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Home My WebLink About12-05-16 CC Mtg - C7. Community Development CIP Commission Memorandum REPORT TO: Honorable Mayor and City Commission FROM: Anna Rosenberry, Administrative Services Director SUBJECT: Adopt the Community Development Capital Improvement Plan (CIP) for Fiscal Years 2018-2022. AGENDA ITEM TYPE: Consent MEETING DATE: December 5, 2016 RECOMMENDATION: Adopt the Community Development Capital Improvement Plan (CIP) for Fiscal Years 2018-2022. BACKGROUND: Each year, the City Manager is required to prepare a 5 Year Capital Improvements Plan and submit it to the Commission by December 15th. The Community Development Department, City Manager, and other city staff met in October to develop the attached Capital Plan for the equipment and capital needs. Item of Note: • CD02 – Community Plan/growth Policy Update – This is the second year of funding, in the amount of $100,000. In FY17, the plan was funded with $150,000 from Restricted Cash for Long Range Planning. We proposed to fund the FY18 amounts from the same source, and will make the final determination of amounts available at budget time. • GF199 – Professional Building Reconfiguration – Phase 2 has been moved out one year to FY19. 47 • Revenue Projections: The Community Development Fund now has four fees that are restricted for use on long-range and other planning document updates, and technology (Long-Range, Conservation Overlay, Entryway Corridor, and Technology.) We have based our estimates of these revenues on the average of the past 5 years (when these fees have been in place.) Fees Restricted for Plan Updates/Technology Average FY16 FY15 FY14 FY13 FY12 Plus: Long Range Planning Restricted Cash 58,948 179,309 51,000 32,931 19,350 12,150 Plus: Conservation Overlay Restricted Cash 53,702 198,286 11,700 16,100 24,775 17,650 Plus: Entryway Corridor Restricted Cash 19,687 61,712 7,231 7,025 11,390 11,075 Plus: Technology Restricted Cash 3,547 17,733 Total Restricted Fees 135,884 457,040 69,931 56,056 55,515 40,875 UNRESOLVED ISSUES: None. ALTERNATIVES: As suggested by the City Commission. If the Commission does not wish to adopt this schedule tonight, it can be scheduled for approval on a later agenda. FISCAL EFFECTS: This step in the process has no fiscal effect. Once adopted, the Capital Improvements Plan becomes the basis of the City Manager’s Recommended Budget for FY18. Report compiled on: November 16, 2016 Attached: Community Development CIP 48 Community Development FundCapital Improvement PlanFinancial SummaryCurrent YearFY17 FY18 FY19 FY20 FY21 FY22 UnscheduledProjected Beginning Reserve Balance Dedicated to CIP 206,000$ 141,884$ 120,465$ (91,598)$ (37,842)$ 34,749$ Plus: Long Range Planning Restricted Cash 58,948$ Plus: Conservation Overlay Restricted Cash 53,702$ Plus: Entryway Corridor Restricted Cash 19,687$ Plus: Technology Restricted Cash 3,547$ Plus: Planning Revenues Dedicated to CIP‐$ 78,581$ 80,153$ 81,756$ 83,391$ 85,059$ Plus: General Fund/Other Contribution Less: Scheduled CIP Project Costs (200,000)$ (100,000)$ (292,215)$ (28,000)$ (10,800)$ ‐$ ‐$ Projected Year‐End Cash Dedicated to CIP 141,884$ 120,465$ (91,598)$ (37,842)$ 34,749$ 119,807$ Assumptions Made for Revenue Estimates: Current YearFY17 FY18 FY19 FY20 FY21 FY22Estimated Annual Community Development Revenues 1,055,344$ 1,055,344$ 1,076,451$ 1,097,980$ 1,119,939$ 1,142,338$ (Excludes interfund transfers) Estimated Growth in Revenues‐ 2% 2% 2% 2% 2%Total Estimated Revenues 1,055,344$ 1,076,451$ 1,097,980$ 1,119,939$ 1,142,338$ 1,165,185$ Current Revenues Dedicated to CIP % 7.3% 7.3% 7.3% 7.3% 7.3% 7.3% Plus: Increase Dedicated to Capital Improvements % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Total % Dedicated to CIP 7.3% 7.3% 7.3% 7.3% 7.3% 7.3%Total Estimated Revenues Dedicated to CIP 77,040$ 78,581$ 80,153$ 81,756$ 83,391$ 85,059$ ProjectedProjectedCURRENT350,000300,000250,000200,000150,000100,00050,0000Community Development Projects & Equipment49 CIP PROJECT FUPROJ.DEPARTMENTPROJECT NAMEUnscheduledFY21FY18FY19FY20FY22Community DevelopmentCD01COMMUNITY DVEHICLE REPLACEMENT$28,000CD02COMMUNITY DEVELOPMENTCOMMUNITY PLAN/GROWTH POLICY UPDATE$100,000CD03COMMUNITY DCOMPUTER HARDWARE$10,800CD05COMMUNITY DCOPIER REPLACEMENT$35,000GF199COMMUNITY DEVELOPMENTPROFESSIONAL BUILDING RECONFIGURATION ‐ PHASE 2$257,215Summary for Community Development (5 items)Totals by year:$10,800$100,000FY21FY22FY18UnscheduledFY20$28,000$292,215FY1950 CIP Project Fund Community Development PROJECT NUMBER CD01 DEPARTMENT COMMUNITY DEVELOPMENT PROJECT NAME VEHICLE REPLACEMENT FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Replacement of the current vehicle, a 2003 Honda CRV purchased in 2005 (asset # 3283). The vehicle is used by Planning Staff for site visits to projects, posting notices on-site, in-town meetings, and driving to meetings or conferences within Montana and other department activities (WL01-WL32) . Replacement would be with a fuel efficient medium size vehicle, possibly a hybrid. Anticipated upcoming maintenance cost of approximately $1,000 for repairs to make dash lights operational. *Previous Year Plans, this item was number: GF064 ALTERNATIVES CONSIDERED Continue to operate the existing vehicles with increasing maintenance costs. ADVANTAGES OF APPROVAL Provide functional transportation with reduced maintenance costs. Because of the age of the existing vehicle, maintenance costs are likely to increase to keep it functional. Recent repairs include power windows and routine maintenance. The vehicle needs numerous minor repairs, including dashboard lights, that continue to be deferred. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: No new costs are expected as maintenance is already performed on the existing vehicle. However, maintenance and repair costs are anticipated to increase due to the age of the vehicle. FUNDING SOURCES Community Development Fund New Replacement Equipment Project FY20 $28,000 FY21 FY22 51 CIP Project Fund Community Development PROJECT NUMBER CD02 DEPARTMENT COMMUNITY DEVELOPMENT PROJECT NAME COMMUNITY PLAN/GROWTH POLICY UPDATE FY18 $100,000 FY19 Unscheduled DESCRIPTION OF PROJECT This is the second-year of funding for the development of the Growth Policy (aka Community Plan). Previous plans have projected forward based on primarily local population and land use data. However, the economy is very different today and changes nationally and locally are happening quickly. We need a market analysis to look at what is under-served in Bozeman commercially/industrially, where trends are headed nationwide, and how Bozeman fits into the larger trade area. Outlying communities can now support their own services which used to be provided by Bozeman, e.g. medical care and shopping. Our industrial lands are positioned to old economy infrastructure, e.g. rail. What kind of industry do we want (coordinate with Econ Dev plan), what does it need for land and infrastructure, and where do we put it to support industry? Regardless of any other action, access to land is a limiting factor. We need to begin to identify substantial expansion areas for industrial and commercial spaces. There is a substantial change in demographics happening with rapid aging, deferred onset of household formation, and smaller households. This is not matching well with the housing stock in the area. The myth of the rural west continues to hold on even though most of the population of Gallatin County has been urbanized for over 20 years. The perception of Bozeman as a “rich” place is directly countered by the high level of poverty. In order to allow for constructive conversations and allow elected officials to make informed decisions, we need better insights on our population: is poverty based on students with low incomes, retirees on fixed incomes, and/or working households with low wages? New policies should be based on current data and projections for the future which will require extensive research and analysis. Another cost as part of the project will be continued public engagement. Our best practices of the past have resulted in a very small percentage of the population participating in decisions that will affect the future of the community. We plan to build on the public outreach for the Strategic Plan: and, we are seeking funding to use programs such as mySidewalk/Mindmixer, On line City Hall, and/or Metroquest to allow electronic participation in the process to reach out to a larger portion of the community and different segments of the community. ALTERNATIVES CONSIDERED None. This update was directed by the City Commission during consideration of status of plan during FY 2015. In addition, Montana requires that the plan be assessed every five years to determine the need for an update. ADVANTAGES OF APPROVAL This project, at this time, would be able to benefit from the upcoming Strategic Plan process the city is planning to undertake. By utilizing results of public outreach, the growth policy update will take less time and cost less. In addition, the growth policy update will include the gathering and analysis of data such as demographics, residential and commercial square footage absorption rates, job growth, and other economic and demographic data that will support the development of the new Economic Development Plan. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Plan will be updated/re-evaluated in 5 years. Potential future costs that may be associated with implementation of policies incorporated within the plan which in the past has included subarea plans or neighborhood plans. FUNDING SOURCES Community Development Restricted Cash Accounts, Community Development Fund, General Fund New Replacement Equipment Project FY20 FY21 FY22 52 CIP Project Fund Community Development PROJECT NUMBER CD03 DEPARTMENT COMMUNITY DEVELOPMENT PROJECT NAME COMPUTER HARDWARE FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Replace computer hardware; replacements planned for years FY18 and FY20 did not meet the CIP capital threshold and will be included in budget requests for those years. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Keeping computer hardware current diminishes the need for service calls and also facilitates the production of planning review by ensuring computers are able to run effective updated software. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED IT support, software updates FUNDING SOURCES Community Development Fund New Replacement Equipment Project FY20 FY21 $10,800 FY22 53 CIP Project Fund Community Development PROJECT NUMBER CD05 DEPARTMENT COMMUNITY DEVELOPMENT PROJECT NAME Copier Replacement FY18 FY19 $35,000 Unscheduled DESCRIPTION OF PROJECT Replace combination copier/scanner. This is an essential primary work tool for Community Development for production of staff reports, intake of applications, and many other daily duties. The coper is shared with Public Works. The anticipated service life for this type of equipment under the use conditions and loads is five years of less. Mechanical failure are becoming more common with the existing machine. ALTERNATIVES CONSIDERED A lease may be an alternative. Experience with leasing has not been particularly positive. Efforts to continue with increasing maintenance may extend service life some but there are associated costs financially and with lost productivity during breakdowns. Given the level of time sensitive deadlines for the department substantial and frequent down times are not acceptable. ADVANTAGES OF APPROVAL Enable departments to continue to produce and process applications and materials. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No additional expenses are anticipated. Standard operating expenses are included in the annual budgets and are not anticipated to change substantially. FUNDING SOURCES General fund, planning fund New Replacement Equipment Project FY20 FY21 FY22 54 CIP Project Fund Community Development PROJECT NUMBER GF199 DEPARTMENT COMMUNITY DEVELOPMENT PROJECT NAME PROFESSIONAL BUILDING RECONFIGURATION - Phase 2 FY18 FY19 $257,215 Unscheduled DESCRIPTION OF PROJECT The City is responding to growth by adding staff to meet the increased demand for services in our community. We have also reorganized divisions (Community Development) and created other divisions (Stormwater) to improve efficiency and better serve our community. In order to accommodate this grow, we need to remodel the Stiff Building. In FY16 the City Commission approved a Phase 1 of the remodel that will provide a better use of existing space by relocating certain functions to the basement and reclaiming unused square footage. Approval of Phase II would allow the consolidation of Community Development (Planning and Building) together on one floor and the consolidation of Public Works Services (Engineering, GIS and Stormwater) together on another floor. This will allow better coordination of staff and better service to our public. Phase 1 is anticipated to be completed late spring of 2016. ALTERNATIVES CONSIDERED Continue to operate as we are today ADVANTAGES OF APPROVAL Community Development would be able to consolidate its operations and services to allow for an integrated customer-focused service delivery model. It will also provide Public Works with the ability to collocate its services in the Stiff Building. Finally it will help the City to take a planned and efficient approach to building utilization and service optimization. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No additional operating costs anticipated for building reconfiguration. FUNDING SOURCES Building Inspection, Community Development, General Fund, Parking, Water New Replacement Equipment Project FY20 FY21 FY22 55