a multi-phased, fiscally
responsible investment to mitigate flooding, improve water quality, stimulate investment,
and enhance water quality of life within the community. Most of the funding for this
$219 million project comes from $159 million in federal and state grants. The project
requires debt issuances to expedite the flood protection, because the $98.5 million from
the Iowa Flood Mitigation Board comes in the form of state sales tax increment
financing spread over 20 years. These grants and subsequent debt enables the City to
implement the comprehensive flood mitigation plan much sooner than previously
anticipated and also lower costs to Dubuque citizens and businesses.
While the Fiscal Year 2017 budget recommendation does not take into account the
recently announced $31 .5 million HUD Resiliency grant, my description of the Bee
Branch Watershed Flood Mitigation Project in the chart below, and the previous
paragraph, do include the impact:
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Flood Mitigation Improvement
Carter Road Detention Basin Completed in 2003 $1,076,315
West 32nd Street Detention Basin Completed in 2009 $4,158,589
Lower Bee Branch Creek Restoration Completed in 2011 $21,274,685
Historic Millwork District Complete Streets Completed in 2012 $7,977,311
Flood Mitigation Gate Replacement Est. Completion -2017 $2,099,000
Upper Bee Branch Creek Restoration Est. Completion -2017 $60,974,636
22nd Street Storm Sewer Capacity Improvements Est. Completion -2017 $3,906,000
North End Storm Sewer Capacity Improvements Est. Completion -2018 $1,341,000
Flood Mitigation Maintenance Facility Est. Completion -2020 $4,660,000
Bee Branch Creek Railroad Culverts Est. Completion -2019 $18,249,000
Kaufmann Avenue Storm Sewer Capacity Improvements Est. Completion -2019 $11,500,000
Bee Branch Healthy Homes Resiliency Program
(Assistance to over 300 homes) Est. Completion -2021 $8,427,665
17th Street Storm Sewer Capacity Improvements Est. Completion -2022 $8,681,000
West Locust Street Storm Sewer Capacity Improvements Est. Completion -2021 $2,600,000
Water Plant Flood Protection Est. Completion -2023 $4,397,000
Impervious Surface Reduction (Green Alleys) Est. Completion -2038 $57,420,000
Total Cost,excluding interest on debt: $218,742,201
Through the State Revolving Loan Fund (SRF) debt, the Iowa Finance Authority
authorized the City to reallocate $1 .4 million that was to be paid in interest on the loan
associated with the Upper Bee Branch Creek Restoration to instead be used to make
improvements in the Catfish Creek Watershed to protect the water quality of the Catfish
Creek and prevent soil erosion.
The Iowa Department of Natural Resources and the Iowa Finance Authority (the
sponsor of the SRF Program) also forgave almost $6 million of the City SRF loans.
Individually, the multiple phases of the project may each provide some incremental
benefit; however, flash flooding can be expected to occur until all of the improvements
are implemented. It is also true that, with the completion of each subsequent phase, the
threat of flash flood damage is lessened and the resulting damage will be mitigated.
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THE JULE
The increase in property tax support for The Jule transit system from Fiscal Year 2016
to Fiscal Year 2017 is $154,334, which reflects reduced revenue due to the Iowa Clean
Air Attainment grants ending for the Nightrider (March 2016) and the Midtown Loop and
Feeder routes (January 2017). In Fiscal Year 2016, the Transit Division reconfigured
bus routes, modified the summer trolley service and changed to City management, for a
savings of$374,236.
The following is a ten year history of the Transit subsidy:
FY 2017 $1 ,172,885 Projection
FY 2016 $896,852 Budget
FY 2015 $1 ,086,080
FY 2014 $833,302
FY 2013 $1 ,044,171
FY 2012 $717,611
FY 2011 $1 ,078,726
FY 2010 $1 ,161 ,393
FY 2009 $1 ,253,638
FY 2008 $1 ,070,053
FY 2007 1 $923,384
FY 2006 1 $710,453
The Jule continues to see increases in transit ridership for a sixth consecutive year.
The Jule's crosstown Express service, west-end Shopping Circulator routes, Nightrider
evening service, and service from downtown to Senior High School have led to
significant increases in ridership for Fiscal Year 2015. The Express route is the spine of
the Jule's route system, transporting passengers across town in 15 minutes, serving
32,431 passengers in just the first six months of Fiscal Year 2016.
Transit ridership in Dubuque has increased from 373,376 to 548,794, over 175,000
rides or 47% in the past six years. Routes were restructured in January 2014, and
again with the opening of the Intermodal Facility in August 2015.
HEALTH INSURANCE
The City portion of health insurance expense will increase from $1 ,040 per month per
employee contract to $1 ,325 per month, a 27.4% increase. The City of Dubuque is self-
insured and actual expenses are paid each year, with the City only having stop-loss
coverage for major claims.
Cities that self-fund in their group insurance plans are required by state law to maintain
a reserve for incurred but not yet paid claims. The amount of the reserve is determined
by the actuary. The 27% increase in health insurance costs in Fiscal Year 2017 is the
increase in the amount the City needs to budget in order to maintain an adequate
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reserve. It does not represent the increase in claims costs. Since 2001 , the expected
average annual trend increase in health insurance costs per employee was 7%. The
actual average annual cost increase was 7.2%. Based on six months of claims for this
fiscal year, lower claims costs are expected in Fiscal Year 2016 than the previous fiscal
year.
The Health Care Committee approved implementing two additional prescription drug
programs offered by Express Scripts, the City's pharmacy benefit manager. The
programs are Step Therapy and enhanced Prior Authorization. Step Therapy manages
drug costs within specific therapy classes by assuring that patients try a frontline or step
one drug (usually generics) before a higher cost back-up or step two brand name drug
is covered. This program focuses on more traditional drugs, such as drugs used for
treating high blood pressure and high cholesterol. Prior Authorization is a program that
targets high cost medications and medications with the highest potential for
inappropriate use. These drugs will need a prior authorization, which means that more
information will be needed to determine whether or not the plan will cover the drug.
These programs went into effect in June 2012. As of March 2015, the cost savings
related to these programs is approximately $193,000.
The Health Actuarial Division of Gallagher Benefit Services Inc., Healthcare Analytics,
developed a fixed reimbursement in-patient hospital discount arrangement for both
Finley and Mercy hospitals. Both Mercy and Finley agreed to convert from a percent of
billed charges to a flat rate, or per admission rate, for certain in-patient and out-patient
services. The new pricing arrangement will provide an annual estimated savings of
$100,000.
The City's actuarial and benefit consultant, Gallagher Benefit Services, recently
successfully negotiated discounts and rebates that will save the City over $750,000 in
prescription drug costs over the next three years.
I was reading a recent Associated Press newspaper article on Medicare's prescription
drug program that said, "Government spending on the program has risen significantly,
driven by pricey new drugs, notably for hepatitis C infection. The cost for the hepatitis
drugs in the Medicare program is expected to be $9.2 billion this year, a near doubling
from 2014.
The City of Dubuque Employee Healthcare Committee manages the health insurance
plan. Committee membership is comprised of City employee representatives from each
of the five bargaining units and two non-bargaining unit employees. The City benefit
consultant has recommended changes to the health insurance plan and the committee
has implemented some of the recommendations. Some of the recommendations have
not been implemented. Many changes to the health insurance plan must be negotiated
as part of the collective bargaining agreements. Discussions will continue to identify
additional saving opportunities.
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CITY COUNCIL PRIORITIES
In August 2016, the Mayor and City Council completed their annual goal setting
process, establishing the following priorities. I have made my best effort in this budget
recommendation to implement them:
Top Priority (in alphabetical order)
• East-West Corridor Study Implementation
• Environmental Stewardship Commission (Community Resiliency Commission)
• Historic Millwork District Parking (470 Spaces)
• Inclusive Dubuque Action Plan
• Street Maintenance Program
High Priority
• Central Iowa Water Association
• Citywide Flower-Planting Program
• Comprehensive Plan
• Debt Reduction Policy
• Methane Gas Plan
• Surveillance Camera Funding
East-West Corridor Study
The US Highway 20 corridor is the primary east-west route in the City of
Dubuque and future traffic volume projections indicate US Highway 20 alone will
not provide sufficient capacity for east-west travel in the City. Capacity along
alternate east-west corridors will need to be improved to provide connectivity
between the western growth areas and the downtown urban core. In February
2012, the City Council formally adopted the East-West Corridor Connectivity
Study - Final Report and directed City staff to begin implementation plans for the
recommendations contained in the East-West Corridor Connectivity Report. The
adopted East-West Corridor Connectivity Study report will act as the City's
Master Plan for both short-term and long-term capacity improvements or corridor
modifications to support growing east-west traffic flow in the City. The study
included recommended improvements supporting complete street concepts,
multi-modal transportation, vehicle, pedestrian, bicycle, and recreational
improvements.
The section of University Avenue, from Pennsylvania Avenue to Loras
Boulevard, referred to as the "Overlap Section" was recommended for converting
the three intersections along University Avenue to roundabouts. With funds
programmed in Fiscal Year 2016 - 2018, the next steps in the design
development process are to begin the preliminary engineering and environmental
(NEPA) study phase for the Overlap Section. Once the preliminary engineering
and environmental (NEPA) study are completed, corridor impacts will be
identified and property acquisition could begin in approximately Fiscal Year 2018
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and would take approximately three years to complete. Once property
acquisition is completed within the "Overlap Section", construction to convert the
three intersections along University Avenue to roundabouts could begin in Fiscal
Year 2020 and would take approximately three years to complete.
Funding for the East-West Corridor Capacity Improvements will come from an
allocation of local DMATS STP funds ($7,152,000) and local City matching funds
($1 ,138,000). Once the preliminary engineering and environmental (NEPA)
study is completed, the City anticipates that the proposed East-West Corridor
Capacity Improvements will be eligible for future Iowa DOT grant funding, such
as Traffic Safety funds or Clean Air Attainment funds, which are reflected in the
CIP's anticipated funding in future years.
Although not included in the East-West Corridor Connectivity Study - Final
Report, the existing Grandview Avenue and Delhi Street intersection was
identified as having safety and/or operational concerns. Based on the results of
a traffic study, vehicles at this intersection experience a high level of delay during
peak travel times and included a recommendation for a roundabout as a possible
solution. Based on the findings of the traffic study completed for this intersection,
the City submitted an application to the Iowa DOT for a Traffic Safety
Improvement Grant, and in January 2015 was awarded $500,000 in funding.
The adopted Fiscal Year 2016 budget includes funding in the amount of
$700,000 to convert the Grandview Avenue and Delhi Street intersection to a
roundabout intersection, which is scheduled to begin in the summer of 2016.
Environmental Stewardship Commission (Community Resiliency Commission
A recommendation to begin the public engagement process was submitted to the
City Council on February 1 , 2016, with an ordinance recommendation to be
provided to City Council in May 2016.
Historic Millwork District Parking
Over the past several years, the City has met several times with developers,
business owners, citizens and participated in multiple open forums to receive
input relative to the anticipated needs within the district for parking. It was
important to everyone that sufficient parking was available to promote an active
area for business and residential activities.
At one point in time, the City asked Desman Associates, a parking
consultant/engineering firm that designed the Central Avenue Ramp, to facilitate
a meeting and study the parking needs using multiple calculations to assess the
area. Initially, it was estimated that the need for the district would be
approximately 510 off-street spaces. Within the past year or so, we have had an
opportunity to evaluate the current usage and developers themselves have
15
lowered their estimated needs, and the overall estimated need is now 470
spaces.
Over the past several years, a grant was received from the Federal
Transportation Administration for $8 million to build a new Intermodal
Transportation Center that included a parking ramp in the district. The transit
center and ramp are at the current time 99% complete and have been in use
since August 2015. The parking ramp has an overall capacity of 290 spaces, of
which 92 have certain restrictions placed on them as they are partially paid for by
the Federal Transportation Administration, with the remaining spaces for
residential, commercial and retail parking in the district. At the current time, the
Federal Transportation Administration is requiring that anyone that parks in the
92 Federal Transportation Administration restricted spaces ride some part of the
transit system ten times per month.
In addition to the parking ramp, within the past year the City has constructed a
surface parking lot located at the southeast corner of 11th and Elm. This is
currently a monthly only parking lot with 85 spaces. The City also has a parking
lot located on 10th Street between Washington and Elm Streets with a capacity
of 55 spaces. This lot is available for both monthly and hourly parking.
In 2011 , the City constructed and opened a 469 space parking ramp located at
10th and Central, only two blocks from the boundary of the Historic Millwork
District. At the time discussions were being held concerning the potential
locations of this facility, members of the Historic Millwork District agreed that this
ramp would also be used to meet the parking demands in the district for special
events and employees of the retail facilities, but would not supplant the need for
the 470 spaces.
Currently, the City has a total of 430 available off-street parking spaces to
accommodate the needs of the district. However, 92 of those have the Federal
Transportation Administration restrictions, but are still available to anyone. At the
current time, there is room for 100 additional parkers in the Central Avenue
Ramp.
The City is evaluating options as parking needs increase. The City owns the
property located at the northeast corner of 11th and Elm. Initial plans would
indicate 85 parking spaces in this lot. Construction costs are estimated at
$450,000.
The City is in negotiations with the owners of property that would accommodate
67 spaces.
Additional property within the district is also being evaluated for parking.
16
The City also has 90 on-street metered parking spaces for customer parking that
does not count towards the 490 off-street parking total.
Inclusive Dubuque Action Plan
Inclusive Dubuque is a peer-learning network of partners from business,
nonprofits, education, government, philanthropy and the faith community formed
in 2012 to support an equitable and inclusive culture to meet the economic and
cultural needs of our diverse community.
The network organizes people, identifies opportunities and takes action to
challenge and change social and economic structures.
Sixty-three partners make up the Inclusive Dubuque.
Key Strategies
Equity Profile:
In February of 2015, Inclusive Dubuque began collecting data to discover how
diverse groups are affected by various systems within our community. Dubuque's
Equity Profile focused on seven areas: economic wellbeing, housing, safe
neighborhoods, health, education, transportation, and arts and culture. The
Equity Profile is identifies areas of strength and opportunity, helping the network
and our community set priorities and take action.
Hundreds of Dubuque citizens participated in the Equity Profile:
• 60 community dialogues held
• 1 ,995 online surveys completed
• 584 participants attended dialogues
• 41 facilitators trained
• 305 community members have signed up to stay connected
Working Groups:
Working groups have formed to understand and tackle challenges related to
equity in Education, Arts and Cultre, Neighborhoods, Housing, Health and
Economic Wellbeing. Using information gleaned from the Equity Profile, these
groups are meeting monthly to identify priorities, measurable indicators, and
engage partners and programs that can effect change. Working groups continue
to grow as members identify other voices that should be at the table. Data will
continue to be gathered and actions measured using Results-Based
Accountability and Scorecard.
Since December 2015 more than 91 people have joined the following groups:
• Education Working Group
• Arts and Culture Working Group
• Thriving/Safe Neighborhoods
• Housing Working Group
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• Health Working Group
• Economic Wellbeing Working Group
Peer-Learning Opportunities:
An important priority for Inclusive Dubuque is to offer regular peer-learning
opportunities and training to the network and the community at large in order to
deepen our collaborative understanding of social justice, and what it means to be
an equitable and inclusive community.
Peer-learning opportunities since 2015:
• Monthly Inclusive Dubuque Network Partner meetings — 40-45 partners
attend each mtg.
• Julie Nelson, Government Alliance on Race and Equity and Haas Institute:
Structural Racism Training — attended by more than 50 partners
• Madeleine Taylor, PhD., author of Connecting to Change the World:
Harnessing the Power of Networks for Social Impact — attended by more
than 50 partners
• Chad Simmons: Diversity Focus — attended by more than 30 partners
• Results-Based Accountability and Scorecard Training — 32 partners
trained and using RBA
• Restorative Strategies — 50+ partners attended
As a network partner, the City contributed the following in 2015:
• Several staff worked with other network partners to develop the
Community Equity Profile by serving on the steering committee, collecting
data, facilitating dialogue sessions, and assisting working groups in
beginning to create shared outcomes and measures. This was the first
major collaborative project of the network.
• Several staff established a core team within the organization that met with
leadership in each department, began to identify ways in which the
organization is already contributing towards the Inclusive Dubuque vision,
and identified areas for improvement. The team researched approaches
to equity and inclusion within local government, developed a draft of an
equity toolkit, and created a template for department level plans to help
examine the progress around diversity, equity, and inclusion in:
1) developing the City workforce; 2) engaging the community in
government; 3) allocating City resources; and 4) delivering City services.
As a network partner, the City plans to do the following in 2016:
• Continue staff collaboration with network partners through cross-
organizational working groups that will finalize shared outcomes,
measures, strategies, and action plans.
• Continue the work to develop equity plans within each City department
detailing the ways in which departments are contributing towards Inclusive
Dubuque efforts through partnerships at a community level and through
delivery of services as City government.
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Street Maintenance Program
The Public Works Department has repaved approximately 200 centerline miles,
almost two-thirds of Dubuque's 310 miles of streets, over the past 21 years
through Dubuque's annual asphalt overlay program. Each year, old asphalt is
ground off the streets to be paved and is recycled into the new asphalt. Not only
are streets made safer and smoother, but property owners are not assessed for
any of the costs, unlike street reconstruction projects. This program is funded
instead with monies from Iowa's Road Use Tax Fund (gas and diesel fuel tax.)
In calendar year 2015, the Public Works Department completed 6.2.miles of
asphalt overlays on 34 streets, along with completing 17 full depth concrete
section repair projects on 15 streets. The total investment in maintaining the
street system related to asphalt paving, concrete section repairs and other
pavement maintenance activities in 2015 was $1 ,304,476. The overall condition
index (OCI) rating for all pavements in the street system is currently 75.21 , which
is considered a good rating. The rating is based on the Iowa Department of
Transportation's 2013 condition inspection and improvements made to the
system since the inspection.
The requested Public Works Department's Fiscal Year 2017 street maintenance
operating budget includes funds to complete a five mile asphalt paving program,
concrete section repair program, along with other pavement related maintenance
programs
Central Iowa Water Association
Litigation is scheduled for trial in spring 2016.
City-Wide Flower Planting Program
A Park Division Review was completed by Leisure Services staff. This review
covered all work areas of the Division. The review was to include a plan of how
the flowers could all come back with the hiring freeze that equals 7,713 hours of
staff time continuing. A decision of how this could happen had to be made in
December, as that is when ordering and growing begin for the calendar year.
The following make up the plan to bring back the flowers:
• A $29,000 contract services line item in the Fiscal Year 2016 budget will
be used to purchase Port of Dubuque Hanging baskets from a contractor.
Previously they were grown in the City greenhouse. This recaptures 192
hours of full-time labor. Grass push mowing and line trimming of 16
miscellaneous areas will be contracted out, recapturing 1 ,248 hours of
seasonal staff labor. Contract weed control will recapture 250 hours of
full-time labor.
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• In calendar year 2016, the park patrol would convert to a fully seasonal
labor park patrol. The hours of coverage went from 3,570 in 2014 to 2,442
in 2015 because of the frozen position. It is proposed that the coverage
will now be 1 ,620 hours. Both full-time Park Ranger positions will be
eliminated, with one being reclassified to a full-time Maintenance Worker.
One full-time Park Ranger position will be permanently eliminated. This
recaptures 1 ,128 hours of a full-time Maintenance Worker.
• It is proposed that the lower Bee Branch flower baskets will be contract
grown, recapturing 288 hours of full-time labor.
• Currently there is a vacancy of a part-time Secretary in the Leisure
Services office. This will be temporarily frozen so the funds can be used
to hire seasonal labor to assist with the flowers and contract weed
spraying. This allows for 1 ,000 hours of seasonal labor and recaptures
215 hours of full-time labor.
Comprehensive Plan
The City Code defines the Comprehensive Plan as: "The community's principle
tool to guide its future development, public policies and decision making." The
Comprehensive Plan outlines the vision for the future growth and development of
the City. It is built with ideas and input from City residents, and reflects a
consensus of community values. The plan provides a roadmap to guide the
environmental integrity, social/cultural vibrancy, and economic prosperity of the
City. Input from the community is critical to developing a community vision and
updating the Comprehensive Plan.
The Dubuque Comprehensive Plan's goals help focus the major policy decisions
of what services City government will provide, with direct correlation to CIP
projects. The Comprehensive Plan is built on the Sustainable Dubuque model,
and directly supports the sustainability principle of Community Knowledge. A
significant update of the City's Comprehensive Plan is needed to include
recommended and required elements of Iowa Smart Planning law. A robust and
inclusive community engagement process centered on the Sustainable Dubuque
model is needed to enrich the update.
The City Council approved the Community Engagement process for the
Comprehensive Plan Update in February 2014. The Community Engagement
Process is needed to solicit public input in an innovative and inclusive way,
reaching out to stakeholders, residents, and business owners through a variety of
media and interaction types. This outreach will be done with online engagement,
as well as print media and face-to-face interaction. The Community Engagement
Process is a framework to better involve residents, especially those who were
under-represented in past updates of the Comprehensive Plan.
Substantial funding is needed to undertake the approved Community
Engagement process and update the Comprehensive Plan. Fiscal Year 2017
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CIP budget request of$323,300 to fund the Comprehensive Plan update and
Community Engagement process is comparable to similar updates recently
undertaken by the City of Davenport and the City of Cedar Rapids.
Methane Gas Plan
Research continues on potential beneficial reuse of excess methane gas at both
the Water & Resource Recovery Center and the Dubuque Metropolitan Area
Solid Waste Agency.
Surveillance Camera Funding
On October 5, 2015 the City Council approved the installation of up to ninety-nine
(99) cameras in the Greater Downtown Urban Renewal District and CDBG
funding area.
During the fall / winter there was a mixture of pulling in Cat 6 and installing the
cameras. The pulling of Cat 6 is important because the conduits can freeze up
during the winter months, which impede the progress of installing the cameras.
The following 24 cameras have been installed to date:
Washington from 15`h to 19`h — 10 Cameras White 17`h &White & 20`h —3 Cameras
Bluff& 9`h —2 Cameras Central & 24`h —3 Cameras
Main & 14`h— 1 Camera Iowa & 5`h — 1 Camera
5 Points — 1 Camera Central & 18`h — 1 Camera
Central & 22"'— 1 Camera Harrison St— 1 Camera
The eight camera locations for Comiskey Park are in the process of being
designed, installed or upgraded by Racom. Additional locations that are being
prepared for cameras include Central & 71h, Iowa & 71h, White Street & Fulton
School, Locust & 16th and Asbury & University.
In addition to the 24 cameras that were installed, an additional 17 cameras were
also installed this fall in the following areas:
Grandview & University — 3 Cameras Hwy 20 — 6 cameras
NW Arterial — 4 Cameras JFK— 4 Cameras
Currently there are 402 traffic/security cameras recorded through the Traffic
Operations Center in City Hall.
Tree trimming by the Park and Recreation Department is performed as
necessary in several downtown areas to improve camera visibility.
Also, there is $90,000 budgeted in the proposed 5 year CIP that would provide
for the installation of additional security and surveillance cameras within the Port
of Dubuque. The locations identified for surveillance coverage include; the
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northerly end of the Riverwalk, Riverwalk shade structures, the Alliant
Amphitheatre, the Historic Shot Tower, the Bell Street corridor and along Ice
Harbor Drive.
There is $195,000 in the CIP for Fiscal Year 2017 budgeted for the installation of
fiber optic conduit and cable to the north end City facilities including Sutton Pool,
the Water Department and the City Park shop. Communications and security
camera equipment would also be installed at key locations to facilitate police,
traffic and would be an important asset for 4th of July operations.
The 5 year CIP includes $90,000 for funding to provide the installation of
additional security and surveillance cameras within the Downtown Urban
Renewal District.
There is $180,000 in the 5 year CIP for funding the installation of a new video
management system that is located in the Traffic Operations Center. It would
include software and hardware that would connect the 400 plus cameras that
feed into the Traffic Operations Center and allow for recording and distribution.
This fund would cover additional licenses and equipment.
There is currently $125,000 in the 5 year CIP for equipment on the head-end of
the City-wide camera system and will allow for the continued expansion of
cameras in the field. This covers the immediate need for network switch and
storage upgrades, and future years will cover the continued expansion of the
camera system.
Additional security camera projects in the proposed 5 year CIP include:
• Pennsylvania and University
• Asbury and St. Ambrose
• Delhi and University
• Loras and Grandview
• Grandview Street Lighting
As part of this item, I also want to provide an update on enhanced street lighting.
On October 5, 2015, the City Council approved the installation of up to 195 LED
lights in the Greater Downtown Urban Renewal District and CDBG funding area.
Engineering staff performed night-time inspections of the 195 tentative locations,
which resulted in 122 recommended installations. The difference in proposed
195 locations and actual 122 was the result of finding existing lights that were not
mapped or surrounding private security lights which contributed to the overall
area lighting. These 122 lights were to be or are installed on existing Alliant
Energy poles. There are 103 of these lights currently installed as of this date, 99
are 80 watt LED and 4 are 135 watt LED. Nine lights are on hold until spring
due to ground conditions and the need to get equipment for installation off-road.
22
All that remain to be installed are 10 lights, which will be installed as soon as the
Alliant mast-arm supply is replenished.
Also, there is $125,000 budgeted in the proposed 5 year CIP for another 130
mid-block street lights within the Downtown Urban Renewal District and CDBG
funding area. These additional street lights would be installed on new Alliant
poles. Also, the City would provide LED lights to be installed on either a
commercial building or residential if the property owner agrees to install and pay
for the electrical costs.
Another $50,000 is budgeted in the proposed 5 year CIP for the addition of 39
mid-block lights between Elm Street and Central Avenue from 11 th Street to
22nd Street. Twenty-nine of these street lights would require new poles and ten
street lights would be placed on existing poles.
Fifty Thousand Dollars ($50,000) is budgeted in the proposed 5 year CIP to
provide for additional mid-block street lights outside the Downtown Urban
Renewal District/TIFF district.
Three Hundred Seventy-Five Thousand Dollars ($375,000) is budgeted in the
proposed 5 year CIP to replace 60 concrete streetlights along Grandview Avenue
with historic LED fixtures and poles beginning in Fiscal Year 2019. In Fiscal Year
2017 and Fiscal Year 2018 funding is added to cover the addition of 10,000 feet
of fiber optics and 20 security cameras to this project.
Two Hundred Thirty One Thousand Dollars ($231 ,000) is budgeted in the
proposed 5 year CIP to initiate a scheduled replacement of older street lights
throughout the City, and will also include the installation of new street lights when
conditions warrant. Currently, the City owns approximately 2,200 street lights. In
many older subdivisions the entire light fixture, base, pole and conduits, need
replacing. Currently there are around 60 lights in 24 locations that are in need of
replacement.
Fifty Thousand Dollars ($50,000) is budgeted in the proposed 5 year CIP to
replace LED luminaires throughout the City. Currently, when street light fixtures
burn out they are replaced with matching style high pressure sodium street lights.
WATER
Nationally, and in the State of Iowa, there has been a great deal of discussion about the
availability of potable water. I have heard that water will be the gold of the future.
When that happens, Dubuque will be synonymous with California during the Gold Rush
of the 1800's.
Recent concerns on the Cambrian-Ordovician (Jordan) Aquifer's ability to provide
sufficient amount of water to meet demands prompted informational studies throughout
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the State of Iowa. As a response to these concerns, the Iowa Department of Natural
Resources has placed restrictions on Linn County, Johnson County, and parts of
Webster County for the additional withdrawal of water from the Jordan Aquifer. Some of
the cities that these restrictions effect are Marion, Cedar Rapids, Iowa City, and Fort
Dodge, Iowa. There are no restrictions in place for Dubuque's use of the Jordan Aquifer
for its water needs.
Based on information provided from the United States Geological Survey and the Iowa
Department of Natural Resources, there are no perceived threats and/or issues
pertaining to the Jordan Aquifer's ability to meet the demand needs for the City of
Dubuque. There has been no change in elevation of the Jordan Aquifer in the area of
our wells since 1977.
It is also important to note that the City of Dubuque water is only partially supplied by
the Jordan; the City also draws water from the Mt. Simon and Alluvial Aquifers. Of the
nine wells currently in use, there are four deep wells (1 ,000 ft.-1800 ft.), two that draw
from the Jordan and two from the Mt. Simon aquifer and five shallow wells (200 ft.)
drawing from in the Alluvial.
The four deep wells that draw water from the Jordan and Mt. Simon aquifers are able to
yield up to 9,599,040 gallons of water per day or 3.5 billion gallons annually and the five
shallow wells that draw from the Alluvial are able to yield up to 14,150,860 gallons of
water per day or 5.17 billion gallons annually. The water permit issued from the IDNR
allows us to withdraw up to 4.8 billion gallons of water annually from the Jordan and
poses no restrictions on withdrawal from the Mt. Simon or Alluvial aquifers.
The City's water treatment facility is rated to produce 18 million gallons of water per day
(6.57 billion gallons annually) and the current daily average use is 6.6 million gallons per
day (2.4 billion gallons annually). The total combined amount of water available from
these three aquifers through the City's nine wells is estimated at 8.67 billion gallons
annually. The water treatment plant has the capacity to process 6.57 billion gallons
annually, leaving approximately 2.1 billion gallons in reserve to support plant expansion
for growth.
The facts provided from the United States Geological Survey and the Iowa Department
of Natural Resources shows that the Jordan, Mt. Simon, and Alluvial Aquifers are in
excellent condition in our area to provide the raw water needed for the City's current
and future applications.
CONCLUSION
I want to thank the citizens and businesses of Dubuque for deciding that they prefer the
price of progress over the higher price of stagnation and decline. None of the progress
this community is experiencing would be possible without the citizens' determination,
the business investment, the leadership of Mayor Roy Buol and the City Council, the
24
tremendously talented City employees, and the robust partnerships with local
not-for-profits and different levels of government.
I want to thank Budget Director Jennifer Larson, Assistant City Manager Cindy
Steinhauser, Senior Budget Analyst Alexis Steger, Public Information Officer Randy
Gehl, Office Manager Juanita Hilkin, Secretary Stephanie Valentine and
Communications Assistant Natalie Riniker, for all their hard work and dedication in
preparation of this budget recommendation.
/ � Y�4
Mich el C. Van Milligen
MCVM:jh
25
CITY OF DUBUQUE, IOWA
Fiscal Year 2017-2021 Capital Improvement Program (CIP)
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
Attached is the Fiscal Year 2017-2021 Capital Improvement Program (CIP). State law requires that a five-year CIP be adopted by the City Council
after a public hearing. The required CIP public hearing will be held at the same time as the public hearing on the Fiscal Year 2017 Operating
Budget.
The CIP, as the plan for the City's physical development effort, attempts to address a variety of needs that the City must meet if it is to maintain its
physical facilities, meet its service commitments and provide for its future development. The CIP recommendation reflects the City's comprehensive
plan and the goals and priorities established by the City Council and are shown in each of the State mandated budget program areas.
The Fiscal Year 2017 CIP budget recommendation of$55,526,257 is a 30.58% decrease from the Fiscal Year 2016 CIP budget of$79,982,948.
For several years, the Mayor and City Council has been taking advantage of the historically low interest rates and investing in City infrastructure and
economic development and redevelopment. At the 2015 City Council Goal Setting in July and August, the Mayor and City Council adopted debt
reduction as a High Priority. This budget recommendation reflects that debt reduction priority.
While the City will be issuing $28,839,782 in new debt in the recommended five-year CIP, mostly for stormwater and sanitary sewer improvement
projects, the City will also be retiring $82,062,133 of existing debt, reducing the amount of City debt by$53,222,351.
In the current fiscal year (Fiscal Year 2016), the City is at 85.73% of the statutory debt limit. By the end of this five-year CIP in Fiscal Year 2021, the
City is projected to be at 52.68% of the statutory debt limit. By Fiscal Year 2026, the City is projected to be at 32% of the statutory debt limit.
Part of the Fiscal Year 2016 debt issuance was refinancing previous debt which will save the City over one million dollars in interest payments.
In this extremely low interest rate environment, the City had been increasing the use of debt to accomplish the projects that need to be done. This
was a strategic decision by the City Council realizing that infrastructure investment just gets more expensive over time for these reasons: a) the older
a piece of infrastructure gets and the more it is allowed to deteriorate increases costs; b) the longer the wait to invest in infrastructure the costs are
increased by inflation; and c) If the investment in infrastructure is not made in this low interest rate environment this investment will eventually need
to be made when interest rates are higher, thereby increasing costs. However, beginning in FY 2016 the City Council adopted at their 2015 Goal
Setting Session in July and August debt reduction was adopted as a High Priority. So the amount of outstanding debt will begin to decrease and
going forward the City will be issuing less debt each year than is retired and many projects will become pay-as-you-go.
The debt principal outstanding as of June 30, 2016, is currently$297,096,019. The breakdown of the debt principle outstanding as of June 30,
2016, is as follows:
Principle
Outstanding
Debt Obligation 6/30/16
General Obligation Essential Corporate Purpose $112,046,814
Loan Guarantee $ 7,500,000
Tax Increment Notes and Bonds $ 21,583,390
Economic Development TIF Rebate Agreements $ 22,228,230
General Fund Leases $ 155,000
Other Revenue-Backed Loans $ 4,547,142
Total Indebtedness Subject to Statutory Debt Limit of$196,031,074 $168,060,576
Percent of Statutory Debt Limit Used as of June 30, 2016 85.73%
Revenue Bonds $108,235,443
Debt Subject to Annual Appropriation $ 20,800,000
Total City Indebtedness as of June 30, 2016 $297,096,019
In Fiscal Year 2017, there is anticipated to be an additional $8,527,190 in debt issued and $15,523,209 in principal of existing debt reduced for a
debt reduction of$6,996,019. Of the $8,527,190 in new debt, $2,512,682 would apply against the statutory debt limit and $12,019,489 in principal
retired will be applied against the statutory debt limit.
In Fiscal Year 2018, there is anticipated to be an additional $9,793,392 in debt issued and $16,514,472 in principal of existing debt reduced for a
debt reduction of$6,721,080. Of the $9,793,392 in new debt, $210,000 would apply against the statutory debt limit and $12,099,502 in principal
retired will be applied against the statutory debt limit.
In Fiscal Year 2019, there is anticipated to be an additional $3,861,000 in debt issued and $17,004,832 in principal of existing debt reduced for a
debt reduction of$13,143,832. Of the $3,861,000 in new debt, $1,440,000 would apply against the statutory debt limit and $11,541,539 in principal
retired will be applied against the statutory debt limit.
In Fiscal Year 2020, there is anticipated to be an additional $2,637,200 in debt issued and $16,677,923 in principal of existing debt reduced for a
debt reduction of$14,040,723. Of the $2,637,200 in new debt, $265,000 would apply against the statutory debt limit and $10,988,579 in principal
retired will be applied against the statutory debt limit.
- ii -
In Fiscal Year 2021, there is anticipated to be an additional $4,021,000 in debt issued and $16,341,697 in principal of existing debt reduced for a
debt reduction of$12,320,697. Of the $4,021,000 in new debt, $2,725,000 would apply against the statutory debt limit and $10,415,976 in principal
retired will be applied against the statutory debt limit.
There was a 5.70% increase in assessed value effective January 1, 2015, which is the assessment the Fiscal Year 2017 statutory debt limit is based
on. The statutory debt limit effective June 30, 2017, is $207,195,845. The City will be at 76.52% of statutory debt limit by June 30, 2017.
The ten year history of the City's use of the statutory debt limit is as follows:
FY 07 1 FY 08 1 FY 09 1 FY 10 1 FY 11 1 FY 12 FY 13 FY 14 FY 15 FY 16
30.05% 143.47% 143.82% 154.38% 164.14% 169.69% 184.31% 183.87% 89.89% 85.73%
The five year projection of the City's use of the statutory debt limit from Fiscal Year 2017—2021 including all planned debt issuances subject to the
statutory limit and assuming a 2% growth in the City's assessed valuation beginning in Fiscal Year 2018 is as follows:
FY 17 FY 18 FY 19 FY 20 FY 21
76.52% 69.40% 63.35% 57.23% 52.68%
The following chart shows a comparison of the statutory debt limit for the eleven largest cities in Iowa. The most recent information available for
outstanding debt for the other large cities is Fiscal Year 2015.
Rank City Legal Debt Limit Percentage of
(5%) legal debt limit
utilized
13 Dubuque(FY17) 207,195,845 76.52%
12 Cedar Rapids 498,708,641 71.78%
11 Des Moines 569,816,717 69.58%
10 Ankeny 231,095,971 61.31%
9 Isioux City 212,263,680 58.19%
8 Davenport 323,975,819 57.42%
7 Dubuque(FY21) 224,275,446 52.68%
6 Waterloo 190,031,330 49.89%
5 Ames 202,799,687 38.83%
4 W. Des Moines 348,085,969 31.83%
3 Dubuque(FY26) 247,618,215 32.05%
2 Council Bluffs 232,945,409 28.76%
1 Iowa City 267,512,185 24.00%
The following chart shows the percentage of statutory debt limit used in the Fiscal Year 2017 recommended budget as compared to the adopted
Fiscal Year 2016 budget. This shows that by Fiscal Year 2026 the City will be at 32.05% of the statutory debt limit.
Statutory Debt Limit Used
(as of June 30th)
100%.
90% 90.4p%
89.89%
82.03% 79.42%
85.73°/. 78.83%
80°%
4A7%
76-52 J 70.20°6
70% 66.04%
69.40% 5.91%a
62.23%
60% -
52.68°/a
57.2
50% 49.15%
45.68%
42.05%
40%.
3851%
32.051/.
30%
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26
i M7 Rrrn .m .dw yMF Ad.rt d
- iv-
The following chart shows the total amount of debt in the Fiscal Year 2017 recommended budget as compared to the adopted Fiscal Year 2016
budget.
Total Debt
(In Millions)
$320 $309.1
302.3
$300
$295.6 $297. $283.4
$280 S 90.1
$282. $27D
79. $267.4
$260 $255.9
$256.2 $244.3$241 A
$240
$243.9 $226.2
$220 $232.0
$217.9
$200
$180 $187.5
$164.4
$160
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 FY26
f FY17R.....&d —4--FV16Adopt"
-V-
The Fiscal Year 2017 budget recommendation anticipates the following contribution to the general fund reserve after the $608,480 contribution in
Fiscal Year 2016:
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
Contribution $608,4801 $596,288 $500,000 $500,000 $500,000 $500,000 $3,204,768
% of Projected Revenue 15.23% 1 16.27% 17.13% 17.98% 18.82% 19.66%
% of Projected Expense 12.87% 1 13.49% 14.34% 14.89% 15.44% 16.08%
Moody's Investor Service recommends a factor of 20 percent of general fund operating revenues for "AA" rated cities. The City has a General
Reserve policy which states the City will maintain a minimum fund balance of at least 10 percent of the sum of (a) annual operating expenditures not
including interfund transfers in the General Fund less (b) the amounts levied in the Trust and Agency fund and the Tort Liability Fund ("Net General
Fund Operating Cost'). The City will continue making an additional contribution to the general fund reserve of a minimum of$500,000 each year until
the City meets Moody's guideline of 20 percent of general fund operating revenues consistently. While this chart shows a steady increase in general
fund reserves as a percent of general fund revenue from 15.23 percent in Fiscal Year 2016 to 19.66 percent in Fiscal Year 2021, there will be an
evaluation each year to determine the feasibility of increasing the contribution and reaching the 20 percent.
The City also had been using more tax increment financing revenues to accomplish important projects, mostly through the issuance of debt. Some
prominent examples of the still recommended use of TIF debt are $600,000 to build a Bus Storage and Maintenance Facility and Dubuque Industrial
Center West farmland development $3.5 million.
There is $1,590,724 in planned debt for projects budgeted in FY 2016 that has been delayed and will be issued in FY 2017, which includes Creek
Wood Park ($150,000); Fire Ambulance Replacement ($216,645); Airport New Terminal Taxiway F ($298,237); Skate Park ($547,813); Flora Park
Restroom ($86,500); Five Flags Arena Roof Air Conditioner Replacement ($150,000); Bus Storage and Maintenance Facility ($125,580); and Transit
Soil Contamination ($15,549).
During the Fiscal Year 2017 budget process, the following projects were originally planned to be funded by debt but most are now recommended to
be pay-as-you-go projects:
Project Debt Eliminated Pay-As-You-Go Amount
Bus Storage and Maintenance Facility $731,150 $731,150
Historic Federal Building Renovation $456,000 $343,000
Clock Tower Plaza Rehabilitation $100,000 $100,000
Jackson Park Amenities $310,000 $310,000
Jackson Park Restrooms $250,000 $250,000
GRC Digital Sin Replacements $125,000 $125,000
GRC Market Stud $65,000 $65,000
GRC Replace Carpet $269,000 $269,000
-vi -
Pro'ect Debt Eliminated Pay-As-You-Go Amount
16` Street Reconstruction $169,000 $0
Downtown Streetlight Replacements $191,000 $253,000
Downtown ADA Assistance $71,510 $87,520
Central Avenue Master Ian Implementation $50,000 $70,000
Downtown Housing Improvement $100,000 $150,000
Downtown Housing Creation $100,000 $10,000
Millwork District Incentives $750,000 $810,000
Washington Neighborhood Incentives $350,000 $360,000
Washington Neighborhood Fa ade Grant $100,000 $170,000
Chavenelle Road Rehabilitation $875,000 $1,279,500
North Cascade TIF Road/Utility Improvements $659,000 $659,000
Water Annexation Study Phase 1 $70,000 $70,000
Water Annexation Study/Implementation $200,000 $200,000
Water Storage Tank Coating $202,795 $202,795
Water Southwest Arterial Extension $1,111,875 $4,188,250
Water Main Replacements $890,050 $1,076,400
Sewer Cleaning Jet Vacuum Machine $208,312 $216,645
Sanitary SRF Green Alleys $590,000 $590,000
Sanitary Annexation Study/Implementation $2,000,000 $100,000
Sanitary Richards Road $280,000 $0
Sanitary Extension New Development $586,500 $1,892,000
Fire SCBA Replacement $505,000 $520,150
E911 Replace Radio System (County Le $2,159,977 $0
Curb Ramp Program $1,011,800 $1,149,916
Endloader Purchase $190,000 $190,000
Total $15,727,969 $16,438,326
The five-year CIP adopted through the current year (Fiscal Year 2016) budget process covered Fiscal Year 2016 through 2020 and is $188,920,732.
The recommended five-year CIP for the upcoming budget process (Fiscal Year 2017) will cover Fiscal Year 2017 through 2021 and would be
$177,319,585 if adopted as recommended. This is an $11,601,147 (6.14%) decrease.
-vii -
FY 2016-2020 Capital Improvement Program compared to the FY2017-2021 Capital Improvement Program is as follows:
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total
FY16 CIP $79,982,948 $38,869,063 $22,172,912 $14,467,140 $33,428,669 - $188,920,732
FY17 CIP $55,526,257 $29,520,001 $20,812,978 $45,284,658 $26,175,691 $177,319,585
$ Difference +$16,657,194 +$7,347,089 +$6,345,838 +$11,855,989 -$11,601,147
% Chane +42.85% +33.13% +48.86% +35.47% -6.14%
The following capital projects are new or increased from the planned FY 2016 five-year Capital Improvement Program (additional detail on changes
in CIP projects can be found on pages xiii-xvii):
Project FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Increase Increase Increase Increase Increase
Bee Branch Creek Restoration Project $10,650,000 $18,248,700
Southwest Arterial Water Main Extension $2,620,000 $770,000 $3,778,750
Chavenelle Trail $1,436,300
Sanitary Sewer External Extensions -Annexation $867,000 $160,000 $465,000
Lead Based Paint Hazard Control Grant $867,740 $911,900 $282,060
ADA Compliance -Various Departments $390,000
Flood Control Maintenance Facility $300,000
Cab-Over CNG/Bio CNG Solid Waste Collection Vehicles $146,576 $476,000 $130,000 $606,867
Homeownership Grants for Purchase/Rehab/Resale $140,000 $290,003 $190,000 $290,000 $1,845,695
Transit Vehicle Replacement $145,874 $238,113 $243,914 $249,854 $608,375
East-West Corridor Capacity Improvements $50,000 $1,650,000 $1,890,000 $2,300,000 $2,300,000
Airport Replace Snow Removal Equipment $1,744,000
Chavenelle Road Rehabilitation $1,279,500
North Cascade Road Reconstruction Phase I $1,060,000 $2,200,000
Relocation of 30" Force Main around Old Public Garage $665,000
22" Street Storm Sewer Improvements $520,000
Fire Ladder and Pumper Truck Replacement $400,000 $424,360
Bluff Street Parking Improvements $175,000
Airport Construct Airfield Lighting Vault $1,469,000
Temporary Flood Control Units $295,500 $90,500
Hempstead sanitary Sewer Reconstruction $50,000 $250,000
Five Flags Improvements $429,500
Bunker Hill Golf Course Irrigation/Improvements $254,132 $125,000
Total $17,613,490 $9,093,516 $7,561,474 $23,007,546 $9,694,187
-viii -
Fiscal Year 2017 will be the ninth fiscal year that the Stormwater Fund is recommended to be fully funded by stormwater user fees. The General
Fund will continue to provide funding for the stormwater fee subsidies that provide a 50% subsidy for the stormwater fee charged to property tax
exempt properties, low-to-moderate income residents, and a 75% subsidy for the stormwater fee charged to residential farms. The FY 2017
Stormwater User Fee is proposed to increase from $6.38 per SFU to $6.81 per SFU, a 6.74% increase, consistent with Ordinance 16-14 passed on
March 5, 2014.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Adopted Per
Ordinance 21-12 $8.50 $9.00 $9.00 $9.00 $9.00 $9.00 $9.00
Adopted Per
Ordinance 16-14 $6.38 $6.81 $7.27 $7.76 $8.29 $8.85 $9.00
% Decrease From
Ordinance 21-12 -24.94% -24.33% -19.22% -13.78% -7.89% -1.69% 0%
The recommended rates for FY16 through FY20 reflect the rates previously established by Ordinance 16-14 following the State's approval of
$98.5 million in State Flood Mitigation state sales tax increment funds for the Bee Branch Watershed Flood Mitigation Project. Ordinance 21-12
was the ordinance adopted prior to the City receiving the Flood Mitigation grant.
The Stormwater Utility was formed on July 1, 2003, to update the City's aging infrastructure and implement the City of Dubuque Stormwater
Management Plan, which consists of the Bee Branch Watershed Flood Mitigation Project. It is a multi-phased, fiscally responsible investment. It
reflects a holistic approach to mitigate flooding as it will also improve water quality, stimulate investment, and enhance the quality of life. Having
secured the necessary federal and state funding approvals, permits, and funding, Dubuque has pushed forward with planning, execution, and
completion of three phases and the initiation of three more. The phases of the Bee Branch Watershed Flood Mitigation Project are as follows:
DescriptionPhase 1 Carter Road Detention Basin Complete
2 West 32"Street Detention Basin Complete
3 Historic Millwork District Complete
4 Lower Bee Branch Creek Restoration Under Construction
5 Flood Mitigation Gate Replacement Under Design
6 Impervious Surface Reduction Under Construction
7 Upper Bee Branch Creek Restoration Under Construction
8 22n Street Storm Sewer Improvements Under Design
9 Flood Mitigation Maintenance Facility Under Design
10 North End Storm Sewer Improvements Under Design
11 Water Plant Flood Protection Under Design
12 17` Street Storm Sewer Improvements Under Design
- ix -
Additional projects will be added through the budget amendment process as the City learned late in the process of the award of a $31.5 million HUD
Resiliency grant for the Bee Branch Watershed.
Individually, the 12 phases of the project may provide some benefit. But flash flooding can be expected to occur until all of the improvements are
implemented. But it is also true that with the completion of each subsequent phase, the threat of flash flood damage is lessened and the resulting
damage will be mitigated.
Because of the public support for the Bee Branch Watershed Flood Mitigation Project, the stated commitment of the City of Dubuque City Council to
implement the various phases of the project, and because the City has already started implementing some of the improvements, non-public
investment in the Bee Branch Watershed has already eclipsed $139 million since 2008 with an additional $215 million expected to follow in the next
five years for a combined total of$354 million in non-public investment. This non-public investment by private developers includes an estimated
$258 million for the rehabilitation of Caradco, Novelty Ironworks, Betty Building, Voices Building, Power Plant, Foundry, Farley Loetscher, Kirby
Building and Wilmac Building all located in the Historic Millwork District; $15.1 million of non-public investment in the Washington Neighborhood
related to Community Housing Initiatives Acquisition & Redevelopment, St. Mary's Campus, Corner Grill, Rusk Building, Conlin Building, Welu
Building, Richards Building, High Building, Streinz Building, Widmeier Building and Engine House; and $2.3 million in non-public investment in the
Downtown Neighborhood related to the Babler Building, 324-326 West Locust Street, 346-348 West Locust Street and 407-409 Loras Boulevard.
The Bee Branch Watershed Flood Mitigation Project will prevent an estimated $582 million in damages over the 100-year design life of the project,
with a return on investment of$6.00 for each $1.00 spent!
The CIP budget reflects the Dubuque Five-Year(2017-2021) City Council Goals and 2017 Policy Agenda.
Five-Year Community Goals for a Sustainable Dubuque
Economic Prosperity
Environmental Integrity
Social/Cultural Vibrancy
Five-Year City Goals
Planned and Managed Growth
Partnering for a Better Dubuque
Improved Connectivity—Transportation and Telecommunications
Five-Year Organizational Goal
Financially Responsible City Government and High Performance Organization
Policy Agenda 2015 -2017
Top Priority (in alphabetical order)
• East-West Corridor Study Implementation: Property Acquisition, Environmental Assessment, Funding
-x -
• Environmental Stewardship Commission (Community Resiliency Commission): Purpose and Role of Commission, Determine Process
for Community Engagement, Size and Diverse Representation of Community, Staff Support and Funding
• Historic Millwork District Parking (470 Spaces): Land Acquisition, Funding
• Inclusive Dubuque Action Plan: Community Engagement Process on Development of Action Plan for Priority Areas, City Role as a
Partner in Implementation of Action Plan
• Street Maintenance Program: Evaluate Existing Service Level Targets, Funding to Restore or Expand Service Level Targets
High Priority
• Central Iowa Water Association: Annexation, Funding, Water Infrastructure
• Citywide Flower-Planting Program: Policy on Use of Volunteers, Policy of Location(s) for Existing or New Plantings and Type of Plant,
Funding, Ongoing Operation and Maintenance Costs
• Comprehensive Plan: Funding, Community Assessment and Input Process
• Debt Reduction Policy: Education for General Public and for City Staff, Continued Implementation of Strategic Debt Reduction
• Methane Gas Plan: Identify Opportunities for Methane Gas Reuse in City Operations Including BioCNG, Development Agreement for
Methane Gas Reuse
• Surveillance Camera Funding: Evaluate Types of Cameras for Future Purchase, Funding and Location of Additional Cameras, Use
and Storage of Data and Information
Attachment 3 provides a summary of these projects organized by City Council's five-year goals and Fiscal Year 2017 priorities reflect how these
goals are addressed.
Finally, Attachment 4 provides detail on the source of funds and highlights important points about the 5-year CIP Program.
CIP FORMAT
The format for the Fiscal Year 2017-2021 CIP is substantially the same as previous fiscal years. First, an index referencing the 2017-2021 Capital
Improvement Budget follows the budget message. The index identifies each capital improvement first by city department and then by all applicable
State programs as a subcategory under each department. The index serves as a quick reference for each CIP, and the far right hand column shows
the page number of each project. Secondly, a separate project page is provided to show the detail for each individual project. These projects pages
are also arranged first by city department and then by State program as a subcategory within each department.
As in previous CIP budget documents, each detailed project page identifies the city department, the State program, project title, account code
(consisting of program number, department number, fund and capital project number), and total project cost. The project page then shows any
funds expended for the project in Fiscal Year 2015 and the estimated project expense in Fiscal Year 2016. In Section A of the project form entitled
"Expenditure Items", project costs are shown by major expenditure item (i.e., Design and Engineering, Land and Right-of-Way Purchase,
Construction and Other Expense). In Section B, entitled "Project Financing", the project funding is presented by major revenue source (i.e., General
Fund, Sales Tax Fund, Water Depreciation Fund, Sanitary Sewer Construction Fund, and Road Use Tax Fund). In Section C, entitled "Impact-
-xi -
Operations," the dollar impact on operations in terms of greater or lesser operating costs and/or greater or lesser revenue is provided when
available. Lastly, there is a narrative section, which provides a description of the project, a justification for the project and, where appropriate, how it
relates to other projects or plans. A small map may also be provided to further identify the location of the project.
CONCLUSION
The Capital Improvement Program represents the City of Dubuque's commitment to a maintenance and physical development plan for the next five
years. The first year of the five-year CIP goes into the budget for next year and deserves the most attention. As you know, the CIP is updated each
year so that City Council will have an opportunity in the next year to change Fiscal Year 2018 through Fiscal Year 2021 projects, as well as to add
projects for Fiscal Year 2022.
-xii -
To meet City Council Goals and Priorities and address City needs, many new projects ($30.5 million) appear in the five-year CIP:
Five Flags: Accessibility Building Improvements ($115,000)
Arena - Backlight Five Flags on Northeast Corner of Arena ($16,500)
Arena - Paint Exterior Steel Siding ($95,000)
Arena -Air Conditioner Replacement ($225,000)
Arena and Theatre -Wireless Internet ($93,000)
Exterior Brick Wall Replacement ($50,000)
Remodel Concession stands in Gates A and C ($9,500)
Theatre - Replace Sound System ($32,000)
Park: Bunker Hill Administrative Offices Second Floor Remodel ($27,200)
Eagle Point Park-Clear Trees from Bluff ($20,000)
Eagle Point Park- Indian Room Restoration ($10,000)
Eagle Point Park- Restroom Renovation ($32,000)
Eagle Point Park-Stone Work ($50,000)
Eagle Point Park-Street Light Replacement ($40,000)
Flora Park- Paint Interior of Open Air Pavilions ($27,000)
Forestry Building - Replace Roof ($37,000)
Highway 20 Irrigation ($20,000)
Highway 20- Replace Roses ($53,000)
Highway 20 Corridor- Landscape Plan ($20,000)
Install and/or Replace Park Name Signs ($50,000)
Madison Park- Flag Pole ($25,000)
Madison Park- Renovate Pavilion ($44,000)
Maintenance Headquarters-Wash Bay ($15,000)
Miller Riverview Park- Install Irrigation at Veterans' Memorial Site ($10,000)
Miller Riverview Park- Quick Connects for Pedestals ($20,000)
Murphy Park- Entrance Design ($10,000)
Paint Railings ($10,000)
Park Drinking Fountains ($15,000)
Irrigation to Planters and Flower Beds ($80,000)
Paint Light Poles ($15,000)
Replace Trash Cans ($50,000)
Resurface Tennis Courts ($40,000)
Parks and Recreation Access Audit ($60,000)
Parks Fleet Automated Vehicle Location ($33,600)
Re-landscape Locust Street Connector ($25,000)
Re-landscape Seippel Road and Chavenelle Drive Intersection ($30,000)
-xiii -
Replace Flag Poles in Major Parks ($50,000)
Replace Message Center on Grand Opera House Sign ($14,100)
Grand River Center: Replace Patio Caulk ($20,000)
Reupholster Furniture ($27,500)
Recreation: Bunker Hill Golf Course - Replace Irrigation System Phase II ($254,132)
Bunker Hill Golf Course - Material Storage Renovation ($15,000)
Bunker Hill Golf Course -Storm Sewer Replacement ($90,000)
Bunker Hill Golf Course - Range Project ($20,000)
Library: Replace Roof- Building Addition ($117,675)
City Manager's Office: Municipal Energy Efficiency Revolving Fund ($20,000)
Municipal Green House Gas Inventory ($50,000)
Information Services: Replacement of Workstations and Chairs ($19,000)
Fire: ADA Compliance -All Fire Stations ($125,000)
Fire Station Expansion/Relocation ($51,500)
Ladder Truck & Pumper Replacements ($824,360)
Airport: Construct Airfield Lighting Vault ($1,469,000)
Decommission Airport Lagoon System ($35,000)
Perimeter Fence Improvements ($50,000)
Rehabilitate Taxiway A ($5,657,576)
Replace Snow Removal Equipment ($1,744,000)
Public Works: Temporary Flood Control Units ($386,000)
Vacuum Street Sweeper Replacement ($210,000)
Vehicle Refueling System Hardware and Software Upgrade ($23,100)
Wheel Loader Purchase ($206,350)
Building Services ADA Compliance Consultant ($150,000)
Economic Development Central Avenue Corridor Initiative - Pilot ($40,000)
Dubuque Industrial Center South Signs ($100,000)
Software/Efficiency Improvements ($20,000)
Sanitary Sewer: Grove Terrace Sanitary Sewer Improvements ($120,000)
Marquette Place Sanitary Sewer Improvements ($225,000)
Perry St. Lift Station and Bradley St. Lift Station - Force Main Improvements ($260,000)
Stormwater: Cedar Cross Road Storm Replacement ($68,000)
Keokuk Storm Sewer Extension ($43,500)
Windsor Storm Extension (Buena Vista to Stauss) ($78,500)
Engineering: 16TH Street Detention Basin Trail ($30,000)
Bluff Street Parking Expansion ($175,000)
Downtown Security Camera Expansion ($90,000)
East/West Corridor Capacity Improvements ($8,190,000)
-xiv-
Grandview Signals at University and Loras ($70,000)
Greater Downtown Street Lights ($125,000)
Kerper Boulevard Fiber and Cameras ($195,000)
Northwest Arterial Turn Lane Improvements ($100,000)
Seippel Road Culvert Replacement ($53,000)
Southwest Arterial - Menards Frontage Road Utility Relocations ($500,000)
Southwest Arterial - US Highway 20 Interchange Utility Relocations ($500,000)
Street Lights outside the Downtown Area ($50,000)
Housing: Lead Based Paint Hazard Control Grant Program ($1,916,300)
Lead Hazard Reduction Program -CDBG Match ($145,400)
Washington Neighborhood Housing Initiative ($500,000)
Water: Bridge Repairs/Maintenance of the Water Main Supply to City Island ($25,050)
English Ridge Water Main ($330,000)
Fire Hydrant Assembly Relocation/Replacement for Sidewalk Program ($76,000)
Maintenance of Public Water Mains during Stone Retaining Wall Repair ($100,000)
Roosevelt Road Main Extension ($150,000)
Tamarak Park Frontage Road Water Main ($546,000)
Water Main Replacements -Sewer Consent Decree ($497,950)
Water Main Upgrades during Street General Repairs ($150,000)
West End Annexation Phase II ($200,250)
WRRC: Nutrient Reduction - Basin Modifications Phase 1 ($1,750,000)
There are many Capital Improvement requests that were previously funded in the five-year CIP that are not included in this five-year CIP
($4,462,169) are as follows:
E911: New Emergency Communications Operation Center ($30,303)
Replace Radio System ($3,239,966)
Engineering: 16` Street Reconstruction ($169,000)
Bies Drive Reconstruction ($35,000)
Cedar Cross Road Reconstruction -Starlight to Cedar Cross Court ($100,000)
Painting Program for City Owned Street Lights and Traffic Signals ($30,000)
Traffic Operation Data Center ($180,000)
Sanitary Sewer: Center Grove Sanitary Sewer Reconstruction ($55,000)
Richards Road Sanitary Sewer Extension ($280,000)
Parking: Iowa Street Parking Ramp - Painting ($107,500)
Five Flags: Modernize Elevator ($163,500)
Airport Water, Sewer, and Electrical Repairs/Replacement ($31,900)
City Manager's Office: All-America City Award ($40,000)
-xv-
As is the case every year, there were new projects requested that were not able to be included in whole or in part in this five year CIP ($9.5 million).
For example, CIP requests that were not funded include such items as:
Five Flags : Theater Orchestra Pit Lift ($225,000)
Theater Replace Stage Floor ($55,000)
Theater Center Weight & Gird System ($85,000)
Arena Concert Sounds Equipment ($200,000)
Arena Air Wall Replacement ($250,000)
Theater Renovate Dressing Rooms ($48,000)
Remodel Office Areas ($47,500)
Arena Remodel Dressing Rooms ($30,000)
Satellite Ticket Booth on Main Street ($52,500)
Park Improvements: Marshall Park Replace Play Unit ($150,000)
Hilltop Park Replace Play Unit ($60,000)
Maintenance HQ Storage Area ($85,000)
Welcome Sign East ($6,000)
Welcome Sign North ($6,000)
Marshall Park Repave Roads ($80,000)
Storybook Zoo Equipment ($80,000)
EPP Riverfront Pavilion Restoration ($89,000)
Flora Park Replace Lights on the Tennis Courts ($102,000)
Develop Dog Park ($125,000)
EPP Renovate Log Cabin Pavilion ($111,000)
Roosevelt Park Redevelopment ($50,000)
EPP Develop Wading Pool Replacement ($40,000)
EPP Light Trolley Line Trail ($92,000)
Greenhouse Remove trees on Hillside ($25,000)
Jefferson Park Retaining Wall ($332,000)
Usha Park Development ($115,000)
EPP Access Walkway to Log Cabin ($356,000)
Library: Library Green Roof Addition ($95,692)
Engineering: Port of Dubuque Riverfront Dock Expansion ($3,500,000)
Bennett Street Reconstruction ($610,000)
14th Street Reconstruction ($835,000)
Asbury Road Fiber and Cameras ($169,000)
Windsor Avenue Fiber and Cameras ($167,000)
NW Arterial Fiber Optics ($160,000)
-xvi -
Public Works: Salt Storage Building ($354,500)
Water: Private Water System Purchase ($450,000)
Fire: Initial Attack Pumper ($221,500)
Planning: Historic District Entry Signs ($14,000)
In addition a total of 29 CIPS that were previously funded in the five-year CIP were reduced by$8.6 million in funding in this CIP, going from nearly
$22.3 million down to $13.7 million in funds. Projects impacted with reduced funding include:
Sanitary Sewer: Annexation Study and Implementation ($1,970,000)
Lateral Replacement Assistance to Low/Moderate Income for I&I Reduction ($120,000)
Lateral Replacement Assistance to Low/Moderate Income for Street Program Projects ($5,000)
Sanitary Sewer Lining Program ($185,000)
Sewer Lateral Connection Assistance Program ($228,500)
Street Program Related Sanitary Sewer ($198,750)
Stormwater: 17`h Street Stormsewer Improvements ($1,240,000)
I & I Reduction Program ($1,306,500)
Engineering: Accessibility Barriers and Building Modifications ($12,500)
City-Wide LED Streetlight Retrofit ($80,000)
Crosswalk Warning Devices ($31,000)
Federal Building Renovation ($447,000)
Guardrail Replacement ($100,000)
Pavement Marking Project ($115,000)
Safe Routes to School ($15,000)
Sidewalk Program Related Curb and Catch Basin Replacements ($130,000)
Street Construction General Repairs ($500,000)
Surge and Grounding Improvements at Signals City-Wide ($25,000)
Traffic Signal Intersection Reconstruction ($35,000)
Traffic Signal Mastarm Retrofit ($95,000)
Traffic Signal Detection Conversion ($22,000)
Public Works: Asphalt Milling Program ($139,122)
Conversion of the Jule Building into Equipment and Vehicle Storage ($105,836)
Curb Ramp Program ($972,266)
Grand River Center Energy Efficiency Improvements ($100,000)
Table/Chair/Podium Replacement ($175,000)
Economic Development: Central Avenue Streetscape Master Plan Implementation ($20,000)
Downtown Housing Creation Program ($90,000)
Information Services Data Mining and Open Data ($150,000)
-xvii -
The CIP budget is the product of the hard work of a large number of people. It begins with department and division managers and their staff who
prepared and updated the CIP requests. It extends to Boards and Commissions who review staff's recommendations and make modifications and
establish priorities.
I wish to express mythanks to all who were involved in preparing the Fiscal Year 2017-2021 version of the City's Capital Improvement Program.
Special thanks go to Budget Director Jennifer Larson, Assistant City Manager Cindy Steinhauser, Senior Budget Analyst Alexis Steger, Office
Manager Juanita Hilkin, Secretary Stephanie Valentine and Communications Assistant Natalie Riniker. I am proud of the work done by City staff and
the end-result. I hope after you have had an opportunity to review this document that you feel it is responsive to your priorities.
-xviii -
ATTACHMENTS - PROVIDE OVERVIEW OF THE FISCAL YEAR 2017-2021 CAPITAL IMPROVEMENT PROGRAM
Attachment 1
FISCAL YEARS 2017-2021 CIP SOURCE OF FUNDS
To finance the CIP projects, a variety of funding sources are used. The following table shows the source of funds for each year of the 5 year CIP.
SOURCE OF FUNDS FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 TOTAL PERCENT
IN CAPITAL BUDGET
Current Revenue
Rental Dwelling Rehab Loan Repayments 30,000 30,000 30,000 30,000 30,000 150,000 0.08%
Homeownership Loan Repayments 9,000 9,200 9,400 9,600 10,000 47,200 0.03%
Historic Preservation Loan Repayments 9,270 9,270 9,270 9,270 9,270 46,350 0.03%
Downtown Loan Pool Revolving Fund-Repayments - - - 300,000 - 300,000 0.17%
Golf Revenue 28,000 20,000 - 20,000 20,000 88,000 0.05%
Subtotal Current Revenue 76,270 68,470 48,670 368,870 69,270 631,550 0.36%
Cable TV 8,270 5,800 - 8,270 8,270 30,610 0.02%
Internal Service Funds-City Garage 5,542 15,280 11,900 5,942 4,600 43,264 0.02%
Landfill Fund 3,592 2,250 41,792 5,892 2,650 56,176 0.03%
Parking Enterprise Fund 225,242 14,800 - - - 240,042 0.14%
Solid Waste Collection 291,200 297,352 476,000 592,978 613,090 2,270,539 1.28%
Sanitary Sewer Utility 1,232,174 270,849 790,527 493,234 122,650 2,909,434 1.64%
Sewer Repayments-Lot Sales on Developments 50,000 65,000 191,000 - - 306,000 0.17%
Stormwater Utility Fees 1,366,295 - - 20,864,388 2,114,981 24,345,664 13.73%
Water Utility Fund 1,520,730 1,235,730 704,130 1,202,030 3,823,730 8,486,350 4.79%
Current Revenue-Utility/Enterprise 4,703,045 1,907,061 2,215,349 23,172,734 6,689,890 38,688,079 21.82%
Sales Tax 20% 2,239,678 1,482,441 1,182,639 1,373,419 1,461,200 7,739,377 4.36%
Sales Tax 30% 2,180,970 2,415,922 2,420,906 3,895,370 2,730,976 13,644,144 7.69%
SRF Bonds-Water Fund Abated 478,850 759,050 474,930 981,200 - 2,694,030 1.52%
SRF Bonds-Sewer Fund Abated 2,040,000 1,151,34 1,946,000 1,421,000 1,296,000 7,854,314 4.43%
SRF Bonds-Stormwater Abated 9,743,858 6,978,180 46,086 640,076 - 17,408,200 9.82%
UR GO Bonds-Greater Downtown TIF Abated 600,000 - - - - 600,000 0.34%
GO Bonds-Parking 105,000 210,000 440,000 265,000 225,000 1,245,000 0.70%
Total Construction 17,388,356 12,996,907 6,510,561 8,576,065 5,713,176 51,185,065 28,87%
Community Development Funds 359,794 370,794 314,194 299,794 299,794 1,644,370 0.93%
FAA Total 38,360 1,569,600 1,900,943 3,581,605 1,846,688 8,937,196 5.04%
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SOURCE OF FUNDS FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 TOTAL PERCENT
IN CAPITAL BUDGET
Federal HUD Resiliency Grant $1,674,342 $1,325,658 - - $3,000,000 1.69%
Federal Lead Paint Hazard 807,740 840,900 267,660 1,916,300 1.08%
Mitigation Grant
Federal Transit Administration 4,613,373 - - - - 4,613,373 2.60%
Federal--STP Funds 15,009,867 2,634,000 3,047,000 2,500,000 - 25,440,867 14.35%
Total Federal 22,503,476 6,740,952 5,529,797 6,381,399 4,396,482 45,552,106 25.69%
Iowa Finance Authority 163,046 163,546 164,046 164,546 165,046 820,230 0.46%
Road Use Tax 407,802 891,326 257,319 73,025 - 1,629,472 0.92%
State Flood Mitigation Grant 2,405,947 643,897 1,412,216 917,578 1,716,119 7,095,757 4.00%
State Transit Assistance 116,699 678,614 367,109 377,021 486,700 2,026,143 1.14%
Other State Funding- 2,925,000 - 10,000 - - 2,935,000 1.66%
IDOT &Trails Grants
Total State 6,018,494 2,377,383 2,210,690 1,532,170 2,255,742 14,506,602 8.18%
DRA-Gaming Receipts 294,618 122,361 177,727 229,238 289,414 1,113,358 0.63%
DRA-Distribution of Surplus 1,491,745 1567351 1,013,979 1757370 1,434,869 7265314 4.10%
Total DRA 1,786,33 1,689,712 1,191,706 1,986,608 1,724,283 8,378,672 4.73%
Greater Downtown TIF Payments 1,146,510 861,240 1,197,300 1,368,352 1,441,810 6,015,212 3.39%
English Ridge Housing TIF Payments 2,699 334,721 6,272 21,281 339,850 704,823 0.40%
Derby Grange Housing TIF Payments - - 4,769 5,184 5,863 15,816 0.01%
Dubuque Industrial West TIF Payments 142,260 1,279,500 50,000 50,000 - 1,521,760 0.86%
North Cascade Housing TIF Payments 660,503 687,776 1,273,274 824,420 2,383,507 5,829,480 3.29%
Total TIF Funds 1,951,972 3,163,237 2,531,615 2,269,237 4,171,030 14,087,091 7.94%
Private Participation 599,980 80,200 80,200 221,640 80,200 1,062,220 0.60%
Total Private 599,980 80,200 80,200 221,640 80,200 1,062,220 0.60%
Homeownership Sale Proceeds 158,301 156,079 154,390 435,935 612,245 1,516,950 0.86%
Ind. Parks Land Sales- Dubuque Industrial Center West 310,000 310,000 310,000 310,000 310,000 1,550,000 0.87%
Total Land Sales 468,301 466,079 464,390 745,935 922,245 3,066,950 1.73%
Special Assessments 30 000 30 000 30 000 30 000 41 250 161 250 0.09%
Total Spec.Assessment 30,000 30,000 30,000 30,000 41,250 161,250 0.09%
GRAND TOTAL 55,526,257 29,520,001 20,812,978 45,284,658 26,175,691 177,319,585 100.00%
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Attachment 2
FISCAL YEAR 2017 -2021 CIP BUDGET GROUPED BY STATE PROGRAMS
The Fiscal Year 2016-2020 Capital Improvement Program totals $177,319,585. The following table summarizes expenditures for each State
program by year.
FISCAL YEAR 2017-2021 CIP CAPITAL IMPROVEMENT PROGRAM
5 YEAR PERCENT
PROGRAM FY 2016-2017 FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2020-2021 TOTAL OF TOTAL
Public Safety 585,718 445,000 45,000 442,900 236,900 1,755,518 1.0%
Public Works 18,579,429 10,557,063 10,426,694 11,708,221 8,526,605 59,798,012 33.7%
Culture & Recreation 373,600 769,828 272,675 1,233,732 2,404,800 5,054,635 2.9%
Community& Econ. Devl. 2,255,083 2,433,016 2,040,005 2,304,760 2,346,805 11,379,669 6.4%
General Government 1,355,298 861,026 909,137 1,625,909 605,617 5,357,087 3.0%
Business Type 32,377,129 14,454,068 7,119,467 27,969,136 12,054,864 93,974,664 53.0%
TOTAL 55,526,257 29,520,001 20,812,978 45,284,658 26,175,691 177,319,585 100.00%
The State Mandated Budget Program Areas and the City Departments/Activities that fall under each of these areas are as follows:
Public Safety—Includes Police, Emergency Communication Center, Fire, Disaster Services, Health Services: Animal Control, Public Works:
Flood Control, Building Services: Inspection
Public Works—Includes Airport, Public Works, Engineering
Health and Social Services—Human Rights, Health Services, Purchase of Services
Culture and Recreation—Parks, Civic Center, Conference Center, Recreation, Library, City Manager: Cultural Affairs
Community and Economic Development- Economic Development, Housing and Community Development, Planning Services,
Purchase of Services, City Manager: Neighborhood Development
General Government—Building Services: City Hall/Annex Maintenance/Grand River Center Maintenance, City Council, City Manager, City Clerk, Finance, Cable TV, Legal,
Information Services
Business Type—Water, Water Pollution Control, Parking Division, Transit, Public Works: Landfill, Engineering: Sewer, Stormwater, Finance: Meter Reads/Service
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Attachment 3
FISCAL YEAR 2017 -2021 CIP BUDGET HIGHLIGHTS BY COMMUNITY AND CITY COUNCIL GOALS & PRIORITIES
2021 COMMUNITY GOALS & CORRESPONDING PRIORITIES:
ECONOMIC PROSPERITY
Priority: City Economic Development
Priority classification: High Priority
CIP projects supporting this Priority: Workforce Development (page 315), Central Avenue Corridor Initiative (page316), Economic
Development Software Efficiency Improvements (page 318), Central Avenue Streetscape Master Plan Implementation (page 320),
Washington Neighborhood Subarea (page 321), Washington Neighborhood Fapade Program (page 323), Dubuque Industrial Center South
Signs (page 325), Downtown Housing Improvement Program (page 326), Historic Millwork District Subarea Building Incentive &
Rehabilitation (page 328), Downtown Rehabilitation Loan Program (page 330), Downtown Housing Creation Program (page 332),
Annexation Study Implementation Strategy (page 359).
This priority is also supported through the FY16 and Proposed FY17 Operating Budget.
ENVIRONMENTAL/ECOLOGICAL INTEGRITY
Priority: Environmental Stewardship Commission (Community Resiliency)
Priority classification: Top Priority
CIP projects supporting this Priority: Municipal Green House Gas Inventory (page 367)
This priority is also supported through the FY16 and Proposed FY17 Operating Budget in Sustainability and Health Department Budgets.
Priority: Methane Gas Plan
Priority classification: Top Priority
CIP projects supporting this Priority: Cab-Over CNG/BioCNG Solid Waste Collection Vehicles (page 178)
This priority is also supported through the FY16 and Proposed FY17 Operating Budget in Public Works and the Water and Resource
Recovery Center Departments.
SOCIAL/CULTURAL VIBRANCY
Priority: Inclusive Dubuque Action Plan
Priority classification: Top Priority
CIP projects supporting this Priority: Accessibility Building Modifications (page 62), ADA Curb Ramp Construction Project (page 263),
Neighborhood Related Improvement (page 270), Downtown ADA Assistance (page 310), ADA Compliance Consultant (page 311),
Workforce Development (page 315), and Neighborhood Grants (page 363).
This priority is also supported through the FY16 and Proposed FY17 Operating Budget in Human Rights Department.
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Priority: Surveillance Camera Funding
Priority classification: High Priority
CIP projects supporting this Priority: Traffic Signal Fiber Optic Network Program (page 279), Traffic Signal Interconnect Conduit
Replacement (page 286), Fiber Optic Conduit— Miscellaneous (page 290), ITS Traffic Control Equipment (page 291), Street Camera
Installation (page 292), City-Wide Security Camera Program (page 293), Traffic Operations Center Video Management Software and
Equipment (page 295) and Downtown Security Camera Expansion (page 297).
This priority is also supported through the FY16 and Proposed FY17 Operating Budget in Police and Engineering Departments.
2021 CITY COUNCIL GOALS & CORRESPONDING PRIORITIES:
PLANNED AND MANAGED GROWTH
Priority: Central Iowa Water Association
Priority classification: High Priority
This priority is supported through the FY16 and Proposed FY17 Operating Budget.
Priority: Comprehensive Plan
Priority classification: High Priority
CIP projects supporting this Priority: Comprehensive Plan Update (page 361)
This priority is also supported through the FY16 and Proposed FY17 Operating Budget in Planning Department.
PARTNERING FOR ABETTER DUBUQUE
Priority: Citywide Flower Planting Program
Priority classification: High Priority
CIP projects supporting this Priority: Maintenance Headquarters and Forestry Buildings (page 43), Ecological Restoration (page 45),
Parks - Irrigation to Planters and Flower Beds (page 46), Highway 20 - Replace Roses (page 48), Highway 20 Corridor - Landscape Plan
(page 55) and Highway 20— Irrigation (page 56).
This priority is also supported through the FY16 and Proposed FY17 Operating Budget in Leisure Services Department.
IMPROVED CONNECTIVITY: TRANSPORTATION AND TELECOMMUNICATIONS
Priority: East-West Corridor Study Implementation
Priority classification: Top Priority
CIP projects supporting this Priority: East -West Corridor Capacity Improvements (page 252)
This priority is also supported through the FY16 and Proposed FY17 Operating Budget in Engineering Department.
Priority: Historic Millwork District Parking
Priority classification: Top Priority
CIP projects supporting this Priority: This project was previously funding in the FY15 and FY16 CIP budget.
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This priority is also supported through the FY16 and Proposed FY17 Operating Budget in Economic Development Department.
Priority: Street Maintenance Program
Priority classification: Top Priority
CIP projects supporting this Priority: Street Construction General Repairs (page 238), Street and Alley Assessment Assistance Program
(page 239), Guardrail Replacement (page 240), Pavement Marking Project (page 251), Crosswalk Warning Devices (page 256), Sidewalk
Program - City-Owned Property (page 259), Sidewalk Program Related Curb and Catch Basin Replacements (page 260) and Sidewalk
Inspection Program —Assessable (page 261).
This priority is also supported through the FY16 and Proposed FY17 Operating Budget in Public Works Department.
2021 ORGANIZATIONAL GOAL& CORRESPONDING PRIORITY:
FINANCIALLY RESPONSIBLE CITY GOVERNMENT AND HIGH PERFORMANCE ORGANIZATION
Priority: Debt Reduction Policy
Priority classification: High Priority
CIP projects supporting this Priority: Project name (page number)
This priority is supported through the FY16 and Proposed FY17 Operating Budget in all departments.
MANAGEMENTAGENDA
The City Council also identified projects that were previously on the priority list but whose implementation has already begun and therefore these
projects are now a part of the Dubuque 2015 - 2017 Management Agenda. These represent short-term projects for the City Manager and City of
Dubuque staff and have previously been budgeted in Fiscal Year 2016 or prior.
2015 -2017 Management Agenda items are identified under their corresponding Community, City Council or Organizational Goal:
Economic Prosperity
1) Greater Dubuque Development Corporation: Sustainable Innovation
This priority is being addressed through the FY16 and proposed FY 17 Economic Development Department Operating budget and proposed
FY17 CIP Workforce Development (page 315).
Key Issues:
• Alternative energy options including bio compressed natural gas and hydropower
• IBM Smarter Cities partnership next phase
2015-2017 Actions:
• Council direction on agreement for use of bio compressed natural gas
• Analysis of hydropower opportunities
• IBM partnership agreement for workforce development and open data
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2) Industrial Park Development
This priority is being addressed through the FY16 and proposed FY 17 Economic Development Department Operating budget and proposed
FY17 CIP Dubuque Industrial Center South Signs (page 325).
Key Issues:
• Funding
2015-2017 Actions:
• Develop budget options
• City Council direction on budget and timeline
Social/Cultural Vibrancy
3) National Incident/Event Report
This priority is being addressed through the FY16 and proposed FY 17 Police Department Operating budget and the proposed FY17 CIP
budget under: Body Video Cameras (page 1), Communications Center Alarm Monitoring System (page 2), Self-Contained Breathing
Apparatus Replacement (page 4), and Ladder Truck & Pumper Replacement (page 5).
Key Issues:
• Community engagement
• Community preparedness
2015-2017 Actions:
• Community engagement effort to identify issues
• Review other city and federal reports to develop local best practices
• Prepare report with local options and recommendations
Partnering for a Better Dubuque
4) Skate Park
This priority is being addressed through the FY16 and proposed FY 17 Leisure Services Department Operating budget.
Key Issues:
• Location and scope of project
2015-2017 Actions:
• Contract for evaluation, design and site location
• Initiate private fundraising effort
Financially Responsible City Government and High Performance Organization
5) Police: Review Best Practices
This priority is being addressed through the FY16 and proposed FY 17 Department Operating budgets and the proposed FY 17 CIP budget
under: Augmented Data Support Services (page 365), Major General Ledger Software Upgrade (page 370) and Data Mining and Open Data
(page 372).
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Key Issues:
• Community engagement
• Community preparedness
2015-2017 Actions:
• Review 21 st Century National Police Report to identify best practices and analyze opportunities for Dubuque
• Prepare action plan with options for City Council review and direction
CITY COUNCIL MANAGEMENT IN PROGRESS AND MAJOR PROJECTS:
The following are projects that were identified as the 2017 Management in Progress and Major Projects by the City Council and are included in the
2017 CIP budget according to one of the Community, City or Organizational goals.
2016 — 2017 Management in Progress
Management in Progress are items that were previously a City Council Goal and are now in the implementation phase. These items are
included in the existing FY16 and proposed FY17 Operating budgets unless noted for additional funding. The items are identified under
their corresponding Community, City Council or Organizational Goal:
ECONOMIC PROPERITY GOAL
• Riverfront Leases —also in proposed FY17 CIP Budget (page 267)
• City Leases: Agreement with Board of Realtors
• Air Service Expansion Advocacy
• Dubuque Initiatives: Strategic Plan
• Project HOPE: Program Evaluation Report
• South Port: Environmental Assessment—currently in FY16 Operating Budget, grant funded
ENVIRONMENTAL/ECOLOGICAL INTEGRITY GOAL
• Recycling Pilot Program: Carts Distribution (400)
• Path Forward Air Quality Plan: Implementation
• Community Climate Action and Resiliency Plan - 50% Green House Gas Reduction by 2030: Update —also in proposed FY17 CIP Budget
(page 367)
• Fats/Oils/Grease (FOG) Program: Inspections and Progress Report— in current FY16 CIP budget.
• Lead and Healthy Homes: Grant—currently in FY16 Operating Budget, grant funded
• Iowa Economic Development Authority Community Energy Management Program: Final Report
SOCIAL/CULTURAL VIBRANCY GOAL
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• Campaign for Grade Level Reading Program: AmeriCorps Program, Summer Learning Program
• Voluntary Compliance Agreement: Action Plan Report (HUD Approval), Training for Departments
• Fair Housing Training: Annual
• Housing Choice Voucher Program: Grant Application
• Affirmative Fair Housing: Video/Training Updates, Fair Housing Report and Action Plan
• Intercultural Competency Program within City Government: Recruitment and Retention
• Leadership Enrichment After School Program (LEAP): Grant
• Intercultural Competency Program for Community: School District, Non Profit and Community Organizations, Businesses Train the Trainer
• Multi-Cultural Center: Director Hiring
PLANNED AND MANAGED GROWTH GOAL
• Flood Wall Evaluation Study- also in proposed FY17 CIP Budget for Floodwall Repair program (page 159)
• Alliant Energy Plant Site: Acquisition
• Source of Income Work Group: Report
PARTNERING FOR A BETTER DUBUQUE GOAL
• Sister City Program: Visit to the City, Strategic Plan
• GDDC Broadband/Fiber Optic: Vendor Engagement
• Four Mounds Foundation/HEART Program: Report
• City Volunteers for Economic Opportunity Program: Tool kit for volunteers/internships, volunteer positions in department; United Way
Volunteer Matching Software
• Purchase of Service: Data Collection, Training for Purchase of Service Providers, Reporting mechanism
IMPROVED CONNECTIVITY: TRANSPORTATION AND TELECOMMUNICATIONS
• Smarter Transportation Program: Research, Report
FINANCIALLY RESPONSIBLE CITY GOVERNMENT AND HIGH PERFORMANCE ORGANIZATION:
• Police Officers Recruitment and Retention
• Succession Planning Process: Development best practices assessment
• Non-emergency mobile/portable units: Replacement
• Affordable Care Act: Payroll software update and IRS data reporting
• Open Budget/Open Expenditures software - also in proposed FY17 CIP Budget (page 372)
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2015 — 2017 Major Projects
ENVIRONMENTAL/ECOLOGICAL INTEGRITY GOAL
• Green Alley Projects (73 alleys) — in current FY16 CIP budget
• Bee Branch Project (Garfield to Comiskey) — in current FY16 CIP budget and in proposed FY17 CIP Budget (pages 213, 215, 219, 220)
• Energy Efficient Street Lights - in current FY16 CIP budget and in proposed FY17 CIP Budget (page 273, 282, 287, 289, 294, 298, 309)
PARTNERING FOR A BETTER DUBUQUE GOAL
• Comiskey Park Improvements: Community Engagement, Design — in current FY16 CIP and Operating budget and in Proposed FY17
Operating budget.
• Northwest Arterial Trail — Bergfeld Recreation Trail Connection — underway in current FY16 CIP budget
• Bunker Hill Golf Course Irrigation Improvements (Phase 1: first half) — FY17 CIP (pages 87-93)
IMPROVED CONNECTIVITY: TRANSPORTATION
• Wacker and JFK Traffic Signalization Project— Project complete
• Wilbur Street Retaining Wall — Project complete
• Intermodal Transportation Facility: Opening — in current FY16 CIP and Operating budget and in proposed FY17 Operating budget
• North Cascade Road: Phase 1 — FY17 CIP budget (page 244)
• Utility Extension Project to Airport— in current FY16 CIP budget
• Airport Terminal: Open — in current FY16 CIP budget and in proposed FY17 CIP Budget (pages 141, 147, 149-151, 154-156)
• Southwest Arterial Project: Design, Land Acquisition, English Road Construction - in current FY16 CIP budget and in proposed FY17 CIP
Budget (pages 121, 241, 247, 249)
• Road to Airport Terminal — in current FY16 CIP budget
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Attachment 4
Source of Funds and Important Details
The Fiscal Year 2017-2021 CIP presents a financial plan reflects a $313,475 general property tax levy supported General Obligation Bond borrowing
that was issued in FY 2010 for the purchase of a replacement pumper truck ($1,035,000) and a planned borrowing in FY 2016 for the franchise fee
litigation settlement judgment bond ($2,800,000). No other borrowings included in the Fiscal Year 2017-2021 CIP utilize a debt service levy. It is
anticipated that other borrowing from non utility funds can and will be minimized by using other sources of funds such as future DRA annual
distributions of operating surplus and sales tax revenue.
The following important details are called to your attention about the source of funds:
UTILITIES
Stormwater(User Fees 13.73% / State Revolving Loan Fund 9.82% of Total CIP)
The Stormwater Utility was formed on July 1, 2003, to update the City's aging infrastructure and implement the City of Dubuque Stormwater
Management Plan, which consists of the Bee Branch Watershed Flood Mitigation Project. It is a multi-phased, fiscally responsible investment. It
reflects a holistic approach to mitigate flooding as it will also improve water quality, stimulate investment, and enhance the quality of life. Having
secured the necessary federal and state funding approvals, permits, and funding, Dubuque has pushed forward with planning, execution, and
completion of three phases and the initiation of three more. The phases of the Bee Branch Watershed Flood Mitigation Project are as follows:
DescriptionPhase 1 Carter Road Detention Basin Complete
2 West 32I Street Detention Basin Complete
3 Historic Millwork District Complete
4 Lower Bee Branch Creek Restoration Under Construction
5 Flood Mitigation Gate Replacement Under Design
6 Impervious Surface Reduction Under Construction
7 Upper Bee Branch Creek Restoration Under Construction
8 22n Street Storm Sewer Improvements Under Design
9 Flood Mitigation Maintenance Facility Under Design
10 North End Storm Sewer Improvements Under Design
11 Water Plant Flood Protection Under Design
12 17` Street Storm Sewer Improvements Under Design
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Additional projects will be added through the budget amendment process as the City learned late in the process of the award of a $31.5 million HUD
Resiliency grant for the Bee Branch Watershed.
Individually, the 12 phases of the project may provide some benefit. But flash flooding can be expected to occur until all of the improvements are
implemented. But it is also true that with the completion of each subsequent phase, the threat of flash flood damage is lessened and the resulting
damage will be mitigated.
Because of the public support for the Bee Branch Watershed Flood Mitigation Project, the stated commitment of the City of Dubuque City Council to
implement the various phases of the project, and because the City has already started implementing some of the improvements, non-public
investment in the Bee Branch Watershed has already eclipsed $139 million since 2008 with an additional $215 million expected to follow in the next
five years for a combined total of$354 million in non-public investment. This non-public investment by private developers includes an estimated
$258 million for the rehabilitation of Caradco, Novelty Ironworks, Betty Building, Voices Building, Power Plant, Foundry, Farley Loetscher, Kirby
Building and Wilmac Building all located in the Historic Millwork District; $15.1 million of non-public investment in the Washington Neighborhood
related to Community Housing Initiatives Acquisition & Redevelopment, St. Mary's Campus, Corner Grill, Rusk Building, Conlin Building, Welu
Building, Richards Building, High Building, Streinz Building, Widmeier Building and Engine House; and $2.3 million in non-public investment in the
Downtown Neighborhood related to the Babler Building, 324-326 West Locust Street, 346-348 West Locust Street and 407-409 Loras Boulevard.
The Bee Branch Watershed Flood Mitigation Project will prevent an estimated $582 million in damages over the 100-year design life of the project,
with a return on investment of$6.00 for each $1.00 spent!
Fiscal Year 2017 will be the ninth fiscal year that the Stormwater Fund is recommended to be fully funded by stormwater user fees. The General
Fund will continue to provide funding for the stormwater fee subsidies that provide a 50% subsidy for the stormwater fee charged to property tax
exempt properties, low-to-moderate income residents, and a 75% subsidy for the stormwater fee charged to residential farms. The FY 2017
Stormwater User Fee is proposed to increase from $6.38 per SFU to $6.81 per SFU, a 6.74% increase, consistent with Ordinance 16-14 passed on
March 5, 2014.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Adopted Per
Ordinance 21-12 $8.50 $9.00 $9.00 $9.00 $9.00 $9.00 $9.00
Adopted Per
Ordinance 16-14 $6.38 $6.81 $7.27 $7.76 $8.29 $8.85 $9.00
% Decrease From
Ordinance 21-12 -24.94% -24.33% -19.22% -13.78% -7.89% -1.69% 0%
The recommended rates for FY16 through FY20 reflect the rates previously established by Ordinance 16-14 following the State's approval of
$98.5 million in State Flood Mitigation state sales tax increment funds for the Bee Branch Watershed Flood Mitigation Project. Ordinance 21-12
was the ordinance adopted prior to the City receiving the Flood Mitigation grant.
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Water(User Fees 4.79% /State Revolving Loan Fund 1.52% of Total CIP)
Water revenue represents a portion of the monthly water bill that goes for maintenance, repair, replacement and improvement of the Eagle Point
Water Plant and water distribution system on a pay-as-you-go basis for all projects except the major extensions. The annual payment to the
depreciation fund in Fiscal Year 2016 was $24,100. The Fiscal Year 2017 - 2021 CIP anticipates $1,012,000 in Fiscal Year 2017, $1,292,021 in
Fiscal Year 2018, $1,078,295 in Fiscal Year 2019, $1,288,824 in Fiscal Year 2020, and $1,467,081 in Fiscal Year 2021.
Water State Revolving Loan Funds will be used to finance water projects in FY 2017-2021 as follows: FY 2017 of$478,850, FY 2018 of$759,050,
FY 2019 $474,930, FY 2020 of$981,200, and FY 2021 of$0. Debt service related to the total $2,694,030 Water State Revolving Loan Funds over
the five years will be paid from water fees and offset by reduced payments to Depreciation (Construction Fund). The borrowing supports such
projects as the street program related water main replacements and water main extensions relating to annexations.
Prior to FY 2013, the General fund has been subsidizing a portion of the utility funds use of administrative services such as Engineering
administration, Engineering Project Management, Finance accounting services, Economic Development, Planning Services, Workforce
Development, City Clerk services, Legal services, City Manager's Office including Budget, Geographic Information Systems, Sustainability,
Neighborhood Development, Arts and Cultural Affairs and Personnel. Prior to FY 2013, the Engineering department estimated the amount of time
spent on projects and allocated that time to an Internal Service Fund which is then allocated to the various capital improvement projects that the
personnel work on. The remaining time not allocated to the Internal Service Fund was considered administrative and has been charged to the
General Fund. In addition, administrative departments such as the City Manager's Office, Legal, Planning, Economic Development, City Clerk's
Office and Workforce Development recharged expenses based upon each enterprise fund's percent of the City-wide operating budget, excluding
debt service. The accounting activity of the Finance Department has not been recharged to the other funds with exception of payroll and loan
processing, parking tickets and landfill billing.
Beginning in FY 2013, additional overhead recharges to the utility funds is being phased in over several years. Engineering administrative and
project management expenses that are not recharged to capital projects will be split evenly between the Water, Sewer, Stormwater and General
Funds. Finance accounting expenses and all other administrative departments such as Economic Development, Planning, Workforce Development,
City Clerk, Legal Services and City Manager's Office will be split evenly between Water, Sewer, Stormwater, Refuse Collection and General Funds,
with overhead costs being shared by the Landfill and Parking. This will be fully implemented over time.
The Water Fund's fair share of the City's administrative overhead is 16.67%. In FY 17, the Water Fund will not support any administrative overhead.
In Fiscal Year 2017 it was necessary to reduce the Water administrative overhead recharges until all obligations can be met. The administrative
overhead recharges for Water will begin to be reinstated in FY 2018.
The water fees in FY 2017 are recommended to increase 3%; 0% for operating needs and 3% for capital needs.
Sewer(User Fees 1.64% / Repayments 0.17% / State Revolving Loan Funds 4.43% of Total CIP)
Sewer revenue represents a portion of the monthly sewer bill that goes for the maintenance, repair, replacement and improvement of the Water&
Resource Recovery Center Plant; lift stations, and sewer lines on a pay-as-you-go basis. The annual payment to the depreciation fund in Fiscal
-xxxi -
Year 2016 was $1,155,671. The Fiscal Year 2017-2021 CIP anticipates $346,000 in Fiscal Year 2017, $126,652 in Fiscal Year 2018, $513,774 in
Fiscal Year 2019, $535,433 in Fiscal Year 2020 and $777,534 in Fiscal Year 2021.
Sanitary Sewer State Revolving Loan Funds will be used to finance sewer projects in FY 2017-2021 as follows: $2,040,000 FY17; $1,151,314 FY18;
$1,946,000 FY19; $1,421,000 FY20; and $1,296,000 FY21. The debt service related to the total $7,854,314 State Revolving Loan Funds over the 5-
years will be paid from sewer fees and offset by reduced payments to Depreciation (Construction Fund). The State Revolving Loan Funds support
such projects as sanitary sewer extensions relating to annexation, nutrient reduction strategy and sanitary sewer rehabilitation.
The sewer fees in FY 2017 are recommended to increase 3%; 3% for operating needs and 0% for capital needs.
Prior to FY 2013, the General fund has been subsidizing a portion of the utility funds use of administrative services such as Engineering
administration, Engineering Project Management, Finance accounting services, Economic Development, Planning Services, Workforce
Development, City Clerk services, Legal services, City Manager's Office including Budget, Geographic Information Systems, Sustainability,
Neighborhood Development, Arts and Cultural Affairs and Personnel. Prior to FY 2013, the Engineering department estimated the amount of time
spent on projects and allocated that time to an Internal Service Fund which is then allocated to the various capital improvement projects that the
personnel work on. The remaining time not allocated to the Internal Service Fund was considered administrative and has been charged to the
General Fund. In addition, administrative departments such as the City Manager's Office, Legal, Planning, Economic Development, City Clerk's
Office and Workforce Development recharged expenses based upon each enterprise fund's percent of the City-wide operating budget, excluding
debt service. The accounting activity of the Finance Department has not been recharged to the other funds with exception of payroll and loan
processing, parking tickets and landfill billing.
Beginning in FY 2013, additional overhead recharges to the utility funds is being phased in over several years. Engineering administrative and
project management expenses that are not recharged to capital projects will be split evenly between the Water, Sewer, Stormwater and General
Funds. Finance accounting expenses and all other administrative departments such as Economic Development, Planning, Workforce Development,
City Clerk, Legal Services and City Manager's Office will be split evenly between Water, Sewer, Stormwater, Refuse Collection and General Funds,
with overhead costs being shared by the Landfill and Parking. This will be fully implemented over time.
The Sanitary Sewer Fund's fair share of the City's administrative overhead is 16.67%. In FY 17, the Sanitary Sewer Fund will support 70%.
Parking (User Fees 0.14% / Bonds 0.70% of Total CIP)
Parking revenue represents three primary sources: (a) the balance of prior year depreciation funds set aside for the maintenance and repair of
parking ramps; (b) future payments to the depreciation fund for repair and maintenance of the parking system (there are no budgeted payments to
the depreciation fund in future years due to using existing cash balance); and (c) interest income.
Borrowings are anticipated as follows: $105,000 GO borrowing FY17; $210,000 GO borrowing FY18; $440,000 GO borrowing FY19, $265,000 GO
borrowing in FY20 and $225,000 GO borrowing in FY 21. The debt service related to the total $1,245,000 bonds over the 5-years will be paid from
parking fees and offset by reduced payments to Depreciation (Construction Fund). The GO borrowing supports such projects as Locust ramp
repairs; parking lot repairs; parking meter replacements; and major maintenance on ramps.
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The Greater Downtown TIF historically supported $562,387 in parking related debt in the downtown. In FY 2016, parking fees were increased to
enable the parking fund to meet its debt obligations. In FY 2017, the Greater Downtown TIF will support parking related debt in the downtown as
follows: $282,000 in FY 2017; $230,000 in FY 2018; $255,800 in FY 2019; $238,342 in FY 2020; and $273,800 in FY 2021.
Prior to FY 2013, the General fund has been subsidizing a portion of the utility funds use of administrative services such as Engineering
administration, Engineering Project Management, Finance accounting services, Economic Development, Planning Services, Workforce
Development, City Clerk services, Legal services, City Manager's Office including Budget, Geographic Information Systems, Sustainability,
Neighborhood Development, Arts and Cultural Affairs and Personnel. Prior to FY 2013, the Engineering department estimated the amount of time
spent on projects and allocated that time to an Internal Service Fund which is then allocated to the various capital improvement projects that the
personnel work on. The remaining time not allocated to the Internal Service Fund was considered administrative and has been charged to the
General Fund. In addition, administrative departments such as the City Manager's Office, Legal, Planning, Economic Development, City Clerk's
Office and Workforce Development recharged expenses based upon each enterprise fund's percent of the City-wide operating budget, excluding
debt service. The accounting activity of the Finance Department has not been recharged to the other funds with exception of payroll and loan
processing, parking tickets and landfill billing.
Beginning in FY 2013, additional overhead recharges to the utility funds is being phased in over several years. Engineering administrative and
project management expenses that are not recharged to capital projects will be split evenly between the Water, Sewer, Stormwater and General
Funds. Finance accounting expenses and all other administrative departments such as Economic Development, Planning, Workforce Development,
City Clerk, Legal Services and City Manager's Office will be split evenly between Water, Sewer, Stormwater, Refuse Collection and General Funds,
with overhead costs being shared by the Landfill and Parking. This will be fully implemented over time.
The Parking Fund's fair share of the City's administrative overhead is 8.33%. In FY 17, the Parking Fund will only support 2.17%.
Solid Waste Collection Activities (User Fees 1.28% / Bonds 0% of Total CIP)
Solid waste collection activities revenue represents a portion of the monthly refuse bill that goes for the purchase of solid waste collection vehicles.
The annual payment to the depreciation fund in Fiscal Year 2016 was $224,374 and will be $224,374 in FY 2017, $350,000 in FY 2018, $475,000 in
FY 2019, $550,000 in FY 2020 and $575,000 in FY 2021.
Prior to FY 2013, the General fund has been subsidizing a portion of the utility funds use of administrative services such as Engineering
administration, Engineering Project Management, Finance accounting services, Economic Development, Planning Services, Workforce
Development, City Clerk services, Legal services, City Manager's Office including Budget, Geographic Information Systems, Sustainability,
Neighborhood Development, Arts and Cultural Affairs and Personnel. Prior to FY 2013, the Engineering department estimated the amount of time
spent on projects and allocated that time to an Internal Service Fund which is then allocated to the various capital improvement projects that the
personnel work on. The remaining time not allocated to the Internal Service Fund was considered administrative and has been charged to the
General Fund. In addition, administrative departments such as the City Manager's Office, Legal, Planning, Economic Development, City Clerk's
Office and Workforce Development recharged expenses based upon each enterprise fund's percent of the City-wide operating budget, excluding
debt service. The accounting activity of the Finance Department has not been recharged to the other funds with exception of payroll and loan
processing, parking tickets and landfill billing.
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Beginning in FY 2013, additional overhead recharges to the utility funds is being phased in over several years. Engineering administrative and
project management expenses that are not recharged to capital projects will be split evenly between the Water, Sewer, Stormwater and General
Funds. Finance accounting expenses and all other administrative departments such as Economic Development, Planning, Workforce Development,
City Clerk, Legal Services and City Manager's Office will be split evenly between Water, Sewer, Stormwater, Refuse Collection and General Funds,
with overhead costs being shared by the Landfill and Parking. This will be fully implemented over time.
The Solid Waste Fund's fair share of the City's administrative overhead is 16.67%. In FY 17, the Solid Waste Fund will only support 14.54%.
The solid waste collection fees in FY 2017 are recommended to increase 6.26%.
GENERALFUND
The current revenue amount of$631,550 (0.36% of CIP Total) during the five-year period represents $88,000 in golf funds for improvements to the
Bunker Hill Golf Course, $46,350 in Historic Preservation Loan repayments, $150,000 in Rental Dwelling Rehab Repayments, $300,000 in Greater
Downtown Loan Pool Repayments, and $47,200 in repayments to the Homeownership Loan Program.
LOCAL OPTION SALES TAX (LOST)
The local option Sales and Services Tax approved by the voters on February 2, 1988, provided that 20 percent of the proceeds would be used for:
(a) the upkeep of City-owned property such as sidewalks, steps, storm sewers, walks, curbs, traffic signals and signs, bridges, and buildings and
facilities; (b) transit equipment such as buses; (c) riverfront and wetland developments; and (d) economic development projects. This portion of the
Sales and Services Tax shows up on the CIP Source of Funds Summary as "Sales Tax (20%)"totals $7,739,377 and represents 4.36 percent of the
total CIP.
The local option Sales and Services Tax approved by the voters on February 2, 1988, provided that 30 percent of the proceeds would be used to: (a)
reduce street special assessments by at least 75 percent; and (b) maintain and repair streets. This portion of the Sales and Services Tax shows up
on the CIP Source of Funds Summary as "Sales Tax/Street Projects (30 percent)" and totals $13,644,144, or 7.69 percent of the total CIP.
GAMING
DRA payments represent 1 percent in FY17 of the projected gaming taxes, rent, and admissions from the race track, slots and riverboat operations
($1,113,358 or 0.63% of the total CIP) over the five-year period. When practical in future years, additional revenues will be moved to capital from
operating. To the extent that there is any revenue shortfall in future years, capital projects will be eliminated or deferred. DRA distribution revenue
projections ($7,265,314 or 4.10% of the total CIP) are discounted consistent with the adopted budget guidelines by 5% in FY 2019, 10% in FY 2020
and 15% in FY 2021.
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As reported in prior years, with the reduction in the Dubuque Racing Association's market impacts the City's lease payment from the DRA. The City's
estimated lease payments through FY 2021 have been reduced $26.6 million based on projections from the DRA. These adjustments to the City
budget were made through current years and prior year's budgeting process.
In Calendar Year 2015, gross gaming revenues at the Mystique Casino are down 2.7%. The Dubuque gaming market will be significantly impacted
at the end of May 2016 when the new casino off of Interstate 80 opens in Davenport. The DRA has projected a 1% increase in total revenue and a
3% increase in expenses (primarily driven by an increase in health insurance costs).
The State of Illinois passed a Video Gaming Act on July 13, 2009 which legalized the use of Video Gaming Terminals in liquor licensed
establishments including bars, restaurants, truck stops and certain fraternal and veterans' organizations. In the part of Illinois that impacts the
Dubuque market, the first year of operation of video gaming terminals generated $1 million in revenue monthly. The use of video gaming terminals
has now grown to $6.7 million monthly for the five counties closest to Dubuque (previous impact numbers were based on 13 counties) and in a direct
line with Rockford, IL, which has caused a reduction to the gaming market in Dubuque. The Mystique Casino and Diamond Jo Casino average
monthly revenue is $9.6. This is a similar impact as if a casino the size of the Mystique Casino and the Diamond Jo Casino combined was built half-
way between Dubuque and Rockford. In addition, the recession has also impacted the gaming market. The revised DRA gaming projections include
minimal growth in revenues over the next five years with the growth rate remaining at 1% through 2021.
There is DRA distribution budgeted in this 5-Year Capital Improvement Program budget cycle which has been increased $4,531,069 based on
revised projections from the DRA.
FEDERAL FUNDING
Community Development Block Grant(CDBG)
The Fiscal year 2017 - 2021 CIP anticipates that Community Development Block Grant (CDBG) funds will be $359,794 in FY 2017; $370,794 in FY
2018; $314,194 in FY 2019; $299,794 in FY 2020; and $299,794 in FY 2021 (0.93% of the total CIP). CDBG is budgeted at the same funding level
as FY 16.
Federal Aviation Administration (FAA)
The FAA funding of$8,937,196 (5.04% of the total CIP) provides 90 percent match on most airfield related improvements. The Fiscal Year 2017-
2021 budget includes completion of the new terminal complex.
Federal Transit Administration (FTA)
The FTA funding of$4,613,373 (2.60% of the total CIP) provides for the federal share of the Bus Storage and Maintenance Facility.
Federal STP Funds (14.35% of Total CIP)
Federal funds are anticipated for the Southwest Arterial $12,982,827; $1,324,040 for the Chavenelle Trail from Northwest Arterial to Seippel;
$3,432,000 for North Cascade Road; $7,252,000 for the East West; and $450,000 for Highway 52 Phase 3 and 4.
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Federal Lead Paint Hazard Mitigation Grant (1.08% of Total CIP)
Federal funds for the Lead Paint Hazard Mitigation program awarded in FY 2016 with funding budgeted as follows: $807,740 in FY 2017; $840,900
in FY 2018; $267,660 in FY 2019.
Federal HUD Resiliency Grant (1.69% of Total CIP)
The U.S. Department of Housing and Urban Development (HUD) has awarded the City of Dubuque $31.5 million to assist Bee Branch Watershed
homeowners in repairing and "flood-proofing" their homes and for stormwater infrastructure improvements. $8.4 million for the rehabilitation of 320
housing units, including owner-occupied homes, single-unit rentals, and small, multi-family residential units, all within the targeted Bee Branch
Watershed areas; $9 million for the installation of six 8-foot diameter culverts to convey stormwater from the Upper Bee Branch Creek (currently
under construction) through Canadian Pacific railroad right-of-way to the Lower Bee Branch Creek; $2.6 million for West Locust Street storm sewer
improvements that will increase the capacity of the West Locust Street corridor stormwater management system by constructing a storm sewer from
17th Street toward Rosedale Avenue; and $11.5 million for Kaufmann Avenue Storm Sewer improvements that will increase capacity of the
stormwater management system in this area (from Central Avenue to Kane Street) by constructing a storm sewer with 80 stormwater drains.
STATE FUNDING
Road Use Tax
Road Use Tax Funds (RUTF) of$1,629,472 (0.92% of the total CIP) over five years represents the balance of annual payments not required for
support of the operating budget and funds that had been reserved to finance high priority transportation projects. The Iowa Department of
Transportation (IDOT) provides annual projections on the amount of RUTF the City of Dubuque will receive over the next five years based on a per
capita amount. It should be noted that in FY 2010, the Iowa Department of Revenue increased Road Use Tax Funds (RUT) as a result of higher
vehicle registration fees passed into law in 2008. The increase in Road Use Tax expense has risen at a higher rate than Road Use Tax Fund
revenue. The State Road Use Tax Fund consist of revenues from fuel tax, vehicle registration fees, use tax, driver's license fees and other
miscellaneous sources and is distributed to cities on a per capita basis. The Road Use Tax Fund has decreased as a result of flattening revenues,
dramatically increasing construction costs, aging infrastructure, increased usage, and deferred road maintenance. The gas tax was increased ten
cents beginning in February 2015. The city is estimated to receive $33,947,121 for FY 2017-2021 based on the gas tax increasing ten cents in Fiscal
Year 2015. With increases in City DMATS and State Road Use Tax funds, the City will be able to substantially add to the number of street lights,
keep the Southwest Arterial project moving and continue with major road improvements like North Cascade Road, Central and White Streets.
Sales Tax Increment Revenue (Grant 4.00%/State Revolving Loan Fund 13.62% of Total CIP)
The City secured a $98.5 million grant through the State of Iowa Flood Mitigation program funded by 70% of the sales tax increment revenue
received from the State of Iowa's 5% portion of sales tax received from sales in the City of Dubuque. This revenue will fund the debt service payable
on Sales Tax increment Revenue bonds issued for the Flood Mitigation project known as the Bee Branch Watershed Project. In the five year capital
program, $18,248,700 will be issued in State Revolving Loan Fund and the remainder of sales tax increment revenue will fund pay-as-you-go
projects related to the Bee Branch Watershed project.
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Other State Grants (5.42% of Total CIP)
State funding includes Iowa Department of Transportation Funding for street projects and trails of$2,935,000 are anticipated over the five-year
program.
Iowa Finance Authority funding of$820,730 is anticipated over the five-year program for the Housing Department's Housing Trust Fund to provide
permanently affordable housing or assistance to nonprofit organizations providing the same.
The other state assistance represents State Transit Assistance of$2,026,143 for Vehicle Replacements, bus stop improvements and JFK Transfer
Phase 2.
TAX INCREMENT FINANCING (TIF) (Tax Receipts 7.94%/ Bonds 0.34% of Total CIP)
Dubuque Industrial Center West TIF District
In FY 2006 and 2007, Tax Increment Financing (TIF) funds were committed towards abatement of the 20 year G.O. Bond issue for a Dubuque
Industrial Center West (DICW) expansion and Chavenelle Road extension project, thereby delaying payback to the general fund for prior year
development costs. In FY 2007, the TIF assessed values increased, allowing for additional increment for projects and cost recovery to continue. In
FY 2017, the TIF assessed values increased again from a commercial 12% State equalization order. In FY 2018, subarea B of DICW will end and
$55,157,150 of increment will return to the base.
The FY 2017 CIP includes $30,000 to re-landscape Seippel and Chavenelle intersections and $112,260 for the local match for the Chavenelle Trail
extension from the Northwest Arterial to Seippel. The FY 2018 CIP includes $1,279,500 to rehab Chavenelle Road. $310,000 is included each Fiscal
year to provide funding for Next and the new campaign by the Greater Dubuque Development Corporation to improve the economy in Dubuque. FY
2019 and 2020 includes $50,000 in each year to install and maintain appropriate signs for the Dubuque Industrial Center South consistent with the
current approved signage within and around the City to effectively identify the area and expansion opportunities.
Although not included in this five-year CIP, there is capacity reserved in Dubuque Industrial Center West to grade the farmland purchased for the
industrial park if needed ($1 million in FY 2019 and $2.5 million in FY 2021).
Annexation Initiatives
As annexation and development continues, the City has taken the following initiatives to provide services to annexed areas:
Additional Police Officers (Operating Budget)
With the Police Department's crime strategy, Territory Accountability Design, in full implementation, the department projected the need to increase
Dubuque's current six patrol territories to seven as new areas of the city are developed. To add a seventh territory, five additional police officers
were needed.
Partly in response to this need, the Police Department developed a Sworn Officer Plan which proposed the addition of 15 sworn police officers over
a five-year period, with the first five (four Police Officers and one Police Corporal acting as a Section 8 Investigator) approved in December 2007,
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four more approved in FY 2009, three more approved in FY2010, two more approved in FY2011 and one more approved in FY2012. The plan's
staff increases created sufficient staffing to establish an additional patrol territory.
Additional Snow Plow Drivers and Snow Plow Route (Operating Budget)
Dubuque's expansion will also increased the number of streets and roads that must be maintained bythe City's Public Works Department. In order
to maintain the current level of street maintenance, street cleaning, and snow and ice control to all areas of the city, the Public Works Department
was approved for the addition of a snow plow driver in FY2009 and another is expected to be requested in a future year. Two drivers are needed to
staff a route 24 hours a day in a snow event. The Public Works Department plans to create another snowplow route with these two employees as
annexation and development dictates. In the warm months, this position will be assigned to the Leisure Services Department to maintain City parks
and landscaping in the Washington Neighborhood, Port of Dubuque, Iowa Street and the Locust Street connector. In Fiscal Year 2009, the Public
Works Department also began using Refuse, Recycling and Yard Waste Collection employees at the end of their collection routes and on overtime
to assist in snow removal duties. The City has also developed a plan to use personnel and equipment from other City departments to go from 22
pieces of snow removal equipment to 32 pieces of snow removal equipment in a snow storm that exceeds 5 inches.
Water and Sanitary Sewer Service
The City is in the process of extending sanitary sewers and water service into new development areas or recently annexed areas as part of pre-
annexation agreements.
In 2003, a new water main was activated from Highway 20 north on the east side of the Northwest Arterial to John F. Kennedy Road then west to a
new 1.25 million gallon water tower located at the Dubuque Soccer Complex. By constructing this tower and with this water main extension in the
fourth pressure zone of the City s water distribution system, it allowed growth to take place for residential, commercial and industry to the west of the
community.
To date, both sanitary sewer and water service have been extended through the Dubuque Industrial Center West, along Seippel Road to the north
edge of the Callahan subdivision. Funds are budgeted in the current year to extend service to the 700-acre west-side annexation area as well as the
270-acre Corey/Herrig development on the northwest side of Dubuque. Additionally, service will be extended, in phases over the next two years, to
the 280-acre McNamer residential property on North Cascade Road on the south side of Dubuque. Additional funds are available to extend water
and sewer service to the 643 acres annexed and to other areas under consideration for annexation. The City has spent in excess of$2 million to
replace much of the North Fork Catfish Creek Sanitary Sewer Line.
Over the next year, the City is extending the Granger Creek Interceptor sewer and extending the public water main from the Technology Park South
along highway 151/61 to the north side of the Dubuque Regional Airport. The Granger Creek sanitary sewer and water main extension will provide
immediate sanitary sewer and water services to the Dubuque Regional Airport and portions of the annexation areas that are adjacent to the highway
151/61 corridor.
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Greater Downtown TIF District
This district was formally the Downtown and Ice Harbor TIF districts but now have been combined to the Greater Downtown TIF district. Many
projects, which are City Council priorities, are able to move forward due to the availability of Greater Downtown TIF revenue due to continued growth
to further sustain a rejuvenated downtown and port of Dubuque. The following are projects included in the FY 2017 —2021 CIP:
Jackson Park Construct Rest Room (page 27)—This project provides funding for the construction of rest rooms in Jackson park
($250,000).
Jackson Park Amenities (pages 28) —This project provides funding for the improvement of amenities in Jackson park ($310,000).
Town Clock Plaza Rehab (page 44) - This project ($100,000) provides for concrete work throughout the plaza area.
Grand River Center Carpet Replacement(page 54) - This project ($269,000) provides for the replacement of carpeting at the Grand River
Center.
Grand River Center Market Study and Facility Assessment(page 108) - This project ($65,000) provides for a facility assessment and
market study in preparation of the Grand River Center's first twenty years.
Bluff Street Parking Expansion (page 271) - This project ($175,000) provides for the construction of additional parking and provide
improved pedestrian access and ADA accommodations near the Bluff Street Row houses at 15th Street and Bluff Street. Bluff Street would
be reconfigured by addressing traffic calming measures. Most traffic would follow a re-configured Locust Street that would allow 2 way traffic
to Loras Blvd. Parking bays would be added in the current island between Locust Street and Bluff Street.
Riverfront Leasehold Improvements (page 272) - This project ($261,600) provides funding to deconstruct the former Bowling and Beyond
Building to prepare the site for redevelopment.
Greater Downtown Street Lights (page 273) - This project ($125,000) provides funding for the addition of approximately 130 mid-block
street lights within the Downtown Urban Renewal District and CDBG areas. These additional street lights would be installed on new Alliant
poles. Also, the City would provide LED lights to be installed on either commercial building or residential if property owner agrees to install
and pay for the electrical costs.
Downtown Security Camera Expansion (page 301) - This project ($90,000) provides for the installation of additional security and
surveillance cameras within the Downtown Urban Renewal/TIFF district. This project does not include operational costs. Only capital
equipment costs. The FY2017 - 2021 program also includes video server, video software, and storage replacement.
Downtown Streetlight Replacement Schedule (page 313) - This project ($253,000) provides for a replacement program of the existing 30-
foot white streetlights located in downtown Dubuque. Currently there are approximately 70 white streetlights remaining. The project would
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replace approximately 10 light standards per year. In certain cases, these would be replaced with historical streetlights.
Downtown Urban Renewal District ADA Assistance (page 314) - This project ($87,520) assists property owners, primarily in the
Downtown Urban Renewal Area in making structural changes that make their properties more accessible. The maximum reimbursement a
property could receive will be equal to or less than 50% of the after tax credit project costs, with a maximum of$5,000 reimbursed per
property.
Central Avenue Corridor Initiative - Pilot(page 320) - This project ($40,000) provides for targeted community engagement opportunities
with residents, businesses, non-profits and city staff in the Central Ave Corridor and Washington Neighborhood to set the stage for
community design processes. This phase will utilize the work and findings from past engagement and planning projects and further develop
future plans.
Central Avenue Streetscape Master Plan Implementation (page 323) - This project ($30,000) provides for the implementation of priority
actions in the Central Avenue Streetscape Master Plan. The funds allocated would be used to support infrastructure and streetscaping
priority improvements justified in the master plan. The Central Avenue corridor is part of the Washington Neighborhood Revitalization Plan
and includes the area between Central Avenue between 11th and 22nd streets. Included in this strategy is the redevelopment and
reinvestment in residential and commercial areas in the neighborhood. Some public infrastructure improvements have already been initiated
and the Central Avenue corridor is beginning to see private investment in building improvements and business location.
Washington Neighborhood Subarea (Includes Bluff/west Locust) Building Incentive & Rehabilitation Program (page 324) - This
program ($360,000) provides grants for rehabilitation and adaptive reuse of buildings in the Greater Downtown Urban Renewal District
Washington Neighborhood Subarea. Tax increment proceeds and loan repayments are utilized to capitalize the pool of funds for these
loans. Associated development costs for parking are also included in the budget.
Washington Neighborhood Fagade Program (page 326) - This program ($170,000) provides low interest loans for rehabilitation and
adaptive reuse for buildings and grants for planning/design costs and fapade improvements in the Downtown Washington Neighborhood.
Downtown Housing Improvement Program (page 329) - This program ($150,000) would encourage investment in areas like Central
Avenue, the Bluff/West Locust neighborhood, and other areas of downtown that offer housing many would believe to be inferior to the new
units created in the Millwork District and Lower Main area. As the areas that have received more investment become choice housing for
those working in downtown, it is important to incentive development and investment in the other areas as to minimize the disparity between
the neighborhoods. This program would fill a gap in the City's current housing programs, and has been requested by developers, financial
consultants, and lenders.
Historic Millwork District Subarea Building Incentive & Rehabilitation Program (page 331) - This program ($810,000) provides low-
interest loans for rehabilitation and adaptive reuse of buildings in the Greater Downtown Urban Renewal District Warehouse Subarea. Tax
increment proceeds and loan repayments are utilized to capitalize the pool of funds for these loans. The program will also provide grants of
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up to $10,000 for each new housing unit created in this district. The pool of funds would be made available to complete financing packages
for the immediate creation of market-rate downtown rental and owner-occupied residential units within the Greater Downtown Urban Renewal
District Warehouse Subarea. Market-rate residential units include rental units which are not income restricted or rental units that are
restricted to 80% of median income and less for no more than five years (units must not be restricted to 60% of median income or less, or
any other restriction under 80%) and owner occupied units.
Greater Downtown Revolving Loan Pool (page 333) —This program provides low interest loans for rehabilitation and adaptive reuse for
buildings and grants for planning/design costs and fapade improvements in the Greater Downtown TIF District. This program is funded by
loan repayments ($300,000).
Downtown Housing Creation Program (page 335) - This program ($10,000) provides grants for rehabilitation and adaptive reuse of
buildings in the Greater Downtown Urban Renewal District. Tax increment proceeds and loan repayments are utilized to capitalize the pool
of funds for these grants. The City of Dubuque has established this pool of funds to be made available to complete financing packages for
the creation of market-rate downtown rental and owner-occupied residential units within the Greater Downtown Urban Renewal District.
Projects eligible to receive assistance from this established pool of funds must meet certain requirements.
Bus Storage and Maintenance Facility(page 339) - This project ($1,124,910) provides matching funds for a Federal Grant for the
replacement of The Jule's current Bus Storage and Maintenance Facility (BSMF), located at 2401 Central Avenue.
Homeownership Grants for Purchase/Rehab/Resale (page 351) - This project ($1,150,000) provides for acquisition activities where the
City may purchase abandoned, derelict buildings and houses; or it may purchase housing subject to mortgage foreclosure actions in order to
secure City funds previously loaned as part of rehabilitation activities or other housing to accomplish the goals. Certain improvements will be
made to the properties in order to make them marketable for resale. In this manner, neighborhood conditions are improved, dwellings are
resold to responsible owners and City dollars are returned to the revolving fund.
Washington Neighborhood Housing Initiative (page 359) - This project ($500,000) provides for a partnership between Community
Housing Initiatives, Inc. (CHI) and the City of Dubuque to increase the rate of homeownership and achieve a greater diversity of mixed
household incomes. Twenty(20) single family homes will be acquired and rehabilitated and resold over a four year period. Impact will be
maximized by clustering acquisitions of homes. The fund was capitalized initially with $800,000 from CHI and $500,000 from the City in order
to acquire 21 properties.
North Cascade Housing TIF District
In FY 2014 the City created the first housing TIF district in the Timber Hyrst subdivision off of North Cascade Road. This is a ten year TIF which
requires at least 38.1% of the income generated to be used for Low and Moderate Income residents anywhere in the City of Dubuque. The
percentage to Low and Moderate Income residents can be higher than the required 38.1%. In FY 2019, the percentage for LMI is 63.65%; FY 2020
is 69.37%; FY 2021 is 73.14%; and FY 2022 is 55.38%. All other years are 38.1% to LMI. The LMI Housing TIF revenue can be used for City
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initiatives other than the Homeownership Grants in Targeted Neighborhoods & Purchase/Rehab/Resale and can be used outside the Greater
Downtown TIF Area.
Southwest Arterial Water Main Extension (page 125) - This project ($1,892,500) provides water service to the Southwest Arterial corridor,
including Highway 20 and Southwest Arterial and North Cascade Road to the English Mill pump station.
North Cascade Road Reconstruction (page 248) - This project ($1,031,000) provides for reconstruction of North Cascade Road between
the bridge over Catfish Creek to the future intersection of North Cascade Road and the Southwest Arterial. The project will be developed into
2 phases; Phase 1 (2015) - from Catfish Creek bridge to Edval Lane; and Phase 2 (2016) -from Edval Lane to Southwest Arterial. The
current 24-foot roadway will be widened to accommodate a 35-foot urban "complete street' section with 5-foot paved shoulders/ bike lanes
on each side. The existing curves on North Cascade Road are substandard and will be realigned to improve safety and allow for better sight
distance.
Homeownership Grants for Purchase/Rehab/Resale (page 351) - This project ($2,905,980) provides for acquisition activities where the
City may purchase abandoned, derelict buildings and houses; or it may purchase housing subject to mortgage foreclosure actions in order to
secure City funds previously loaned as part of rehabilitation activities or other housing to accomplish the goals. Certain improvements will be
made to the properties in order to make them marketable for resale. In this manner, neighborhood conditions are improved, dwellings are
resold to responsible owners and City dollars are returned to the revolving fund.
English Ridge Housing TIF District
In FY 2015 the City created a housing TIF district in the English Ridge subdivision off of Stone Valley Drive. This is a ten year TIF which requires at
least 38.1% of the income generated to be used for Low and Moderate Income residents anywhere in the City of Dubuque. The percentage to Low
and Moderate Income residents can be higher than the required 38.1%. The LMI Housing TIF revenue can be used for City initiatives other than the
Homeownership Grants in Targeted Neighborhoods & Purchase/Rehab/Resale and can be used outside the Greater Downtown TIF Area.
English Ridge Park Development(page 10) - This project ($125,000) provides for developing a mini park in the English Ridge subdivision
off Stone Valley Drive.
English Ridge Water Main (page 133) - This project ($330,000) provides a 12" diameter water main on the proposed frontage road from
South West Arterial (round-about) to Stone Valley Drive
Homeownership Grants for Purchase/Rehab/Resale (page 351) - This project ($692,902) provides for acquisition activities where the City
may purchase abandoned, derelict buildings and houses; or it may purchase housing subject to mortgage foreclosure actions in order to
secure City funds previously loaned as part of rehabilitation activities or other housing to accomplish the goals. Certain improvements will be
made to the properties in order to make them marketable for resale. In this manner, neighborhood conditions are improved, dwellings are
resold to responsible owners and City dollars are returned to the revolving fund.
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Derby Grange Housing TIF District
In FY 2016 the City created a housing TIF district in the Derby Grange subdivision at the corner of John F. Kennedy Road and Derby Grange Road.
This is a ten year TIF which requires at least 38.1% of the income generated to be used for Low and Moderate Income residents anywhere in the
City of Dubuque. The percentage to Low and Moderate Income residents can be higher than the required 38.1%. The LMI Housing TIF revenue can
be used for City initiatives other than the Homeownership Grants in Targeted Neighborhoods & Purchase/Rehab/Resale and can be used outside
the Greater Downtown TIF Area.
Homeownership Grants for Purchase/Rehab/Resale (page 351) - This project ($15,816) provides for acquisition activities where the City
may purchase abandoned, derelict buildings and houses; or it may purchase housing subject to mortgage foreclosure actions in order to
secure City funds previously loaned as part of rehabilitation activities or other housing to accomplish the goals. Certain improvements will be
made to the properties in order to make them marketable for resale. In this manner, neighborhood conditions are improved, dwellings are
resold to responsible owners and City dollars are returned to the revolving fund.
MISCELLANEOUS SOURCES
Private Participation (0.60% of Total CIP)
Private contributions represents the non-City share of the cost of several projects including private participation, fund raising, loans, grants and future
resource allocation of City funds. Private participation funds included in the five year CIP include; contribution from the Diamond Jo Casino for the
Port of Dubuque Parking Ramp for maintenance as required by the development agreement ($351,000); County contribution for the Southwest
Arterial ($519,780); County contribution for Fire Hazmat Truck Replacement ($141,440); Insurance reimbursement for the knockdown of traffic
signals ($50,000).
Special Assessments (0.09% of Total CIP)
Special Assessments represent that portion of street and sanitary sewer improvement projects anticipated to be assessed to benefiting property
owners. The $161,250 amount breaks down: (a) $11,250 for sanitary sewer special assessments, and (b) $150,000 for sidewalk lien special
assessments.
Cable TV(0.02% of Total CIP)
It is anticipated that Cable TV funds will be used in the five-year CIP of$30,610 for computer replacements.
-xliii -
IOWA HEADLINES
ONE OF THE MOST VIOLENT YEARS IN CEDAR RAPIDS HISTORY
Cedar Rapids Gazette — Dec. 28, 2014
• Eight homicides in six incidents, CR had not had more than three homicides since 2006
• 93 shootings, previous record wa 64 in 2012
• 9 shooting arrests
90 SHOOTINGS REPORTED IN CEDAR RAPIDS SO FAR THIS YEAR
Cedar Rapids Gazette — Nov. 24, 2015
Shootings reached double digits in June, July and August, but they have decreased since early September
when two people were killed by firearms.
Only three shots -fired incidents have been reported so far this month, which would tie it for the lowest
monthly total since March.
As in years past, gun violence hit the high water mark during the summer. June, July and August had 11, 16
and 14 shooting incidents.
More gunshots reported in Cedar Rapids
Cedar Rapids Gazette — Nov. 25, 2015
A Tuesday night report of gunshots, and the discovery of shell casings at the scene, brought to 91 the
number of gun violence incidents so far this year in the city.
The majority of gunfire incidents this year in the city have not claimed victims.
According to statistics provided by public safety spokesmen Greg Buelow:
• Persons shot: 27
• Structures shot: 30
• Cars shot: 12
• Shell casings located: 22
2014 WAS A DEADLY YEAR FOR WATERLOO
Waterloo/Cedar Falls Courier — March 22, 2015
Crime numbers released by the Waterloo Police Department show 2014 had the highest number of slayings
in 20 years with six people the victim of homicide.
Looking back, Waterloo usually logs two or three homicides a year. In 2012, there were five, with four in
2013. 1993 holds the recent record with nine homicides, five of which remain unsolved.
Homicides weren't the only crimes that showed increases last year. The total number of reported index
crimes -- murder, robbery, rape, aggravated assault, burglary, larceny, and auto theft -- rose from 2,456 in
2013 to 2,729 in 2014, according to the police department's statistics.
1
SHOOTING `EVERY DAY' REQUIRES COMMUNITY RESPONSE
Quad City Times — Sept. 19, 2015
• 125 shootings so far, more than 2014's total
• 29 shooting arrests so far
Davenport man charged with murder in Thursday night shooting
Quad City Times — Sept. 26, 2015
Smith is the fifth person shot and killed this year in Davenport.
Davenport police investigate two shots fired calls Thursday
Quad City Times — Nov. 19, 2015
With the two incidents Thursday the number of shooting incidents in Davenport now stands at 152.
Shots fired Monday night in Davenport
Quad City Times — Jan. 19, 2016
This is the 10th shots -fired or shooting incident reported in Davenport since Jan. 1.
One wounded in Davenport shooting
Quad City Times — Jan. 31, 2016
Friday's incident marks the 18th confirmed shots -fired call Davenport police have investigated in
January.
Including the woman in Friday's incident, six people have been wounded so far this year.
3 men stabbed, shots fired in 2 incidents in Davenport
Quad City Times — Feb. 1, 2016
Davenport Police are investigating three stabbings at a strip club and a shots -fired and home invasion case
in separate incidents early Sunday
SIOUX CITY POLICE CONFIRM THIRD DRIVE-BY SHOOTING
Sioux City Journal — July 9, 2015
A house in the 1500 block of Collins Street was hit by gunfire about 3:30 a.m. Thursday in what police said
is the third drive-by shooting on the Westside within the past three week
2
Friday night shooting in Sioux City leads to two arrests
Sioux City Journal — Oct. 24, 2015
Police have made two arrests in connection with the discharge of a handgun that wounded two people
on Sioux City's west side late Friday night.
Police identify 2nd victim from Friday night shooting in Sioux City
Sioux City Journal — Oct. 28, 2015
Officials have identified the second victim in adomestic shooting that occurred Friday night.
D.M. police respond to multiple drive-by shootings over weekend
Des Moines Register — Oct. 11, 2015
Des Moines police responded to multiple unrelated shootings this weekend that resulted in property damage
but no reported injuries.
Three drive-by shootings reported Tuesday
Des Moines Register — Dec. 2, 2015
Des Moines police responded to three reports of gunshots that hit houses and cars on the city's east side.
... it's more evidence of an apparent uptick in gun violence since the city's suffered five deaths during three
separate shootings in the past 10 days.
"When you look at these last instances, our ability to prevent these instances is pretty limited," said Sgt. Paul
Parizek of Des Moines police. "We've had an uptick in gun -related crimes, but what the contributing factor to
that is, I don't know."
21 Des Moines homicides most since 1990
Des Moines Register — Jan. 5, 2016
If 2015 seemed like a particularly violent and deadly year for Des Moines, it's because it was.
During the year, 21 people were slain within the Des Moines city limits — the most since 1990, which
saw 23 homicides, Des Moines Police St. Paul Parizek said. The highest number the department has on
record was 1978, when Des Moines had 27 homicides.
3
Several big U.S. cities see homicide rates surge
Des Moines Register — July 10, 2015
After years of declining violent crime, several major American cities experienced a dramatic surge in
homicides during the first half of this year.
Police ID murder victim
Telegraph Herald — Sept. 4,2015
The homicide rate in Dubuque so far this year is more than quadruple the average of the past several years.
Dubuque Police Department spokesman Lt. Scott Baxter said the city had averaged just less than one
homicide per year for the last several years. But in 2015, police already have dealt with four cases.
Baxter said the first three homicides involved domestic situations. However, Tuesday's attack was seemingly
random.
Dubuque police investigate 2 more shots -fired reports Wednesday; 1 confirmed
Telegraph Herald — Dec. 3, 2015
Dubuque police received two reports of shots fired Wednesday night, though only one has been confirmed.
Baxter said the Lincoln Avenue shooting marks the 33rd confirmed shots -fired incident this year in
Dubuque.
Police reported 25 such incidents in both 2013 and 2014. The totals from 2009 to 2012 ranged from five to
eight per year.
IOWA POLICE CHIEFS AIM FOR SOLUTION TO RISING GUN VIOLENCE
Meeting in Cedar Rapids shows that Dubuque's recent rise in gun violence is not unique in the state.
Telegraph Herald — Jan. 16, 2016
The chiefs of eastern Iowa's biggest police departments met this week to address across-the-board
increases in gun violence in recent years.
Dubuque, which had 33 confirmed instances of gunshots fired in 2015, is not the only community to see a
spike in shootings in recent years, according to Police Chief Mark Dalsing. During a meeting Wednesday in
Cedar Rapids, police leaders of the host city, Ames, Davenport, Iowa City and Waterloo also reported
increases in recent years.
In Waterloo, police confirmed more than 120 shots -fired incidents in 2015, according to Police Chief
Daniel Trelka. The year before, officers confirmed fewer than 100.
The chiefs will continue to meet to discuss trends and ways to address concerns, Dalsing said. He said he
also will look at working with legislators to find ways for additional legal remedies to shootings.
4
' THE CITY OF
DUB
Masterpiece on the Mississippi
AF NEI
CaII 911 for emergencies 1 Cali 563-589-4415 for non -emergencies
The City of Dubuque has a comprehensive commitment to public
safety. In fact, public safety is one of the key elements of Dubuque's
Comprehensive Plan, a document that outlines the vision for the
future growth and development of the city. As a key element of the
comprehensive plan, public safety is a major consideration when
it comes to prioritizing city resources. In addition to fire, police,
emergency communications, and emergency medical services, public
safety has a broad definition that includes water, sewer, public
health, facility design and maintenance, neighborhood partnerships,
and inspection services for zoning, housing, building, engineering,
health and environmental codes and regulations.
Enhanced Neighborhood Support is
an ongoing campaign and below is a
summary of activities ongoing, currently
under way, or planned for the near future.
Neighborhood Partnerships
• Promoting neighborhood involvement
and communication among residents
• Monthly meetings with Downtown
and Washington Neighborhood
representatives
• City staff attendance at neighborhood
association meetings
• City staff meet monthly with Dubuque
Landlord Association representatives
• Neighbor2Neighbor: Resident -
driven program being piloted in
12 neighborhoods to increase
interaction, collaboration, and
strong, positive relationships among
neighbors
PublicSafety?
Enhanced Neighborhood Support is a campaign by the City of Dubuque
working with partners in the private sector, neighborhood organizations,
not -for -profits, and social and human service organizations to build a
stronger and more resilient Dubuque. Enhanced Neighborhood Support is a
community -wide effort with some focus areas based on funding opportunities
and a recognition of locations
where gun violence has occurred.
The public safety element in the
Comprehensive Plan and community
input (such as the Safe Community
Task Force's recommendations) guide
the City's activities for Enhanced
Neighborhood Support to address
common neighborhood problems such
as crime, nuisances, and problem
properties with the overall goal of
improving neighborhood resiliency.
• Fifteen new police officer positions added
between 2008 and 2012, bringing total
budgeted sworn officer count to 109
• Supplemental policing, special enforcement
projects, and directed patrols in targeted
areas began in Fall 2014 and are ongoing
efforts
• Four patrol investigator positions created
through internal patrol restructuring to
establish a Neighborhood Response Team to
provide additional coverage and investigation
in targeted neighborhoods
• Community -Oriented Policing: Department -
wide philosophy focused on community
engagement since 1995 that involves
detailed examination of underlying issues for
crimes and seeks more long-term solutions
through engaging neighbors and partners
• Continuing collaboration with rental property
owners/managers including providing almost
24,000 tenant background checks since
2012 and offering 17 sessions of "Successful
Rental Property Management" workshop to
nearly 1,100 attendees
• 2.5 emergency communications dispatcher
positions added since 2009
• The Dubuque Fire Department partnered
with the Dubuque County Firefighter's Assoc.
and other local public safety agencies on
the construction of the Dubuque County
Emergency Responder Training Facility,
completed in 2007. The facility enables
firefighters, law enforcement officers,
and EMS workers to train under real-life
emergency situations while doing so in a safe
and controlled environment.
Expansion of Security Cameras
• Existing network of approximately 480 security/
surveillance cameras
• Added 40 new cameras in Fall 2015 where
supported by existing infrastructure
• Installing infrastructure to support another 50
cameras to be installed in Spring 2016
• Fourteen lights converted to LED to assist
cameras in Jackson Park
• Planning for camera installations in 2016 on
West Locust Street from Loras Boulevard to
Rosedale Avenue
• Replaced existing cameras at Comiskey Park in
Fall 2015 and plan for additional cameras in
future
• Added cameras at Central Avenue and 24th
Street in Fall 2015
-‘1"$
• Over 4,600 street lights in Dubuque, nearly half
are City -owned with remainder owned by Alliant
Energy
• 382 City -owned lights converted to LED, with
103 conversions since May 2015
• City Council approved funding for additional new
street lights in October 2015
80 new LED lights were installed on existing
poles in the downtown area in Fall 2015.
Another 45 will be installed by early 2016.
Nearly 100 new LED lights and poles are
planned for 2016.
Over 550 city trees trimmed in Fall 2015 to
improve lighting
• Yard lighting incentive/rebate program available
to all residents. Call 563-589-4150 for details,
• Comprehensive Housing Activities for Neighborhood Growth & Enrichment (CHANGE) is a special project of partners to
enhance neighborhood support by creating homeownership, converting problem properties, and continuing a path toward
neighborhood revitalization throughout the city of Dubuque.
• City and partners are negotiating acquisition of problem properties for rehabilitation and resale as owner -occupied homes. Goal
is another 100 properties over the next 5-7 years. Since 2006, 55 properties have been purchased and rehabilitated and
nearly 530 households have received financial assistance through the City's rehabilitation program.
• Continuing partnerships with public and private sector to renovate challenged properties and encourage home ownership
• Increased enforcement of public nuisance ordinance and monitoring for patterns for
early intervention with neighborhood issues
• Increased enforcement of vacant and abandoned building/property ordinance
• Increased accountability for rental property owners/managers and tenants for issues
with rental properties. Nearly 300 unlicensed rental units were licensed through a
recent campaign.
• City staff will recommend City Council adoption of the International Property
Maintenance Code to address additional health and safety concerns in code
enforcement in residential properties.
Washington Neighborhood
Redevelopment Strategy
• Continuing revitalization initiative
launched in 2004
• Median household income, education
attainment levels, home ownership, and
retail support are increasing.
• Business outreach program under way
:Supporting Community Partnerships:
"The City continues to support a wide range of community partnerships and
initiatives tr) irmirrlye rrrgl.1l r slfety, er iity, and quality of life for all residents.
As recognized by the Safe Community Task Force, safety cannot be achieved solely through
enforcement and infrastructure. It also requires active involvement of residents, and long
term prevention efforts. As Police Chief Mark Da!sing has said, "You cannot simply arrest
your way out of crime. That is a short-lived approach. You need to take a holistic approach
and do long-term problem solving with community partners." Mayor Buol and the City Council have asked state
legislators to form a committee to study the increases in reports of shots fired, shootings, and murders across the state.
EMPOWERING AND CONNECTING RESIDENTS TO RESOURCES
Project HOPE (Helping Our People Excel)
Since 2008, the City of Dubuque and the Community Foundation of Greater Dubuque
have partnered to support Project HOPE. Together with a strong set of partners, Project
HOPE seeks to improve inter -agency collaboration and increase access to services
in order to connect disengaged youth and adults to education and employment
opportunities. Project HOPE initiatives include:
Opportunity Dubuque
Opportunity Dubuque is designed to assist the unemployed and underemployed, high
school students interested in hands-on learning, dislocated workers who need to brush
up on news skills to become more marketable, and referrals from local community
groups and non -profits.
• 359 students have been accepted and placed into the program
• 311 have graduated (186 in advanced manufacturing and 83 in information
technology, and 42 in transportation) and 19 are still in training (92%
graduated or in training)
• 235 of the graduates (96%) are employed or continuing education
30+ employers in construction, advanced manufacturing, transportation and
information technology participating
Re-engage Dubuque
Re-engage Dubuque is a partnership between the Dubuque Community School District,
Northeast Iowa Community College (NICC), the Community Foundation of Greater
Dubuque and the City of Dubuque through the Project HOPE initiative. Re-engage
Dubuque connects young people ages 16 to 21 who did not complete high school to
alternative education options and post -secondary education/training. Re-engagement
coaches work with these young people to develop personalized plans for completing a
high school diploma or a High School Equivalency Diploma (HSED) and exploring options
for further study.
• Since August 2012, the initiative's coaches have connected 308 local high
school dropouts to education opportunities including online courses, alternative
and/or traditional high schools, and adult education programs. Ninety-five have
completed the program and approximately 200 are currently active.
The Circles Initiative is part of an innovative national movement that connects
volunteers and community leaders to families wanting to make the journey out of
poverty. There are barriers that keep even the most motivated from achieving prosperity.
Circles breaks down these barriers by expanding opportunity and support for families as
they create their own paths to stability.
• Only six months after graduating from the program, 50% are employed, 44% are
enrolled in an education program, and 6% have completed a certificate or degree.
• Eighteen months after graduating, 71% are employed, 57% are enrolled in an
education program, and 14% have completed a certificate or degree.
Inclusive Dubuque is a local network of community leaders from faith, business,
education, government, and nonprofits dedicated to advancing justice and social equity
in our community. The network organizes people, identifies issues, and takes action to
challenge and change social and economic structures. The City of Dubuque is one of 55
network partners committed to Inclusive Dubuque's model to build a movement to bring
about change through cross -sector collaboration.
• Local network partners has grown to 55, connected with dozens of community
and state/national partners.
• Completed a Community Equity Profile; 41 trained facilitators lead 60
community dialogues that engaged 585 community members; 1,995 online
surveys completed.
Family Self -Sufficiency
Family Self -Sufficiency (FSS) is a U.S. Housing and Urban Development (HUD)
program for Housing Choice Voucher Program participants. The program encourages
communities to develop local strategies to help participants obtain employment that
will lead to economic independence and self-sufficiency. Since 1997, 98 people have
graduated from Dubuque's FSS program. The program has tripled in size and normally
serves 125 families throughout the year.
• 91% of the graduates are off housing assistance program
• Graduates increased their annual income by 258% and their earned annual
income by 651% while completing the program
Every Child I Every Promise & Grade -Level Reading
Every Child I Every Promise served as a catalyst for the Dubuque Campaign for Grade -
Level Reading. This effort by funders and non-profit partners seeks to ensure that more
low-income children succeed in school and are prepared for college, a career, and active
citizenship. The initiative focuses on the most important predictor of school success
and high school graduation: grade -level reading by the end of third grade.
Reporting Crime or Suspicious Activity
There are a variety of ways to submit information to the Dubuque Police
Department, including anonymous tips.
Call 911 for emergencies and
563-589-4415 for non -emergencies.
Welcome Poe)
4
DA -7(7).1 F
Download the FREE MyDBQ app
Submit a "Crime Tip" using the app. It is
available for free on the App Store and Google Play.
/ Available on the
App Store
Please note: Tips submitted
through MyDBQ and the City's website
are monitored during regular business
hours, Monday - Friday. For more time -
sensitive tips, please call 563-589-
4415 (non -emergency) or dial 911 in
the case of an emergency.
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Government Services
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The Dubuque Police Department Crime Prevention Unit
offers training and assistance to Dubuque residents,
including civic groups, neighborhood associations,
businesses, senior citizens, and youth organizations.
Training topics include, but are not limited to: personal
safety, home security, Successful Rental Property
Management training for landlords, scam/fraud
prevention, workplace violence/active aggressor, and
a variety of other crime prevention topics. In addition
to training, the Crime Prevention Unit also offers:
on-site security assessments (business, residential,
and rental), crime prevention literature and materials,
and child passenger safety seat inspections. For more
information, call 563-589-4410 or visit
www.cityofdubuque.org/police.
Chiefs Message
General Information
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