Loading...
HomeMy WebLinkAboutFiscal Years 2019-2023 Capital Improvements Program, City of BozemanCAPITAL IMPROVEMENTS  PROGRAM  Fiscal Years 2019‐2023 City of Bozeman, Montana  Adopted  Capital Improvements Program  For Fiscal Years 2019‐2023  Presented And Adopted during Public Meetings held   November 2017 – December 2017  City Commission  Carson Taylor, Mayor  Cynthia Andrus, Deputy Mayor  Jeff Krauss, Commissioner  Chris Mehl, Commissioner  I‐Ho Pomeroy, Commissioner   Andrea Surratt, City Manager  Anna Rosenberry, Assistant City Manager  Kristin Donald, Finance Director  Robin Crough, City Clerk  LETTER FROM THE CITY MANAGER  Dear City Commission and Residents of Bozeman:  We are proud to present to you the City of Bozeman, 2019‐2023 Capital Improvement Program. This five‐year  Capital Improvement Plan (CIP) is a commitment to improving and maintaining the City of Bozeman’s facilities,  parks and roads to aid in the vision of Bozeman being the most livable place.   The CIP performed in compliance with State and municipal code, State Law requires the City to maintain  a Capital Improvement Plan for our Development Impact Fee programs.  Under Montana Code Annotated  (MCA), this Capital Improvement Plan provides the schedules and cost projections required under MCA  §7‐6‐1602(2)(k)(i‐iv). In Article 5.06 of the adopted City Charter, the City Manager is responsible for preparing and submitting a multi‐year capital program to the City Commission no later than December 15 for the ensuing fiscal year. This five‐year plan includes long‐range plans for our current facilities while keeping in mind level of service  standards. In a community with relatively high cost of living, the ability of citizens to afford the needed utility  rate, fee, and assessment levels is of concern.  At the same time, the City strives to keep existing facilities  properly maintained — and not pass deferred maintenance costs and problems on to future generations. The  staff have taken a lot of time and care in preparing this document.  At times of rapid growth, as we are experiencing once again, the need for expanded public facilities and services  is at its peak.  A carefully developed CIP plans for these expansions and communicates our intent to citizens  and the development community. The plan has been developed with the strategic vision statements as a  driving force.   In closing, I respectfully submit the 2019‐2023 Capital Improvement Plan to the residents of the City of  Bozeman. The City will continue to invest in capital infrastructure in order to keep Bozeman as a vibrant and  active city.  Respectfully,  Andrea Surratt Andrea Surratt  City Manager  TABLE OF CONTENTS  Introduction and Overview .............................................................................................................................. 1  Background .................................................................................................................................................. 1  CIP Process ................................................................................................................................................... 2  CIP Funding .................................................................................................................................................. 6  2019‐2023 CIP Project Summary ..................................................................................................................... 7  2019‐2023 CIP Financial Summary ................................................................................................................ 10  Fund Summaries:  Arterial & Collector District ....................................................................................................................... 11  Building Inspection ................................................................................................................................... 43  Community Development ......................................................................................................................... 49  Fire Equipment & Capital .......................................................................................................................... 55  Fire Impact Fee ......................................................................................................................................... 67  Forestry Tree Maintenance District .......................................................................................................... 71  General ..................................................................................................................................................... 79  Library Depreciation ............................................................................................................................... 163  Parking .................................................................................................................................................... 169  Solid Waste ............................................................................................................................................. 181  Stormwater ............................................................................................................................................. 193  Street & Curb Reconstruction ................................................................................................................. 213  Street Impact Fee.................................................................................................................................... 231  Street Maintenance ................................................................................................................................ 273  Wastewater ............................................................................................................................................ 321  Wastewater Impact Fee .......................................................................................................................... 351  Water ...................................................................................................................................................... 367  Water Impact Fee ................................................................................................................................... 419  INTRODUCTION AND OVERVIEW  One of the primary responsibilities of local government is to properly preserve, maintain, and improve a  community’s stock of buildings, streets, parks, water and sewer lines, and equipment.  Planning for these  capital improvements is a matter of prudent financial management, as well as sound development  practice.    At times of rapid growth, as we are experiencing once again, the need for expanded public facilities and  services is at its peak.  A carefully developed CIP plans for these expansions and communicates our intent  to citizens and the development community.  In times of economic contraction, like the past‐prolonged  recession, capital improvements were often put off (deferred) as a way of trimming budgets.  While this  can be appropriate in cases, an annual analysis and focus on necessary capital improvements helps to  ensure those capital deferrals, and their impact on the community, are fully vetted.  Background  To provide service to its citizens, a city government needs funding for costs such as salaries, supplies, and  other operating items. Most public services also entail costs for furniture, automobiles, other equipment  and vehicles, land, and construction of buildings or other public facilities. These costs are separated into  two large categories: (1) operating expenditures, and (2) capital outlays.  Operating expenditures include personnel costs, day‐to‐day maintenance and operation of City assets,  and the acquisition of goods that are consumed or used up as a service is provided. These types of  expenses cost less on a unit basis than most capital outlays, and they recur at roughly the same level from  year to year.  Capital outlays occur on a periodic basis. Within the broad category of capital outlay expenditures, there  are  two  subgroups:  (a)  capital  equipment  and  (b)  capital  improvements.  The  City  budgets  capital  equipment annually through the CIP process. The City budgets capital improvements annually through  dedicated revenue. Capital improvement expenses also generate operating costs that must be recognized  and accommodated.  The CIP includes any planned expenditure of $10,000 or greater, that results in the acquisition of an asset  with a useful life of 3 years or more. There is a couple of “exceptions” or “extensions” of this definition  that we have found helpful and necessary in past years:  General Planning Documents (master plans, community surveys, etc.) are NOT included in our CIP; Specific plans that involve pre‐engineering or preliminary design of facilities are often (but not always) included in the CIP. Software purchases that could potentially be “software as a service”.  Cloud based services are beginning to replace our purchase of outright software and hardware.  In the CIP, we have treated 1 the software projects as a capital outlay purchase; although a “service” type, solution may actually  be chosen during the bidding/proposal process.    State law and City charter require the City to prepare the CIP. State Law requires the City to maintain a  Capital Improvement Plan for our Development Impact Fee programs.   Under Montana Code Annotated  (MCA), this Capital Improvement Plan provides the schedules and cost projections required under MCA  §7‐6‐1602(2)(k)(i‐iv). In Article 5.06 of the adopted City Charter, the City Manager is responsible for preparing and submitting a multi‐year capital program to the City Commission no later than December 15 for the ensuing fiscal year.  The plan must be revised and extended each year with regard to projects not yet completed.  This plan is required to include: 1.A clear general summary of contents; 2.Identification of the long‐term goals of the community; 3.A list of all capital improvements and other capital expenditures which are proposed to be undertaken during the fiscal years next ensuing, with appropriate supporting information as to the necessity for each; 4.Cost  estimates  and  recommended  time  schedules  for  each  improvement  or  other  capital expenditure; 5.Method of financing upon which each capital expenditure is to be reliant; 6.The  estimated  annual  cost  of  operating  and  maintaining  the  facilities  to  be  constructed  or acquired; 7.A commentary on how the plan addresses the sustainability of the community or region of which it is a part; and 8.Methods to measure outcomes and performance of the capital plan related to the long‐term goals of the community. CIP Process  Each year, we begin the process of updating our Capital Improvements Plan in September.  Finance works  in coordination with City departments and the City manager’s Office to recommend projects that can be  undertaken within the funds available. The process is completed when the Commission adopts a final  budget with capital items approved, usually in the following June, see the following calendar:  2 There  are  many  considerations  when  developing  the  plan  from  basi c  o p e r a t i o n a l  n e e d s  t o  g r o w t h .  T h e   following descriptions are the areas considered when developing the CIP:  City Vision and Strategic Goals  The City recently adopted goals to develop a five‐year Strategic Plan and revised its vision.  The Plan  has been the subject of numerous citizen engagement efforts and public meeting discussions. The  •Departments make new CIP requests •Departments make note of any changes to existing CIP projects. September:  •City Manager and staff meet to review new and existing projects; modify any timing, cost or revenue estimates. •Impact Fee Advisory Committee receives and reviews proposed Impact Fee CIP schedules and forwards comments to City Commission. October/November:  •City Manager presents Draft CIP to City Commission prior to December 15th. •City Commission holds public hearings, takes public comment and adopts CIP Plan for ensuing fiscal year. November/December:  •Adopted CIP is integrated into City Manager’s Recommended Budget for ensuing fiscal year. •Commission, via adopting a final budget, appropriates dollars for CIP projects for the fiscal year. January‐ June:  3 Strategic Plan initiatives to date have been included and planned for in this CIP.   Below are the vision  and vision statements adopted by the Commission May 15, 2017:  Vision Bozeman remains a safe, inclusive community, fostering civic engagement and creativity, with a  thriving diversified economy, a strong environmental ethic, and a high quality of life as our community  grows and changes.  Strategic Vision Statements:   1) An Engaged Community. We foster a culture of engagement and civic leadership based on innovation and best practices involving community members of all backgrounds and perspectives. 2) An Innovative Economy. We grow a diversified and innovative economy leveraging our natural amenities, skilled and creative people, and educational resources to generate economic opportunities. 3) A Safe, Welcoming Community. We embrace a safe, healthy, welcoming and inclusive community. 4) A Well‐Planned City. We maintain our community's quality of life as it grows and changes, honoring our sense of place and the 'Bozeman feel' as we plan for a livable, affordable, more connected city. 5) A Creative, Learning Culture. We expand learning, education, arts, expression and creativity for all ages. 6) A Sustainable Environment. We cultivate a strong environmental ethic, protecting our clean air, water, open spaces and climate, and promote environmentally sustainable businesses and lifestyles. 7) A  High  Performance  Organization.  We  operate  as  an  ethical,  high  performance  organization anticipating future needs, utilizing best practices, and striving for continuous improvement. Level of Service (LOS) Standards  Most of the City’s long‐range plans establish level of service standards.  These standards are  critical to planning for the needs of future city residents.  In some cases, such as water quality or  wastewater discharge, these standards are often established or guided by outside regulating  bodies.  The CIP does not frequently reference specific LOS, but the underlying facility and staffing  plans will contain detailed discussions of levels of service, and how the City should address  increasing or decreasing levels of service through infrastructure and staffing recommendations.  Policies for the Physical Development of our Community  The City’s Unified Development Code (UDC) is a combination of both Subdivision and Zoning  regulations  for  development  within  the  City.    The  Code  is  subject  to  amendment  by  the  Commission, after public notices and hearings are held.  The UDC applies to both private and city‐ owned projects.  The City is currently underway with “The Bozeman Code Update,” a public  process to update the City’s Unified Development Code (UDC). The UDC covers a diverse range of  4 topics, including, zoning, design standards, subdivisions, wetland, and permit review procedures.  The key feature of the update is to translate the community's expectations for development as  expressed in the Community Plan into a concise and useable set of regulations.   Our Current Facilities and their Condition:  The City has a number of long‐range (20‐year) facility plans:  Water Treatment & Distribution Facilities Wastewater Collection & Treatment Facilities Stormwater Collection & Treatment Facilities Fire Station, Equipment & Staffing Police Station & Staffing Parks, Recreation, Trails & Open Space Transportation System Plan These studies examine the condition and placement of existing facilities, area growth projections  and pattern, regulatory changes, and possible funding mechanisms.  The plans analyze various  alternatives and make recommendations for implementation.  Our Community’s Ability to Pay for Planned Improvements  In a community with relatively high cost of living, the ability of citizens to afford the needed utility  rate, fee, and assessment levels is of concern.  At the same time, the City strives to keep existing  facilities properly maintained — and not pass deferred maintenance costs and problems on to  future generations.  The City has adopted a Utility Rate Studies for Water and Wastewater services.  These studies give  us an indication of how and when utility rates must be increased to pay for the needed water and  wastewater system improvements.  For General Fund (Administration, Parks, Recreation, Library, Police, and Fire) facilities and Street  construction, the City does not have the ability to easily increase tax levels for funding.  The City’s  voters must approve any tax levy increase, and state law establishes maximum debt levels.    In November 2007, the City of Bozeman voters approved a four mill perpetual levy to establish a  Fire Equipment and Capital Replacement fund.  This fund was added to the CIP plan, and the funds  are  for  replacements  of  fire  engines,  ladder  trucks,  and  other capital  improvements  to  fire  stations.    In the summer of 2015, the city successfully created a citywide Arterial & Collector Street Special  District,  under  the  special  distr i c t  l a w s  o f  t h e  s t a t e .   T h e  D istrict  is  meant  to  fund  street  5 maintenance and (re)construction on Arterial & Collector streets that is NOT eligible to be funded  by impact fees.  The CIP includes a 5‐year plan for capital projects for this new district.     CIP Funding  The program is designed and planned by fund. Within those funds, the method for funding the project is  determined. Some funds have fees or taxes that are specific to capital improvement or maintenance.  Some larger projects financing is required and bonds and other funding mechanisms need to be used.  The  next chart shows the funding for each area in the plan with exception any debt issuance, which can vary  year to year depending on the projects and priority for the plan year. The Capital Improvement Program  is then adopted but is not considered funded until the Budget is adopted in June. In addition, certain  funding is not final until a passing on election ballot.   Arterial and Collector  District (Special Revenue  Fund) •Assessment •Local Share for projects Building Inspection Fund  (Special Revenue Fund) •Charges for services Community Development  Fund (Special Revenue  Fund) •Internal appropriation  and other restricted  cash Fire Equipment and  Capital Fund (Special  Revenue Fund) •Dedicated tax 4 Mills Fire Impact Fee (Special  Revenue Fund) •Impact Fee revenue Forestry‐ Tree  Maintenance District  (Special Revenue Fund) •Tree Assessment General Fund •Taxes and Charges for  services Library Depreciation  Fund •Appropriations from  General Fund Parking (Enterprise Fund) •Revenue for charges for  services and  enforcement Solid Waste Fund  (Enterprise Fund) •Charges for Services Storm Water Fund  (Enterprise Fund) •Charges for Services Street and Curb  Reconstruction (Special  Revenue Fund) •Assessment Street Impact Fee  (Special Revenue Fund) •Impact Fees Street Maintenance  District (Special Revenue  Fund) •Assessment Wastewater Fund  (Enterprise Fund) •Charge for Services Wastewater Impact Fee  (Included in Wastewater  Fund) •Impact fees Water Fund (Enterprise  Fund) •Charges for services Water Impact Fee  (Included in Water Fund) •Impact fees 6 2019‐2023 CIP PROJECT SUMMARY  This five‐year plan has $231 million in scheduled projects and $240 million unscheduled. For scheduled  by fund the General fund is the largest with some major projects on the horizon and the Water fund has  a tank replacement making it the second largest.  Street Impact Fee is close with 12% with new projects  near the School District’s new High School.   2019  The plan includes large sewer capacity projects that aid in the School District’s efforts in building a new  High school. These infrastructure projects are the Davis Lift  Station WWIF24 and the Front Street Interceptor WWIF11,  and are scheduled in the Wastewater Impact Fee fund. Both  projects will require financing in order to be completed for a  total of just under $8 million. With these two capacity efforts  there  are  Street  Impact  Fee  and  Arterial  Collector  shared  projects to fund the building of the roads surrounding the new  high school. The Law & Justice Center has been presented as  a project occur in FY19 and FY21 but with the funding, we can  7 change the timing and funding for a different option. Beyond major projects, there is planned road  maintenance, vehicle replacements and building improvements.   2020  The outlook for the 2020 includes another sewer capacity‐expanding project that is dependent on the  Davis Lift Station being done in 2019. The Norton East  Ranch Outfall Diversion WWIF38 is $3,320,000 and  will need financing at this point in the plan. There are  again major roads funded through the Street Impact  Fee Fund and Arterial Collector fund a good portion  is for building of the roads surrounding the new high  school. Fire Station 1 is planned in this year; this will  be  an  expansion  and  relocation  of  the  current  station.  Along  with  these  major  projects  road  maintenance,  vehicle  replacements  and  building  improvements are in the plan as well.   2021  This includes a water fund major project for the Lyman Tank and  Transmission Main Construction W88, which will be funded through  financing for $10million. Griffin 7th to Rouse SIF113 funded by Street  Impact Fees and Arterial collector funds is scheduled in FY21 for a  project total of $3.7 million. This is also the $20 million portion of  the Law Justice Center is scheduled.   2022  The Indoor/Outdoor aquatics center is planned for FY22 and  will be funded through bonds going to the citizens for a vote.  The Water fund has an over $6million projects, PRV Phase 2 ‐  Automation and Instrumentation Upgrades W71 which will  provide necessary water system maintenance work. Routine  vehicle  replacements,  pipe  replacements  and  road  maintenance is planned.  2023  Fowler connection (Huffine to Oak) SIF114 funded by Street Impact Fees and Arterial collector funds is  scheduled in FY23 for a project total of $7.5 million. Wastewater Impact Fees has a capacity project N  8 Frontage Rd Interceptor WWIF20 scheduled for just under $5.3 million. The relocation of Fire Station 2 is  scheduled to align with service needs as outlined in the adopted master plan.   UNSCHEDULED  The unscheduled items are in need within the five years or just after. Several large and high dollar projects  remain unscheduled due to funding, timing and other unresolved issues.   9 20 1 9 ‐ 2 0 2 3   C I P   F I N A N C I A L   S U M M A R Y   10 Ar t e r i a l   &   C o l l e c t o r   D i s t r i c t   F u n d Ca p i t a l   I m p r o v e m e n t   P l a n Fi n a n c i a l   S u m m a r y Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 F Y 2 1 F Y 2 2 F Y 2 3 Unscheduled Pr o j e c t e d   B e g i n n i n g   R e s e r v e   B a l a n c e   D e d i c a t e d   t o   C I P 1, 4 7 4 , 9 1 7 $              2, 4 2 5 , 3 2 1 $                      1, 2 8 6 , 5 4 3 $              3, 7 7 9 , 8 8 4 $            1, 2 4 7 , 7 1 0 $             3, 2 1 6 , 9 2 6 $                 P l u s :     A s s e s s m e n t   R e v e n u e s   D e d i c a t e d   t o   C I P 1 , 8 0 6 , 5 1 3 $              1 , 1 2 8 , 6 4 3 $                      1 , 1 5 1 , 2 1 6 $              1, 2 0 8 , 7 7 7 $            1, 2 6 9 , 2 1 6 $             1, 3 4 5 , 3 6 9 $              ‐$   Pl u s :   P a y b a c k   R e v e n u e 22 1 , 8 9 1 $                    60 0 , 5 7 9 $                            59 1 , 7 9 2 $                    36 1 , 0 4 9 $                  Pl u s :   N e w   G a s   T a x   d o l l a r s 20 0 , 0 0 0 $                    70 0 , 0 0 0 $                            70 0 , 0 0 0 $                    70 0 , 0 0 0 $                  70 0 , 0 0 0 $                   70 0 , 0 0 0 $                    Pl u s :   D e v e l o p e r   c o n t r i b u t i o n   S I F 1 0 5   a n d   S I F   1 3 4 1 , 6 8 3 , 3 3 3 $                 L e s s :     S c h e d u l e d   C I P   P r o j e c t   C o s t s ( 1 , 2 7 8 , 0 0 0 ) $            ( 3 , 5 6 8 , 0 0 0 ) $                    ( 1 , 6 3 3 , 0 0 0 ) $          ( 4 , 8 0 2 , 0 0 0 ) $        ‐ $   ( 5 , 2 5 0 , 0 0 0 ) $            (7,454,000)$       Pr o j e c t e d   Y e a r ‐ E n d   C a s h   D e d i c a t e d   t o   C I P 2, 4 2 5 , 3 2 1 $              1, 2 8 6 , 5 4 3 $                      3, 7 7 9 , 8 8 4 $              1, 2 4 7 , 7 1 0 $            3, 2 1 6 , 9 2 6 $             12 , 2 9 4 $                          Be g i n n i n g   B a l a n c e   o f   P a y b a c k   I m p r o v e m e n t s : (2 , 5 4 4 , 6 6 6 ) $                      (2 , 3 2 2 , 7 7 5 ) $                                (1 , 8 5 5 , 1 9 6 ) $                      (1 , 2 6 3 , 4 0 5 ) $                   (1 , 4 0 2 , 3 5 6 ) $                      (1 , 4 0 2 , 3 5 6 ) $                     (1,402,356)$       SI F 0 3 6   ‐   P a y b a c k   D i s t r i c t SI F 0 4 6   ‐   G a l l a t i n   C o u n t y   S I D SI F 0 7 3   ‐   P a y b a c k   D i s t r i c t (404,000)$          SI F 0 7 6   ‐   P a y b a c k   D i s t r i c t (5 0 0 , 0 0 0 ) $                         SI F 0 8 0   ‐   G a l l a t i n   C o u n t y   S I D   37 8 , 6 8 8 $   36 9 , 9 0 1 $                              36 1 , 0 4 9 $                           SI F 0 8 0 ‐   F l a n d e r s   P a y b a c k 22 1 , 8 9 1 $                                2 2 1 , 8 9 1 $   22 1 , 8 9 1 $                              SI F 1 0 9   ‐   G a l l a t i n   C o u n t y   P a y b a c k / S I D (1 3 3 , 0 0 0 ) $   SI F 1 1 3   ‐   P a y b a c k   D i s t r i c t (6 6 6 , 6 6 7 ) $                            SI F 1 1 7   ‐   P a y b a c k   D i s t r i c t (8 3 , 3 3 3 ) $                             SI F 1 1 8   ‐   P a y b a c k   D i s t r i c t (750,000)$          SI F 1 3 8 ‐   P a y b a c k   D i s t r i c t (3 3 3 , 3 3 3 ) $                           En d i n g   B a l a n c e   o f   P a y b a c k   I m p r o v e m e n t s : (2 , 3 2 2 , 7 7 5 ) $                      (1 , 8 5 5 , 1 9 6 ) $                                (1 , 2 6 3 , 4 0 5 ) $                      (1 , 4 0 2 , 3 5 6 ) $                   (1 , 4 0 2 , 3 5 6 ) $                      (1 , 4 0 2 , 3 5 6 ) $                     (1,806,356)$       A ss u m p t i o n s   M a d e   f o r   R e v e n u e   E s t i m a t e s Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY 2 2 FY 2 3 Es t i m a t e d   A n n u a l   A s s e s s m e n t   R e v e n u e s * 1, 0 9 5 , 0 0 0 $                 1, 1 0 6 , 5 1 3 $                         1, 1 2 8 , 6 4 3 $                 1, 1 5 1 , 2 1 6 $                1,2 0 8 , 7 7 7 $                  1,2 6 9 , 2 1 6 $                     E s t i m a t e d   A n n u a l   I n c r e a s e 6 5 . 0 % 2% 2% 5% 5% 6% To t a l   E s t i m a t e d   R e v e n u e s 1, 8 0 6 , 5 1 3 $                 1, 1 2 8 , 6 4 3 $                         1, 1 5 1 , 2 1 6 $                 1, 2 0 8 , 7 7 7 $                1,2 6 9 , 2 1 6 $                  1,3 4 5 , 3 6 9 $                  Cu r r e n t   R e v e n u e s   D e d i c a t e d   t o   C I P   % 1 0 0 . 0 % 10 0 . 0 % 10 0 . 0 % 10 0 . 0 % 10 0 . 0 % 10 0 . 0 %    P l u s :     I n c r e a s e   D e d i c a t e d   t o   C I P 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0.0 % 0. 0 %    T o t a l   %   D e d i c a t e d   t o   C I P 10 0 . 0 % 10 0 . 0 % 10 0 . 0 % 10 0 . 0 % 10 0 . 0 % 10 0 . 0 % To t a l   E s t i m a t e d   R e v e n u e s   D e d i c a t e d   t o   C I P 1, 8 0 6 , 5 1 3 $                 1, 1 2 8 , 6 4 3 $                         1, 1 5 1 , 2 1 6 $                 1, 2 0 8 , 7 7 7 $                1,2 6 9 , 2 1 6 $                  1,3 4 5 , 3 6 9 $                  *  A s s e s s m e n t   w i l l   d e c r e a s e   w i t h   i n c r e a s e d   G a s   T a x   F u n d i n g Pr o j e c t e d Pr o j e c t e d C U R R E N T $ ( 1 , 6 3 3 , 0 0 0 ) $ ( 4 , 8 0 2 , 0 0 0 ) $ ‐ $ ( 5 , 2 5 0 , 0 0 0 ) $ ( 7 , 4 5 4 , 0 0 0 ) FY 1 9 FY 2 0 FY 2 1 FY 2 2 FY 2 3 U N S C H E D U L E D AR T E R I A L   &   C O L L E C T O R   P R O J E C T S   11 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 Ar t e r i a l & Co l l e c t o r St r e e t s SI F 0 5 7 Ar t e r i a l & Co l l e c t o r OA K ( F L A N D E R S M I L L T O R Y U N S U N WA Y ) - C O N S T R U C T I O N $5 0 0 , 0 0 0 SI F 0 5 8 Ar t e r i a l & Co l l e c t o r OA K & N 2 7 T H ( I N T E R S E C T I O N IM P R O V E M E N T S ) - D E S I G N & CO N S T R U C T I O N $2 0 0 , 0 0 0 SI F 0 6 2 Ar t e r i a l & Co l l e c t o r DU R S T O N ( F O W L E R T O F E R G U S O N ) - CO N S T R U C T I O N $7 6 0 , 0 0 0 SI F 0 6 3 Ar t e r i a l & Co l l e c t o r FO W L E R & B A B C O C K ( I N T E R S E C T I O N IM P R O V E M E N T S ) - C O N S T R U C T I O N $400,000 SI F 0 7 3 Ar t e r i a l & Co l l e c t o r FO W L E R & D U R S T O N ( I N T E R S E C T I O N IM P R O V E M E N T S ) - C O N S T R U C T I O N * $404,000 SI F 0 7 6 Ar t e r i a l & Co l l e c t o r FO W L E R C O N N E C T I O N ( H U F F I N E T O OA K ) - D E S I G N ( I N C L U D E S 3 IN T E R S E C T I O N S ) * $5 0 0 , 0 0 0 SI F 0 8 5 Ar t e r i a l & C o l l e c BA X T E R ( 7 T H T O 1 9 T H ) - C O N S T R U C T I O N $1 , 5 0 0 , 0 0 0 SI F 0 8 6 Ar t e r i a l & Co l l e c t o r BA X T E R & C O T T O N W O O D ( I N T E R S E C T I O N IM P R O V E M E N T S ) - C O N S T R U C T I O N $500,000 SI F 1 0 6 Ar t e r i a l & Co l l e c t o r TR A N S P O R T A T I O N D E M A N D MA N A G E M E N T C O N T R A C T $5 0 , 0 0 0 SI F 1 0 8 Ar t e r i a l & Co l l e c t o r S 3 R D A N D G R A F ( I N T E R S E C T I O N IM P R O V E M E N T S ) - C O N S T R U C T I O N $3 0 0 , 0 0 0 SI F 1 0 9 Ar t e r i a l & Co l l e c t o r OA K ( R O U S E T H R O U G H C A N N E R Y DI S T R I C T ) - C O N S T R U C T I O N * $1 3 3 , 0 0 0 SI F 1 1 0 Ar t e r i a l & Co l l e c t o r MA N L E Y & G R I F F I N ( I N T E R S E C T I O N IM P R O V E M E N T S ) - C O N S T R U C T I O N $4 0 0 , 0 0 0 SI F 1 1 1 Ar t e r i a l & Co l l e c t o r HI G H L A N D ( M A I N T O K A G Y ) - CO N S T R U C T I O N & D E S I G N $5,000,000 SI F 1 1 3 Ar t e r i a l & Co l l e c t o r GR I F F I N ( 7 T H T O R O U S E ) - CO N S T R U C T I O N * $2 , 0 0 0 , 0 0 0 SI F 1 1 4 Ar t e r i a l & Co l l e c t o r FO W L E R C O N N E C T I O N ( H U F F I N E T O OA K ) - C O N S T R U C T I O N $3,750,000 SI F 1 1 6 Ar t e r i a l & Co l l e c t o r BR I D G E R D R & S T O R Y M I L L R D (I N T E R S E C T I O N I M P R O V E M E N T S ) - CO N S T R U C T I O N $3 0 0 , 0 0 0 12 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 SI F 1 1 7 Ar t e r i a l & Co l l e c t o r ST O R Y M I L L ( G R I F F I N T O B R I D G E R ) - CO N S T R U C T I O N * $2 5 0 , 0 0 0 SI F 1 1 8 Ar t e r i a l & Co l l e c t o r BA B C O C K ( 1 1 T H A V E T O 1 9 T H A V E ) - CO N S T R U C T I O N * $750,000 SI F 1 2 1 Ar t e r i a l & Co l l e c t o r BA X T E R & D A V I S ( I N T E R S E C T I O N IM P R O V E M E N T S ) - R O U N D A B O U T CO N S T R U C T I O N $5 0 0 , 0 0 0 SI F 1 3 4 Ar t e r i a l & Co l l e c t o r OA K ( C O T T O N W O O D T O F L A N D E R S MI L L ) - C O N S T R U C T I O N $4 3 3 , 0 0 0 SI F 1 3 8 Ar t e r i a l & Co l l e c t o r CO T T O N W O O D R O A D , O A K T O B A X T E R - CO N S T R U C T I O N * $1,000,000 SI F 1 4 2 Ar t e r i a l & Co l l e c t o r DU R S T O N R O A D & N . 2 7 T H (I N T E R S E C T I O N I M P R O V E M E N T S ) - CO N S T R U C T I O N $300,000 $5,250,000 $3 , 4 4 3 , 0 0 0 $1 , 3 3 3 , 0 0 0 $3 , 0 5 0 , 0 0 0 $6,854,000 To t a l s b y D E P A R T M E N T Ar t e r i a l & Co l l e c t o r St r e e t s A& C 0 0 1 Ar t e r i a l & Co l l e c t o r OA K M E D I A N C O N S T R U C T I O N ( 7 T H T O 19 T H ) $600,000 A& C 0 0 2 Ar t e r i a l & C o l l e c MI O V I S I O N T R A F F I C D A T A S Y S T E M $5 0 , 0 0 0 A& C 0 0 3 Ar t e r i a l & C o l l e c TR A F F I C M O D E L I N G S O F T W A R E $1 5 , 0 0 0 A& C 0 0 4 Ar t e r i a l & C o l l e c OA K & 7 T H R E S T R I P I N G $6 0 , 0 0 0 A& C 0 0 5 Ar t e r i a l & Co l l e c t o r CO L L E G E ( 8 T H T O 1 9 T H ) - D E S I G N RE C O N S T R U C T I O N $3 0 0 , 0 0 0 A& C 0 0 6 Ar t e r i a l & Co l l e c t o r CO L L E G E ( 8 T H T O 1 9 T H ) - RE C O N S T R U C T I O N $1 , 7 5 2 , 0 0 0 $1 2 5 , 0 0 0 $3 0 0 , 0 0 0 $1 , 7 5 2 , 0 0 0 $600,000 To t a l s b y D E P A R T M E N T Su m m a r y f o r A r t e r i a l & C o l l e c t o r S t r e e t s ( 2 8 i t e m s ) To t a l s b y y e a r : $5,250,000 $3 , 5 6 8 , 0 0 0 $1 , 6 3 3 , 0 0 0 $7,454,000FY23 FY 1 9 FY 2 0 Unscheduled FY 2 2 $4 , 8 0 2 , 0 0 0 FY 2 1 13 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER A&C001 DEPARTMENT Arterial & Collector Streets PROJECT NAME Oak Median Construction (7th to 19th) FY19 FY20 Unscheduled $600,000 DESCRIPTION OF PROJECT Replace the two way left turn lane with a landscaped median on Oak St between 7th and 19th. This project will also add street lights along the corridor. ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL This project may be used to limit access for some of th eprivate driveways, but is primarily an aesthetic improvement. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES New Replacement Equipment Project FY21 FY22 FY23 14 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER A&C002 DEPARTMENT Arterial & Collector Streets PROJECT NAME Miovision Traffic data system FY19 $50,000 FY20 Unscheduled DESCRIPTION OF PROJECT Purchase of modern traffic counting devices to provide current data for the City's new Transportation Model ALTERNATIVES CONSIDERED Do nothing ADVANTAGES OF APPROVAL Allows us to populate our new transportation model with best available data resulting in best possible information ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED na FUNDING SOURCES na New Replacement Equipment Project FY21 FY22 FY23 15 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER A&C003 DEPARTMENT Arterial & Collector Streets PROJECT NAME Traffic Modeling Software FY19 $15,000 FY20 Unscheduled DESCRIPTION OF PROJECT Traffic modeling guides many important decisions resulting in improved performance of the transportation network. This software purchase will leverage considerable investments already in place (e.g., WTI & MDT modeling efforts). The model will run alongside existing water and wastewater modeling packages to provide advanced understanding of current conditions, including the impacts of future development. ALTERNATIVES CONSIDERED Use professional contracted services for modeling analysis. ADVANTAGES OF APPROVAL This software leverages previous investments in transportation modeling efforts while bringing maintenance responsibilities in-house. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual software maintenance costs are estimated to be under $2,500. FUNDING SOURCES N/A New Replacement Equipment Project FY21 FY22 FY23 16 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER A&C004 DEPARTMENT Arterial & Collector Streets PROJECT NAME Oak & 7th Restriping FY19 $60,000 FY20 Unscheduled DESCRIPTION OF PROJECT Restripe the intersection of Oak and 7th. ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES New Replacement Equipment Project FY21 FY22 FY23 17 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER A&C005 DEPARTMENT Arterial & Collector Streets PROJECT NAME College (8th to 19th) - Design Reconstruction FY19 FY20 $300,000 Unscheduled DESCRIPTION OF PROJECT RDesign College, from 19th to 8th, to an urban minor arterial standard. The street is already in a failing condition and continues to function; however, eventually the street will become deteriorated to a point where it is unfeasible to maintain and keep open to public use. This project will provide the design for a city standard street section, with ADA compliant pedestrian ramps, pavement markings, and signage which will improve pedestrian safety. Also, new asphalt and drainage improvements will eliminate potholes and minimize ice buildup. ADA compliance and MS4 permit compliance will be met at completion. ALTERNATIVES CONSIDERED Accept the current failing configuration ADVANTAGES OF APPROVAL Enhances safety and drainage, preserves pavement ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES Arterial & Collector 100% New Replacement Equipment Project FY21 FY22 FY23 18 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER A&C006 DEPARTMENT Arterial & Collector Streets PROJECT NAME College (8th to 19th) - Reconstruction FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Reconstruct College, from 19th to 8th, to an urban minor arterial standard. The street is already in a failing condition and continues to function; however, eventually the street will become deteriorated to a point where it is unfeasible to maintain and keep open to public use. This project will provide a city standard street section, with ADA compliant pedestrian ramps, pavement markings, and signage which will improve pedestrian safety. Also, new asphalt and drainage improvements will eliminate potholes and minimize ice buildup. ADA compliance and MS4 permit compliance will be met at completion. ALTERNATIVES CONSIDERED Accept the current failing configuration ADVANTAGES OF APPROVAL Enhances safety and drainage, preserves pavement ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES Arterial & Collector 100% New Replacement Equipment Project FY21 $1,752,000 FY22 FY23 19 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF057 DEPARTMENT Arterial & Collector PROJECT NAME Oak (Flanders Mill to Ryun Sun Way) - Construction FY19 FY20 $500,000 Unscheduled DESCRIPTION OF PROJECT This project is the completion of the street segment of Oak St, from Flanders Mill to Ryun Sun Way, to a five-lane urban principal arterial standard. This project increases capacity directly by constructing new segments of arterial roadway and by adding additional lanes, dedicated bike lanes and sidewalks. Future developments in this area may not be allowed to proceed until these improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. This project will complete an important east-west link between Ferguson and Cottonwood, and conformance with the Transportation Master Plan will be attained. A payback District or SID may be created to leverage other stakeholders. Other affected projects include intersection improvements at Oak and Cottonwood, Oak and Flanders Mill, Oak and Ferguson, Oak Street - New Holland to Ferguson. ALTERNATIVES CONSIDERED Construct segment by segment as adjacent parcels develop. ADVANTAGES OF APPROVAL Increased capacity, connectivity and safety in this corridor, both for motorized vehicles as well as bicycles and pedestrians. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($1,300,000) the Arterial & Collector District ($500.000) and local participation. The Flander's Mill development is expected to be a partner in the construction of the segments adjacent to their development. New Replacement Equipment Project FY21 FY22 FY23 20 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF058 DEPARTMENT Arterial & Collector PROJECT NAME Oak & N 27th (Intersection Improvements) - Design & Construction FY19 $200,000 FY20 Unscheduled DESCRIPTION OF PROJECT Improve the intersection control at the intersection of Oak and N 27th. This intersection is currently 2-way stop controlled. Replacing it with a signal will greatly increase its capacity. The level of service at this intersection has degraded to unacceptable levels. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan will be attained at completion. Other affected projects include Oak Street corridor projects and North 27th Street improvements project. ALTERNATIVES CONSIDERED Accept the current level of service (do nothing). Secure additional financing by creating an SID or Payback District. ADVANTAGES OF APPROVAL Increased capacity at this intersection. Facilitates development currently occurring in this part of the city and network performance overall. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($800,000) and the Arterial & Collector District ($200,000). New Replacement Equipment Project FY21 FY22 FY23 21 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF062 DEPARTMENT Arterial & Collector PROJECT NAME Durston (Fowler to Ferguson) - Construction FY19 $760,000 FY20 Unscheduled DESCRIPTION OF PROJECT Complete Durston Rd, from Cottonwood to Fowler, to a three-lane urban minor arterial standard. This project directly increase capacity by adding additional lanes, dedicated bike lanes and sidewalks. Future developments in this area may not be allowed to proceed until these improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Connectivity already exists at this location, it is capacity that is affected. With completion, conformance with the Transportation Master Plan will be attained. A payback District or SID may be created to leverage other stakeholders. Other affected projects include intersection improvements at Durston & Ferguson, Durston & Fowler, Durston & Flanders Mill. ALTERNATIVES CONSIDERED Construct segment by segment as adjacent parcels develop. ADVANTAGES OF APPROVAL Increased capacity and safety in this corridor, both for motorized vehicles as well as bicycles and pedestrians. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($757,421) and the Arterial & Collector District ($757,421). A payback district may be created to reimburse both funds for any local share (project related) costs that may be allocated to future developments. New Replacement Equipment Project FY21 FY22 FY23 22 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF063 DEPARTMENT Arterial & Collector PROJECT NAME Fowler & Babcock (Intersection Improvements) - Construction FY19 FY20 Unscheduled $400,000 DESCRIPTION OF PROJECT Install a traffic signal, roundabout, or other adequate traffic control device at the intersection of Fowler and Babcock. This intersection is currently 1-way stop controlled. Replacing it with a signal or roundabout will greatly increase its capacity. East- west connectivity already exists at this location. North-south connectivity is still lacking. Peak hour level of service for northbound traffic is degrading due to lack of north-south connectivity in the network. The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan will be attained at completion. A Payback District or SID may be created to leverage other stakeholders. Other affected projects include Fowler corridor improvements. ALTERNATIVES CONSIDERED Identified in the 2007 Transportation Plan Update. Includes installation of a traffic signal, roundabout or other adequate traffic control device when warrants are met. ADVANTAGES OF APPROVAL Increased capacity and safety at this intersection. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($1,600,000) and the Arterial & Collector District ($400,000). New Replacement Equipment Project FY21 FY22 FY23 23 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF073 DEPARTMENT Arterial & Collector PROJECT NAME Fowler & Durston (Intersection Improvements) - Construction* FY19 FY20 Unscheduled $404,000 DESCRIPTION OF PROJECT Improve the intersection control at the intersection of Fowler and Durston. This intersection is currently 1- way stop controlled. Replacing it with a signal or roundabout will greatly increase its capacity. East-west connectivity already exists at this location. North-south connectivity is still lacking. The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan will be attained at completion. Other affected projects include Fowler corridor street improvements. ALTERNATIVES CONSIDERED Accept the current level of service (do nothing). Alternative financing could be provided by creating an SID or Payback District. ADVANTAGES OF APPROVAL Improves an imporant connecting element in the network. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($1,616,000) and the Arterial & Collector District ($404,000). A development payback district may be created to reimburse Arterial & Collector District for any local share (project related) costs that may be allocated to future developments (estimated at $404,000). New Replacement Equipment Project FY21 FY22 FY23 24 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF076 DEPARTMENT Arterial & Collector PROJECT NAME Fowler Connection (Huffine to Oak) - Design (Includes 3 Intersections)* FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Design Fowler from Huffine to Oak to an urban minor arterial standard, including three intersections. This project directly increase capacity by adding additional travel lanes, dedicated bike lanes and sidewalks and making improvements to the intersections. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. This project completes an important north-south connection on the west side of town. With its completion, the Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan will be attained. A Payback District or SID may be created to leverage other stakeholders. Other affected projects include intersection improvements at Fowler and Durston and Fowler and Oak. ALTERNATIVES CONSIDERED Construct segment by segment as adjacent parcels develop. ADVANTAGES OF APPROVAL This project will complete an important north-south connection, expand the capacity of our street network and improve safety for drivers and pedestrians. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($500,000) and the Arterial & Collector District ($500,000). A development payback district may be created to reimburse Arterial & Collector District for any local share (project related) costs that may be allocated to future developments (estimated at $500,000). New Replacement Equipment Project FY21 $500,000 FY22 FY23 25 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF085 DEPARTMENT Arterial & Collector PROJECT NAME Baxter (7th to 19th) - Construction FY19 $1,500,000 FY20 Unscheduled DESCRIPTION OF PROJECT Street Reconstruction ALTERNATIVES CONSIDERED SID for full financing, Urban funds or incremental construction by developers. ADVANTAGES OF APPROVAL This project will expand the capacity of our street network and improve safety for drivers and pedestrians. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded 100% by Street Impact Fees New Replacement Equipment Project FY21 FY22 FY23 26 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF086 DEPARTMENT Arterial & Collector PROJECT NAME Baxter & Cottonwood (Intersection Improvements) - Construction FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Improve the intersection at Baxter and Cottonwood. This intersection is currently 1-way stop controlled. Replacing it with a signal or roundabout will greatly increase its capacity. East-west connectivity already exists at this location. North-south connectivity is still lacking. The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan will be attained at completion. Other affected projects include Cottonwood corridor improvements and Baxter corridor improvements. ALTERNATIVES CONSIDERED Identified in the 2007 Transportation Plan Update. Includes installation of a traffic signal, roundabout or other adequate traffic control device when warrants are met. ADVANTAGES OF APPROVAL Increased capacity and safety at this intersection. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($2,000,000) and the Arterial & Collector District ($500,000). New Replacement Equipment Project FY21 FY22 FY23 $500,000 27 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF106 DEPARTMENT Arterial & Collector PROJECT NAME Transportation Demand Management Contract FY19 $50,000 FY20 Unscheduled DESCRIPTION OF PROJECT Explore the potential for reducing vehicle demand on the network at peak hours by flexible start times, work from home incentives etc. This project is important because the funding available to increase capacity by building physical improvements to the network is unlikely to ever be sufficient. This project supplements that effort by reducing overall demand on the network. ALTERNATIVES CONSIDERED Do nothing ADVANTAGES OF APPROVAL May improve peak hour LOS in many locations by directly reducing demand ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES Three-year commitment with Western Transportation Institute and MSU. FY17 was the first year of funding. FY18 & FY19 are the remaining years. 33% Impact Fee, 33% Montana State University, 33% Western Transportation Institute New Replacement Equipment Project FY21 FY22 FY23 28 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF108 DEPARTMENT Arterial & Collector PROJECT NAME S 3rd and Graf (Intersection Improvements) - Construction FY19 $300,000 FY20 Unscheduled DESCRIPTION OF PROJECT Improve the intersection control at S 3rd and Graf. This is currently a stop controlled intersection. Installation of a roundabout will directly increase capacity. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. The Level of Service (LOS) Standard (BMC) will be attained at completion. ALTERNATIVES CONSIDERED Accept the existing level of service, create an SID for financing. ADVANTAGES OF APPROVAL Increased capacity and safety at this intersection. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($1,200,000) and the Arterial & Collector District ($300,000). New Replacement Equipment Project FY21 FY22 FY23 29 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF109 DEPARTMENT Arterial & Collector PROJECT NAME Oak (Rouse through Cannery District) - Construction* FY19 $133,000 FY20 Unscheduled DESCRIPTION OF PROJECT This project consists of improving Oak from Rouse through the Cannery District to include curb, gutter, sidewalks, and a turning lane to provide a complete arterial street standard. The Cannery District will be responsible for the cost of curb, gutter, and sidewalk along their property frontage as well as the turn lane to access two drive accesses that allow a left turn movement from Oak Street into the Cannery District. Future developments in this area may not be allowed to proceed until these improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Left turn traffic safety will be improved upon installation of left turn lanes. Pedestrian safety will be improved. Conformance with the Transportation Master Plan will be attained with its completion. A payback District or SID may be created to leverage other stakeholders. Cash-in-lieu of infrastructure is anticipated to be contributed from the Cannery District developer to cover the cost of the left turn lanes needed for their drive accesses as well as the cost of curb, gutter, and sidewalk adjacent to their property. Other affected projects include Oak Street Corridor improvements. ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL Increased capacity and safety in this corridor, both for motorized vehicles as well as bicycles and pedestrians. There will be substantial pedestrian traffic between the Fairgrounds and the Cannery District. Additionally, the traffic impact study for the Cannery District indicated the need for left turn lanes for their drive accesses. As the City's transportation master plan identifies the need to upgrade the Oak Street Corridor to an arterial standard, this is an opportunity to partner with the Cannery District developer to complete a portion of the Oak Street improvements. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($133,000), the Arterial & Collector District ($133,000), and Developer share ($133,000). A development payback district or SID may be created to reimburse the Arterial & Collector District for the County’s (project related) costs. New Replacement Equipment Project FY21 FY22 FY23 30 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF110 DEPARTMENT Arterial & Collector PROJECT NAME Manley & Griffin (Intersection Improvements) - Construction FY19 FY20 $400,000 Unscheduled DESCRIPTION OF PROJECT Improve the intersection control at Manley & Griffin. This intersection is currently 1-way stop controlled. Replacing it with a signal will greatly increase its capacity. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan will be attained at completion. A Payback District or SID may be created to leverage other stakeholders. Other affected projects include Griffin corridor improvements. ALTERNATIVES CONSIDERED Accept the current LOS ADVANTAGES OF APPROVAL Increased capacity and safety at this intersection. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES Street Impact Fees ($1,600,000) and Arterial & Collector District ($400,000). New Replacement Equipment Project FY21 FY22 FY23 31 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF111 DEPARTMENT Arterial & Collector PROJECT NAME Highland (Main to Kagy) - Construction & Design FY19 FY20 Unscheduled $5,000,000 DESCRIPTION OF PROJECT Upgrade Highland, from Main to Kagy. Future developments in this area may not be allowed to proceed until these improvements are in place. This project directly increase capacity by adding additional lanes, dedicated bike lanes and sidewalks. Connectivity already exists at this location, it is capacity that is affected. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Conformance with the Transportation Master Plan will be attained at the completion of the project. A payback District or SID may be created to leverage other stakeholders. Other affected projects include Intersection improvements at Highland and Kagy, Highland and Ellis and Highland and Main Street. ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL Increased capacity and safety in this corridor, both for motorized vehicles as well as bicycles and pedestrians. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs FUNDING SOURCES This project is funded by Street Impact Fees ($5,000,000) and the Arterial & Collector District ($5,000,000). A payback district may be created to reimburse both funds for any local share (project related) costs that may be allocated to future developments. New Replacement Equipment Project FY21 FY22 FY23 32 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF113 DEPARTMENT Arterial & Collector PROJECT NAME Griffin (7th to Rouse) - Construction* FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Construct W Griffin corridor improvements from N. 7th to Rouse to an urban minor arterial standard. Designed improvements will improve LOS at the key intersections and will increase capacity in the corridor as a whole. Connectivity already exists at this location, it is capacity which is being expanded. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan will be attained at the completion of this project. A Payback District or SID may be created to leverage other stakeholders. Other affected projects include intersection improvements at Griffin and 7th and Griffin and Rouse. ALTERNATIVES CONSIDERED Accept the current level of service (do nothing). Alternative financing could be provided by creating an SID or Payback District. ADVANTAGES OF APPROVAL This project will expand the capacity of our street network and improve safety for drivers and pedestrians. Facilitates development currently occurring in this part of the city and network performance overall. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($3,500,000) and the Arterial & Collector District ($2,000,000). A development payback district or SID may be created to reimburse Arterial & Collector District for any local share (project related) costs that may be allocated to future developments (estimated at $2,000,000). New Replacement Equipment Project FY21 $2,000,000 FY22 FY23 33 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF114 DEPARTMENT Arterial & Collector PROJECT NAME Fowler Connection (Huffine to Oak) - Construction FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Complete the section of Fowler from Huffine to Oak. This project allows for extension of Fowler Avenue, which will directly increase capacity, and it extends an important north-south corridor on the west side of the city. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Conformance with the Transportation Master Plan will be attained at the completion of this project. Other affected projects include intersection improvements on Fowler at Huffine, Babcock, Durston and Oak. ALTERNATIVES CONSIDERED Wait for adjacent development to occur and construct the road incrementally. ADVANTAGES OF APPROVAL Completes an important north-south link in the transportation network which reduces demand on other adjacent corridors. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($3,750,000) and the Arterial & Collector District ($3,750,000). A Payback District or SID may be created to reimburse the Arterial & Collector District for any local improvements. New Replacement Equipment Project FY21 FY22 FY23 $3,750,000 34 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF116 DEPARTMENT Arterial & Collector PROJECT NAME Bridger Dr & Story Mill Rd (Intersection Improvements) - Construction FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Improve the intersection control at Bridger and Story Mill. Adding additional phases and improving geometry will increase capacity for deficient movements at this intersection. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Conformance with the Transportation Master Plan will be attained at completion. Other affected projects include Story Mill, Griffin to Bridger Drive. ALTERNATIVES CONSIDERED Accept the current LOS ADVANTAGES OF APPROVAL Increased capacity and safety at this intersection. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($1,200,000) and the Arterial & Collector District ($300,000). An SID or payback district may be created to recover the local share. New Replacement Equipment Project FY21 $300,000 FY22 FY23 35 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF117 DEPARTMENT Arterial & Collector PROJECT NAME Story Mill (Griffin to Bridger) - Construction* FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Improve Story Mill from Griffin to Bridger. This project directly increases capacity by adding additional travel lanes, dedicated bike lanes and sidewalks. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Conformance with the Transportation Master Plan will be attained at the completion of this project. A Payback District or SID may be created to leverage other stakeholders. Other affected projects include intersection improvements to Story Mill and Bridger Drive. ALTERNATIVES CONSIDERED Wait for adjacent development to occur and construct the road incrementally. ADVANTAGES OF APPROVAL Improves an important north-south link in the transportation network which reduces demand on other adjacent corridors. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($250,000) and the Arterial & Collector District ($250,000). An SID or payback district may be created to recover the local share. New Replacement Equipment Project FY21 $250,000 FY22 FY23 36 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF118 DEPARTMENT Arterial & Collector PROJECT NAME Babcock (11th Ave to 19th Ave) - Construction* FY19 FY20 Unscheduled $750,000 DESCRIPTION OF PROJECT Construct the Babcock (11th to 19th) street upgrade. This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Conformance with the Transportation Master Plan will be attained at the completion of this project. A Payback District or SID may be created to leverage other stakeholders. ALTERNATIVES CONSIDERED Wait for adjacent development to install the improvements section by section. ADVANTAGES OF APPROVAL Allows for improvements to be made to the corridor at a time more favorable to the City ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($750,000) and the Arterial & Collector District ($750,000). An SID or payback district may be created to pay for some local share improvements. New Replacement Equipment Project FY21 FY22 FY23 37 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF121 DEPARTMENT Arterial & Collector PROJECT NAME Baxter & Davis (Intersection Improvements) - Roundabout Construction FY19 $500,000 FY20 Unscheduled DESCRIPTION OF PROJECT Install a roundabout at Baxter & Davis. This intersection is currently 4-way stop controlled. Replacing it with a roundabout will greatly increase its capacity. Future developments in this area may not be allowed to proceed until these improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Conformance with the Transportation Master Plan and Level of Service Standard will be attained at completion. Other affected projects include Baxter Lane Corridor Improvements. ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL This project will expand the capacity of our street network, improve safety for drivers and pedestrians and increase capacity at this intersection. Facilitates development currently occurring in this part of the city and network performance overall. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($2,000,000) and the Arterial & Collector District ($500,000). New Replacement Equipment Project FY21 FY22 FY23 38 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF134 DEPARTMENT Arterial & Collector PROJECT NAME Oak (Cottonwood to Flanders Mill) - Construction FY19 FY20 $433,000 Unscheduled DESCRIPTION OF PROJECT This project is the completion of the street segment of Oak St, from Cottonwood to Flanders Mill, to a five-lane urban principal arterial standard. This project increases capacity directly by constructing new segments of arterial roadway and by adding additional lanes, dedicated bike lanes and sidewalks, and it completes an important east-west link between Ferguson and Cottonwood. Future developments in this area may not be allowed to proceed until these improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Conformance with the Transportation Master Plan will be attained at completion. A payback District or SID may be created to leverage other stakeholders. Other affected projects include intersection improvements at Oak and Cottonwood, Oak and Flanders Mill, Oak and Ferguson, Oak Street New Holland to Ferguson. ALTERNATIVES CONSIDERED Construct segment by segment as adjacent parcels develop. ADVANTAGES OF APPROVAL Increased capacity, connectivity and safety in this corridor, both for motorized vehicles as well as bicycles and pedestrians. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($434,000) and $430,000 for the local share adjacent to the City park, and an additional $430,000 from School District #7. New Replacement Equipment Project FY21 FY22 FY23 39 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF138 DEPARTMENT Arterial & Collector PROJECT NAME Cottonwood Road, Oak to Baxter - Construction* FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Construction of a 5 lane Principal Arterial Street ALTERNATIVES CONSIDERED SID, Payback District, TOPS, incremental construction by adjacent developers. ADVANTAGES OF APPROVAL The project will expand the capacity and improve the connectivity of the city street network. It will improve safety for drivers and pedestrians and improve access to the Sports Park. It will facilitate development currently occurring in this part of the City. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES The total project cost is $2.5M. $750k will come from Impact Fees, the remainder is the local share which will come from either TOPS money, BSD 7 an SID or Payback of some sort or some combination of these. New Replacement Equipment Project FY21 FY22 FY23 $1,000,000 40 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF142 DEPARTMENT Arterial & Collector PROJECT NAME Durston Road & N. 27th (Intersection Improvements) - Construction FY19 FY20 Unscheduled $300,000 DESCRIPTION OF PROJECT Installation of a roundabout or signal at the intersection of Durston Road and North 27th Avenue ALTERNATIVES CONSIDERED Accept the current level of service ADVANTAGES OF APPROVAL Increased capacity at this intersection ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Incremental increase in sweeping, plowing, painting and general maintenance FUNDING SOURCES Street Impact Fees New Replacement Equipment Project FY21 FY22 FY23 41    42 Bu i l d i n g   I n s p e c t i o n   F u n d Ca p i t a l   I m p r o v e m e n t   P l a n Fi n a n c i a l   S u m m a r y Cu r r e n t   Y e a r FY 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 F Y 2 3 U n s c h e d u l e d Pr o j e c t e d   B e g i n n i n g   R e s e r v e   B a l a n c e   D e d i c a t e d   t o   C I P 1 9 2 , 1 0 0 $                        2 2 4 , 6 0 0 $                          1 9 , 0 6 5 $                      3 0 , 7 6 8 $              4 3 , 0 5 6 $                  5 5 , 9 5 8 $                    P l u s :     B u i l d i n g   I n s p e c t i o n   R e v e n u e s   D e d i c a t e d   t o   C I P 32 , 5 0 0 $                              11 , 1 4 6 $                              11 , 7 0 3 $                      12 , 2 8 8 $              12 , 9 0 2 $                  13,548 $        ‐$                   L e s s :     S c h e d u l e d   C I P   P r o j e c t   C o s t s ‐ $   (2 1 6 , 6 8 1 ) $                        ‐ $   ‐ $                             ‐ $                               ‐ $               (325,000)$           Pr o j e c t e d   Y e a r ‐ E n d   C a s h   D e d i c a t e d   t o   C I P 22 4 , 6 0 0 $                        1 9 , 0 6 5 $                              3 0 , 7 6 8 $                      4 3 , 0 5 6 $              5 5 , 9 5 8 $                  6 9 , 5 0 6 $                 As s u m p t i o n s   M a d e   f o r   R e v e n u e   E s t i m a t e s : Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 F Y 2 1 F Y 2 2 F Y 2 3 Es t i m a t e d   A n n u a l   B u i l d i n g   I n s p e c t i o n   R e v e n u e s 1, 7 6 9 , 1 5 0 $                      1, 7 6 9 , 1 5 0 $                        1, 8 5 7 , 6 0 8 $                1, 9 5 0 , 4 8 8 $        2, 0 4 8 , 0 1 2 $          2,150,413 $           E s t i m a t e d   G r o w t h   i n   R e v e n u e s 0% 5% 5% 5% 5% 5% To t a l   E s t i m a t e d   R e v e n u e s 1, 7 6 9 , 1 5 0 $                      1, 8 5 7 , 6 0 8 $                        1 , 9 5 0 , 4 8 8 $                2 , 0 4 8 , 0 1 2 $        2 , 1 5 0 , 4 1 3 $          2 , 2 5 7 , 9 3 4 $        Cu r r e n t   R e v e n u e s   D e d i c a t e d   t o   C I P   % 0. 6 % 0. 6 % 0. 6 % 0 . 6 % 0 . 6 % 0 . 6 %    P l u s :     I n c r e a s e   D e d i c a t e d   t o   C a p i t a l   I m p r o v e m e n t s   % 0. 0 % 0. 0 % 0. 0 % 0 . 0 % 0 . 0 % 0 . 0 %    T o t a l   %   D e d i c a t e d   t o   C I P 0. 6 % 0. 6 % 0. 6 % 0 . 6 % 0 . 6 % 0 . 6 % To t a l   E s t i m a t e d   R e v e n u e s   D e d i c a t e d   t o   C I P 32 , 5 0 0 $                                  11 , 1 4 6 $                                  11 , 7 0 3 $                          12 , 2 8 8 $                  12 , 9 0 2 $                    13,548 $                    Pr o j e c t e d Pr o j e c t e d C U R R E N T $ ( 2 1 6 , 6 8 1 ) $ ‐ $ ‐ $ ‐ $ ‐ $ ( 3 2 5 , 0 0 0 ) FY 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 F Y 2 3 U N S C H E D U L E D BU I L D I N G   I N S P E C T I O N   P R O J E C T S   &   EQ U I P M E N T B i l d i I t i R 43 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 Bu i l d i n g In s p e c t i o n BI 0 1 BU I L D I N G I N S P E ST A F F V E H I C L E - R E P L A C E M E N T S $325,000 GF 1 9 9 BU I L D I N G IN S P E C T I O N PR O F E S S I O N A L B U I L D I N G RE C O N F I G U R A T I O N - P H A S E 2 $2 1 6 , 6 8 1 $2 1 6 , 6 8 1 $325,000 To t a l s b y D E P A R T M E N T Su m m a r y f o r B u i l d i n g In s p e c t i o n ( 2 i t e m s ) To t a l s b y y e a r : $2 1 6 , 6 8 1 $325,000FY23 FY 1 9 FY 2 0 Unscheduled FY 2 2 FY 2 1 44 CIP Project Fund Building Inspection PROJECT NUMBER BI01 DEPARTMENT BUILDING INSPECTION PROJECT NAME STAFF VEHICLE - REPLACEMENTS FY19 FY20 Unscheduled $325,000 DESCRIPTION OF PROJECT This item is for the scheduled replacement of Building Inspection vehicles based on age and use of the vehicle. Vehicles will be replaced according to the City's Vehicle Replacement policy; generally, 150,000 miles/20 years before replacement of non- emergency vehicles. This program will address the long term vehicle needs of the Building Division by allowing careful replacement of vehicles as vehicle conditions and department needs warrant. Right now, all vehicles are in use by Department staff, averaging approximately 5,000 miles per year. Vehicle Mileage updated October 2015. There are no maintenance issues or significant problems to report. We do regular maintenance and service all of our vehicles and always fix small stuff before it becomes a big problem. ALTERNATIVES CONSIDERED Utilize vehicles beyond the recommendations of the vehicle use policy; consider replacements of different model of vehicle. ADVANTAGES OF APPROVAL Based on the age and use of the vehicle a new vehicle will be purchased as replacement. In the past, vehicles were replaced after 5 years. We are stretching the useful life within the division to match the newly-revised vehicle purchase/replacement policy. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Generally, annual operating and maintenance costs are expected to decrease when older vehicles are replaced with newer ones. More fuel efficiency and lower repair costs are financial benefits. FUNDING SOURCES 100% Building Inspection Fund New Replacement Equipment Project FY21 FY22 FY23 45 CIP Project Fund Building Inspection PROJECT NUMBER GF199 DEPARTMENT BUILDING INSPECTION PROJECT NAME PROFESSIONAL BUILDING RECONFIGURATION - Phase 2 FY19 $216,681 FY20 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, and Parking. New Replacement Equipment Project FY21 FY22 FY23 46 Building Inspection Vehicles - Details Project Number Asset #Make Model Yr Current Mileage FY19 FY20 Unscheduled NotesFY21FY22FY23 BI01 3144 Jeep Liberty 2003 70,487 $32,500 Beyond FY20 3218 Grand Cherokee 2004 55,257 $32,500 Beyond FY20 3353 Jeep Liberty 2006 49,287 $32,500 Beyond FY20 3328 Dodge Durango 2006 72,608 $32,500 Beyond FY20 3354 Jeep Liberty 2006 62,990 $32,500 Beyond FY20 3404 Dodge Durango 2008 44,945 $32,500 Beyond FY20 3329 Dodge Durango 2008 67,382 $32,500 Beyond FY20 3723 Jeep Patriot 2014 11,321 $32,500 New in 2013 3674 Jeep Patriot 2014 14,405 $32,500 New in 2013 3968 Prius 2017 385 $32,500 New in 2017 3967 Prius 2017 3,961 $32,500 New in 2017 $357,500Total By Year for Vehicle Replacements 47    48 Co m m u n i t y   D e v e l o p m e n t   F u n d Ca p i t a l   I m p r o v e m e n t   P l a n Fi n a n c i a l   S u m m a r y Cu r r e n t   Y e a r FY 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 F Y 2 3 U n s c h e d u l e d Pr o j e c t e d   B e g i n n i n g   R e s e r v e   B a l a n c e   D e d i c a t e d   t o   C I P 1 4 1 , 8 8 4 $            3 8 2 , 7 0 5 $                  1 7 2 , 6 3 6 $              2 6 5 , 6 0 9 $            3 4 9 , 6 4 0 $          4 4 6 , 3 6 9 $                P l u s :     L o n g   R a n g e   P l a n n i n g   R e s t r i c t e d   C a s h 90 , 0 7 8 $                     P l u s :     C o n s e r v a t i o n   O v e r l a y   R e s t r i c t e d   C a s h 82 , 7 6 8 $                     P l u s :     E n t r y w a y   C o r r i d o r   R e s t r i c t e d   C a s h 26 , 6 9 1 $                     P l u s :     T e c h n o l o g y   R e s t r i c t e d   C a s h 3 1 , 2 8 4 $                     P l u s :     P l a n n i n g   R e v e n u e s   D e d i c a t e d   t o   C I P 11 0 , 0 0 0 $            9 1 , 1 4 9 $                        9 2 , 9 7 2 $                    9 4 , 8 3 2 $                  9 6 , 7 2 8 $              9 8 , 6 6 3 $                   P l u s :     G e n e r a l   F u n d / O t h e r   C o n t r i b u t i o n    L e s s :     S c h e d u l e d   C I P   P r o j e c t   C o s t s ( 1 0 0 , 0 0 0 ) $          ( 3 0 1 , 2 1 8 ) $                ‐ $                                ( 1 0 , 8 0 0 ) $              ‐ $                            ‐ $                               Pr o j e c t e d   Y e a r ‐ E n d   C a s h   D e d i c a t e d   t o   C I P 38 2 , 7 0 5 $            17 2 , 6 3 6 $                  26 5 , 6 0 9 $              34 9 , 6 4 0 $            44 6 , 3 6 9 $          54 5 , 0 3 2 $             As s u m p t i o n s   M a d e   f o r   R e v e n u e   E s t i m a t e s : Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 F Y 2 1 F Y 2 2 F Y 2 3 Es t i m a t e d   A n n u a l   C o m m u n i t y   D e v e l o p m e n t   R e v e n u e s 1, 2 2 4 , 1 3 9 $          1, 2 2 4 , 1 3 9 $                1, 2 4 8 , 6 2 2 $            1, 2 7 3 , 5 9 4 $          1, 2 9 9 , 0 6 6 $      1, 3 2 5 , 0 4 7 $           ( E x c l u d e s   i n t e r f u n d   t r a n s f e r s )    E s t i m a t e d   G r o w t h   i n   R e v e n u e s ‐   2% 2% 2% 2% 2% To t a l   E s t i m a t e d   R e v e n u e s 1, 2 2 4 , 1 3 9 $          1, 2 4 8 , 6 2 2 $                1, 2 7 3 , 5 9 4 $            1, 2 9 9 , 0 6 6 $          1, 3 2 5 , 0 4 7 $      1, 3 5 1 , 5 4 8 $        Cu r r e n t   R e v e n u e s   D e d i c a t e d   t o   C I P   % 7. 3 % 7. 3 % 7 . 3 % 7 . 3 % 7 . 3 % 7 . 3 %    P l u s :     I n c r e a s e   D e d i c a t e d   t o   C a p i t a l   I m p r o v e m e n t s   % 0. 0 % 0. 0 % 0 . 0 % 0 . 0 % 0 . 0 % 0 . 0 %    T o t a l   %   D e d i c a t e d   t o   C I P 7. 3 % 7. 3 % 7 . 3 % 7 . 3 % 7 . 3 % 7 . 3 % To t a l   E s t i m a t e d   R e v e n u e s   D e d i c a t e d   t o   C I P 11 0 , 0 0 0 $                91 , 1 4 9 $                          92 , 9 7 2 $                      94 , 8 3 2 $                    96 , 7 2 8 $                98 , 6 6 3 $                    Pr o j e c t e d Pr o j e c t e d C U R R E N T $ ( 3 0 1 , 2 1 8 ) $ ‐ $ ( 1 0 , 8 0 0 ) $ ‐ $ ‐ FY 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 F Y 2 3 U N S C H E D U L E D CO M M U N I T Y   D E V E L O P M E N T   PR O J E C T S   &   E Q U I P M E N T 49 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 Co m m u n i t y De v e l o p m e n t CD 0 3 CO M M U N I T Y D CO M P U T E R H A R D W A R E $1 0 , 8 0 0 CD 0 5 CO M M U N I T Y D CO P I E R R E P L A C E M E N T $3 5 , 0 0 0 GF 1 9 9 CO M M U N I T Y DE V E L O P M E N T PR O F E S S I O N A L B U I L D I N G RE C O N F I G U R A T I O N - P H A S E 2 $2 6 6 , 2 1 8 $3 0 1 , 2 1 8 $1 0 , 8 0 0 To t a l s b y D E P A R T M E N T Su m m a r y f o r C o m m u n i t y D e v e l o p m e n t ( 3 i t e m s ) To t a l s b y y e a r : $3 0 1 , 2 1 8 FY23 FY 1 9 FY 2 0 Unscheduled FY 2 2 $1 0 , 8 0 0 FY 2 1 50 CIP Project Fund Community Development PROJECT NUMBER CD03 DEPARTMENT COMMUNITY DEVELOPMENT PROJECT NAME COMPUTER HARDWARE FY19 FY20 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 FY21 $10,800 FY22 FY23 51 CIP Project Fund Community Development PROJECT NUMBER CD05 DEPARTMENT COMMUNITY DEVELOPMENT PROJECT NAME Copier Replacement FY19 $35,000 FY20 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 FY21 FY22 FY23 52 CIP Project Fund Community Development PROJECT NUMBER GF199 DEPARTMENT COMMUNITY DEVELOPMENT PROJECT NAME PROFESSIONAL BUILDING RECONFIGURATION - Phase 2 FY19 $266,218 FY20 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, and Parking. New Replacement Equipment Project FY21 FY22 FY23 53    54 Fi r e   E q u i p m e n t   &   C a p i t a l   R e p l a c e m e n t Ca p i t a l   I m p r o v e m e n t   P l a n Fi n a n c i a l   S u m m a r y Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 F Y 2 1 FY 2 2 FY23 Unscheduled Pr o j e c t e d   B e g i n n i n g   R e s e r v e   B a l a n c e   D e d i c a t e d   t o   C I P 67 5 , 7 0 0 $                  54 9 , 9 8 0 $                          36 0 , 9 0 3 $                  36 7 , 3 3 5 $                77 0 , 1 4 9 $                          1,055,232 $               P l u s :     D e d i c a t e d   T a x   R e v e n u e s   4   M i l l s 40 4 , 7 8 0 $                  41 6 , 9 2 3 $                          42 9 , 4 3 1 $                  44 2 , 3 1 4 $                45 5 , 5 8 3 $                          469,251 $              ‐$                                   P l u s :     A n t i c i p a t e d   G r a n t   R e v e n u e    L e s s :     S c h e d u l e d   C I P   P r o j e c t   C o s t s ( 5 3 0 , 5 0 0 ) $                ( 6 0 6 , 0 0 0 ) $                      ( 4 2 3 , 0 0 0 ) $              ( 3 9 , 5 0 0 ) $                  ( 1 7 0 , 5 0 0 ) $                      ( 1 7 6 , 7 5 0 ) $            ‐$                                Pr o j e c t e d   Y e a r ‐ E n d   C a s h   D e d i c a t e d   t o   C I P 54 9 , 9 8 0 $                  36 0 , 9 0 3 $                          36 7 , 3 3 5 $                  77 0 , 1 4 9 $                1, 0 5 5 , 2 3 2 $                  1,347,733 $            As s u m p t i o n s   M a d e   f o r   R e v e n u e   E s t i m a t e s : Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY 2 2 FY23 Es t i m a t e d   A n n u a l   T a x   R e v e n u e s 40 4 , 7 8 0 $                      4 0 4 , 7 8 0 $                              41 6 , 9 2 3 $                      42 9 , 4 3 1 $                    44 2 , 3 1 4 $                              455,583 $                    E s t i m a t e d   A n n u a l   I n c r e a s e 0% 3% 3% 3% 3% 3% To t a l   E s t i m a t e d   R e v e n u e s 40 4 , 7 8 0 $                      4 1 6 , 9 2 3 $                              42 9 , 4 3 1 $                      44 2 , 3 1 4 $                    45 5 , 5 8 3 $                              469,251 $                 Cu r r e n t   R e v e n u e s   D e d i c a t e d   t o   C I P   % 10 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 10 0 . 0 % 100.0%    P l u s :     I n c r e a s e   D e d i c a t e d   t o   C I P 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0.0%    T o t a l   %   D e d i c a t e d   t o   C I P 10 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 10 0 . 0 % 100.0% To t a l   E s t i m a t e d   R e v e n u e s   D e d i c a t e d   t o   C I P 40 4 , 7 8 0 $                      4 1 6 , 9 2 3 $                              42 9 , 4 3 1 $                      44 2 , 3 1 4 $                    45 5 , 5 8 3 $                              469,251 $                      Pr o j e c t e d Pr o j e c t e d $ ( 6 0 6 , 0 0 0 ) $ ( 4 2 3 , 0 0 0 ) $ ( 3 9 , 5 0 0 ) $ ( 1 7 0 , 5 0 0 ) $ ( 1 7 6 , 7 5 0 ) $ ‐ FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 F Y 2 3 U N S C H E D U L E D FI R E   E Q U I P M E N T   &   C A P I T A L   RE P L A C E M E N T S 55 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 Fi r e E q u i p & Ca p i t a l Re p l a c e m e n t FE 0 6 FI R E RA D I O R E P L A C E M E N T P R O G R A M $2 5 0 , 0 0 0 $2 5 0 , 0 0 0 FE 1 2 FI R E PE R S O N A L P R O T E C T I V E E Q U I P M E N T $41,750 $3 6 , 0 0 0 $3 8 , 0 0 0 $3 9 , 5 0 0 $4 0 , 5 0 0 FE 1 3 FI R E ST A T I O N A L E R T I N G S Y S T E M $2 5 0 , 0 0 0 FE 1 4 FI R E ST R U C T U R A L C O L L A P S E E Q U I P M E N T $7 0 , 0 0 0 FE 1 5 FI R E CA R D I A C M O N I T O R R E P L A C E M E N T $1 3 5 , 0 0 0 FE 1 6 FI R E EX T R I C A T I O N T O O L S $1 3 0 , 0 0 0 FE 1 7 FI R E WI L D L A N D A P P A R A T U S $135,000 $176,750 $6 0 6 , 0 0 0 $4 2 3 , 0 0 0 $3 9 , 5 0 0 $1 7 0 , 5 0 0 To t a l s b y D E P A R T M E N T Su m m a r y f o r F i r e E q u i p & C a p i t a l R e p l a c e m e n t ( 7 i t e m s ) To t a l s b y y e a r : $176,750 $6 0 6 , 0 0 0 $4 2 3 , 0 0 0 FY23 FY 1 9 FY 2 0 Unscheduled FY 2 2 $1 7 0 , 5 0 0 $3 9 , 5 0 0 FY 2 1 56 CIP Project Fund Fire Equip & Capital Replacement PROJECT NUMBER FE06 DEPARTMENT FIRE PROJECT NAME Radio Replacement Program FY19 $250,000 FY20 $250,000 Unscheduled DESCRIPTION OF PROJECT This plan allows for aging fire portable radios to be replaced, including all of the software, programming and peripheral accessories. This is a planned replacement of radios at the end of their predicted usable life, estimated between eight and ten years. This will provide for seamless communication and response capabilities as the radios become less reliable and repair is no longer a financially prudent option. Radios are an essential item in the operation of the Bozeman Fire Department. Fire radios must be available for fire use 24 hours a day, 365 days a year. These radios are assigned to the three stations, all apparatus, and management staff and are used daily. The decision was made during FY-17 CIP discussions to postpone scheduled replacements of Fire Department radios due to uncertain plans of the Gallatin County 911 Center. Since this decision one year ago, a test was conducted with Bozeman Fire and Bozeman Police Department. The test utilized an 800 MHz radio system to evaluate its use as a potential upgrade from the current radio system. The results of the test were extremely positive, with noted improvements related to in-building coverage and city wide coverage. Since the test, the 911 advisory board has voted to move forward with a 4 phase plan to upgrade the radio system in Gallatin County. Phase 1 would call for the City of Bozeman to move to an 800 MHz digital trunked radio system. ALTERNATIVES CONSIDERED We still have the option of backing out of the 800 MHz system, however in doing so we would need to re-visit with 911 and the 911 Advisory Board about other potential solutions for Bozeman Fire. If Bozeman Fire were to back out and Bozeman Police still move forward, we would lose the ability to communicate effectively with each other, something that creates a major safety concern for both parties. In order to maintain consistency in public safety operations, both departments should remain on the same radio system. ADVANTAGES OF APPROVAL Clear and dependable communication allows for quick and efficient emergency deployment and the required level of firefighter safety. The portable radio project addresses a planned replacement program that existed in the CIP prior to the decision to move to 800 MHz radios. The purchase improves our ability to communicate within the city, particularly inside of larger buildings such as the high school, hospital, and big box retailers. We potentially may see some trade in value or resale value for some of the replaced units depending on their condition. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED As these are replacement radios we anticipate very little increases operating costs. FUNDING SOURCES 100% Fire Equipment & Capital Replacement Fund - with possible reimbursement by Gallatin County 911 System. New Replacement Equipment Project FY21 FY22 FY23 57 CIP Project Fund Fire Equip & Capital Replacement PROJECT NUMBER FE12 DEPARTMENT Fire PROJECT NAME Personal Protective Equipment FY19 $36,000 FY20 $38,000 Unscheduled DESCRIPTION OF PROJECT Today each member of the Bozeman Fire Department is issued two sets of personal protective equipment (PPE), a primary and a backup set. By having two sets available members are ensured that if their primary set becomes contaminated or damaged on a call that they have a backup set of gear to move over into to complete their shift while their primary set is cleaned or repaired. The NFPA and manufacturer guidelines recommend that PPE used by firefighters, often referred to as turnout gear, be replaced every 10 years due to the breakdown of the protective fibers that are used to make the gear. Presently the fire department purchases gear on a rotating cycle so that a firefighter’s primary gear is 0-5 years old and their back-up gear is 6-10 years old. This rotation is consistent with national best practice and is something the fire department plans to continue. To this point these purchases have been made annually out of the general fund even though its meets the criteria for the Capital Equipment and Replacement Fund. Starting in FY-19 the fire department will move this purchase form the general fund to the capital fund. This will become an annual expense in the capital plan. ALTERNATIVES CONSIDERED Continue to purchase out of the general fund budget ADVANTAGES OF APPROVAL Moves purchase from general fund budget to capital budget ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Will be replaced in 10 years FUNDING SOURCES New Replacement Equipment Project FY21 $39,500 FY22 $40,500 FY23 $41,750 58 CIP Project Fund Fire Equip & Capital Replacement PROJECT NUMBER FE13 DEPARTMENT Fire PROJECT NAME Station Alerting System FY19 $250,000 FY20 Unscheduled DESCRIPTION OF PROJECT Presently the fire department receives primary notification of emergency calls via an alpha numeric pager. The use of alpha numeric paging is an outdated method of notifying emergency responders of response request and is difficult to find technological support for. The new 800 MHz radio system coupled with the installation of a new Computer Aided Dispatch (CAD) system now gives the Fire Department the ability to utilize a station alerting system. The implementation of a station alerting system allows for faster notification of responders as it eliminates the need for alpha numeric pagers which are slower, as they require the use of multiple interfaces. Station alerting allows for both audible and visual notification of responders while not increasing the workload on dispatchers. The moment that dispatchers have the basic information of an emergency call, a station alerting system automatically notifies the appropriate response unit while the dispatcher continues to gather information. This improves the first phase of a response which is commonly referred to as the call processing time, which by national standard is to be completed within 60 – 80 seconds. Today the average call processing time is approximately 90 seconds. By improving call processing times the overall response time to an emergency response is also reduced. This project also has a direct effect on the second phase of a response which is referred to as turnout time. Turnout time is the time from when responders are notified until they begin their actual driving response. Today with the alpha paging system the fire department routinely sees a 30-40 second delay in pager activation which causes extended turnout times. The national standard for turnout times is 60-80 seconds depending on the type of call, however today BFD times are closer to 90-105 seconds, primarily related to the alpha pager delay. Station alerting has the potential to reduce overall response times by nearly a minute and solves the problem of using alpha numeric paging. This project would require the installation of specific equipment in all of the fire stations, thus if a plan is implemented to address the current station 1 and station 2 as suggested in the Fire Master Plan, this project may need to be postponed until that occurs. ALTERNATIVES CONSIDERED Continue to use existing alpha pagers / delay this project until decisions on existing fire stations are made. ADVANTAGES OF APPROVAL Improved response times / answers question about long term solution to emergency responder notification ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES New Replacement Equipment Project FY21 FY22 FY23 59 CIP Project Fund Fire Equip & Capital Replacement PROJECT NUMBER FE14 DEPARTMENT Fire PROJECT NAME Structural Collapse Equipment FY19 $70,000 FY20 Unscheduled DESCRIPTION OF PROJECT A structural collapse can be defined as a car driving into a building causing part of the building to fall, up to a total building collapsing due to a seismic event that occurs. Today the Fire Department has no structural collapse equipment in its cadre of tools. In the event of structural collapse, the nearest capable response team would be dispatched from Idaho Falls, ID. The department has spent the past two budget years improving our confined space and trench rescue response capabilities and is now prepared to add structural collapse to our capabilities. The requested equipment includes tools that are capable of accessing patients through concrete and steel, some of the more common obstacles encountered in a structural collapse. Also included in the requested is a search camera which allows rescuers to evaluate areas of collapse both visually and audibly for potential victims without having to access the area thus speeding up the search for potential victims. ALTERNATIVES CONSIDERED Do not purchase equipment / accept current level of risk / rely on out of state support for response if needed ADVANTAGES OF APPROVAL Provides city with equipment necessary to handle a structural collapse, most likely to occur with a seismic event. Minimizes need for out of state response. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES New Replacement Equipment Project FY21 FY22 FY23 60 CIP Project Fund Fire Equip & Capital Replacement PROJECT NUMBER FE15 DEPARTMENT Fire PROJECT NAME Cardiac Monitor Replacement FY19 FY20 $135,000 Unscheduled DESCRIPTION OF PROJECT The Fire Department maintains 4 cardiac monitors that are on in-service apparatus. It is best practice to keep all of our cardiac monitors the same across the board so that staff do not have to attempt to remain familiar with multiple models of monitors. The next scheduled update to the cardiac monitoring is set for 2020. The department has the ability to receive trade in credit on its existing monitors during this transition as well. By staying with the most current version of cardiac monitors the department maintains interoperability with both AMR and Bozeman Health. These units would be expected to last until 2030 which is the next scheduled update. The department also maintains an annual service contract on the monitors during their life span. ALTERNATIVES CONSIDERED Continue to use current model cardiac monitors and make replacements out of general fund as needed ADVANTAGES OF APPROVAL Helps maintain interoperability with Bozeman Health and AMR. Keeps monitors consistent across the board for all BFD paramedics ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Will be replaced in 10 years FUNDING SOURCES New Replacement Equipment Project FY21 FY22 FY23 61 CIP Project Fund Fire Equip & Capital Replacement PROJECT NUMBER FE16 DEPARTMENT Fire PROJECT NAME Extrication Tools FY19 FY20 Unscheduled DESCRIPTION OF PROJECT These are the tools that are used to access and remove patients from automobile accidents when they have become pinned or trapped in a vehicle. Having up to date extrication equipment is important as auto manufacturers continue to come out with new metals and materials that older equipment cannot cut. By replacing all three of the units at the same time we standardized our fleet of tools, making use, training, and maintenance consistent across the board. The anticipated life span of this equipment is 10 years. ALTERNATIVES CONSIDERED Continue to use existing equipment and plan replacement out of general fund budget ADVANTAGES OF APPROVAL Moves purchase from general fund to capital fund. Ensures that extrication equipment is consistent across the department and up to current standards related to automobile construction. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES New Replacement Equipment Project FY21 FY22 $130,000 FY23 62 CIP Project Fund Fire Equip & Capital Replacement PROJECT NUMBER FE17 DEPARTMENT Fire PROJECT NAME Wildland Apparatus FY19 FY20 Unscheduled DESCRIPTION OF PROJECT The City of Bozeman continues to have several areas of undeveloped land within its corporate boundaries. Areas such as Story Mill, the Gallatin Regional Park, MSU agricultural fields, Pete’s Hill, and others still pose a risk of wildland fire problems. Having a wildland apparatus allows for the BFD to respond to these types of events in a vehicle that is equipped and designed for these types of responses, which often require that we travel off road to address the fire problem. The City’s current wildland apparatus will be approaching 30 years old during this fiscal year. While the vehicle may not have significant mileage other assessments such as structural integrity of the vehicle will need to be done based on the use of the vehicle as well as an assessment of the fire pump on the unit. ALTERNATIVES CONSIDERED Continue to use existing apparatus ADVANTAGES OF APPROVAL Provides department with reliable, up to date, wildland apparatus to address identified risk in the community. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES New Replacement Equipment Project FY21 FY22 FY23 $135,000 63 Fire Department Light Vehicle Replacements Asset #Current Make/Features Model Yr Current Mileage Replacement FY18 FY19 FY20 FY21 UnscheduledFY22Currently Assigned to Unit # 3076 Chevy Surburban2002 149,347 Approved for replacement in FY-18 with Ford Interceptor SUV $40,000Deputy Chief Fire Marshall F3 3247 Chevy Tahoe2004 147,932 Ford Interceptor SUV – in FY-25Emergency Management Staff Captain F4 2764 Chevy Tahoe2000 134,519 Approved for replacement in FY-18 with Ford Interceptor SUV $40,000Operations ChiefF2 3153 Chey Suburban2003 118,195 Approved for replacement in FY-18 with ½ ton 4x4 pickup $50,000Batallion ChiefBC1 3332 Chevy Tahoe2007 77,365 Ford Interceptor SUVFire InspectorF6 3363 Dodge Durango2007 48,055 Ford Interceptor SUVFire InspectorF7 3275 Ford F1502005 46,159Plowing/Fire Investigations/Preve ntion Truck U4 3158 Chevy Silverado - Crew Cab 2003 35,760 3/4 or 1 ton pickup capable of pulling fire department trailers Training OfficerF5 1535 Ford Truck1993 18,197WildlandB1 3816 Ford Interceptor SUV 2016 5,700Fire ChiefF1 3260 Trailer2004 HazmatHM T $130,000Totals 64 Fi r e   I m p a c t   F e e   Ca p i t a l   I m p r o v e m e n t   P l a n Fi n a n c i a l   S u m m a r y Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 F Y 2 1 F Y 2 2 F Y 2 3 Unscheduled Pr o j e c t e d   B e g i n n i n g   R e s e r v e   B a l a n c e   D e d i c a t e d   t o   C I P 1, 5 4 6 , 5 0 1 $            1, 8 5 8 , 7 5 1 $                    2, 2 3 9 , 1 1 4 $            2, 6 3 8 , 4 9 4 $          3, 0 5 7 , 8 4 4 $        3,498,161 $     ‐ $                      P l u s :     I m p a c t   F e e   R e v e n u e s   D e d i c a t e d   t o   C I P 36 2 , 2 5 0 $                  38 0 , 3 6 3 $                          39 9 , 3 8 1 $                  41 9 , 3 5 0 $                440,317 $              462,333 $        ‐ $                      P l u s :     F I F 0 7   E n g i n e   # 4   ‐   V o t e r   A p p r o v e d   B o n d    P l u s :     F I F 0 6   S t a t i o n   # 4   ‐   V o t e r   A p p r o v e d   B o n d    L e s s :     S c h e d u l e d   C I P   P r o j e c t   C o s t s ( 5 0 , 0 0 0 ) $                    (4,600,000)$      Pr o j e c t e d   Y e a r ‐ E n d   C a s h   D e d i c a t e d   t o   C I P 1, 8 5 8 , 7 5 1 $            2, 2 3 9 , 1 1 4 $                    2, 6 3 8 , 4 9 4 $            3, 0 5 7 , 8 4 4 $          3, 4 9 8 , 1 6 1 $        3,960,494 $      A ss u m p t i o n s   M a d e   f o r   R e v e n u e   E s t i m a t e s : Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 FY 2 1 F Y 2 2 F Y 2 3 Es t i m a t e d   A n n u a l   F i r e   I m p a c t   F e e   R e v e n u e s 36 2 , 2 5 0 $                      3 6 2 , 2 5 0 $                              3 8 0 , 3 6 3 $                      3 9 9 , 3 8 1 $                    4 1 9 , 3 5 0 $                  4 4 0 , 3 1 7 $              E s t i m a t e d   A n n u a l   I n c r e a s e 0. 0 % 5% 5% 5% 5%5% To t a l   E s t i m a t e d   R e v e n u e s 36 2 , 2 5 0 $                      3 8 0 , 3 6 3 $                              3 9 9 , 3 8 1 $                      4 1 9 , 3 5 0 $                    4 4 0 , 3 1 7 $                  4 6 2 , 3 3 3 $           Cu r r e n t   R e v e n u e s   D e d i c a t e d   t o   C I P   % 10 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 %    P l u s :     I n c r e a s e   D e d i c a t e d   t o   F i r e   C a p a c i t y   E x p a n s i o n   C I P 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0 . 0 % 0.0%    T o t a l   %   D e d i c a t e d   t o   C I P 10 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % To t a l   E s t i m a t e d   R e v e n u e s   D e d i c a t e d   t o   C I P 36 2 , 2 5 0 $                      3 8 0 , 3 6 3 $                              3 9 9 , 3 8 1 $                      4 1 9 , 3 5 0 $                    4 4 0 , 3 1 7 $                  4 6 2 , 3 3 3 $           Pr o j e c t e d Pr o j e c t e d $ ( 5 0 , 0 0 0 ) $ ( 4 , 6 0 0 , 0 0 0 ) FY 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 F Y 2 3 U N S C H E D U L E D FI R E   I M P A C T   F E E   P R O J E C T S   65 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 Im p a c t F e e s F i r e FI F 0 6 FI R E I F FI R E S T A T I O N C O N S T R U C T I O N / EX P A N S I O N / R E L O C A T I O N $3,900,000 FI F 0 7 FI R E I F FI R E D E P A R T M E N T R E S P O N S E A P P A R A T U S $700,000 $4,600,000 To t a l s b y D E P A R T M E N T Su m m a r y f o r I m p a c t F e e s F i r e ( 2 i t e m s ) To t a l s b y y e a r : $4,600,000FY23 FY 1 9 FY 2 0 Unscheduled FY 2 2 FY 2 1 66 CIP Project Fund Impact Fees Fire PROJECT NUMBER FIF06 DEPARTMENT FIRE IF PROJECT NAME Fire Station Construction / Expansion / Relocation FY19 FY20 Unscheduled $3,900,000 DESCRIPTION OF PROJECT The Fire Master Plan is completed and schedule for final adoption on November 6, 2017. The new Master Plan includes a comprehensive review of current station locations and the capacity to meet the current needs of the city along with recommendations for new fire stations. City staff will be evaluating the Master Plan recommendations during the next 12 months and formulating a plan to rehab / relocate / construction new fire stations to address the growth in the City. ALTERNATIVES CONSIDERED As provided by Commission ADVANTAGES OF APPROVAL The completion of this project would enhance our ability to respond to growing parts of the community within a time frame that has been historically acceptable to the citizens of Bozeman. The additional station /expansion / relocationalso has the potential to have a positive impact on our ISO rating and encourage additional growth in areas of the city. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating & Maintenance Costs: Impact Fees can not be spent on operations and maintenance costs. The City’s General Fund will bear the annual operating and maintenance expenses associated with this facility and staffing. FUNDING SOURCES Fire Impact Fees and possible voter approved bond New Replacement Equipment Project FY21 FY22 FY23 67 CIP Project Fund Impact Fees Fire PROJECT NUMBER FIF07 DEPARTMENT FIRE IF PROJECT NAME Fire Department Response Apparatus FY19 FY20 Unscheduled $700,000 DESCRIPTION OF PROJECT The Fire Master Plan is complete and scheduled for final adoption on November 6, 2017. The new Master Plan includes a review of resource deployment, unit responses, and unit availability. The Fire Department will be evaluating these results to determine future needs of the department from a response and deployment model. This could include potential outcomes of purchasing additional apparatus, ranging from SUVs to Fire Engines to Ladder Trucks to handle the city’s emergency response load. ALTERNATIVES CONSIDERED As provided by the Commission ADVANTAGES OF APPROVAL Helps us maintain current response time standards. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating & Maintenance Costs: Impact Fees can not be used for annual operating and maintenance costs. The City’s General Fund will pay for the increased fuel, maintenance and insurance costs associated with this engine. In addition, this would add a possible FTE. FUNDING SOURCES Impact Fees New Replacement Equipment Project FY21 FY22 FY23 68 Tr e e   M a i n t e n a n c e   F u n d   Ca p i t a l   I m p r o v e m e n t   P l a n Fi n a n c i a l   S u m m a r y Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 F Y 2 1 F Y 2 2 F Y 2 3 UNSCHEDULED Pr o j e c t e d   B e g i n n i n g   R e s e r v e   B a l a n c e   D e d i c a t e d   t o   C I P 14 0 , 0 2 6 $                    11 8 , 9 3 2 $                            20 , 8 7 2 $                        (4 4 , 1 8 0 ) $            19,994 $                  (49,387)$       ‐ $                      P l u s :     T r e e   M t c   R e v e n u e s   D e d i c a t e d   t o   C I P 35 , 9 0 6 $                        41 , 9 4 0 $                                52 , 9 4 9 $                        64 , 1 7 4 $                 75,618 $                  87,285 $         ‐ $                       L e s s :     S c h e d u l e d   C I P   P r o j e c t   C o s t s ( 5 7 , 0 0 0 ) $                      ( 1 4 0 , 0 0 0 ) $                        ( 1 1 8 , 0 0 0 ) $                ‐ $                               ( 1 4 5 , 0 0 0 ) $          ‐ $                               (65,000)$           Pr o j e c t e d   Y e a r ‐ E n d   C a s h   D e d i c a t e d   t o   C I P 11 8 , 9 3 2 $                    20 , 8 7 2 $                                (4 4 , 1 8 0 ) $                    19 , 9 9 4 $                 (49,387) $                37,898 $          A ss u m p t i o n s   M a d e   f o r   R e v e n u e   E s t i m a t e s Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 F Y 2 1 F Y 2 2 F Y 2 3 Es t i m a t e d   A n n u a l   T r e e   M t c   R e v e n u e s 69 2 , 0 7 3 $                      6 9 2 , 0 7 3 $                                6 9 8 , 9 9 4 $                      7 0 5 , 9 8 4 $              7 1 3 , 0 4 4 $                7 2 0 , 1 7 4 $            E s t i m a t e d   A n n u a l   I n c r e a s e   ‐   A t t r i b u t e d   t o   A n n e x a t i o n s 0 % 1 % 1 % 1 % 1% 1% To t a l   E s t i m a t e d   R e v e n u e s 6 9 2 , 0 7 3 $                      6 9 8 , 9 9 4 $                                7 0 5 , 9 8 4 $                      7 1 3 , 0 4 4 $              7 2 0 , 1 7 4 $                7 2 7 , 3 7 6 $         Cu r r e n t   R e v e n u e s   D e d i c a t e d   t o   C I P   % 3 . 2 % 4 . 5 % 6 . 0 % 7 . 5 % 9 . 0 % 1 0 . 5 %    P l u s :     I n c r e a s e   D e d i c a t e d   t o   C I P 1 . 3 % 1 . 5 % 1 . 5 % 1 . 5 % 1 . 5 % 1 . 5 %    T o t a l   %   D e d i c a t e d   t o   C I P 4 . 5 % 6 . 0 % 7 . 5 % 9 . 0 % 1 0 . 5 % 1 2 . 0 % To t a l   E s t i m a t e d   R e v e n u e s   D e d i c a t e d   t o   C I P 3 1 , 1 4 3 $                            4 1 , 9 4 0 $                                    5 2 , 9 4 9 $                          6 4 , 1 7 4 $                  7 5 , 6 1 8 $                    8 7 , 2 8 5 $           Pr o j e c t e d Pr o j e c t e d C U R R E N T $ ( 1 4 0 , 0 0 0 ) $ ( 1 1 8 , 0 0 0 ) $ ‐ $ ( 1 4 5 , 0 0 0 ) $ ‐ $ ( 6 5 , 0 0 0 ) FY 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 F Y 2 3 U N S C H E D U L E D TR E E   M A I N T E N A N C E   P R O J E C T S   &   EQ U I P M E N T   69 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 Tr e e Ma i n t e n a n c e Di s t r i c t FO R 0 7 FO R E S T R Y FO R E S T R Y V E H I C L E R E P L A C E M E N T S $2 8 , 0 0 0 FO R 1 0 FO R E S T R Y ST U M P G R I N D E R FO R 1 1 FO R E S T R Y LO G L O A D E R & T R U C K $1 4 0 , 0 0 0 FO R 1 3 FO R E S T R Y AE R I A L L I F T / B U C K E T T R U C K $1 4 5 , 0 0 0 FO R 1 4 FO R E S T R Y FO R E S T R Y C H I P T R U C K $9 0 , 0 0 0 FO R 1 5 FO R E S T R Y TO O L C A T U T I L I T Y M A C H I N E $65,000 $1 4 0 , 0 0 0 $1 1 8 , 0 0 0 $1 4 5 , 0 0 0 $65,000 To t a l s b y D E P A R T M E N T Su m m a r y f o r T r e e M a i n t e n a n c e D i s t r i c t ( 6 i t e m s ) To t a l s b y y e a r : $1 4 0 , 0 0 0 $1 1 8 , 0 0 0 $65,000FY23 FY 1 9 FY 2 0 Unscheduled FY 2 2 $1 4 5 , 0 0 0 FY 2 1 70 CIP Project Fund Tree Maintenance District PROJECT NUMBER FOR07 DEPARTMENT FORESTRY PROJECT NAME Forestry Vehicle Replacements FY19 FY20 $28,000 Unscheduled DESCRIPTION OF PROJECT This is a request to replace a 1999 Ford 1/2 ton pickup truck. #2728 has 95,000 miles and the clutch needs replacement. ALTERNATIVES CONSIDERED Continue to use and repair existing vehicle. As directed by Commission. ADVANTAGES OF APPROVAL Replacing this pickup will provide the Forestry division with more reliable truck, improve safety, lower exhaust emissions, tow trailers with its tow package, and work as needed. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Operating costs (maintenance and fuel/oil) of a newer vehicle are expected to be lower. FUNDING SOURCES 100% Tree Maintenance District Fund New Replacement Equipment Project FY21 FY22 FY23 71 CIP Project Fund Tree Maintenance District PROJECT NUMBER FOR10 DEPARTMENT FORESTRY PROJECT NAME STUMP GRINDER FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This is a request to replace a 1996 Vermeer stump grinder. This would be a scheduled replacement of an department forestry equipment that is nearing 20 years of age. Forestry needs a larger, and more modern stump grinder. Additional info: #2671 – 1996 Vermeer 630B Stump Grinder 350 Hours Replace All Wiring Replace Cutter Belts ALTERNATIVES CONSIDERED Continue to use existing equipment. As directed by Commission. ADVANTAGES OF APPROVAL Replacing this equipment will provide the Forestry division with an larger and more reliable piece of equipment. Also it will improve productivity and will be safer for the operator. Trade in on new purchase or put in public auction. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Normal maintenance and upkeep. FUNDING SOURCES 100% Tree Maintenance District Fund New Replacement Equipment Project FY21 FY22 FY23 72 CIP Project Fund Tree Maintenance District PROJECT NUMBER FOR11 DEPARTMENT FORESTRY PROJECT NAME LOG LOADER & TRUCK FY19 $140,000 FY20 Unscheduled DESCRIPTION OF PROJECT This a request to replace a 2001 Ford F650. Forestry is moving up an unscheduled request to FY19. This piece of Forestry equipment is both unsafe and impractical. Additional info: #3125 – 2001 Ford F650, National Crane N50, Palift Hydraulic Dump, 10,000 miles/1100 hours. Hydroboost Brake System Repairs, Leaky Rear Seals, transmission slip, GVWR 26000 Max – 24500 lbs. empty. Not True Forestry style Equipment. ALTERNATIVES CONSIDERED Continue to use existing vehicle. As directed by Commission. ADVANTAGES OF APPROVAL Replacing this Forestry equipment will provide better production and improved safety to the operator. This truck and crane was pieced together and is over its safe gvwr nearly empty. Replace for a true urban Forestry log and brush loader. Trade in or public auction the whole thing. No other City department can use it or any part of it. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES 100% Tree Maintenance District Fund New Replacement Equipment Project FY21 FY22 FY23 73 CIP Project Fund Tree Maintenance District PROJECT NUMBER FOR13 DEPARTMENT FORESTRY PROJECT NAME Aerial Lift / Bucket Truck FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Replace 2001 #3069 C7500 HI-Ranger bucket truck. This Forestry equipment is nearing its 20 year anniversary. 11,000 miles/4,000 hours. This truck has been the main workhorse for the division and is showing its wear. Replacement would give us a modern truck with a higher working height and new safety items. ALTERNATIVES CONSIDERED Continue to use existing vehicle. As directed by the commission. ADVANTAGES OF APPROVAL Replacement of this equipment provides the division with a more reliable bucket truck. Improves operator safety, lowers exhaust emissions, and gives us the overall working height we need for the City's largest trees. Sell by public auction the existing bucket truck. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES 100% Tree Maintenance District Fund New Replacement Equipment Project FY21 FY22 $145,000 FY23 74 CIP Project Fund Tree Maintenance District PROJECT NUMBER FOR14 DEPARTMENT Forestry PROJECT NAME FORESTRY CHIP TRUCK FY19 FY20 $90,000 Unscheduled DESCRIPTION OF PROJECT This is a request to replace a 1991 International Forestry chip truck. This Forestry equipment is nearly 30 years old and has reliability issues with the engine. Replacement with a modern truck would bring cleaner emission through Tier 4 Diesel standards. A larger dump body of 20 cubic yards (25% increase) reduces trips to the landfill, saving both vehicle wear and time. ALTERNATIVES CONSIDERED Replace 1991 International Forestry with a new 15 cubic yard chip truck (Reduced cost). ADVANTAGES OF APPROVAL Improved efficiency and reduced man-hours spent dumping waste ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Routine maintenance and Diesel Exhaust Fluid FUNDING SOURCES 100% Tree Maintenance District Fund New Replacement Equipment Project FY21 FY22 FY23 75 CIP Project Fund Tree Maintenance District PROJECT NUMBER FOR15 DEPARTMENT FORESTRY PROJECT NAME TOOLCAT UTILITY MACHINE FY19 FY20 Unscheduled $65,000 DESCRIPTION OF PROJECT This is a request for a multi-function, cabbed vehicle. This equipment would improve efficiency and capability related to snow removal. Compared to hand-shoveling and ATV use, staff could maintain more plowing routes in less time. ALTERNATIVES CONSIDERED Rely on current hand-shoveling and ATV use. ADVANTAGES OF APPROVAL Increased staff efficiency related to snow removal ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Routine maintenance FUNDING SOURCES 100% Tree Maintenance Fund New Replacement Equipment Project FY21 FY22 FY23 76 Ge n e r a l   F u n d   Ca p i t a l   I m p r o v e m e n t   P l a n Fi n a n c i a l   S u m m a r y Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 F Y 2 1 F Y 2 2 F Y 2 3 Unscheduled Pr o j e c t e d   B e g i n n i n g   B a l a n c e   D e d i c a t e d   t o   C I P ‐ $                                          23 6 , 0 0 0 $                                  (3 5 6 , 6 6 4 ) $                      (7 5 5 , 5 6 8 ) $                      (5 5 2 , 9 2 0 ) $                      (11,771)$                 Pl u s :     G e n e r a l   F u n d   R e v e n u e s   D e d i c a t e d   t o   C I P 1, 2 8 4 , 9 9 6 $                  91 9 , 4 1 2 $                                  1, 0 8 3 , 3 7 4 $                  1, 0 9 4 , 2 0 7 $                  1, 1 0 5 , 1 4 9 $                  1,116,201 $          ‐ $                  Pl u s :     G F 2 3 1   ‐   C e m .   I r r i g a t i o n   P r o j e c t   ‐   R e s e r v e   U s e d   f o r   G r a n t   M a t c h 20 0 , 0 0 0 $                        20 0 , 0 0 0 $                                  Pl u s :     G F 2 3 1   ‐   C e m .   I r r i g a t i o n   P r o j e c t   ‐   G r a n t F u n d i n g   D N R C   a n d   B O R 42 5 , 0 0 0 $                                  Pl u s :     G F 2 8 6   ‐   V e t e r a n s   C e m e t e r y   P r o j e c t   ‐   R e s e r v e   U s e d 88 , 0 0 0 $                                      40 , 0 0 0 $                            45 , 0 0 0 $                              Pl u s :     G F 2 8 0   ‐   S t o r y   M a n s i o n   S e w e r   R e p a i r ,   f r o m   S t o r y   M a n s i o n   F u n d 18 , 0 0 0 $                              Pl u s :     G F 0 5 2   ‐   P o l i c e   N o n ‐ P a t r o l   V e h i c l e ,   f r o m   D o n a t i o n 18 , 0 0 0 $                              Pl u s :     I n t e r c a p   L o a n   ‐   G F 2 6 0 ,   G F 2 6 1   S p o r t s   C o m p l e x   I m p s . 43 1 , 5 0 0 $                                  Pl u s :     B o n d   I s s u e :     G F 2 6 3     L & J 10 , 0 0 0 , 0 0 0 $                      20 , 0 0 0 , 0 0 0 $              Pl u s :     B o n d   I s s u e :     G F 3 0 5   F i r e   S t a t i o n   1   6, 5 0 0 , 0 0 0 $                  Pl u s :     B o n d   I s s u e :     G F 3 0 6   F i r e   S t a t i o n   2 4,500,000                              Pl u s :     B o n d   I s s u e :     G F 0 5 6   I n d o o r / O u t d o o r   A q u a t i c s   F a c i l i t y   16 , 5 0 0 , 0 0 0 $              Pl u s :     G F 1 3 7   S w i m   C e n t e r /   G F 2 3 8   B o g e r t   B o n d   I s s u e   ( w i t h   A q u a t i c s   F a c i l i t y   q u e s t i o n )   1, 4 3 2 , 3 0 0 $                  Le s s :     S c h e d u l e d   C I P   P r o j e c t   C o s t s (1 , 2 8 4 , 9 9 6 ) $              (1 2 , 6 5 6 , 5 7 6 ) $                  (8 , 5 2 2 , 2 7 7 ) $              (2 1 , 6 6 9 , 5 6 0 ) $          (1 9 , 1 5 4 , 3 0 0 ) $          (5,119,000)$        (11,346,933)$        Cr e a t i o n   o f   C i t y w i d e   P a r k   M a i n t   D i s t .   C I P   p r o j e c t s   m o v e d   t o   o w n   f u n d Cr e a t i o n 50 0 , 0 0 0 $                      73 3 , 0 0 0 $                      65 8 , 0 0 0 $                      203,00 0 $            3,395,00 0 $     Pr o j e c t e d   Y e a r ‐ E n d   C a s h   D e d i c a t e d   t o   C I P 23 6 , 0 0 0 $                        (3 5 6 , 6 6 4 ) $                              (7 5 5 , 5 6 8 ) $                      (5 5 2 , 9 2 0 ) $                      (1 1 , 7 7 1 ) $                          688,43 0 $                 As s u m p t i o n s   M a d e   f o r   R e v e n u e   E s t i m a t e s : Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY 2 2 FY23 Es t i m a t e d   A n n u a l   G e n e r a l   F u n d   R e v e n u e s 30 , 3 4 3 , 6 2 3 $            30 , 3 4 3 , 6 2 3 $                    30 , 6 4 7 , 0 5 9 $          30 , 9 5 3 , 5 3 0 $            31 , 2 6 3 , 0 6 5 $            31,575,69 6 $           E s t i m a t e d   G r o w t h   i n   G e n e r a l   F u n d   R e v e n u e s 0% 1% 1% 1% 1% 1% To t a l   E s t i m a t e d   G e n e r a l   F u n d   R e v e n u e s 30 , 3 4 3 , 6 2 3 $            30 , 6 4 7 , 0 5 9 $                    30 , 9 5 3 , 5 3 0 $          31 , 2 6 3 , 0 6 5 $            31 , 5 7 5 , 6 9 6 $            31,891,45 3 $        Cu r r e n t   R e v e n u e s   D e d i c a t e d   t o   C I P   % 2. 6 % 2. 6 % 3. 0 % 3. 5 % 3. 5 % 3.5 %    P l u s :     I n c r e a s e   D e d i c a t e d   t o   C a p i t a l   I m p r o v e m e n t s   % 0. 4 % 0. 4 % 0. 5 % 0. 0 % 0. 0 % 0.0%    T o t a l   %   D e d i c a t e d   t o   C I P 3. 0 % 3. 0 % 3. 5 % 3. 5 % 3. 5 % 3.5% To t a l   E s t i m a t e d   R e v e n u e s   D e d i c a t e d   t o   C I P 91 0 , 3 0 9 $                      91 9 , 4 1 2 $                                1, 0 8 3 , 3 7 4 $                1, 0 9 4 , 2 0 7 $                1, 1 0 5 , 1 4 9 $                1,116,201 $            Pr o j e c t e d Pr o j e c t e d C U R R E N T $ ( 1 2 , 6 5 6 , 5 7 6 ) $ ( 8 , 5 2 2 , 2 7 7 ) $ ( 2 1 , 6 6 9 , 5 6 0 ) $ ( 1 9 , 1 5 4 , 3 0 0 ) $ ( 5 , 1 1 9 , 0 0 0 ) $ ( 1 1 , 3 4 6 , 9 3 3 ) FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY 2 2 FY 2 3 U N S C H E D U L E D GE N E R A L   F U N D     P R O J E C T S   &   E Q U I P M E N T 77 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 Ge n e r a l F u n d GF 0 1 0 CE M E T E R Y CE M E T E R Y M O W E R R E P L A C E M E N T S $18,000 $1 6 , 0 0 0 $1 6 , 0 0 0 $1 8 , 0 0 0 $1 8 , 0 0 0 GF 0 8 3 CE M E T E R Y BA C K H O E $1 1 0 , 0 0 0 GF 1 1 6 CE M E T E R Y CE M E T E R Y V E H I C L E R E P L A C E M E N T S $5 0 , 0 0 0 GF 2 3 1 CE M E T E R Y CE M E T E R Y I R R I G A T I O N P R O J E C T $6 8 2 , 8 5 9 GF 2 5 2 CE M E T E R Y CE M E T E R Y C O L U M B A R I U M $5 5 , 0 0 0 GF 2 6 8 CE M E T E R Y SO U T H W E S T M O N T A N A V E T E R A N ' S CE M E T E R Y $8 8 , 0 0 0 $360,000 $4 0 , 0 0 0 $4 5 , 0 0 0 $18,000 $8 3 6 , 8 5 9 $1 6 6 , 0 0 0 $1 1 8 , 0 0 0 $1 8 , 0 0 0 $360,000 To t a l s b y D E P A R T M E N T Ge n e r a l F u n d GF 2 8 2 Ci t y A d m i n / Su s t a i n a b i l i t y C I T Y H A L L P L U G - I N H Y B R I D E L E C T R I C VE H I C L E $3 3 , 0 0 0 $3 3 , 0 0 0 To t a l s b y D E P A R T M E N T Ge n e r a l F u n d GF 2 8 3 Ci t y C l e r k ’ s Of f i c e / CO M M I S S I O N R O O M T E C H N O L O G Y UP G R A D E $8 0 , 0 0 0 GF 2 8 4 Ci t y C l e r k ’ s O f f i LA S E R F I C H E S O F T W A R E U P G R A D E $28,000 $28,000 $5 7 , 0 0 0 $2 8 , 0 0 0 $2 8 , 0 0 0 $28,000 $8 0 , 0 0 0 $5 7 , 0 0 0 $2 8 , 0 0 0 $2 8 , 0 0 0 $28,000 To t a l s b y D E P A R T M E N T Ge n e r a l F u n d GF 2 7 5 EC O N O M I C D E V FI B E R O P T I C C O N D U I T A N D V A U L T S $25,000 $2 5 , 0 0 0 $25,000 $2 5 , 0 0 0 $2 5 , 0 0 0 $2 5 , 0 0 0 $25,000 $2 5 , 0 0 0 $2 5 , 0 0 0 $2 5 , 0 0 0 $2 5 , 0 0 0 $25,000 To t a l s b y D E P A R T M E N T Ge n e r a l F u n d GF 2 8 5 Fa c i l i t i e s / L i b r a r y LI B R A R Y E X T E R I O R D O O R OP E R A T O R S / C L O S U R E S R E P L A C E M E N T $1 2 , 0 0 0 $1 2 , 0 0 0 To t a l s b y D E P A R T M E N T Ge n e r a l F u n d GF 1 0 3 FA C I L I T Y - C H AM E R I C A N ' S W I T H D I S A B I L I T I E S A C T (A D A ) C O M P L I A N C E I M P R O V E M E N T S $10,000 $1 0 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 78 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 GF 2 1 9 FA C I L I T Y - C H AD D I T I O N T O C I T Y H A L L , C O N S O L I D A T I O N OF S E R V I C E S $5,500,000 GF 2 4 1 FA C I L I T Y - C H RE P L A C E M E N T O F C I T Y H A L L A C CO N D E N S I N G U N I T – R O O F T O P $5 0 , 0 0 0 GF 2 4 5 FA C I L I T Y - C H EN E R G Y P R O J E C T S – C I T Y H A L L $7 5 , 0 0 0 GF 2 7 1 FA C I L I T Y - C H CI T Y H A L L N E W P A R K I N G L O T $250,000 GF 2 7 2 FA C I L I T Y - C H SI T E S E C U R I T Y U P G R A D E - B U I L D I N G LO C K S $1 5 , 0 0 0 $1 5 , 0 0 0 $1 5 , 0 0 0 GF 3 0 3 FA C I L I T Y - C H CI T Y H A L L E X P A N S I O N R E M O D E L O F ST O R A G E A R E A S I N T O O F F I C E S $2 5 , 0 0 0 GF 3 0 4 FA C I L I T Y - C H CI T Y H A L L C O M M I S S I O N R O O M EX P A N S I O N / R E M O D E L $3 0 0 , 0 0 0 $10,000 $3 7 5 , 0 0 0 $2 5 , 0 0 0 $1 2 5 , 0 0 0 $1 0 , 0 0 0 $5,750,000 To t a l s b y D E P A R T M E N T Ge n e r a l F u n d GF 0 0 1 FA C I L I T Y - P R O F PR O F E S S I O N A L B U I L D I N G E L E V A T O R RE P L A C E M E N T $66,600 GF 1 9 9 FA C I L I T Y - P R O F PR O F E S S I O N A L B U I L D I N G RE C O N F I G U R A T I O N - P H A S E 2 $3 7 , 0 3 1 $3 7 , 0 3 1 $66,600 To t a l s b y D E P A R T M E N T Ge n e r a l F u n d GF 1 5 7 FA C I L I T Y - S C SE N I O R C E N T E R E L E V A T O R $6 8 , 0 0 0 $6 8 , 0 0 0 To t a l s b y D E P A R T M E N T Ge n e r a l F u n d GF 2 2 4 FI N A N C E SU N G A R D A N A L Y T I C S N O W C O G N O S B I (B U S I N E S S I N T E L L I G E N C E ) W E B - B A S E D RE P O R T I N G S U I T E $3 5 , 0 0 0 GF 2 2 7 FI N A N C E ER P R E P L A C E M E N T / U P G R A D E "S U N G A R D R E P L A C E M E N T / U P G R A D E " $333,333 $3 5 , 0 0 0 $333,333 To t a l s b y D E P A R T M E N T Ge n e r a l F u n d GF 3 0 5 Fi r e FI R E S T A T I O N 2 $4,500,000 GF 3 0 6 Fi r e FI R E S T A T I O N 1 $6 , 5 0 0 , 0 0 0 79 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 $4,500,000 $6 , 5 0 0 , 0 0 0 To t a l s b y D E P A R T M E N T Ge n e r a l F u n d GF 2 8 7 Hu m a n R e s o u r c LE A R N I N G M A N A G E M E N T S Y S T E M $2 5 , 0 0 0 GF 2 8 8 Hu m a n R e s o u r c AP P L I C A N T T R A C K I N G S Y S T E M $3 0 , 0 0 0 $2 5 , 0 0 0 $3 0 , 0 0 0 To t a l s b y D E P A R T M E N T Ge n e r a l F u n d GF 0 6 2 I. T . PE R S O N A L C O M P U T E R ( P C ) R E P L A C E M E N T $60,000 $5 0 , 0 0 0 $5 5 , 0 0 0 $6 5 , 0 0 0 $6 5 , 0 0 0 GF 0 8 0 I. T . RE M O T E C L O S E T S W I T C H E S , R O U T E R A N D WI R E L E S S A P R E P L A C E M E N T $50,000 $4 5 , 0 0 0 $4 5 , 0 0 0 $4 5 , 0 0 0 $5 0 , 0 0 0 GF 1 9 9 I. T . PR O F E S S I O N A L B U I L D I N G RE C O N F I G U R A T I O N - P H A S E 2 $1 3 6 , 1 8 6 GF 2 2 9 I. T . IS C S I S T O R A G E R E P L A C E M E N T $4 5 , 0 0 0 GF 2 3 3 I. T . VE H I C L E R E P L A C E M E N T $23,000 $83,000 GF 2 6 3 I. T . PO L I C E V I D E O E V I D E N C E S T O R A G E A N D BA C K U P $4 0 , 0 0 0 GF 2 6 5 I. T . GE N E R A L F U N D S E R V E R R E P L A C E M E N T $6 8 , 0 0 0 GF 2 8 9 I. T . SE R V E R F A R M S O F T W A R E U P G R A D E S $25,000 $1 0 , 0 0 0 $1 0 , 0 0 0 $2 5 , 0 0 0 $158,000 $2 7 6 , 1 8 6 $1 1 0 , 0 0 0 $1 8 8 , 0 0 0 $1 8 0 , 0 0 0 $83,000 To t a l s b y D E P A R T M E N T Ge n e r a l F u n d GF 0 3 1 PA R K S PA R K I M P R O V E M E N T G R A N T S $1 5 0 , 0 0 0 $1 5 0 , 0 0 0 GF 0 3 4 PA R K S LA R G E D E C K M O W E R $60,000 $9 0 , 0 0 0 $110,000 $5 8 , 0 0 0 GF 0 8 4 PA R K S PA R K S R E S T R O O M U P G R A D E S $470,000 $8 0 , 0 0 0 GF 0 9 2 PA R K S PL A Y G R O U N D E Q U I P M E N T $120,000 $9 5 , 0 0 0 $9 5 , 0 0 0 $1 2 0 , 0 0 0 GF 1 0 8 PA R K S PA R K S I D E W A L K R E P L A C E M E N T S $88,000 $1 2 0 , 0 0 0 GF 1 1 5 PA R K S PA R K V E H I C L E R E P L A C E M E N T S $55,000 $5 0 , 0 0 0 $180,000 $3 0 , 0 0 0 $3 0 , 0 0 0 $2 8 , 0 0 0 GF 1 4 8 PA R K S BM X P A R K I N G L O T $85,000 GF 1 9 0 PA R K S 4- W H E E L E R A T V R E P L A C E M E N T $14,000 $1 6 , 0 0 0 GF 1 9 1 PA R K S UP G R A D E S O F T B A L L C O M P L E X L I G H T I N G $1,000,000 80 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 GF 1 9 5 PA R K S TU R F S W E E P E R $3 2 , 0 0 0 $36,000 GF 2 0 5 PA R K S PR O S T P L A N U P D A T E $1 0 9 , 0 0 0 GF 2 5 0 PA R K S SP L A S H P A D S $190,000 $2 2 5 , 0 0 0 $2 4 0 , 0 0 0 GF 2 6 0 PA R K S SP O R T S C O M P L E X - C O N S T R U C T I O N O F 'P R O J E C T R E L A T E D ' C O T T O N W O O D R O A D AR E A W A T E R & W A S T E W A T E R IM P R O V E M E N T S $3 6 4 , 0 0 0 GF 2 7 0 PA R K S SN O W P L O W I N G V E H I C L E $6 5 , 0 0 0 $75,000 GF 2 7 8 PA R K S GR I F F I N A T S T O R Y M I L L P A R K R O A D IM P R O V E M E N T - . 2 6 M I L E $260,000 GF 2 7 9 PA R K S ST O R Y M I L L R O A D I M P R O V E M E N T - . 1 7 MI L E $170,000 GF 2 8 1 PA R K S BO Z E M A N P O N D P A R K & A A S H E I M BA L L F I E L D S R O A D E X P A N S I O N - . 1 7 M I L E & . 0 9 M I L E $260,000 GF 2 9 0 PA R K S IR R I G A T I O N S Y S T E M R E P L A C E M E N T S $425,000 GF 2 9 1 PA R K S PI C K L E B A L L C O U R T S $9 0 , 0 0 0 $203,000 $3 4 6 , 0 0 0 $5 0 0 , 0 0 0 $7 3 3 , 0 0 0 $6 5 8 , 0 0 0 $3,395,000 To t a l s b y D E P A R T M E N T Ge n e r a l F u n d PW 0 5 / 0 6 Pa r k s a n d Fa c i l i t y P o r t i o n PU B L I C W O R K S S H O P S F A C I L I T Y P L A N AN D C O N S T R U C T I O N $1 0 , 0 0 0 $5 0 , 0 0 0 $1 0 , 0 0 0 $5 0 , 0 0 0 To t a l s b y D E P A R T M E N T Ge n e r a l F u n d GF 0 5 2 PO L I C E PO L I C E N O N - P A T R O L V E H I C L E RE P L A C E M E N T S $30,000 $1 5 , 0 0 0 $377,000 $1 5 , 0 0 0 $1 5 , 0 0 0 GF 0 5 3 PO L I C E PA T R O L V E H I C L E R E P L A C E M E N T $132,000 $1 2 4 , 0 0 0 $680,000 $1 8 9 , 0 0 0 $1 2 8 , 0 0 0 $1 9 5 , 0 0 0 GF 1 6 5 PO L I C E PA T R O L M O T O R C Y C L E R E P L A C E M E N T S $60,000 GF 1 6 6 PO L I C E PO R T A B L E A N D M O B I L E R A D I O RE P L A C E M E N T S $2 9 5 , 0 0 0 $2 9 5 , 0 0 0 GF 2 6 2 PO L I C E PO L I C E K 9 $19,000 $1 7 , 0 0 0 GF 2 6 3 PO L I C E LA W & J U S T I C E C E N T E R $1 0 , 0 0 0 , 0 0 0 $2 0 , 0 0 0 , 0 0 0 GF 2 9 2 PO L I C E PA T R O L C A R A U X I L I A R Y E Q U I P M E N T $15,000 $1 5 , 0 0 0 $10,000 $1 0 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 81 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 GF 2 9 3 PO L I C E NO N - P A T R O L C A R N E W V E H I C L E S $1 5 , 0 0 0 $1 5 , 0 0 0 GF 2 9 4 PO L I C E PA T R O L C A R - A D D I T I O N A L $6 4 , 0 0 0 $177,000 $1 0 , 4 4 9 , 0 0 0 $5 0 9 , 0 0 0 $2 0 , 2 3 4 , 0 0 0 $2 3 5 , 0 0 0 $1,146,000 To t a l s b y D E P A R T M E N T Ge n e r a l F u n d GF 0 5 6 RE C R E A T I O N DE S I G N & C O N S T R U C T IN D O O R / O U T D O O R F A M I L Y A Q U A T I C S CE N T E R $1 0 0 , 0 0 0 $1 6 , 5 0 0 , 0 0 0 GF 1 3 7 RE C R E A T I O N SW I M C E N T E R - F A C I L I T Y R E P A I R S A N D RE P L A C E M E N T S $9 4 9 , 3 0 0 GF 1 4 0 RE C R E A T I O N LI N D L E Y C E N T E R P A R K I N G L O T RE N O V A T I O N $5 3 , 5 6 0 GF 2 0 9 RE C R E A T I O N LI N D L E Y C E N T E R F U L L U P G R A D E : RE S T R O O M S , W I N D O W S , S I D I N G , KI T C H E N , R O O F , F L O O R I N G $2 2 4 , 2 7 7 GF 2 3 8 RE C R E A T I O N BO G E R T P O O L R E N O V A T I O N $4 8 3 , 0 0 0 GF 2 9 5 RE C R E A T I O N SW I M C E N T E R U V S Y S T E M R E P L A C E M E N T $6 8 , 5 0 0 GF 2 9 6 RE C R E A T I O N SW I M C E N T E R – F R O N T F U R N A C E RE P L A C E M E N T $3 6 , 0 0 0 GF 2 9 7 RE C R E A T I O N SW I M C E N T E R R O O F R E P L A C E M E N T $2 6 , 0 0 0 GF 2 9 8 RE C R E A T I O N SW I M C E N T E R – B A R R I E R W A L L I N P U M P RO O M $2 2 , 0 0 0 GF 2 9 9 RE C R E A T I O N VE H I C L E R E P L A C E M E N T $3 0 , 0 0 0 GF 3 0 0 RE C R E A T I O N ST O R Y M I L L C O M M U N I T Y C E N T E R GY M N A S I U M F L O O R R E P L A C E M E N T $110,000 GF 3 0 1 RE C R E A T I O N ST O R Y M A N S I O N E X T E R I O R P A I N T $50,000 GF 3 0 2 RE C R E A T I O N PA S S E N G E R V A N $3 5 , 0 0 0 $1 1 6 , 5 0 0 $2 9 0 , 2 7 7 $1 8 8 , 5 6 0 $1 7 , 9 3 2 , 3 0 0 $160,000 To t a l s b y D E P A R T M E N T Su m m a r y f o r G e n e r a l F u n d ( 7 8 i t e m s ) To t a l s b y y e a r : $5,119,000 $1 2 , 6 5 6 , 5 7 6 $8 , 2 3 2 , 2 7 7 $11,346,933FY23 FY 1 9 FY 2 0 Unscheduled FY 2 2 $1 9 , 1 5 4 , 3 0 0 $2 1 , 6 6 9 , 5 6 0 FY 2 1 82 CIP Project Fund General Fund PROJECT NUMBER GF001 DEPARTMENT FACILITY - PROF PROJECT NAME PROFESSIONAL BUILDING ELEVATOR REPLACEMENT FY19 FY20 Unscheduled $66,600 DESCRIPTION OF PROJECT The elevator in the Professional Building is a three stop Otis elevator. The elevator was installed when the second floor was added in 1972. Since the City purchased the building we have remodeled several areas on both the main floor and second floor – the elevator remains original and is approaching 44 years of continued use. The elevator is to the point where many technological improvements have been made in elevator technology and a change out would yield both improved service and some reductions in energy costs. The elevator is inspected annually and is still safe although there are some inherent problems with the operation of the elevator. Of the four elevators owned by the City, this system experiences the most downtime. One big problem is the leveling systems and the way the rails and tracks are mounted in the building. The elevator will malfunction and require resetting if it loaded heavy to one side. A new car and track system would solve the nuisance trips associated with this aging elevator. ALTERNATIVES CONSIDERED Continue to maintain and adjust the elevator operating systems throughout the year. ADVANTAGES OF APPROVAL Increase reliability and reduced maintenance costs. Some electrical savings associated with improved electric motors. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs FUNDING SOURCES General Fund and Building Inspection Fund New Replacement Equipment Project FY21 FY22 FY23 83 CIP Project Fund General Fund PROJECT NUMBER GF010 DEPARTMENT CEMETERY PROJECT NAME CEMETERY MOWER REPLACEMENTS FY19 $16,000 FY20 $16,000 Unscheduled DESCRIPTION OF PROJECT Ongoing cemetery mower replacement program. Scheduled on a five year replacement program, with the oldest cemetery mower now being 5 years old. Proposing to go back to the three replacement cycle, due to numerous breakdowns after the three year mark. These mowers are used to complete the mowing 53+ acres of turf inside and outside the cemetery which include mowing of the open space, trails, and the weekly mowing through the headstones. ALTERNATIVES CONSIDERED Keep older mowers for extended periods of time, which has been done as we moved to a 5 year replacement program instead of a 3 year program. ADVANTAGES OF APPROVAL Less down time; Decreased repair /maintenance costs; High trade –in value; Increased productivity; Less emissions. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Routine maintenance, oil changes, fuel. FUNDING SOURCES 100% General Fund New Replacement Equipment Project FY21 $18,000 FY22 $18,000 FY23 $18,000 84 CIP Project Fund General Fund PROJECT NUMBER GF031 DEPARTMENT PARKS PROJECT NAME PARK IMPROVEMENT GRANTS FY19 FY20 $150,000 Unscheduled DESCRIPTION OF PROJECT The General Fund contributes funds every other year towards improving park infrastructure through implementation of park master plans. This grant program is a matching funds program in which the City receives a minimum 1 to 1 match from the recipient. The Commission has established a formal grant policy by resolution. By switching to every other year, and also increasing the allocation, bigger projects can be accomplished, though these projects will take more time to complete. ALTERNATIVES CONSIDERED Handle park equipment and improvement requests on an adhoc basis, as various donors or service groups bring them forward. Allocate more or fewer dollars to the program. ADVANTAGES OF APPROVAL This matching funds program provides critical infrastructure to the park system by utilizing the talents of our community members through matching funds, donations, labor in lieu of and numerous specialized services. All of the above can be used as a match in this program ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: New infrastructure and facilities bring on increased maintenance and labor costs. The nature of each project funded will determine the continued costs. Some projects have very low ongoing costs, others have relatively higher costs. FUNDING SOURCES 100% General Fund New Replacement Equipment Project FY21 FY22 $150,000 FY23 85 CIP Project Fund General Fund PROJECT NUMBER GF034 DEPARTMENT PARKS PROJECT NAME LARGE DECK MOWER FY19 $90,000 FY20 Unscheduled $110,000 DESCRIPTION OF PROJECT The mower request in FY19 would be an addition of a large-deck sports turf mower, anticipated to be needed for additional parkland used for athletics, such as: Enterprise Park (formerly Lerner Park), Oak Springs Park, Adam Bronken Sports Complex, and the eventual 80 acre Bozeman Sports Complex. The City currently mows over 150 acres of irrigated turfgrass weekly. ALTERNATIVES CONSIDERED Continue to repair as break downs occur, Replace mowers as they breakdown, explore a lease program. ADVANTAGES OF APPROVAL Proper mowing of sports fields and formal parks are imperative to safety. Regular replacement will reduce maintenance costs and decrease the number of breakdowns we have been experiencing. Well mowed parks are an important reflection on our City and how it is perceived by visitors and citizens. New mowers will be more reliable, safer, productive, and will reduce the workload on the vehicle maintenance shop personnel. Well maintained sports fields have proven to be a vital component to the economic growth of our community, by attracting regional and state tournaments to Bozeman. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Improve scheduling of mowing and increase crew efficiency because of reliable equipment. FUNDING SOURCES 100% General Fund. New Replacement Equipment Project FY21 $58,000 FY22 FY23 $60,000 86 CIP Project Fund General Fund PROJECT NUMBER GF052 DEPARTMENT POLICE PROJECT NAME POLICE NON-PATROL VEHICLE REPLACEMENTS FY19 $15,000 FY20 Unscheduled $377,000 DESCRIPTION OF PROJECT The police department has unmarked vehicles used by command staff, detectives and some support positions. Some of these vehicles are used for support operations, such as animal control, community resource officer, code compliance, etc…. Command and detective vehicles are assigned and used to respond to emergency calls for command/control or investigations. Generally vehicle replacement of these vehicles involves buying used, lower mileage vehicles with some trade-in done by higher mileage vehicles nearing the end of time to operate safely. Decisions on when to rotate these vehicles is usually higher mileage than a normal police car and dependent largely on track history for maintenance concerns. In FY19 and FY21 we have 2 detective vehicles in need of replacement. Cost estimates involve buying a lower mileage or lease return vehicle, not a new vehicle. In FY20 and FY22 we anticipate adding two School Resource Officer Positions to cover the new Bozeman High School and increased demand for police services at all schools. In FY22 and FY23 we have identified 3 admin vehicles that will need replacement. These are used by command officers for daily and on-call response throughout the city. ALTERNATIVES CONSIDERED Each year we assess each purchase decision. At times we may be able to convert a marked police car to a detective use, when the vehicle is no longer trustworthy to the levels of immediate emergency response, but could be used for a year or two as an unmarked support vehicle. ADVANTAGES OF APPROVAL 2 of these vehicles are new and essential. The replacements are also essential and continue to provide safe and reliable transportation. These unmarked cars tend to last for at least 15 years. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES General Fund New Replacement Equipment Project FY21 $15,000 FY22 $15,000 FY23 $30,000 87 CIP Project Fund General Fund PROJECT NUMBER GF053 DEPARTMENT POLICE PROJECT NAME PATROL VEHICLE REPLACEMENT FY19 $124,000 FY20 $189,000 Unscheduled $680,000 DESCRIPTION OF PROJECT This plan allows for a number of patrol cars to be replaced each year, including all of the necessary vehicle equipment (top lights, sirens, radio, mobile data terminals, video cameras, electronic reporting / ticketing systems, etc.) Costs are based on actual costs in FY18 of $61,000 per vehicle and anticipated increases in FY19 and beyond. Patrol vehicles are an essential item in the operation of the Bozeman Police Department, being the primary tool used for over 50,000 Response to Calls each year. Police vehicles must be available for police patrol and emergency call response 24 hours a day, 365 days a year. These vehicles are used to respond to both emergency and non-emergency calls for service, investigate vehicle crashes, conduct traffic enforcement and for general patrol duties. These patrol vehicles average approximately 20,000 miles annually. Vehicles earmarked for replacement will have a minimum estimated 110,000 miles per vehicle, which with police emergency response tends to be the rough time when police vehicles are no longer safe for emergency response. An additional 10 patrol vehicles will need replacement after FY23. A review of mileage and estimated staffing increases in patrol by 2-3 officers over the next few years has also led to the identified need for an additional patrol vehicle in FY21. This won’t replace a vehicle and brings the total patrol response vehicles to 23 (1 unmarked / 2 K9 vehicles / 20 fully marked) ALTERNATIVES CONSIDERED None. ADVANTAGES OF APPROVAL This helps us plan for safe and reliable emergency response vehicles for patrol use, as well as projected lower annual maintenance costs. This program would allow for the replacement of older, higher mileage patrol cars that become less reliable and more costly to repair. Equipment components mounted inside the car can sometimes be transferred from the old car to the new car, depending on the condition. These replacements continue to bring the department closer to 100% matching Ford SUV patrol vehicles. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED These are replacement vehicles. Recurring costs frequently decline as newer cars replace older ones. Maintenance costs have stabilized due to regularly scheduled service, even though calls for service have increased and additional officers have been hired. FUNDING SOURCES 100% General Fund New Replacement Equipment Project FY21 $128,000 FY22 $195,000 FY23 $132,000 88 CIP Project Fund General Fund PROJECT NUMBER GF056 DEPARTMENT RECREATION PROJECT NAME DESIGN & CONSTRUCT INDOOR/OUTDOOR FAMILY AQUATICS CENTER FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Indoor/Outdoor Aquatics Center. This item was identified as a “Top Ten Capital Facility Recommendation” in the PROST plan, adopted October 2007. The design phase in FY18 includes the preliminary design of the Family Aquatics Center. This project will need to be approved by the voters. It is estimated that an election would be offered in the fall of 2021. ALTERNATIVES CONSIDERED Do not build a community aquatics center. ADVANTAGES OF APPROVAL Community Benefits of an Aquatics Center: safe and healthy place for families to play, connected families, strong vital involved community, and increased community programs. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual operating and maintenance costs to include additional aquatic staff: Cost undetermined at this time. FUNDING SOURCES Bond and General Fund. New Replacement Equipment Project FY21 $100,000 FY22 $16,500,000 FY23 89 CIP Project Fund General Fund PROJECT NUMBER GF062 DEPARTMENT I.T. PROJECT NAME PERSONAL COMPUTER (PC) REPLACEMENT FY19 $50,000 FY20 $55,000 Unscheduled DESCRIPTION OF PROJECT This is a general item for replacement of personal computers for General Fund related jobs and services. (Enterprise and Special Revenue fund services pay for their own pc’s.) As of FY17, Personal Computers moved to a 5 year rotation before replacement. PC Replacements are one of the primary drivers of Help Desk Calls (PM01 & WL01) - aging computers can have more software and technical conflicts, and replaced PC's often require user support for newer versions of software, etc. ALTERNATIVES CONSIDERED Not replace computer/server hardware as frequently. ADVANTAGES OF APPROVAL City technology needs will be better met and the IT department will be able to more efficiently support employees and citizens. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES 100% General Fund New Replacement Equipment Project FY21 $65,000 FY22 $65,000 FY23 $60,000 90 CIP Project Fund General Fund PROJECT NUMBER GF080 DEPARTMENT I.T. PROJECT NAME REMOTE CLOSET SWITCHES, ROUTER AND WIRELESS AP REPLACEMENT FY19 $45,000 FY20 $45,000 Unscheduled DESCRIPTION OF PROJECT Wan Site end of life replacements for switches and router throughout City to include City Hall, Professional Building, City Shops, Landfill, L&J, Library, WWTP, WTP, Swim Center, Beall Park, Cemetery. Smaller sites will be consolidated in one year. FY 15 - Prof-Building, Vehicle Maint. This equipment is critical to the City's technology network, supporting all of the department's performance measures related to system "uptime" (PM02-PM06) and workload measures related to number of hours the network and various software is "in service" (WL02-W06). ALTERNATIVES CONSIDERED Maintain current switches without critical support or maintenance. ADVANTAGES OF APPROVAL Maintain uptime for all WAN locations throughout the City to include phone services as well as data. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES General Fund – with costs shared with Enterprise, as location warrants. New Replacement Equipment Project FY21 $45,000 FY22 $50,000 FY23 $50,000 91 CIP Project Fund General Fund PROJECT NUMBER GF083 DEPARTMENT CEMETERY PROJECT NAME BACKHOE FY19 FY20 $110,000 Unscheduled DESCRIPTION OF PROJECT This piece of equipment would replace the current cemetery backhoe (2001- 3119 hours) that is used for burials an average of 2 times per week. This is the main piece of equipment utilized for cemetery burials. ALTERNATIVES CONSIDERED Continue to utilize the older backhoe and repair and maintain as necessary. Potentially, borrow from another department. ADVANTAGES OF APPROVAL Increased reliability and safety for staff and the families relying on cemetery services. The old cemetery backhoe could potentially be transitioned to the Parks Division. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Operating and repair costs are expected to be lower than the existing vehicle. FUNDING SOURCES 100% General Fund New Replacement Equipment Project FY21 FY22 FY23 92 CIP Project Fund General Fund PROJECT NUMBER GF084 DEPARTMENT PARKS PROJECT NAME PARKS RESTROOM UPGRADES FY19 FY20 Unscheduled $470,000 DESCRIPTION OF PROJECT This project is the general replacement and upgrading of the City Park’s public restroom facilities. Other restrooms that need to be replaced- and/or built are: Rose Park $80,000 (FY 21), Beall Park $40,000 and the Softball Complex $300,000 –( Large Facility plus Concession Stand), BMX- Westlake Park $130,000 are unscheduled. ALTERNATIVES CONSIDERED Continue to try to maintain existing facilities. The Rose and BMX Park projects will provide restroom facilities in areas where currently none exist. The BMX project potentially could be part of the Midtown Urban Renewal District. ADVANTAGES OF APPROVAL Ease and efficiency of maintaining new restrooms; increased cleanliness of public facilities. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Operating and repair costs are expected to be lower than the existing facilities. FUNDING SOURCES 100% General Fund, BMX Park funding possible from TIF New Replacement Equipment Project FY21 $80,000 FY22 FY23 93 CIP Project Fund General Fund PROJECT NUMBER GF092 DEPARTMENT PARKS PROJECT NAME PLAYGROUND EQUIPMENT FY19 FY20 $95,000 Unscheduled $120,000 DESCRIPTION OF PROJECT The following playground equipment will eventually need to be replaced due to its age and condition: Replacement will bring equipment up to today’s standards and reduce safety and liability concerns. Jarrett Park (FY19) and Christie Park (FY20) are identified as the playgrounds that need replacement, in that priority. New replacements include: Lindley Park (FY22) and Kirk Park playgrounds. The majority of the city-maintained playgrounds were installed in the early 1990’s. In general, safety recommendations for playgrounds address: playground site elements, sight lines, equipment features and materials, surfacing materials, hardware, paints and finishes, and any other hazards that might be present. Playground repairs require same-day response given their critical safety implication. Currently, the Parks Division inspects and maintains 21 playgrounds city-wide and assists with another 19 HOA- maintained playgrounds with monthly inspections and recommendations. ALTERNATIVES CONSIDERED Keep existing equipment in place, maintain as we go ADVANTAGES OF APPROVAL Increased safety for community members. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Minimal. FUNDING SOURCES 100% General Fund. New Replacement Equipment Project FY21 $95,000 FY22 $120,000 FY23 94 CIP Project Fund General Fund PROJECT NUMBER GF103 DEPARTMENT FACILITY - CH PROJECT NAME AMERICAN'S WITH DISABILITIES ACT (ADA) COMPLIANCE IMPROVEMENTS FY19 $10,000 FY20 $10,000 Unscheduled DESCRIPTION OF PROJECT Replace or install ADA upgrades in various city-owned buildings. Work examples include: door hardware, handrails, parking signage and stalls, building access, etc. The Facilities Superintendent has been working with the ADA advisory committee to provide recommendations to the City on priority order for any upgrades or improvements that may be identified to make our facilities and programs more accessible. This money has been used, and will continue to be used to improve accessibility as demonstrates a commitment from the City to address ADA issues. Based on the initial review of the work to be done the dollar amount should be increased in order to complete the improvements within the needed timeframe. ALTERNATIVES CONSIDERED When remodels are initiated on buildings they are brought up to current ADA requirements as per regulations. There are changes to the ADA that took effect in March 2011. We will continue to make upgrades as changes are made to buildings but this budget item would accelerate the compliance for city buildings. ADVANTAGES OF APPROVAL It has been the policy of the city to meet the full spirit of the law as outlined in the ADA regulations. By taking the initiative to bring all our buildings up to current standards we can provide a positive example to the community in meeting the needs of people with restricted or limited mobility. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No significant costs are anticipated with these improvements. FUNDING SOURCES 100% General Fund. New Replacement Equipment Project FY21 $10,000 FY22 $10,000 FY23 $10,000 95 CIP Project Fund General Fund PROJECT NUMBER GF108 DEPARTMENT PARKS PROJECT NAME PARK SIDEWALK REPLACEMENTS FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Sidewalks Identified for replacement due to deteriorating cement, missing sections and heaving from weather and tree roots. New sidewalks must meet or exceed city code. Replacing the old sidewalk will result in a safer sidewalk year round and enable the sidewalk plows to better meet the snow removal municipal code. Costs of approximately $11.75 square foot for rip and replace. Project 1: $120,000 - Southside Park - replace 730' of sidewalk along South 5th Avenue and along West Alderson Street with new 6' (six foot) wide concrete sidewalk, and the related retaining wall. Project 2: $88,000 - Cooper Park - replace the sidewalk around the entire block approximately 1875' total. This sidewalk serves as a main route to and from the University. ALTERNATIVES CONSIDERED Maintain existing sidewalks and patch and repair as needed. ADVANTAGES OF APPROVAL Increased safety for community members and efficiency of operation (plowing) ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: no estimate at this time FUNDING SOURCES General Fund. New Replacement Equipment Project FY21 FY22 $120,000 FY23 $88,000 96 CIP Project Fund General Fund PROJECT NUMBER GF115 DEPARTMENT PARKS PROJECT NAME PARK VEHICLE REPLACEMENTS FY19 $50,000 FY20 $30,000 Unscheduled $180,000 DESCRIPTION OF PROJECT The Parks Division utilizes vehicles for mowing, fertilization, irrigation, inspections, snow plowing and repairs of the city parks. City parkland now has grown to over 500 acres that the Parks Division is responsible for. All vehicles are utilized until service related down-time for equipment and staff become problematic or safety is compromised. FY19 represents a one ton pick-up replacement. Dodge has ceased making parts for 2001 1-ton that is currently in the Parks fleet. The two current 1-tons in the Park fleet are used for plowing parking lots, ice rinks, hauling garbage, stone, and trail fines among other duties. The addition in FY20 of $30,000 is for a ½ ton fleet vehicle to replace the 1991 Dodge with 5 year repair costs of $32124.00.That vehicle is currently on the auction block. An incremental approach to replacing aging fleet vehicles which includes an additional hybrid car (FY22)- and ½ ton pickups for the increase in FTE’s within the division. (FY20 and FY21) An additional 1-ton pickup was moved into FY23. A more detailed list of the replacement plan, along with updated vehicle mileage, has been sent to Finance- Mileage updated October 2, 2017. ALTERNATIVES CONSIDERED None. ADVANTAGES OF APPROVAL This insures safe and reliable vehicles for park use. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: These are replacements; recurring costs frequently decline as newer cars replace older ones. 5 year average on repairs to the Parks fleet - $3,550.00 per vehicle. FUNDING SOURCES 100% General Fund New Replacement Equipment Project FY21 $30,000 FY22 $28,000 FY23 $55,000 97 CIP Project Fund General Fund PROJECT NUMBER GF116 DEPARTMENT CEMETERY PROJECT NAME CEMETERY VEHICLE REPLACEMENTS FY19 $50,000 FY20 Unscheduled DESCRIPTION OF PROJECT Cemetery Vehicle Replacement Plan - the Cemetery Department utilizes 1-Ton trucks for operations and maintenance of the Sunset Hills Cemetery. Asset# 1213 - 1989 1Ton 4x4, *41,360 miles - is critical to providing prompt burial services roughly twice a week and sanding/plowing cemetery roads. While it has relatively low miles, it has extremely low fuel economy (460 engine) which drives our recommendation to replace this 28 year old vehicle. *Mileage as of 11/2017. ALTERNATIVES CONSIDERED Keep maintaining #1213 until a new replacement is funded or replacement parts are no longer available. ADVANTAGES OF APPROVAL This insures safe and reliable vehicles for cemetery use. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: These are replacements; recurring costs frequently decline as newer cars replace older ones FUNDING SOURCES 100% General Fund New Replacement Equipment Project FY21 FY22 FY23 98 CIP Project Fund General Fund PROJECT NUMBER GF137 DEPARTMENT RECREATION PROJECT NAME SWIM CENTER - FACILITY REPAIRS AND REPLACEMENTS FY19 FY20 Unscheduled DESCRIPTION OF PROJECT The Swim Center requires numerous repair and equipment replacements which would be added to the Bond initiative for the Indoor/Outdoor Aquatics Center. These items include: gutter replacement $159,000; deck tile replacement $150,000; removal of ceiling tiles and basic cosmetic improvements $127,000; HVAC unit replacement $365,000; pool re-plaster $148,000 ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL These projects will help to ensure that we are able to maintain a safe and functional facility. The pool is extremely well utilized and repairs and replacements are necessary over time in order to continue to serve the community. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No additional annual operating and maintenance costs FUNDING SOURCES Bond New Replacement Equipment Project FY21 FY22 $949,300 FY23 99 CIP Project Fund General Fund PROJECT NUMBER GF140 DEPARTMENT RECREATION PROJECT NAME LINDLEY CENTER PARKING LOT RENOVATION FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Curb and overlay the parking lot at the Lindley Center and include ADA parking stalls. Install parking lot lights and bases, a dumpster pad and dumpster enclosure fence. This project aligns with section 10.10.1 of the PROST plan (adopted October 2007) that recommends that City parks, recreation facilities and trails are accessible to the greatest extent possible. Includes permit fees. ALTERNATIVES CONSIDERED Sealing and striping lot and not installing lights ADVANTAGES OF APPROVAL Comply with city codes, allow for more cars to be parked in the lot at a time, more organized parking which will make the lot safer and reduced liability, lights will help with public safety and parking lot/facility security, ADA spots will be designated which will make the lot accessible, the dumpster would be enclosed. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual operating and maintenance costs to include stripping and periodic overlays. FUNDING SOURCES General Fund New Replacement Equipment Project FY21 $53,560 FY22 FY23 100 CIP Project Fund General Fund PROJECT NUMBER GF148 DEPARTMENT PARKS PROJECT NAME BMX PARKING LOT FY19 FY20 Unscheduled $85,000 DESCRIPTION OF PROJECT Installation of parking lot at Westlake BMX park, left as unscheduled due to this potentially could be part of the Mid-Town Urban Renewal project- as Westlake/BMX reside in this area. ALTERNATIVES CONSIDERED Do not install a parking lot ADVANTAGES OF APPROVAL Increased access to the Children’s Memorial Park and Christmas tree drop off area. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Minimal. Clean-up, possible snow plowing, painting lines every few years FUNDING SOURCES 100% General Fund, possible funding from TIF New Replacement Equipment Project FY21 FY22 FY23 101 CIP Project Fund General Fund PROJECT NUMBER GF157 DEPARTMENT FACILITY - SC PROJECT NAME SENIOR CENTER ELEVATOR FY19 FY20 Unscheduled DESCRIPTION OF PROJECT The elevator at the Bozeman Senior Social Center is a three stop Otis elevator. The elevator was installed in early 1980 and is at the point where many technological improvements have been made in elevator technology. A change out would yield both improved service and some reductions in energy costs. While the elevator is inspected annually and is safe, it is used heavily by the members of the Senior Center. Planning ahead for the replacement of the elevator will be more cost effective and avoid unnecessary down time during the replacement process. The elevator maintenance contractor has recommended this be the first elevator replaced by the City. ALTERNATIVES CONSIDERED Continue to maintain and adjust the elevator operating systems as needed. Wait to replace the elevator until it physically breaks down or continue to monitor the operation and hold off on the replacement until the routine repair and maintenance costs exceed acceptable limits ADVANTAGES OF APPROVAL Improved operations and reduced maintenance for the elevator most needed by a special population. Small reduction in annual energy costs. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs. FUNDING SOURCES General Fund - New Replacement Equipment Project FY21 FY22 $68,000 FY23 102 CIP Project Fund General Fund PROJECT NUMBER GF165 DEPARTMENT POLICE PROJECT NAME PATROL MOTORCYCLE REPLACEMENTS FY19 FY20 Unscheduled $60,000 DESCRIPTION OF PROJECT Currently the Police Department has two police motorcycles and one used solely for training. Patrol motorcycles are an essential item in the traffic enforcement division, used for a portion of the over 13,000 traffic stops, crashes, and citations each year. These motorcycles are used from March to October each year and are responsible for a portion of the response to both emergency and non-emergency calls for service, investigate accidents, conduct traffic enforcement and general patrol duties. In FY18 we did not deploy the motorcycles because of staffing shortages and have plans to deploy in FY19. The current motorcycles will not need replacement during the next 5 years. ALTERNATIVES CONSIDERED None. ADVANTAGES OF APPROVAL This ensures safe and reliable emergency response vehicles for patrol use, as well as lower annual maintenance costs. For the traffic division to be effective, this equipment must be kept in top operating condition. Police motorcycles are available for police patrol use during the day and when the city streets are clear enough to ride. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Maintenance costs are stable due to regularly scheduled service. Officers assigned to the motorcycle division are also assigned to their own motorcycle. FUNDING SOURCES 100% General Fund New Replacement Equipment Project FY21 FY22 FY23 103 CIP Project Fund General Fund PROJECT NUMBER GF166 DEPARTMENT POLICE PROJECT NAME PORTABLE AND MOBILE RADIO REPLACEMENTS FY19 $295,000 FY20 $295,000 Unscheduled DESCRIPTION OF PROJECT In FY18 the department and City has been in conversations and planning with Gallatin County 9-1-1 to improve radio communication that has become an operational and safety concern. Regardless of the final improvements to infrastructure, one of the identified needs for replacement is subscriber units (portable radios used by officers and mobile radios used in emergency response vehicles).The replacement of these subscriber units (radios) are a major stop to improving communications and responses capabilities. These radios are an essential item in the operation of the Bozeman Police Department, being a critical communication tool used for over to 50,000 Response to Calls each year. Police radios must be available for police use 24 hours a day, 365 days a year. These radios are individually assigned, allowing for greater longevity, and department-wide communication in the event of a need for major response. The City Commission approved purchasing these units, which are currently purchased with payments in FY19 and FY21. These radios will have at least a 10 year use for emergency response. This purchase included 70 Portable (handheld) radios and 27 mobile (vehicle) radios. This amount represents just the police department share of purchases. ALTERNATIVES CONSIDERED No other alternatives at this time. ADVANTAGES OF APPROVAL This ensures safe and reliable emergency communication and response. Program allows for a planned and predictable need for equipment replacement. Clear and dependable communication allows for quick and efficient deployment and the required level of officer safety. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES 100% General Fund New Replacement Equipment Project FY21 FY22 FY23 104 CIP Project Fund General Fund PROJECT NUMBER GF190 DEPARTMENT PARKS PROJECT NAME 4-WHEELER ATV REPLACEMENT FY19 FY20 Unscheduled $14,000 DESCRIPTION OF PROJECT Replace the ATV (2000 Yamaha Grizzly) used for sidewalk snow removal and is the main piece of equipment that is used to spray approx 300 acres with herbicides and biostimulants for the Parks Division. ALTERNATIVES CONSIDERED Continue to use the 2000 Yamaha Grizzly and repair as needed. ADVANTAGES OF APPROVAL Maximize efficiency, minimize down time, proactive replacement of aging equipment. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Routine maintenance FUNDING SOURCES 100% General Fund New Replacement Equipment Project FY21 $16,000 FY22 FY23 105 CIP Project Fund General Fund PROJECT NUMBER GF191 DEPARTMENT PARKS PROJECT NAME UPGRADE SOFTBALL COMPLEX LIGHTING FY19 FY20 Unscheduled $1,000,000 DESCRIPTION OF PROJECT Replace the current lights at the Softball Complex with appropriate stadium lights. Estimate provided by MUSCO, would be bid at the time of construction. Existing lights have light spillage/pollution and cannot be “retro-fitted”. ALTERNATIVES CONSIDERED Keep existing lights ADVANTAGES OF APPROVAL The new lights can offer 50% less light spillage and glare and reduce energy costs by up to 50%. Additionally, upgraded lights could help to reduce or eliminate complaints regarding light pollution. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Reduction in electrical use. FUNDING SOURCES 100% General Fund, or fundraising by user groups - Cost estimates range from $750,000 to $825,000 in August 2012. New Replacement Equipment Project FY21 FY22 FY23 106 CIP Project Fund General Fund PROJECT NUMBER GF195 DEPARTMENT PARKS PROJECT NAME TURF SWEEPER FY19 $32,000 FY20 Unscheduled $36,000 DESCRIPTION OF PROJECT This would be used to maintain the 150+ acres of turf in the park inventory. This piece of equipment would be used extensively at the new Sports Complex and other venues on the west side of town. ( Ex. Adam Bronken Sports Complex and Oak Springs Park.) An efficient coring aerator is productive and coincides with water conservation efforts and safe playing athletic fields. ALTERNATIVES CONSIDERED Continue to operate with two aerators. ADVANTAGES OF APPROVAL Proactively and aggressively aerate parks and sports fields within the City to create safer and healthier turf that uses less water and attract tournaments to Bozeman. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES 100% General Fund New Replacement Equipment Project FY21 FY22 FY23 107 CIP Project Fund General Fund PROJECT NUMBER GF199 DEPARTMENT FACILITY - PROF PROJECT NAME PROFESSIONAL BUILDING RECONFIGURATION - Phase 2 FY19 $37,031 FY20 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 growth, we need to remodel the Stiff Building. In FY16 the City Commission approved Phase 1 of the remodel which will provide better use of existing space by relocating certain functions to the basement and repurposing 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. 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, and Parking New Replacement Equipment Project FY21 FY22 FY23 108 CIP Project Fund General Fund PROJECT NUMBER GF199 DEPARTMENT I.T. PROJECT NAME PROFESSIONAL BUILDING RECONFIGURATION - Phase 2 FY19 $136,186 FY20 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, and Parking New Replacement Equipment Project FY21 FY22 FY23 109 CIP Project Fund General Fund PROJECT NUMBER GF205 DEPARTMENT PARKS PROJECT NAME PROST PLAN UPDATE FY19 $109,000 FY20 Unscheduled DESCRIPTION OF PROJECT Update the 2007 Parks Recreation Open Space Trail (PROST) Plan. The current plan is now 10 years old. Since adoption, the city has grown in size, new park properties have come into the system, and local demographics have changed. This project anticipates hiring an outside party to update the Plan that will take into consideration the updated Community Plan. ALTERNATIVES CONSIDERED Do not update the plan. ADVANTAGES OF APPROVAL The update would record and reference new and accurate information that has been developing over the last 10 years. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES General Fund New Replacement Equipment Project FY21 FY22 FY23 110 CIP Project Fund General Fund PROJECT NUMBER GF209 DEPARTMENT RECREATION PROJECT NAME LINDLEY CENTER FULL UPGRADE: RESTROOMS, WINDOWS, SIDING, KITCHEN, ROOF, FLOOR FY19 FY20 $224,277 Unscheduled DESCRIPTION OF PROJECT This project is the combination of requests for upgrade of the Restrooms ($56,650), Window Replacement ($24,926), Siding Replacement ($27,192), Kitchen Upgrade ($56,650), East Roof Insulation ($27,192), Floor support ($14,389), Roof support ($17,278) . This is a heavily used community center that could benefit from substantial improvements. ALTERNATIVES CONSIDERED As suggested by the Commission ADVANTAGES OF APPROVAL 1. Brings restroom up to current ADA requirements; 2. Brings restroom up to current City of Bozeman building codes; 3. Improves sanitation in the restrooms and kitchen facilities; 4. Rehabs and secures the building envelope for years to come; 5. Reduced energy consumption from improved windows and insulation. 6. Addresses deficiencies that were identified in the 2014 structural analysis and 2012 facility condition inventory. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Minimal. FUNDING SOURCES General Fund New Replacement Equipment Project FY21 FY22 FY23 111 CIP Project Fund General Fund PROJECT NUMBER GF219 DEPARTMENT FACILITY - CH PROJECT NAME ADDITION TO CITY HALL, CONSOLIDATION OF SERVICES FY19 FY20 Unscheduled $5,500,000 DESCRIPTION OF PROJECT This project would relocate the functions currently housed in the Stiff Building (Community Development/Engineering/IT/Building Inspection) into an expansion of City Hall on Lamme Street. ALTERNATIVES CONSIDERED Keep operations at the Stiff Building. ADVANTAGES OF APPROVAL Centralizing more services in one location at City Hall will improve efficiency of staff and make it easier for citizens to conduct business with the City. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED The new facility should have lower operating costs than the Stiff Building. FUNDING SOURCES Potential Funding Sources include: General Fund, Enterprise Fund (for public works), Building Inspection Fund (Building Inspection Division), sale of the Stiff Building. This is a very rough estimate, based on building square footage and current construction costs. New Replacement Equipment Project FY21 FY22 FY23 112 CIP Project Fund General Fund PROJECT NUMBER GF224 DEPARTMENT FINANCE PROJECT NAME SUNGARD ANALYTICS NOW COGNOS BI (BUSINESS INTELLIGENCE) WEB-BASED REPORTING FY19 $35,000 FY20 Unscheduled DESCRIPTION OF PROJECT Web-based report authoring tool used to build sophisticated, multi-page, multi-query reports using data from SunGard. Seamlessly integrates Microsoft Excel, enabling users to explore and analyze data in a familiar environment using skills they already have. Includes enhanced e-mailing and report publishing capabilities, in addition to access by mobile devices including iPads & iPhones. ALTERNATIVES CONSIDERED Continue to use SunGard QREP product, which requires a higher level of training and expertise for end-users. QREP is no longer being developed/enhanced and IBM software support is scheduled to end on April 30, 2018 ADVANTAGES OF APPROVAL An increased ability to push more big data out to a bigger audience and to empower novice users to collect and analyze the tremendous amount of data in SunGard. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Ongoing annual maintenance cost = $3,280 FUNDING SOURCES General Fund, although enterprise funds would continue to be big users, especially GIS New Replacement Equipment Project FY21 FY22 FY23 113 CIP Project Fund General Fund PROJECT NUMBER GF227 DEPARTMENT FINANCE PROJECT NAME ERP REPLACEMENT / UPGRADE "SUNGARD REPLACEMENT / UPGRADE" FY19 FY20 Unscheduled $333,333 DESCRIPTION OF PROJECT Replacing/upgrading the current system installed in 1999. This is the system that runs all the financial, community development, land records, utility and business license applications. Although it is unscheduled we are currently looking into this with a possibility of FY20. ALTERNATIVES CONSIDERED Continue running current SunGard package. Use SunGard.net (NaviLine EDGE) as an improvement to the current system, but not a full replacement. ADVANTAGES OF APPROVAL Simplified package. Easier to integrate the various applications/programs. Easier to pull out information for end users. Easier compilation of Commission reports and packets for Community Development. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Unknown. Dependent on the option chosen. FUNDING SOURCES General Fund 33%; Water Fund 33%; Wastewater Fund 33% New Replacement Equipment Project FY21 FY22 FY23 114 CIP Project Fund General Fund PROJECT NUMBER GF229 DEPARTMENT I.T. PROJECT NAME ISCSI STORAGE REPLACEMENT FY19 $45,000 FY20 Unscheduled DESCRIPTION OF PROJECT All of the virtual servers that reside at these two buildings use these devices as their storage device. These are critical pieces of infrastructure. ALTERNATIVES CONSIDERED Don't replace for one more year. ADVANTAGES OF APPROVAL Allows us to keep our critical pieces of infrastructure running well and under warranty. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES General Fund New Replacement Equipment Project FY21 FY22 FY23 115 CIP Project Fund General Fund PROJECT NUMBER GF231 DEPARTMENT CEMETERY PROJECT NAME CEMETERY IRRIGATION PROJECT FY19 $682,859 FY20 Unscheduled DESCRIPTION OF PROJECT Phased Project to move irrigation of cemetery and park lands off treated municipal supply onto raw surface supply previously decreed to irrigate cemetery lands from the Story Mill Ditch .The planned improvements dramatically reduces the amount of man hours required to monitor watering during season. Improved irrigation system reduces/eliminates water loss and water is applied in the most efficient manner maximizing the use of the resource. FY 17: Phase II Design for Irrigation of Cemetery Lands • Inlet structure and piping • Pump house • Main and laterals • Electrical • Irrigation System Components. FY 18:* Phase III Installation of Diversion Works Project to Cemetery Lands. FY 19:* Phase IV Extension to Haggerty Fields •Design •Installation. ALTERNATIVES CONSIDERED Continue to use treated water for cemetery land irrigation. ADVANTAGES OF APPROVAL The Parks & Rec Department would no longer pay for large quantities of treated water for irrigation. It protects and preserves the City’s most valuable decreed surface water right and makes available for sale treated water that would otherwise have irrigated the cemetery. The treated water that is no longer applied to the cemetery and parks irrigation would be available for sale to new water customers enabling future growth and/or improving the reliability of the City’s water supplies for use in times of drought. Makes available approximately 258 AF of treated water, valued at $1,548,000.00 available for retail sale for approximately 1,121 SF homes or 2,080 MF homes. increases the reliability of domestic water supplies in times of drought. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Pump replacement. It is yet to be determined what additional operations and maintenance costs would be associated with the project during FY 19-21 at this time. This is due to the fact that the feasibility study that will be completed in FY 17 and will identify various alternatives and costs of each alternative will inform future operations and maintenance costs during FY 19-21. Upon completion of the feasibility study, an alternative will be selected and projected operations and maintenance costs can be included into the CIP for FY 19-21. FUNDING SOURCES General Fund. This project started in Fy18 with 200K. *If awarded, grant funding through the Bureau of Reclamation’s WaterSMART Program would offset total project costs. New Replacement Equipment Project FY21 FY22 FY23 116 CIP Project Fund General Fund PROJECT NUMBER GF233 DEPARTMENT I.T. PROJECT NAME VEHICLE REPLACEMENT FY19 FY20 Unscheduled $83,000 DESCRIPTION OF PROJECT Replacement of IT Vehicles. If our current vehicle is still running well and maintenance costs are not high, we would keep them beyond what is shown here. 2005 Chevy Colorado with 38K 1999 Dodge Truck with 107K 1999 Jeep Cherokee with 74K 1995 Dodge Truck with 67K ALTERNATIVES CONSIDERED Buy new or Do nothing. ADVANTAGES OF APPROVAL Provide functional transportation with reduced maintenance costs. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Minimal FUNDING SOURCES General Fund New Replacement Equipment Project FY21 FY22 FY23 $23,000 117 CIP Project Fund General Fund PROJECT NUMBER GF238 DEPARTMENT RECREATION PROJECT NAME BOGERT POOL RENOVATION FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Bogert Pool is beginning to show its wear faster every year. This project would replace the coping around the pool that is cracked in several areas and the pool gutters that are cracking, crumbling, and/or lifting from the pool edge. All of the leaks that could be patched without digging up the bottom of the pool have been patched. There is minimal leaking in the return pipes to the pool but we recommend repairing the leaks in the returning piping that were identified in May of 2015, before the pool is blasted with sand or high pressure water, prepped, and resurfaced. The retaining wall is going to be replaced with a wrought iron fence to allow more visibility to the facility at night and provide more structure, as the current wall is weakening. The sections of the decking in front of the locker rooms have sunken over the years and will also be replaced. The Bogert Pool renovation or replacement with an alternate water feature would be added to the Bond Initiative for the Indoor/Outdoor Aquatic Center. ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL A new gutter system would mitigate entrapment issues caused by the current gutter system. The current gutters are disintegrating between the gutter and the ledge of the pool where there gutter sits. Several gutter tiles need to be re-adhered to the pool ledge every spring and often during the pool season. If a tile is still attached but loose, it can easily be pulled from the wall. Several of the gutter tiles have been replaced through the years. In many places, a space was not left between the tiles. This doesn’t allow the water to flow into the gutter system for optimal water circulation. The surface of the pool is currently being patched with hydraulic cement in areas where the plaster is coming up. A new surface would work to protect the structure of the pool. Making these repairs to Bogert would extend the life of the pool for many years. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No additional costs would be associated with these repairs. FUNDING SOURCES Bond New Replacement Equipment Project FY21 FY22 $483,000 FY23 118 CIP Project Fund General Fund PROJECT NUMBER GF241 DEPARTMENT FACILITY - CH PROJECT NAME Replacement of City Hall AC Condensing Unit – Roof Top FY19 $50,000 FY20 Unscheduled DESCRIPTION OF PROJECT The roof-top air conditioning condensing unit at City Hall is original to the building (1980) and is reaching the end of its useful service life. This unit is critical to the temperature control for all office and public areas at City Hall. ALTERNATIVES CONSIDERED Continue to maintain the current unit until parts and refrigerant are no longer available. ADVANTAGES OF APPROVAL Reduced maintenance, increased efficiency and improved operation. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None. FUNDING SOURCES General Fund New Replacement Equipment Project FY21 FY22 FY23 119 CIP Project Fund General Fund PROJECT NUMBER GF245 DEPARTMENT FACILITY - CH PROJECT NAME Energy Projects – City Hall FY19 FY20 Unscheduled DESCRIPTION OF PROJECT City Hall is a LEED-Silver certified building and is currently underperforming. A recent Energy Star Portfolio Manager review found that City Hall scored a 30 on a scale of 1 to 100, indicating that the energy performance of the building has declined as equipment has aged or been replaced, and spaces modified. Retro-commissioning improves efficiency of a building’s equipment and systems; often resolving problems that occurred during design or construction, or those that develop over time. It is a system-wide evaluation of opportunities to improve energy performance and occupant comfort. City Hall was first commissioned in 2008 following the remodel. Many issues were addressed at that time, but certain problems related to the heating hot water system balance were not due to budget constraints. The commissioning report recommended replacement of 24 fin tube balancing valves and control valves on unit heaters. These components are negatively impacting the operation and efficiency of heating and cooling systems. Building Commissioning was again identified as a need in the 2014 McKinstry Investment Grade Audit. This project addresses the mechanical upgrades first identified in the commissioning report from 2008 allowing for a retro-commission for the building following the mechanical upgrades and AC Condensing Unit replacement. ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL Improved HVAC system operations and reduced utility costs, based on the known conditions, McKinstry estimates that commissioning would save at least $2,400 per year. The occupants of the building should experience more even temperatures and improved building airflow and ventilation. Additional savings may be possible, but not fully understood until all the recommended improvements are identified. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES General Fund New Replacement Equipment Project FY21 $75,000 FY22 FY23 120 CIP Project Fund General Fund PROJECT NUMBER GF250 DEPARTMENT PARKS PROJECT NAME Splash Pads FY19 FY20 $225,000 Unscheduled $190,000 DESCRIPTION OF PROJECT There are two proposed Splash Pad Projects: 1, The installation Interactive Water Feature at the Story Mill Community Park 2. The installation of a splash pad at the new sports complex.This plan will give the community two larger Splash Pads / Water Features located in large Community Parks at different ends of the City. Story Mill Community Park in the East and Sports Park in the West. ALTERNATIVES CONSIDERED Do not install splash pads. ADVANTAGES OF APPROVAL Can help reduce children’s fear of water. Adds community water features that have no admittance fee allowing people of all socio economic status to enjoy a public aquatics amenity. Geographically separates two installations to best serve the entire community. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Some additional water costs and maintenance will be required. Additional maintenance is estimated at 0.2 FTE FUNDING SOURCES Numerous funding options include TOP Bond money, General Fund cash reserves, Park Improvement Grant money, or combining into an Aquatics Bond vote. New Replacement Equipment Project FY21 FY22 $240,000 FY23 121 CIP Project Fund General Fund PROJECT NUMBER GF252 DEPARTMENT CEMETERY PROJECT NAME CEMETERY COLUMBARIUM FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Adding an additional eighty niche each columbarium to the Sunset Hills Cemetery with the first one scheduled FY18. These two additional columbariums would be installed within the same area as the existing columbariums. Currently, the second columbarium is approximately 96% sold. ALTERNATIVES CONSIDERED Do not add any columbariums to the cemetery and cease or put on hold the program once the second columbarium is full. ADVANTAGES OF APPROVAL Continuation on a long standing cemetery service, along with ease and minimal maintenance. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Minimal if any. FUNDING SOURCES General Fund New Replacement Equipment Project FY21 $55,000 FY22 FY23 122 CIP Project Fund General Fund PROJECT NUMBER GF260 DEPARTMENT PARKS PROJECT NAME SPORTS COMPLEX - CONSTRUCTION OF 'PROJECT RELATED' COTTONWOOD ROAD AREA FY19 FY20 Unscheduled DESCRIPTION OF PROJECT As owner of the Sports Park property, the City is required to construct a number of street, water, and sewer improvements. In approval of the Sports Park purchase, $1,778,000 was approved in TOP Bond funding for these infrastructure improvements: Baxter Lane, Cottonwood Road, Durston/Cottonwood Intersection, Flanders Mill Road (including ditch), and Oak Street. We estimate that the Bond Funding will not be sufficient to cover the Cottonwood Road (or Oak Street) improvements. We anticipate needing to build the project-related portions of the Cottonwood Road street-related improvements with Arterial &amp; Collector District dollars. The related water and sewer-line improvements will need to come from the General Fund. Our original cost estimates from the Spring of 2014 have been increased by 15% to estimate construction inflation costs. ALTERNATIVES CONSIDERED Delay the improvements. ADVANTAGES OF APPROVAL Proper construction of the adjacent street, water, and sewer improvements, in concert with our development regulations. Better access and amenities for the Sports Park. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED The City's Street Maintenance Funds will maintain the street surface, once constructed. The utilities will maintain the pipes once installed. FUNDING SOURCES GENERAL FUND. New Replacement Equipment Project FY21 $364,000 FY22 FY23 123 CIP Project Fund General Fund PROJECT NUMBER GF262 DEPARTMENT POLICE PROJECT NAME POLICE K9 FY19 FY20 Unscheduled $19,000 DESCRIPTION OF PROJECT Police K9 (Canine dogs) are an integral tool for police operations. The department has two trained K9teams (handler and dog) for operations that provide assistance with drug interdiction, search ability for suspects committing crimes in buildings or helping locate and identify suspects that have left or fled a crime-scene. A trained K9 generally has a maximum of 7-8years where the dog is healthy and capable of serving. One of two dogs deployed is likely have reached its operational timeline by FY21, while the remaining K9 has another 7 years+ of operational capability. This cost includes full purchase, training of the new K9 handler(officer) and shipping/transport of the K9 to Bozeman. ALTERNATIVES CONSIDERED Not purchasing or training a K9 dog/team is an option, but not recommended. ADVANTAGES OF APPROVAL Continued ability to have K9 on-duty or available to investigate and secure prosecution of criminal activity in Bozeman. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED The operational costs of a K9 each year are part of existing budget considerations. FUNDING SOURCES Other funding sources may be available as FY23 gets closer. New Replacement Equipment Project FY21 $17,000 FY22 FY23 124 CIP Project Fund General Fund PROJECT NUMBER GF263 DEPARTMENT POLICE PROJECT NAME LAW & JUSTICE CENTER FY19 $10,000,000 FY20 Unscheduled DESCRIPTION OF PROJECT GF050 for City only Justice Center did not pass and the original GF263 joint City and County Justice Center did not pass. This project is still needed and the project is being placed in the plan as options are explored. ALTERNATIVES CONSIDERED Non-joint project with county but other City Department joint projects could be planned ADVANTAGES OF APPROVAL This has been a priority since 2008 and the issues noted in the past are still present and have increased. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Maintenance of an additional building FUNDING SOURCES Voter approved general obligation bond and other fundig will be explored New Replacement Equipment Project FY21 $20,000,000 FY22 FY23 125 CIP Project Fund General Fund PROJECT NUMBER GF263 DEPARTMENT I.T. PROJECT NAME Police Video Evidence Storage and Backup FY19 FY20 Unscheduled DESCRIPTION OF PROJECT We are currently generating around 1 Terabyte of data per month with the in car video systems and will be out of space for storage in the next 12-18 months. It is critical information that grows rapidly. We are trying to get ahead of the growth by purchasing a 5 year solution out of the gate that can be expanded as needed into the future for growth and the possibility of body cameras. The FY 22 amount relates to the increased storage needed related to body camera files. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Will allow us to continue to safely store, access and backup crucial evidentiary data without concern of running out of storage space. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES General Fund or Grant Money New Replacement Equipment Project FY21 FY22 $40,000 FY23 126 CIP Project Fund General Fund PROJECT NUMBER GF265 DEPARTMENT I.T. PROJECT NAME GENERAL FUND SERVER REPLACEMENT FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Replacement of physical servers. ALTERNATIVES CONSIDERED Virtualize if possible instead of buying physical servers ADVANTAGES OF APPROVAL Keep our server infrastructure under warranty and in good working condition for required performance. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES General Fund New Replacement Equipment Project FY21 $68,000 FY22 FY23 127 CIP Project Fund General Fund PROJECT NUMBER GF268 DEPARTMENT CEMETERY PROJECT NAME Southwest Montana Veteran's Cemetery FY19 $88,000 FY20 $40,000 Unscheduled $360,000 DESCRIPTION OF PROJECT First phase of the Southwest Montana Veteran's Cemetery which includes design, earth work, sidewalks and retaining walls to form the 'backbone' for the Veteran group to start fundraising. Phase two potentially could be the 5500 square foot stamped concrete plaza and phase three could be the installation of the first columbarium. Phases 2 and 3 potentially be funded with a 50% match from the veteran's groups for the concrete and the first columbarium. ALTERNATIVES CONSIDERED Reduce the City's capital input and rely on the various Veteran groups for the funding. ADVANTAGES OF APPROVAL A true veteran's cemetery will help the veteran's realize their benefits upon their death. Currently, there are over 70,000 veterans in southwest Montana, who upon their death, would have to be interred in Helena or Laurel to realize the benefit. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Future phasing might be required, depending on the fundraising capabilities of the various veteran group in southwest Montana. FUNDING SOURCES 50% General Fund and funds from various veteran's groups. New Replacement Equipment Project FY21 $45,000 FY22 FY23 128 CIP Project Fund General Fund PROJECT NUMBER GF270 DEPARTMENT PARKS PROJECT NAME Snow Plowing Vehicle FY19 $65,000 FY20 Unscheduled $75,000 DESCRIPTION OF PROJECT The eventual replacement of the 1992 MT articulating tractor, which does the bulk of the sidewalk snow removal for the Parks Division, encompassing over 20 miles of sidewalks and four routes to plow. The newest cost saving measure is to share the cost of a vehicle with Streets. The advantage of the co-op is that Parks needs the vehicle in the winter for plowing and Streets in the summer for right of way mowing. The Parks and Cemetery divisions are responsible for snow removal on the majority of sidewalks, paths, accesses and trails that the City is responsible for. The addition of Oak Spring Park, Adam Bronken sidewalk and the Bozeman Pond expansion has necessitated moving up the request for an additional snow removal vehicle into FY19 instead of FY20. ALTERNATIVES CONSIDERED Repair and maintain the 1992 MT as needed. ADVANTAGES OF APPROVAL Less down time and maintenance/repair costs. A new MT tractor will be able to support more implements, less emissions and better fuel economy, faster more efficient use of time which will be a factor with the expanding sidewalk and trail snow removal routes as more parks come on board such as Bozeman Pond expansion, sports Complex and Story Mill Community Park. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual operating and maintenance costs: better fuel economy and less emissions = less maintenance and operating costs. FUNDING SOURCES 100% General Fund for Parks but cost share with Street Maintenance District New Replacement Equipment Project FY21 FY22 FY23 129 CIP Project Fund General Fund PROJECT NUMBER GF271 DEPARTMENT FACILITY - CH PROJECT NAME City Hall New Parking Lot FY19 FY20 Unscheduled $250,000 DESCRIPTION OF PROJECT Convert existing lot west of City Hall into a new parking lot. ALTERNATIVES CONSIDERED Continue to use the underutilized lot West of City Hall as a community garden. ADVANTAGES OF APPROVAL Parking at City Hall is very limited due to space constraints, this has an impact on City staff, the general public, and visiting guests. Additional parking spaces in the West lot should take pressure off of street parking around City Hall as well as allow staff to parking in the same lot. This will free up the East side parking lot for general public during normal business hours. A new lot will also provide a safer parking environment to the public during large meetings that take place at City Hall after hours. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED General annual cost for items such as: lamp replacement, line stripping, asphalt reseal, snow removal, and landscaping. FUNDING SOURCES General Fund or Downtown TIF District Funding New Replacement Equipment Project FY21 FY22 FY23 130 CIP Project Fund General Fund PROJECT NUMBER GF272 DEPARTMENT FACILITY - CH PROJECT NAME Site Security upgrade - Building Locks FY19 $15,000 FY20 $15,000 Unscheduled DESCRIPTION OF PROJECT Currently the City has approximately 64 Trilogy keyless access locks. Of the 64 units, 18 are wireless units. The remaining 46 hardwired units require physical access with a cable & laptop to make updates for staffing access changes. This project will upgrade the hardwire units to wireless over a period of time. ALTERNATIVES CONSIDERED Continue as we currently operate. ADVANTAGES OF APPROVAL Moving to a wireless system means all updates can be performed using the City wide network. The advantages to this system is the better utilization of staff hours by reducing the required man hours per access update. Depending on the access level required for a staff member, it could mean accessing 50 individual locks for a single access change. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED General maintenance cost, battery change-outs. FUNDING SOURCES General Fund New Replacement Equipment Project FY21 $15,000 FY22 FY23 131 CIP Project Fund General Fund PROJECT NUMBER GF275 DEPARTMENT ECONOMIC DEVELOPMENT PROJECT NAME Fiber Optic Conduit and Vaults FY19 $25,000 FY20 $25,000 Unscheduled $25,000 DESCRIPTION OF PROJECT Future City conduit policy will drive the future investment in city owned conduit. ALTERNATIVES CONSIDERED Do nothing, reduce or increase CIP investment. ADVANTAGES OF APPROVAL Provides funding for the purchase of fiber conduit and vaults in furtherance of a future conduit policy ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Cost of design and installation FUNDING SOURCES General Fund New Replacement Equipment Project FY21 $25,000 FY22 $25,000 FY23 $25,000 132 CIP Project Fund General Fund PROJECT NUMBER GF278 DEPARTMENT PARKS PROJECT NAME Griffin at Story Mill Park road improvement - .26 mile FY19 FY20 Unscheduled $260,000 DESCRIPTION OF PROJECT This represents funding the City's 1/2 portion of the East Griffin Road construction as it abuts to Story Mill Community Park. ALTERNATIVES CONSIDERED Construction of a woonerf type road section (or alternative park type road). More accomodating to pedestrian traffic depending on future development by the property owners adjacent south side E Griffin. ADVANTAGES OF APPROVAL Safe vehiclular an dpedestrian access to municpal facilities. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES General Fund New Replacement Equipment Project FY21 FY22 FY23 133 CIP Project Fund General Fund PROJECT NUMBER GF279 DEPARTMENT PARKS PROJECT NAME Story Mill Road Improvement - .17 mile FY19 FY20 Unscheduled $170,000 DESCRIPTION OF PROJECT This represents funding the City's 1/2 portion of the Story Mill Road construction as it abuts to Story Mill Community Park. ALTERNATIVES CONSIDERED No alternatives considered. ADVANTAGES OF APPROVAL Safe vehicular and pedestrian access to municipal facilities. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES General Fund New Replacement Equipment Project FY21 FY22 FY23 134 CIP Project Fund General Fund PROJECT NUMBER GF281 DEPARTMENT PARKS PROJECT NAME Bozeman Pond Park & Aasheim ballfields road expansion - .17 mile & .09 mile FY19 FY20 Unscheduled $260,000 DESCRIPTION OF PROJECT This represents funding the City's required portion of 1/2 necessary to build Fowler Road adjacent to Bozeman Pond Park Expansion and Aasheim ballfields. ALTERNATIVES CONSIDERED Waiting to acquire the ROW at the intersection of Fowler and Babcock before constructing these road sections. ADVANTAGES OF APPROVAL Safe vehicular and pedestrian access to municipal parks. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES General Fund New Replacement Equipment Project FY21 FY22 FY23 135 CIP Project Fund General Fund PROJECT NUMBER GF282 DEPARTMENT City Admin/ Sustainability PROJECT NAME City Hall Plug-in Hybrid Electric Vehicle FY19 $33,000 FY20 Unscheduled DESCRIPTION OF PROJECT Bozeman City Hall is in need of an efficient vehicle for staff to conduct daily errands and to attend local and regional meetings. As part of City Hall’s LEED certification, the building is equipped with a 120v outlet adjacent to the west parking lot for the purpose of charging an electric vehicle. To demonstrate our commitment to efficiency and to lead by example, we would like to incorporate Plug-in Hybrid Electric Vehicle (PHEV) technology into our fleet. PHEVs combine a gasoline with an electric motor and a rechargeable battery. Unlike conventional hybrids, PHEVs can be plugged-in and recharged from an outlet, allowing them to drive extended distances using just electricity before transitioning to gasoline. PHEVs offer an exceptional range and offer enhanced reliability by operating on either electricity or gasoline. Currently, City Hall has a Chevy Tahoe with 124,658 and gets 15 MPG compared to an estimated 133 MPGe for a PHEV and a 640 mile driving range. City Hall staff generally borrow a hybrid vehicle from Public Works for long distance travel, however, this has become increasingly challenging as our staff grows and the hybrids are often unavailable. The budget includes $2,000 to designate a parking space at City Hall for EV charging. ALTERNATIVES CONSIDERED Leasing for $300 to $380 per month for three years instead of purchasing. ADVANTAGES OF APPROVAL Improved operational efficiency. Most days the vehicle would operate on electricity only, but offers the flexibility to travel long distances. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Periodic tire replacements and maintenance. FUNDING SOURCES General Fund New Replacement Equipment Project FY21 FY22 FY23 136 CIP Project Fund General Fund PROJECT NUMBER GF283 DEPARTMENT City Clerk’s Office / Informational Technology PROJECT NAME Commission Room Technology Upgrade FY19 $80,000 FY20 Unscheduled DESCRIPTION OF PROJECT This request is to replace the majority of outdated/broken/breaking technology and structurally-related elements including but not limited to built-in microphones, live-streaming equipment, computer display equipment, audio/amps, equipment housing, City- responsibility audio/visual room technology/equipment, etc. ALTERNATIVES CONSIDERED This will require substantial in-room activity and a number of elements depend on room/dais layout, if a larger remodel of the room is planned, this should happen concurrently. ADVANTAGES OF APPROVAL The Commission Room is already outdated and many elements already do not work. This will increase technological options for both meetings and general use, as well as prevent more significant issues are larger elements inherently break over time. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No substantial operating costs, only small changes/fixes when necessary. FUNDING SOURCES General Fund capital? New Replacement Equipment Project FY21 FY22 FY23 137 CIP Project Fund General Fund PROJECT NUMBER GF284 DEPARTMENT City Clerk’s Office / Informational Technology PROJECT NAME Laserfiche Software Upgrade FY19 FY20 $57,000 Unscheduled $28,000 DESCRIPTION OF PROJECT The FY19 request is to replace the majority of outdated/broken/breaking technology and structural-related elements including but not limited to built-in microphones, live-streaming equipment, computer display equipment, audio/amps, equipment housing, City- responsibility audio/visual room technology/equipment, etc. | The FY20 request is an upgrade to Laserfiche Avante, which is needed to bring our digital records software to a more recent version, as well as incorporate in functionality including workflow and forms, which can increase efficiencies across departments. The following years request is the estimated annual fee for the software. ALTERNATIVES CONSIDERED The FY19 Commission Room technology upgrade will require substantial in-room activity and a number of elements depend on room/dais layout, if a larger remodel of the room is planned, this should happen concurrently. | The FY20 Laserfiche upgrade could potentially happen a year prior or later, depending on workload and City priorities and staff resources. A number of departments are anxious for the increased use of the product. ADVANTAGES OF APPROVAL Regarding the FY19 tech upgrade, the Commission Room is already outdated and many elements already do not work. This will increase technological options for both meetings and general use, as well as prevent more significant issues are larger elements inherently break over time. | The FY20+ Laserfiche upgrade is a needed improvement, and while it will be a process to bring departments on board, it will both increase staff efficiencies in record management (across all departments) but also citizen ease of access for public information. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No substantial operating costs for the FY19 Commission Room upgrade, only small changes/fixes when necessary. | The FY20+ Laserfiche upgrade will require an annual software fee, estimated at $28,000 (incorporated in the above schedule). FUNDING SOURCES General Fund capital New Replacement Equipment Project FY21 $28,000 FY22 $28,000 FY23 $28,000 138 CIP Project Fund General Fund PROJECT NUMBER GF285 DEPARTMENT Facilities/Library PROJECT NAME Library Exterior Door Operators/Closures Replacement FY19 $12,000 FY20 Unscheduled DESCRIPTION OF PROJECT The automatic door operators at the library have been in operation for over ten years, due to the heavy traffic load on these door they are showing wear. Issues with the operators can impact ADA performance and also not close fully when seals are in place. Normal door closure will also be replaced at the same time. ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL Increases the reliability of the building system ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED $1200 per year, preventative maintenance cost General Fund FUNDING SOURCES Library has stated they have funds in Library depreciation fund that can be used for this project New Replacement Equipment Project FY21 FY22 FY23 139 CIP Project Fund General Fund PROJECT NUMBER GF287 DEPARTMENT Human Resources PROJECT NAME Learning Management System FY19 $25,000 FY20 Unscheduled DESCRIPTION OF PROJECT Enterprise solution for housing and administering employee training ALTERNATIVES CONSIDERED none ADVANTAGES OF APPROVAL Efficient and manageable training for employees in a variety of formats, improved training records ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED $5,000 annual maintenance estimate FUNDING SOURCES New Replacement Equipment Project FY21 FY22 FY23 140 CIP Project Fund General Fund PROJECT NUMBER GF288 DEPARTMENT Human Resources PROJECT NAME Applicant Tracking System FY19 FY20 Unscheduled DESCRIPTION OF PROJECT System to electronically manage the recruitment process – from application to hire. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Increased efficiency, accuracy, and applicant experience ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED $5,000 estimate FUNDING SOURCES New Replacement Equipment Project FY21 $30,000 FY22 FY23 141 CIP Project Fund General Fund PROJECT NUMBER GF289 DEPARTMENT I.T. PROJECT NAME Server Farm Software Upgrades FY19 FY20 $10,000 Unscheduled DESCRIPTION OF PROJECT Upgrading our VM farm and SQL Cluster to the newest versions for current and future compatibility ALTERNATIVES CONSIDERED Stay on our current versions until forced to upgrade ADVANTAGES OF APPROVAL Will keep the City current with supported versions of the operating systems and will allow us to support software that requires the newer versions. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES General Fund-Perhaps some enterprise funds to cover their use. New Replacement Equipment Project FY21 $10,000 FY22 $25,000 FY23 $25,000 142 CIP Project Fund General Fund PROJECT NUMBER GF290 DEPARTMENT Parks PROJECT NAME Irrigation System Replacements FY19 FY20 Unscheduled $425,000 DESCRIPTION OF PROJECT Replacement of irrigation systems that are past their life cycle estimates. 40 years is the average life cycle of an irrigation system. ALTERNATIVES CONSIDERED Not replace the systems and fix on an “as needed” basis. ADVANTAGES OF APPROVAL Efficient water use, lower repair costs, compatibility with the new Centralized systems. Potentially coincide with transitioning the Softball Complex and Lindley Park off of treated water (Complex) and on to surface water. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES General Fund New Replacement Equipment Project FY21 FY22 FY23 143 CIP Project Fund General Fund PROJECT NUMBER GF291 DEPARTMENT Parks PROJECT NAME Pickleball Courts FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Install Pickleball courts in one of our city parks. One potential site would be Bogert Park Tennis Courts. ALTERNATIVES CONSIDERED Do not install Pickleball courts and continue to utilize Southside tennis courts. ADVANTAGES OF APPROVAL Separate the increasing number of Pickleball players from the tennis players. Dedicated space for a fast growing sport ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Resurfacing or re-painting in future years. FUNDING SOURCES 100% General Fund New Replacement Equipment Project FY21 $90,000 FY22 FY23 144 CIP Project Fund General Fund PROJECT NUMBER GF292 DEPARTMENT POLICE PROJECT NAME PATROL CAR AUXILIARY EQUIPMENT FY19 $15,000 FY20 $10,000 Unscheduled $10,000 DESCRIPTION OF PROJECT Within a patrol car is a significant amount of technology related auxiliary equipment. This includes a radar unit, Arbitrator Video Recorder, Electronic ticketing printer, Mobile Data Computer amongst other items. Most of these items are part of a normal replacement schedule as new patrol vehicles are purchased and old patrol vehicles retired. However, we are finding the need to address several areas in this category separate from this rotation schedule. First, in FY19, we need to replace all electronic ticketing printers, which were installed over 5 years ago, with full sized printers. This will allow for integration with our new Records management system and will allow for the printing of tickets in the field that are easier to read, printing of forms or “Marsy rights” notifications, etc… Secondly, we are finding that a Mobile Data Computer needs replacement about every 5 years, and many of our vehicles are rotated at 6 or 7 years, meaning some additional MDC will be needed beyond what is part of a vehicle rotation. And 3rd, we will be moving to a more portable MDC and docking stations over a 5 year period that makes the ability for an officer to use the MDC outside of the vehicle, on calls and bringing it into buildings or our station to complete reports. This direction will also lead to less desktop computers being purchased and increase officer efficiency. ALTERNATIVES CONSIDERED Alternatives are to continue to use existing MDC ADVANTAGES OF APPROVAL Less costs for desktop computers, less duplication of maintenance, more efficiency for officers, meaning officers more available for emergency call response. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES New Replacement Equipment Project FY21 $10,000 FY22 $10,000 FY23 $15,000 145 CIP Project Fund General Fund PROJECT NUMBER GF293 DEPARTMENT POLICE PROJECT NAME NON-PATROL CAR NEW VEHICLES FY19 FY20 $15,000 Unscheduled DESCRIPTION OF PROJECT In FY20 and FY22 we anticipate adding two School Resource Officer Positions to cover the new Bozeman High School and increased demand for police services at all schools. ALTERNATIVES CONSIDERED Alternatives may include use of older patrol cars that can’t be used for patrol response, or the use of existing marked units which will add mileage to those vehicles and effect that rotation schedule. ADVANTAGES OF APPROVAL These vehicles tend to be used for more than 10 years and provide SRO ability to respond to the schools, other emergency and on-call response after hours. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES 100% General Fund New Replacement Equipment Project FY21 FY22 $15,000 FY23 146 CIP Project Fund General Fund PROJECT NUMBER GF294 DEPARTMENT POLICE PROJECT NAME PATROL CAR - ADDITIONAL FY19 FY20 Unscheduled DESCRIPTION OF PROJECT A review of mileage and estimated staffing increases in patrol by 2-3 officers over the next few years has also led to the identified need for an additional patrol vehicle in FY21. This won’t replace a vehicle and brings the total patrol response vehicles to 23 (1 unmarked / 2 K9 vehicles / 20 fully marked) ALTERNATIVES CONSIDERED Continue patrol response with existing patrol cars, resulting in higher mileage/annum for each vehicle and difficulty at times to have sufficient vehicles available for # of officers hired and deployed by FY21+) ADVANTAGES OF APPROVAL This is an essential vehicle for safe and reliable emergency response vehicles for patrol use, as well as projected lower annual maintenance costs. This additional vehicle provides sufficient marked patrol cars for 24/7 response. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES 100% General Fund New Replacement Equipment Project FY21 $64,000 FY22 FY23 147 CIP Project Fund General Fund PROJECT NUMBER GF295 DEPARTMENT Recreation PROJECT NAME SWIM CENTER UV SYSTEM REPLACEMENT FY19 $68,500 FY20 Unscheduled DESCRIPTION OF PROJECT A functioning UV system is critical when dealing with the high bather load that the swim center accommodates. The UV system was installed in 2010. We are in line for a replacement considering the environment the electrical components are exposed to. If we were able to construct a wall between the humid, corrosive environment and our electronics it is estimated that a UV unit would last twice that long. Annually we are spending approximately four times the amount in repairs and maintenance compared to units that are stored separately from an open water source and units that are more advanced since this unit was put it. The Swim Center currently has such a high bather load that when the UV goes out in the winter months it is difficult and sometimes impossible to keep our combined chlorine levels within the range outlined by the MT Health Code. It is a safety issue for the swimmers. Parts for this unit are not readily available. Control panels have a 6 week lead time to be replaced and the electrical components have to be shipped from Germany. ALTERNATIVES CONSIDERED Do not replace the current system. ADVANTAGES OF APPROVAL In addition to maintaining air quality, UV systems act as a secondary disinfectant to the chlorine, making the water cleaner and safer for swimmers. A modern UV unit would be more energy efficient, and it would be easier to obtain parts for since UV systems are now standard practice for pool sanitization. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES General Fund New Replacement Equipment Project FY21 FY22 FY23 148 CIP Project Fund General Fund PROJECT NUMBER GF296 DEPARTMENT Recreation PROJECT NAME SWIM CENTER – FRONT FURNACE REPLACEMENT FY19 FY20 $36,000 Unscheduled DESCRIPTION OF PROJECT The front furnace supplies air to the lobby, locker rooms, and lifeguard room. The unit is deteriorating due to the humid environment. Getting parts for the furnace is becoming increasingly difficult due to its age. The unit would be replaced with a unit which are designed for aquatic environments or be placed outside. The current unit was installed in 2008. ALTERNATIVES CONSIDERED Continue to repair the unit. ADVANTAGES OF APPROVAL Replacing the current unit would cut down on costs to repair and service the unit. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES General Fund New Replacement Equipment Project FY21 FY22 FY23 149 CIP Project Fund General Fund PROJECT NUMBER GF297 DEPARTMENT RECREATION PROJECT NAME SWIM CENTER ROOF REPLACEMENT FY19 $26,000 FY20 Unscheduled DESCRIPTION OF PROJECT The roof over the locker rooms/lobby area needs to be reroofed. The recommendation it to remove the existing Hypalon roof membrane and Gypsum cover board. Replace any damaged insulation. Attach ½ inch layer of HD Polylso cover board on top of the existing poly roof insulation on the entire surface that is being reroofed. Install a fully adhered Firestone 60 mil EPDM roof system. Flash all walls, pipes, and penetrations with Firestone flashing material. Install new prefinished metal drip edge on the outer perimeter and seal with a 5” flashing membrane. ALTERNATIVES CONSIDERED Do not replace the roof. ADVANTAGES OF APPROVAL Fix the roof before it becomes problematic. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES General Fund New Replacement Equipment Project FY21 FY22 FY23 150 CIP Project Fund General Fund PROJECT NUMBER GF298 DEPARTMENT Recreation PROJECT NAME SWIM CENTER – BARRIER WALL IN PUMP ROOM FY19 $22,000 FY20 Unscheduled DESCRIPTION OF PROJECT The pump room at the swim center contains an open filtration pit. The pump room also houses all of the equipment necessary to operate the pool. The constant exposure to the chlorine and humidity from the open pit leads to accelerated deterioration of the electrical and mechanical components on the boilers, UV system and programmable logic controller. ALTERNATIVES CONSIDERED Do not build the wall. ADVANTAGES OF APPROVAL Thousands of dollars are spent each year replacing parts due to rust and corrosion. It has been recommended to us by those who service our equipment to build a barrier between the open water source and our equipment in order to help extend the life of the equipment and cut down on money spent on parts and service. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES General Fund. New Replacement Equipment Project FY21 FY22 FY23 151 CIP Project Fund General Fund PROJECT NUMBER GF299 DEPARTMENT RECREATION PROJECT NAME Vehicle Replacement FY19 FY20 $30,000 Unscheduled DESCRIPTION OF PROJECT Replacement of a 1989 truck with a more dependable vehicle for Recreation Division staff. ALTERNATIVES CONSIDERED Not replacing the 1989 truck ADVANTAGES OF APPROVAL Having a reliable and safer vehicle for Recreation Division staff to utilize. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Routine maintenance FUNDING SOURCES General Fund New Replacement Equipment Project FY21 FY22 FY23 152 CIP Project Fund General Fund PROJECT NUMBER GF300 DEPARTMENT RECREATION PROJECT NAME Story Mill Community Center gymnasium floor replacement FY19 FY20 Unscheduled $110,000 DESCRIPTION OF PROJECT Replacing the existing gymnasium floor with a wood floor that is more durable and conducive to multiple uses. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL The current floor is made of brightly colored plastic tiles that include a large Boys and Girls Club logo in the middle. The former Boys and Girls Club was used primarily for youth programs. The Story Mill Community Center will be home to Parks and Recreation Department programs for people of all ages, large special events, and will also be utilized by community groups for sports leagues and events. There will be a significant increase in use of the space and existing floor is not conducive to many of those uses, including pickleball, one of our most popular adult programs. A wood gymnasium floor is the most durable and long lasting option. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Refinishing when needed FUNDING SOURCES General Fund New Replacement Equipment Project FY21 FY22 FY23 153 CIP Project Fund General Fund PROJECT NUMBER GF301 DEPARTMENT RECREATION PROJECT NAME Story Mansion Exterior Paint FY19 FY20 Unscheduled $50,000 DESCRIPTION OF PROJECT Repainting the exterior of the Story Mansion ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL The exterior paint at the Story Mansion has started to fade and peel. As this continues, we risk compromising the siding which could need replacement due to damage and would be a significantly more expensive project. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Repainting as needed FUNDING SOURCES General Fund New Replacement Equipment Project FY21 FY22 FY23 154 CIP Project Fund General Fund PROJECT NUMBER GF302 DEPARTMENT RECREATION PROJECT NAME Passenger Van FY19 FY20 Unscheduled DESCRIPTION OF PROJECT The purchase of a 12-15 passenger van for Parks and Recreation Department programs as well as other city departments use as needed. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Our current passenger van can accommodate 13 children and 2 staff when used for programs. The majority of our programs have a max capacity of 20 or more, which means multiple trips and additional staff support is required when transporting participants, or a lower max number put on the program. Another van would better meet current needs. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Routine Maintenance FUNDING SOURCES General Fund New Replacement Equipment Project FY21 $35,000 FY22 FY23 155 CIP Project Fund General Fund PROJECT NUMBER GF303 DEPARTMENT FACILITY - CH PROJECT NAME City Hall Expansion Remodel of Storage areas into Offices FY19 FY20 Unscheduled DESCRIPTION OF PROJECT With the additional planned FTE as the City grows City Hall's current storage areas can be remodeled into office spaces. The space could potentially provide 2-3 offices spaces downstairs. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Any additional FTE in any of the Department in City Hall do not currently have space. This would provide space that is permenant. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Routine Maintenance and cleaning. FUNDING SOURCES General Fund New Replacement Equipment Project FY21 $25,000 FY22 FY23 156 CIP Project Fund General Fund PROJECT NUMBER GF304 DEPARTMENT FACILITY - CH PROJECT NAME City Hall Commission Room Expansion/Remodel FY19 $300,000 FY20 Unscheduled DESCRIPTION OF PROJECT This will address security issues and provide an additional meeting room. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Increases safety and provides the needed additional meeting room. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Routine Maintenance and cleaning. FUNDING SOURCES General Fund New Replacement Equipment Project FY21 FY22 FY23 157 CIP Project Fund General Fund PROJECT NUMBER GF305 DEPARTMENT Fire PROJECT NAME Fire Station 2 FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Fire Station 2, located at 410 S. 19th Ave, is a 1-story building that was constructed in 1974 to serve as the West end fire station for the City of Bozeman. Due to growth of the city, this station now primarily serves what is the South side and Central parts of the city. The station serves as the primary response station for all areas west of N. 7th Ave to the City limits that are South of Durston Ave. This station is the primary response station for all of MSU campus and Bozeman High School and is the secondary response to areas in the downtown core. General maintenance and repairs have been the majority of work completed on this station since it’s opening. The department has continued to deal with a sewage problem on a reoccurring basis where the sewage backs up into the living area of the station. Multiple plans have been implemented to addressed this but to date the problem still occurs. Size and location are two factors that impede the service delivery of this station. Based on it’s location in relation to campus and the downtown core this is the station where the fire department ladder truck should be housed, however the station is too small to accommodate the ladder truck. In terms of location when station 2 was built N. 19th was a two lane road whereas today it is a 4 lane major thoroughfare for the city. Leaving from and returning to the fire station can be an extremely difficult task for fire crews during peak traffic hours. In September 2017 the Fire Master Plan update was presented with the recommendation to relocate Fire Station 2 somewhere on MSU campus to improve response capabilities. This would require a partnership with MSU but could have multiple benefits from an emergency planning standpoint. If a plan were to be developed that relocated Fire Station 2 to MSU campus additional funds and planning should be evaluated for relocating the fire department training facility to the same site, an additional recommendation from the recent Fire Master Plan. ALTERNATIVES CONSIDERED As recommended by Commission ADVANTAGES OF APPROVAL Addresses health and safety, space, and long term needs of fire station 2 for the next 25-30 years. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED General operating cost which are currently budgeted in the fire department general fund budget. FUNDING SOURCES TBD New Replacement Equipment Project FY21 FY22 FY23 $4,500,000 158 CIP Project Fund General Fund PROJECT NUMBER GF306 DEPARTMENT Fire PROJECT NAME Fire Station 1 FY19 FY20 $6,500,000 Unscheduled DESCRIPTION OF PROJECT Fire Station 1, located at 34 N. Rouse Ave, is a 2-story building with an ancillary fire tower attached to the building that was constructed in 1965 to serve as the downtown fire station for the City of Bozeman as well as the administrative offices for the Fire Department. The station serves as the primary response station for all areas east of N. 7th Ave to the City limits and is the secondary response to areas primarily east of 19th Ave included all of MSU campus. Since its opening the station has been a shared facility between police and fire with the police presences fluctuating over that period of time. Today the station houses the support services functions of BPD which is comprised of a staff of 5 personnel and 1 Administrative Assistant. The station also serves as an East annex for patrol officers who need to access a computer, paperwork, or restroom. A remodel was done in 1996 on the main level portions of the building currently used by the Police Department which added some exterior windows and moved some of the interior walls. An addition to North Side of Fire Station 1 was completed in 2003, adding an additional office, locker space for firefighter’s personal protective equipment, and a clean room were members could decontaminate themselves and their equipment after returning from an emergency call. In 2011 a Heating Plan Replacement Assessment was conducted by CTA Architects & Engineers to assess three different heating plant replacement options. The following is from the executive summary of the report, the entire report can be found in Appendix A of this report. “The existing heating plant contains the original steam boiler that currently serves the existing fire station. The boiler’s chemical treatment history has been erratic at best. Consequently the boiler and steam piping has corroded severely over time and its overall condition can be considered as poor. The boiler was originally sized to serve the fire station and the adjacent old City Hall building which included an intended future addition. In 2010 the connection of the steam system to the old city hall was severed as a result of the building being sold. With the extreme reduction of the steam load the existing steam boiler has experienced severe cycling. The continued short cycling will inevitably lead to boiler failure”. To date now action has been taken on this study.In 2012 the Bozeman Facilities Department partnered with Bechtle Architects to conduct a facilities condition inventory, Appendix B. In this report the ALTERNATIVES CONSIDERED As recommended by Commission ADVANTAGES OF APPROVAL Addresses structural, mechanically, health and safety, and space needs of fire station 1 for the next 25-30 years. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED General operating cost which are currently budgeting in the fire department general fund budget. FUNDING SOURCES TBD New Replacement Equipment Project FY21 FY22 FY23 159 CIP Project Fund General Fund PROJECT NUMBER PW05/06 DEPARTMENT Parks and Facility Portion PROJECT NAME Public Works Shops Facility Plan and Construction FY19 $10,000 FY20 $50,000 Unscheduled DESCRIPTION OF PROJECT Develop a long term master plan for Public Works shop facilities, equipment, and personnel. This includes conducting a needs assessment of space for existing and future employees, equipment, machinery, and rolling stock. There is a severe shortage of enclosed storage for equipment, vehicles, and machinery, resulting in extra wear and tear, additional maintenance costs, and time preparing the equipment on cold mornings. ALTERNATIVES CONSIDERED Continue using existing infrastructure. ADVANTAGES OF APPROVAL Provide an accurate analysis of the City of Bozeman Public Works space needs for both equipment as well as people. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Depending on the results of the plan, the likely result will be the construction of additional storage and office space. FUNDING SOURCES his project will be split 3 ways between Water Fund ($20,000), Wastewater Fund ($20,000), and Street Maintenance Fund ($20,000). With a portion from the General Fund for Parks and Facility vehicle uses. New Replacement Equipment Project FY21 FY22 FY23 160 Police Vehicle Details Project Number Current Mileage Asset #Make FY19 FY20 Unscheduled NotesFY21FY22FY23 GF052 126,0003138Detective Vehicle -$15,000 $20,000 Mileage Oct16 116,0003274General Use Vehic $0 Mileage Oct16 41,0003480General Use Vehic $0 Mileage Oct16 136,0003230General Use Vehic $0 Mileage Oct16 41,0003680Detective Vehicle $15,000 Mileage Oct16 68,0003680Captain Vehicle – $15,000 Mileage Oct16 62,0003445Deputy Chief Vehi $15,000 Mileage Oct16 70,0003368Detective Vehicle $15,000 Mileage Oct16 63,0003384Detective Vehicle $15,000 Mileage Oct16 59,0003383Detective Vehicle $15,000 Mileage Oct16 51,0003678Detective Vehicle $15,000 Mileage Oct16 45,0003381Detective Vehicle $15,000 Mileage Oct16 45,0003971Detective Vehicle $15,000 Mileage Oct16 41,0003680Detective Vehicle $15,000 Mileage Oct16 40,0003679Detective Vehicle $15,000 Mileage Oct16 40,0003739Detective Vehicle $15,000 Mileage Oct16 45,0003677Detective Vehicle -$15,000 Mileage Oct16 47,0003681Community Resou $20,000 Mileage Oct16 88,0003374Code Compliance $20,000 Mileage Oct16 100,0003976Evidence Vehicle -$20,000 Mileage Oct16 69,0003438Chief Vehicle – 08 $20,000 Mileage Oct16$15,000 69,0003443Captain Vehicle – $20,000 Mileage Oct16$15,000 28,0003790Animal Control Of $45,000 Mileage Oct16 4,0004042Crash Investigatio $62,000 Mileage Oct16 79,0003140Captain Vehicle - $20,000 Mileage Oct16$15,000 94,0003382Detective Vehicle -$20,000 Mileage Oct16$15,000161 Project Number Current Mileage Asset #Make FY19 FY20 Unscheduled NotesFY21FY22FY23 GF053 85,0003627Marked Patrol Ve $62,000 Mileage Oct 16 78,0003499Marked Patrol Ve $63,000 Mileage Oct 16 74,0003630Marked Patrol Ve $62,000 $63,000 Mileage Oct 16 73,0003595Marked Patrol Ve $62,000 $63,000 Mileage Oct 16 100,0003590Marked Patrol Ve $62,000 Mileage Oct 16 57,0003699Marked Patrol Ve $63,000 Mileage Oct 16$65,000 63,0003698Marked Patrol Ve $63,000 Mileage Oct 16$64,000 70,0003628Marked Patrol Ve $63,000 Mileage Oct 16$64,000 24,0004037Marked Patrol Ve $67,000 Mileage Oct 16 36,0003740Marked Patrol Ve $67,000 Mileage Oct 16 23,0004038Marked Patrol Ve $67,000 Mileage Oct 16 18,0004039Marked Patrol Ve $67,000 Mileage Oct 16 3,0004040Marked Patrol Ve $67,000 Mileage Oct16 1,0004041Marked Patrol Ve $67,000 Mileage Oct16 34,0003741Marked Patrol Ve $67,000 Mileage Oct 16 52,0003631Marked Patrol Ve $72,000 Mileage Oct 16 49,0003661Marked Patrol Ve Mileage Oct 16$65,000 47,0003697Marked Patrol Ve Mileage Oct 16$65,000.00 $66,000 42,0003660Marked Patrol Ve $72,000 Mileage Oct 16$65,000.00 56,0003695Marked Patrol Ve Mileage Oct 16$64,000 $66,000 43,0003742Marked Patrol Ve $67,000 Mileage Oct 16$64,000 55,0003659Marked Patrol Ve Mileage Oct 16$64,000 $65,000 GF165 22,000311202 Harley Davidso $30,000 Mileage Oct16 5,000374415 Harley Davidso $30,000 Mileage Oct16 18,000311102 Harley Davidso Mileage Oct16 – Trai$20,000.00 $263,000 $378,000 $335,000 $360,000 $1,202,000Totals$162,000 162 Li b r a r y   D e p r e c i a t i o n   R e s e r v e   F u n d   Ca p i t a l   I m p r o v e m e n t   P l a n Fi n a n c i a l   S u m m a r y Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 F Y 2 1 F Y 2 2 F Y 2 3 Unscheduled Pr o j e c t e d   B e g i n n i n g   R e s e r v e   B a l a n c e   D e d i c a t e d   t o   C I P 3 5 2 , 5 0 3 $                  2 7 0 , 8 6 0 $                          2 7 8 , 3 6 8 $                  8 8 , 6 6 6 $                      5 4 , 7 7 0 $                        9 6 , 6 9 6 $                  P l u s :     E s t i m a t e d   A n n u a l   U n s p e n t   A p p r o p r i a t i o n s 38 , 3 5 7 $                        39 , 5 0 8 $                              40 , 2 9 8 $                      41 , 1 0 4 $                      41,926 $                        42,765 $             ‐$                        L e s s :     C a r r y o v e r   F Y 1 7   C a p i t a l   P r o j e c t s (5 0 , 0 0 0 ) $                       L e s s :     S c h e d u l e d   C I P   P r o j e c t   C o s t s (7 0 , 0 0 0 ) $                    (3 2 , 0 0 0 ) $                            (2 3 0 , 0 0 0 ) $                (7 5 , 0 0 0 ) $                  ‐ $                  ‐ $                   ‐$                     Pr o j e c t e d   Y e a r ‐ E n d   C a s h   D e d i c a t e d   t o   C I P 27 0 , 8 6 0 $                  27 8 , 3 6 8 $                          88 , 6 6 6 $                      54 , 7 7 0 $                      96,696 $                        139,461 $            A ss u m p t i o n s   M a d e   f o r   R e v e n u e   E s t i m a t e s : Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY 2 2 FY23 Es t i m a t e d   A n n u a l   L i b r a r y   B u d g e t 2, 0 1 8 , 8 0 0 $              2, 0 7 9 , 3 6 4 $                      2, 1 2 0 , 9 5 1 $              2, 1 6 3 , 3 7 0 $            2, 2 0 6 , 6 3 8 $              2,250,770 $         Es t i m a t e d   A m o u n t   o f   B u d g e t   l e f t   U n u s e d 1. 9 % 1. 9 % 1. 9 % 1. 9 % 1.9%1.9% Es t i m a t e d   A n n u a l   U n s p e n t   A p p r o p r i a t i o n s 38 , 3 5 7 $                          39 , 5 0 8 $                                  40 , 2 9 8 $                          41 , 1 0 4 $                        41,926 $                          42,765 $               Cu r r e n t   B u d g e t   A m o u n t   D e d i c a t e d   t o   C I P   % 10 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 %    P l u s :     I n c r e a s e   D e d i c a t e d   t o   C a p i t a l   I m p r o v e m e n t s   % 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0.0%0.0%    T o t a l   %   D e d i c a t e d   t o   C I P 10 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % To t a l   E s t i m a t e d   R e v e n u e s   D e d i c a t e d   t o   C I P 38 , 3 5 7 $                          3 9 , 5 0 8 $                                  4 0 , 2 9 8 $                          4 1 , 1 0 4 $                        4 1 , 9 2 6 $                          4 2 , 7 6 5 $               Pr o j e c t e d Pr o j e c t e d C U R R E N T $ ( 3 2 , 0 0 0 ) $ ( 2 3 0 , 0 0 0 ) $ ( 7 5 , 0 0 0 ) $ ‐ $ ‐ $ ‐ FY 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 F Y 2 3 U N S C H E D U L E D LI B R A R Y   D E P R E C I A T I O N   F U N D   P R O J E C T S   &  E Q U I P M E N T 16 3 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 Li b r a r y De p r e c i a t i o n Re s e r v e LI B 2 2 LI B R A R Y NE W C A R P E T F O R T H E P U B L I C A R E A O F TH E L I B R A R Y . $2 3 0 , 0 0 0 LI B 2 3 LI B R A R Y 1 C O L O R C O P I E R $1 0 , 0 0 0 LI B 2 5 LI B R A R Y AU T O M A T E D B L I N D S , 1 S T F L O O R WI N D O W S $2 2 , 0 0 0 LI B 2 6 LI B R A R Y MA T E R I A L S C O N V E Y O R S Y S T E M F O R CI R C U L A T I O N D E P A R T M E N T $7 5 , 0 0 0 $3 2 , 0 0 0 $2 3 0 , 0 0 0 $7 5 , 0 0 0 To t a l s b y D E P A R T M E N T Su m m a r y f o r L i b r a r y D e p r e c i a t i o n R e s e r v e ( 4 i t e m s ) To t a l s b y y e a r : $3 2 , 0 0 0 $2 3 0 , 0 0 0 FY23 FY 1 9 FY 2 0 Unscheduled FY 2 2 $7 5 , 0 0 0 FY 2 1 16 4 CIP Project Fund Library Depreciation Reserve PROJECT NUMBER LIB22 DEPARTMENT LIBRARY PROJECT NAME New carpet for the public area of the Library. FY19 FY20 $230,000 Unscheduled DESCRIPTION OF PROJECT Replace worn carpeting in Library on both floors, in public areas. ALTERNATIVES CONSIDERED Library patrons and staff will continue to walk on worn carpet. ADVANTAGES OF APPROVAL The 10-yr. old carpet is beginning to show a great deal of wear from the 1000-1500 people a day who come through the library. It will have to be replace at some point for both aesthetic reasons and as a safety precaution. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES Library Depreciation Fund New Replacement Equipment Project FY21 FY22 FY23 165 CIP Project Fund Library Depreciation Reserve PROJECT NUMBER LIB23 DEPARTMENT LIBRARY PROJECT NAME 1 Color copier FY19 $10,000 FY20 Unscheduled DESCRIPTION OF PROJECT Obtain a new small color copier ALTERNATIVES CONSIDERED Place a small color copier in the Children's Department and replace the aging black & white printer in the staff workroom until it quits. Continue to provide only black & white copies to public in Children’s; use the existing black & white printer in the staff workroom until it quits. According to the service rep, we will not be able to get parts for the machine after the next year. ADVANTAGES OF APPROVAL Patrons of the Children’s department have asked for color printing for some time and will be pleased to have this service. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES Library Depreciation Fund New Replacement Equipment Project FY21 FY22 FY23 166 CIP Project Fund Library Depreciation Reserve PROJECT NUMBER LIB25 DEPARTMENT LIBRARY PROJECT NAME Automated Blinds, 1st floor windows FY19 $22,000 FY20 Unscheduled DESCRIPTION OF PROJECT Replace the automated window blinds on the 1st floor windows in the Library. They are ten years old and are malfunctioning on a regular basis. ALTERNATIVES CONSIDERED Leave the existing ones in place. ADVANTAGES OF APPROVAL We will not have broken, non-functional blinds in the windows facing our beautiful Library grounds and Lindley Park. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES Library Depreciation Reserve Fund New Replacement Equipment Project FY21 FY22 FY23 167 CIP Project Fund Library Depreciation Reserve PROJECT NUMBER LIB26 DEPARTMENT LIBRARY PROJECT NAME Materials conveyor system for Circulation Department FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Automated conveyor system for returned books and materials will pre-sort materials for staff and save on staff time ALTERNATIVES CONSIDERED Continue to handle returned materials manually ADVANTAGES OF APPROVAL Greater efficiency in circulation department, save staff time ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES Library Depreciation Reserve Fund New Replacement Equipment Project FY21 $75,000 FY22 FY23 168 Pa r k i n g   F u n d Ca p i t a l   I m p r o v e m e n t   P l a n Fi n a n c i a l   S u m m a r y Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 F Y 2 1 F Y 2 2 F Y 2 3 Unscheduled Pr o j e c t e d   B e g i n n i n g   B a l a n c e   D e d i c a t e d   t o   C I P 71 0 , 7 0 2 $                  32 3 , 3 7 3 $                         64 2 , 6 9 7 $                  7 0 1 , 7 7 1 $                6 7 5 , 7 9 8 $              4 9 7 , 6 8 4 $              Pl u s :     P a r k i n g   R e v e n u e s   D e d i c a t e d   t o   C I P 43 , 8 3 5 $                        4 6 , 0 2 7 $                             4 8 , 3 2 9 $                      5 0 , 7 4 5 $                    5 3 , 2 8 2 $                    5 5 , 9 4 6 $                       C a s h   I n   L i e u   o f   P a r k i n g    P l u s :     P a r k i n g   R e v e n u e s   D e d i c a t e d   t o   C a p i t a l 4 3 , 8 3 5 $                        4 8 , 3 2 9 $                              5 0 , 7 4 5 $                      5 3 , 2 8 2 $                    5 3 , 6 0 4 $                    5 3 , 6 0 4 $                    ‐$                           P l u s :     D o w n t o w n   T I F   I n t e r e s t   C o n t r i b u t i o n 10 , 0 0 0 $                        1 0 , 0 0 0 $                             1 0 , 0 0 0 $                      1 0 , 0 0 0 $                    1 0 , 0 0 0 $                    1 0 , 0 0 0 $                       P l u s :     T I F   C o n t r i b u t i o n   f o r   p a r k i n g   l o t   r e d e s i g n   a n d   i m p r o v . 2 5 0 , 0 0 0 $                  3 0 0 , 0 0 0 $                          2 8 0 , 0 0 0 $                  1 7 0 , 0 0 0 $                ‐ $                                 ‐ $                    P l u s :     G r a n t   f u n d i n g   f o r   P 0 2 4 27 , 0 0 0 $                                 L e s s :     S c h e d u l e d   C I P   C o s t s   ( a d j u s t e d ) (7 3 5 , 0 0 0 ) $                (1 1 2 , 0 3 1 ) $                        (3 3 0 , 0 0 0 ) $                (3 1 0 , 0 0 0 ) $              (2 9 5 , 0 0 0 ) $            (30,000) $                (1,900,000)$     Pr o j e c t e d   Y e a r ‐ E n d   C a s h   D e d i c a t e d   t o   C I P 32 3 , 3 7 3 $                  64 2 , 6 9 7 $                          70 1 , 7 7 1 $                  67 5 , 7 9 8 $                49 7 , 6 8 4 $              587,235 $              As s u m p t i o n s   M a d e   f o r   R e v e n u e   E s t i m a t e s : Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY 2 2 F Y 2 3 Es t i m a t e d   A n n u a l   P a r k i n g   F u n d   R e v e n u e s 73 0 , 5 9 0 $                        7 3 0 , 5 9 0 $                                7 6 7 , 1 2 0 $                      8 0 5 , 4 7 5 $                    8 4 5 , 7 4 9 $                  8 8 8 , 0 3 7 $                     E s t i m a t e d   G r o w t h   i n   R e v e n u e s 0% 5% 5% 5% 5% 5% To t a l   E s t i m a t e d   R e v e n u e s 73 0 , 5 9 0 $                        7 6 7 , 1 2 0 $                                8 0 5 , 4 7 5 $                      8 4 5 , 7 4 9 $                    8 8 8 , 0 3 7 $                  9 3 2 , 4 3 9 $                  Cu r r e n t   R e v e n u e s   D e d i c a t e d   t o   C I P   % 0. 0 % 6. 0 % 6. 0 % 6. 0 % 6 . 0 % 6 . 0 %    P l u s :     I n c r e a s e   D e d i c a t e d   t o   C a p i t a l   I m p r o v e m e n t s   % 6. 0 % 0. 0 % 0. 0 % 0. 0 % 0 . 0 % 0 . 0 %    T o t a l   %   D e d i c a t e d   t o   C I P 6. 0 % 6. 0 % 6. 0 % 6. 0 % 6 . 0 % 6 . 0 % To t a l   E s t i m a t e d   R e v e n u e s   D e d i c a t e d   t o   C a p i t a l 43 , 8 3 5 $                            4 6 , 0 2 7 $                                    4 8 , 3 2 9 $                            5 0 , 7 4 5 $                          5 3 , 2 8 2 $                        5 5 , 9 4 6 $                        Pr o j e c t e d Pr o j e c t e d C U R R E N T $ ( 1 1 2 , 0 3 1 ) $ ( 3 3 0 , 0 0 0 ) $ ( 3 1 0 , 0 0 0 ) $ ( 2 9 5 , 0 0 0 ) $ ( 3 0 , 0 0 0 ) $ ( 1 , 9 0 0 , 0 0 0 ) FY 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 F Y 2 3 U N S C H E D U L E D PA R K I N G   F U N D   C A P I T A L   P R O J E C T S   16 9 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 Pa r k i n g F u n d GF 1 9 9 PA R K I N G PR O F E S S I O N A L B U I L D I N G RE C O N F I G U R A T I O N - P H A S E 2 $3 7 , 0 3 1 P0 0 1 PA R K I N G WI L L S O N L O T R E D E S I G N $3 0 0 , 0 0 0 P0 0 4 PA R K I N G SU R F A C E P A R K I N G L O T H A R D W A R E & SO F T W A R E S Y S T E M S $15,000 $1 5 , 0 0 0 $1 5 , 0 0 0 $1 5 , 0 0 0 $1 5 , 0 0 0 P0 1 2 PA R K I N G AR M O R Y L O T R E D E S I G N A N D IM P R O V E M E N T S $2 5 0 , 0 0 0 P0 1 4 PA R K I N G PA R K I N G G A R A G E C R A C K M A I N T E N A N C E AN D R E P A I R $5,000 $2 0 , 0 0 0 $5 , 0 0 0 $5 , 0 0 0 $2 0 , 0 0 0 P0 1 5 PA R K I N G PA R K I N G G A R A G E R O O F P R O J E C T $400,000 P0 1 6 PA R K I N G PU R C H A S E O F P R O P E R T Y F O R F U T U R E PA R K I N G F A C I L I T I E S I N T H E D O W N T O W N PA R K I N G D I S T R I C T . $1,500,000 P0 1 7 PA R K I N G RO U S E P A R K I N G L O T R E - D E S I G N A N D IM P R O V E M E N T S $2 8 0 , 0 0 0 P0 2 0 PA R K I N G PA R K I N G V E H I C L E L E A S E S $10,000 $1 0 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 P0 2 4 PA R K I N G EL E C T R I C V E H I C L E C H A R G I N G S T A T I O N $3 0 , 0 0 0 $30,000 $1 1 2 , 0 3 1 $3 3 0 , 0 0 0 $3 1 0 , 0 0 0 $2 9 5 , 0 0 0 $1,900,000 To t a l s b y D E P A R T M E N T Su m m a r y f o r P a r k i n g F u n d ( 1 0 i t e m s ) To t a l s b y y e a r : $30,000 $1 1 2 , 0 3 1 $3 3 0 , 0 0 0 $1,900,000FY23 FY 1 9 FY 2 0 Unscheduled FY 2 2 $2 9 5 , 0 0 0 $3 1 0 , 0 0 0 FY 2 1 17 0 CIP Project Fund Parking Fund PROJECT NUMBER GF199 DEPARTMENT PARKING PROJECT NAME PROFESSIONAL BUILDING RECONFIGURATION - Phase 2 FY19 $37,031 FY20 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 growth, 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, and Parking New Replacement Equipment Project FY21 FY22 FY23 171 CIP Project Fund Parking Fund PROJECT NUMBER P001 DEPARTMENT PARKING PROJECT NAME Willson Lot Redesign FY19 FY20 $300,000 Unscheduled DESCRIPTION OF PROJECT Improve the parking lot layout, set-backs, landscaping, signage, lighting, required storm water treatment infrastructure requirements and parking kiosk. ALTERNATIVES CONSIDERED Keep lot as is ADVANTAGES OF APPROVAL Improved functioning of parking lot ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Minimal FUNDING SOURCES Parking Fund and TIF Contribution New Replacement Equipment Project FY21 FY22 FY23 172 CIP Project Fund Parking Fund PROJECT NUMBER P004 DEPARTMENT PARKING PROJECT NAME Surface Parking Lot Hardware & Software Systems FY19 $15,000 FY20 $15,000 Unscheduled DESCRIPTION OF PROJECT It is highly likely the Downtown Parking Lots will be transitioned to a fee lots. This will require the purchase and installation of pay-and-display kiosks for each parking lot estimated to cost $60,000. The pads and vehicle protection will be installed as a part of each surface lot’s redesign. ALTERNATIVES CONSIDERED Do not convert lots to pay lots; continue the current practice of permit holders and free 2-hour parking. ADVANTAGES OF APPROVAL Citizens using the surface lots will pay for the actual time they use the facilities. Revenue from parking charges can be used to support the parking operations and fund additional parking assets. This equipment will improve the efficiency of parking officers monitoring parking rules in the downtown. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Minor operational costs. FUNDING SOURCES Parking Fund and TIF Contributions New Replacement Equipment Project FY21 $15,000 FY22 $15,000 FY23 173 CIP Project Fund Parking Fund PROJECT NUMBER P012 DEPARTMENT PARKING PROJECT NAME Armory Lot Redesign and Improvements FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This project is scheduled after the completion of the Etha Hotel construction project. Layout, set-backs, landscaping, signage, lighting, sidewalks, and storm water treatment facilities are being planned. ALTERNATIVES CONSIDERED Keep the lot as is. ADVANTAGES OF APPROVAL Better functioning and safer parking lot layout. Will reduce a significant amount of untreated stormwater runoff. Increased revenue and parking asset coordination through the implementation of pay kiosks. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED New asphalt will require less maintenance, but plantings and landscaping will require additional maintenance. FUNDING SOURCES Parking Fund and TIF Contributions - the Etha Hotel may also help fund these improvements. New Replacement Equipment Project FY21 FY22 $250,000 FY23 174 CIP Project Fund Parking Fund PROJECT NUMBER P014 DEPARTMENT PARKING PROJECT NAME Parking Garage Crack Maintenance and Repair FY19 $20,000 FY20 $5,000 Unscheduled DESCRIPTION OF PROJECT Includes laser measuring of deck gaps and routine repairs and patching of concrete deck surfaces. Structural gap repair is anticipated every 3 years with routine caulking in between. ALTERNATIVES CONSIDERED Moving to an every other year gap maintenance or reducing the frequency of structural gap filling (not advised). ADVANTAGES OF APPROVAL Will extend the life of the parking garage deck surfaces. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES Parking Fund New Replacement Equipment Project FY21 $5,000 FY22 $20,000 FY23 175 CIP Project Fund Parking Fund PROJECT NUMBER P015 DEPARTMENT PARKING PROJECT NAME Parking Garage Roof Project FY19 FY20 Unscheduled $400,000 DESCRIPTION OF PROJECT Construction in the downtown core has increased demand for parking space in the Garage. The demand for additional space is anticipated with construction projects both planned and underway. The top floor of the garage has limited use during the winter months as snow removal is difficult due to limited clearances. Installing a roof on the top floor would allow for maximum utilization of the garage year around. ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL Increased utilization of the Parking Garage in all weather conditions. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES Parking Fund and TIF Contributions New Replacement Equipment Project FY21 FY22 FY23 176 CIP Project Fund Parking Fund PROJECT NUMBER P016 DEPARTMENT PARKING PROJECT NAME Purchase of property for future parking facilities in the Downtown Parking District. FY19 FY20 Unscheduled $1,500,000 DESCRIPTION OF PROJECT The Downtown Strategic Parking Management Plan was adopted by the Parking omission and City Commission in July 2016. The plan outlines 26 strategies to address current and future parking issue in the Downtown. Over the next year, the Parking Commission will be working with city staff, downtown stakeholders and the community at large on next steps based on the adopted plan. The acquisition and construction of future parking assets (surface and structured) is a fundamental component. Costs and locations of those needed assets are not know, but our current Black (Carnegie) Parking lot was appraised at $1.5 M in 2011. ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL Adequate parking resources are critical for the economic health and vibrancy of the Downtown Bozeman. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Additional lot maintenance each year/season. FUNDING SOURCES Parking Fund, Bonds, TIF, Loans, SID New Replacement Equipment Project FY21 FY22 FY23 177 CIP Project Fund Parking Fund PROJECT NUMBER P017 DEPARTMENT PARKING PROJECT NAME Rouse Parking Lot Re-design and Improvements FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Rouse Lot Improvements – Layout, set-backs, landscaping, signage, lighting, sidewalks, and stormwater treatment facilities. These improvements are separate from any creek restoration project and will only involve the surface lot. ALTERNATIVES CONSIDERED Maintain current configuration. ADVANTAGES OF APPROVAL Better functioning and safer parking lot layout. Increased revenue and parking asset coordination through the implementation of pay kiosks. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED New asphalt will require less maintenance, but plantings and landscaping will require additional maintenance. FUNDING SOURCES Parking Fund, TIF contribution for lot improvements. New Replacement Equipment Project FY21 $280,000 FY22 FY23 178 CIP Project Fund Parking Fund PROJECT NUMBER P020 DEPARTMENT PARKING PROJECT NAME Parking Vehicle Leases FY19 $10,000 FY20 $10,000 Unscheduled DESCRIPTION OF PROJECT In the fall of 2016, the Parking Division transitioned from utilizing old Police vehicles to leased Prius hybrids. Initial indications are that these vehicles will work exceptionally well for parking enforcement duties and will reduce the fuel consumption and maintenance costs when compared to the retired patrol vehicles. ALTERNATIVES CONSIDERED Continue to use retired patrol vehicles, lease hybrid vehicles at $280/pm. 12,000 mile annual usage. Purchase new cars. ADVANTAGES OF APPROVAL Low cost vehicles that are suitable for the Parking Enforcement function; re-use of police vehicles once they are no longer suitable for first- responder use. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Anticipating maintenance requirements for used police vehicles is difficult at best as their age and condition were the primary reasons they were replaced in the PD. Maintenance and operations for leased vehicles would be limited to oil changes and fuel costs and would be significantly lower than the current fleet. FUNDING SOURCES Parking Fund New Replacement Equipment Project FY21 $10,000 FY22 $10,000 FY23 179 CIP Project Fund Parking Fund PROJECT NUMBER P024 DEPARTMENT Parking PROJECT NAME Electric Vehicle Charging Station FY19 $30,000 FY20 Unscheduled DESCRIPTION OF PROJECT The Sustainability Coordinator is preparing a grant application to the Montana Department of Environmental Quality for federal pass-thru grant funding, derived from the Volkswagen settlement, for the purchase and installation of one electric vehicle charging station (EVCS) at the Bridger Park Downtown Garage. The EVCS will be positioned directly outside the parking office, inside the parking garage, and will have the capability to charge two EV’s at once. The amount budgeted ($3,000) is a required 10% match on the project. ALTERNATIVES CONSIDERED N/A ADVANTAGES OF APPROVAL Installation and operation of the EVCS will enhance the City of Bozeman’s ability to service multi-modal forms of transportation, and provide additional support to local sustainability efforts. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Increased electric power costs for the parking garage, level of which is unknown at this time. FUNDING SOURCES Parking Services Fund (Operating). It is the intention of Majority of the funding is grant related with a 10% match. Thee parking fund will only be required to contribute $3,000 of the $30,000 total cost. New Replacement Equipment Project FY21 FY22 FY23 180 So l i d   W a s t e   C o l l e c t i o n   &   R e c y c l i n g Ca p i t a l   I m p r o v e m e n t   P l a n Fi n a n c i a l   S u m m a r y Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 F Y 2 1 F Y 2 2 F Y 2 3 Unscheduled Pr o j e c t e d   B e g i n n i n g   R e s e r v e   B a l a n c e   D e d i c a t e d   t o   C I P 46 8 , 4 9 5 $                                  13 5 , 8 6 2 $                          45 2 , 8 4 8 $                  43 5 , 6 8 3 $           667,660 $            1,016,135 $   ‐ $                   P l u s :     R e v e n u e s   D e d i c a t e d   t o   C I P 49 2 , 3 6 7 $                                  5 1 6 , 9 8 6 $                          5 4 2 , 8 3 5 $                  5 6 9 , 9 7 7 $           598,476 $            628,399 $      ‐ $                   L e s s :     F Y 1 7   C a r r y o v e r   C a p i t a l (9 5 , 0 0 0 ) $                                       L e s s :     S c h e d u l e d   C I P   P r o j e c t   C o s t s (7 3 0 , 0 0 0 ) $                                (2 0 0 , 0 0 0 ) $                        (5 6 0 , 0 0 0 ) $                (3 3 8 , 0 0 0 ) $        (250,000) $          (600,000)$      Pr o j e c t e d   Y e a r ‐ E n d   C a s h   D e d i c a t e d   t o   C I P 13 5 , 8 6 2 $                                  45 2 , 8 4 8 $                          43 5 , 6 8 3 $                  66 7 , 6 6 0 $           1,016,135 $      1,044,535 $   ‐ $                A ss u m p t i o n s   a r e   m a d e   f o r   R e v e n u e   E s t i m a t e s Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 F Y 2 1 F Y 2 2 F Y 2 3 Es t i m a t e d   A n n u a l   R e v e n u e s 3, 7 8 7 , 4 4 1 $                                3, 7 8 7 , 4 4 1 $                      3, 9 7 6 , 8 1 3 $              4, 1 7 5 , 6 5 4 $      4,384,436 $        4,603,658 $        E s t i m a t e d   A n n u a l   I n c r e a s e   i n   R e v e n u e s   0. 0 % 5. 0 % 5. 0 % 5 . 0 % 5 . 0 % 5 . 0 % To t a l   E s t i m a t e d   R e v e n u e s 3, 7 8 7 , 4 4 1 $                                3, 9 7 6 , 8 1 3 $                      4, 1 7 5 , 6 5 4 $              4, 3 8 4 , 4 3 6 $      4,603,658 $        4,833,841 $     Cu r r e n t   R e v e n u e s   D e d i c a t e d   t o   C I P   % 13 . 0 % 13 . 0 % 1 3 . 0 % 1 3 . 0 % 1 3 . 0 % 1 3 . 0 %    P l u s :     I n c r e a s e   D e d i c a t e d   t o   C I P 0. 0 % 0. 0 % 0. 0 % 0 . 0 % 0 . 0 % 0 . 0 %    T o t a l   %   D e d i c a t e d   t o   C I P 1 3 . 0 % 1 3 . 0 % 1 3 . 0 % 1 3 . 0 % 1 3 . 0 % 1 3 . 0 % To t a l   E s t i m a t e d   R e v e n u e s   D e d i c a t e d   t o   C I P 49 2 , 3 6 7 $                                      5 1 6 , 9 8 6 $                              5 4 2 , 8 3 5 $                    5 6 9 , 9 7 7 $            5 9 8 , 4 7 6 $                6 2 8 , 3 9 9 $        Pr o j e c t e d Pr o j e c t e d C U R R E N T $ ( 2 0 0 , 0 0 0 ) $ ( 5 6 0 , 0 0 0 ) $ ( 3 3 8 , 0 0 0 ) $ ( 2 5 0 , 0 0 0 ) $ ( 6 0 0 , 0 0 0 ) FY 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 F Y 2 3 U N S C H E D U L E D SO L I D   W A S T E   P R O J E C T S   &   E Q U I P M E N T   18 1 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 So l i d W a s t e Fu n d SW 3 2 Co l l e c t i o n FR O N T L O A D T R U C K R E P L A C E M E N T $2 7 0 , 0 0 0 SW 3 6 Co l l e c t i o n SI D E L O A D T R U C K - N E W ( A D D I T I O N A L RO U T E ) $2 9 0 , 0 0 0 SW 4 5 Co l l e c t i o n TO T E D E L I V E R Y T R U C K $3 8 , 0 0 0 SW 4 6 Co l l e c t i o n GR A P P L E T R U C K $2 0 0 , 0 0 0 $2 0 0 , 0 0 0 $5 6 0 , 0 0 0 $3 8 , 0 0 0 To t a l s b y D E P A R T M E N T So l i d W a s t e Fu n d SW 4 7 So l i d W a s t e SO L I D W A S T E R A T E S T U D Y $5 0 , 0 0 0 SW 4 8 So l i d W a s t e TR O M M E L S C R E E N $2 0 0 , 0 0 0 SW 5 0 So l i d W a s t e SI D E L O A D T R U C K $300,000 SW 5 1 So l i d W a s t e SI D E L O A D T R U C K - R E C Y C L I N G $300,000 SW 5 2 So l i d W a s t e SI D E L O A D T R U C K R E P L A C E M E N T $3 0 0 , 0 0 0 $600,000 $3 0 0 , 0 0 0 $2 5 0 , 0 0 0 To t a l s b y D E P A R T M E N T Su m m a r y f o r S o l i d W a s t e F u n d ( 9 i t e m s ) To t a l s b y y e a r : $600,000 $2 0 0 , 0 0 0 $5 6 0 , 0 0 0 FY23 FY 1 9 FY 2 0 Unscheduled FY 2 2 $2 5 0 , 0 0 0 $3 3 8 , 0 0 0 FY 2 1 18 2 CIP Project Fund Solid Waste Fund PROJECT NUMBER SW32 DEPARTMENT Collection PROJECT NAME Front Load Truck Replacement FY19 FY20 $270,000 Unscheduled DESCRIPTION OF PROJECT This truck is a replacement for an existing front-load truck currently collecting residential and commercial refuse. This equipment is critical to the operation of the Solid Waste Division. Customer depend on refuse removal on their collection day. Efficiency is improved with this equipment on the chassis side with increased fuel efficiency and emission reductions. ALTERNATIVES CONSIDERED Leasing a front-load truck. ADVANTAGES OF APPROVAL Reliable equipment to ensure routes completed in an efficient manner. Maintenance costs of new equipment will be lower. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Average maintenance costs: $10,000/year FUNDING SOURCES 100% Solid Waste Fund New Replacement Equipment Project FY21 FY22 FY23 183 CIP Project Fund Solid Waste Fund PROJECT NUMBER SW36 DEPARTMENT Collection PROJECT NAME Side Load Truck - New (Additional Route) FY19 FY20 $290,000 Unscheduled DESCRIPTION OF PROJECT This is a new side load truck to be used for additional routes. This equipment is critical to the operation of the Solid Waste Division. Customers depend on refuse removal on their collection day. Efficiency is improved with this equipment on the chassis side with increased fuel efficiency and emission reductions. The packer mounted on the chassis also see improvements thru better operator agronomics with joystick controls and better packer function options. ALTERNATIVES CONSIDERED Leasing a side-load truck ADVANTAGES OF APPROVAL Reliable equipment to ensure routes completed in an efficient manner. Maintenance costs of new equipment will be lower. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual operating and maintenance costs = $30,000 FUNDING SOURCES 100% Solid Waste Fund New Replacement Equipment Project FY21 FY22 FY23 184 CIP Project Fund Solid Waste Fund PROJECT NUMBER SW45 DEPARTMENT Collection PROJECT NAME Tote Delivery Truck FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This truck is a replacement for an existing tote delivery truck. This truck is critical in the execution of container management. Totes need to be delivered to new customers, exchange of totes for customers and removal of totes. ALTERNATIVES CONSIDERED Leasing a truck ADVANTAGES OF APPROVAL The Solid Waste Divison can continue to deliver,exchange and remove customer tote requests. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Maintenance costs $1,000/year FUNDING SOURCES 100% Solid Waste Fund New Replacement Equipment Project FY21 $38,000 FY22 FY23 185 CIP Project Fund Solid Waste Fund PROJECT NUMBER SW46 DEPARTMENT Collection PROJECT NAME Grapple Truck FY19 $200,000 FY20 Unscheduled DESCRIPTION OF PROJECT Truck with articulating arm with clam shells that will pick up large, bulky items (including brush removal) and place into dump box. While work can still be done by hand, manual work increases risk of back injury. Efficiency is accomplished thru our work comp rates. ALTERNATIVES CONSIDERED Leasing a grapple truck ADVANTAGES OF APPROVAL Equipment would be used to pick up large bulky items and brush. Currently we manually load these items by hand. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Maintenance cost: $6,000 per year FUNDING SOURCES 100% Solid Waste Fund New Replacement Equipment Project FY21 FY22 FY23 186 CIP Project Fund Solid Waste Fund PROJECT NUMBER SW47 DEPARTMENT Solid Waste PROJECT NAME Solid Waste Rate Study FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Solid Waste Rate Study - including an analysis of revenue requirements, funding depreciation, and cost recovery by customer class. The most recent rate study was completed in 2013 and should be updated. ALTERNATIVES CONSIDERED Continue with current rates. ADVANTAGES OF APPROVAL Full cost accounting, rates based on cost of services. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED NA FUNDING SOURCES 100% Solid Waste Fund New Replacement Equipment Project FY21 FY22 $50,000 FY23 187 CIP Project Fund Solid Waste Fund PROJECT NUMBER SW48 DEPARTMENT Solid Waste PROJECT NAME Trommel Screen FY19 FY20 Unscheduled DESCRIPTION OF PROJECT A screen that can separate out garbage from finished compost and separate the size of compost. This is the final stage of the composting process that we are currently unable to accomplish using existing equipment. ALTERNATIVES CONSIDERED Rental of this equipment is not avaiable ADVANTAGES OF APPROVAL The Solid Waste Divison can market the finished compost product ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED NA FUNDING SOURCES 100% Solid Waste Fund New Replacement Equipment Project FY21 FY22 $200,000 FY23 188 CIP Project Fund Solid Waste Fund PROJECT NUMBER SW50 DEPARTMENT Solid Waste PROJECT NAME Side Load Truck FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This side load truck is critical to complete residential garbage collection service. As per the approved 6 year replacement schedule, garbage truck, asset # 3839, will be placed as backup truck for the division. ALTERNATIVES CONSIDERED Leasing a side load truck ADVANTAGES OF APPROVAL Reliable equipment to ensure routes completed in an efficient manner. Maintenance costs of new equipment will be lower. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual operating and maintenance costs $30,000 FUNDING SOURCES 100% Solid Waste Enterprise Fund New Replacement Equipment Project FY21 FY22 FY23 $300,000 189 CIP Project Fund Solid Waste Fund PROJECT NUMBER SW51 DEPARTMENT Solid Waste PROJECT NAME Side Load Truck - Recycling FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This side load truck is critical to complete residential and commercial recycling collection service. As per the approved 6 year replacement schedule, recycling truck, asset #3838, will be placed as a backup truck for the division. ALTERNATIVES CONSIDERED Leasing a side load truck ADVANTAGES OF APPROVAL Reliable equipment to ensure routes completed in an efficient manner. Maintenance costs of new equipment will be lower. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual operating and maintenance costs $30,000 FUNDING SOURCES 100% Solid Waste Enterprise Fund New Replacement Equipment Project FY21 FY22 FY23 $300,000 190 CIP Project Fund Solid Waste Fund PROJECT NUMBER SW52 DEPARTMENT Solid Waste PROJECT NAME Side Load Truck Replacement FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This side load truck is critical to complete residential garbage collection service. As per the approved 6 year replacement schedule, garbage truck, asset #3746, will be placed as a backup truck for the division. ALTERNATIVES CONSIDERED Leasing a side load truck ADVANTAGES OF APPROVAL Reliable equipment to ensure routes completed in an efficient manner. Maintenance costs of newer equipment will be lower. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual operating and maintenance costs $30,000 FUNDING SOURCES 100% Solid Waste Enterprise Fund New Replacement Equipment Project FY21 $300,000 FY22 FY23 191    192 St o r m   W a t e r   U t i l i t y       Ca p i t a l   I m p r o v e m e n t   P l a n Fi n a n c i a l   S u m m a r y Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 F Y 2 1 F Y 2 2 F Y 2 3 Unscheduled Pr o j e c t e d   B e g i n n i n g   R e s e r v e   B a l a n c e   D e d i c a t e d   t o   C I P 79 7 , 3 8 9 $                  44 6 , 4 3 7 $                          42 0 , 7 7 7 $                  41 3 , 8 4 8 $                42 6 , 2 1 1 $              458,445 $             P l u s :     S t o r m   W a t e r   U t i l i t y   F e e s   D e d i c a t e d   t o   C a p i t a l 60 6 , 1 5 6 $                  62 4 , 3 4 1 $                          64 3 , 0 7 1 $                  66 2 , 3 6 3 $                68 2 , 2 3 4 $              702,701 $             L e s s :     F Y 1 7   C a r r y o v e r   C a p i t a l (3 0 7 , 1 0 8 ) $                   L e s s :     S c h e d u l e d   C I P   P r o j e c t   C o s t s (6 5 0 , 0 0 0 ) $                (6 5 0 , 0 0 0 ) $                        (6 5 0 , 0 0 0 ) $                (6 5 0 , 0 0 0 ) $              (6 5 0 , 0 0 0 ) $            (650,000)$       (125,000)$          Pr o j e c t e d   Y e a r ‐ E n d   C a s h   D e d i c a t e d   t o   C I P 44 6 , 4 3 7 $                  42 0 , 7 7 7 $                          41 3 , 8 4 8 $                  42 6 , 2 1 1 $                45 8 , 4 4 5 $              511,146 $         A ss u m p t i o n s   M a d e   f o r   R e v e n u e   E s t i m a t e s Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 FY 2 1 F Y 2 2 F Y 2 3 Es t i m a t e d   A n n u a l   S t o r m   W a t e r   U t i l i t y   R e v e n u e 1, 3 4 7 , 0 1 3 $              1 , 3 4 7 , 0 1 3 $                        1 , 3 8 7 , 4 2 3 $              1, 4 2 9 , 0 4 6 $            1, 4 7 1 , 9 1 7 $          1,516,075 $           E s t i m a t e d   A n n u a l   I n c r e a s e   ‐   A t t r i b u t e d   t o   G r o w t h 0% 3% 3% 3% 3%3%    E s t i m a t e d   A n n u a l   I n c r e a s e   ‐   R a t e   I n c r e a s e 0% 0% 0% 0% 0%0% To t a l   E s t i m a t e d   R e v e n u e s 1, 3 4 7 , 0 1 3 $              1 , 3 8 7 , 4 2 3 $                        1 , 4 2 9 , 0 4 6 $              1, 4 7 1 , 9 1 7 $            1, 5 1 6 , 0 7 5 $          1,561,557 $        Cu r r e n t   R e v e n u e s   D e d i c a t e d   t o   C I P   % 45 . 0 % 45 . 0 % 4 5 . 0 % 4 5 . 0 % 4 5 . 0 % 4 5 . 0 %    P l u s :     I n c r e a s e   D e d i c a t e d   t o   C a p i t a l 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0 . 0 % 0.0%    T o t a l   %   D e d i c a t e d   t o   C I P 45 . 0 % 45 . 0 % 4 5 . 0 % 4 5 . 0 % 4 5 . 0 % 4 5 . 0 % To t a l   E s t i m a t e d   R e v e n u e s   D e d i c a t e d   t o   C I P 60 6 , 1 5 6 $                      6 2 4 , 3 4 1 $                              6 4 3 , 0 7 1 $                      6 6 2 , 3 6 3 $                    6 8 2 , 2 3 4 $                  7 0 2 , 7 0 1 $           Pr o j e c t e d Pr o j e c t e d $ ( 6 5 0 , 0 0 0 ) $ ( 6 5 0 , 0 0 0 ) $ ( 6 5 0 , 0 0 0 ) $ ( 6 5 0 , 0 0 0 ) $ ( 6 5 0 , 0 0 0 ) $ ( 6 5 0 , 0 0 0 ) $ ( 1 2 5 , 0 0 0 ) FY 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 F Y 2 3 U N S C H E D U L E D ST O R M   W A T E R   P R O J E C T S   19 3 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 St o r m w a t e r Fu n d ST R M 4 8 En g i n e e r i n g AN N U A L I N L E T R E P L A C E M E N T P R O G R A M $100,000 $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 ST R M 5 7 En g i n e e r i n g DO W N T O W N B O Z E M A N C R E E K C U L V E R T AS S E S S M E N T $1 5 , 0 0 0 $100,000 $1 1 5 , 0 0 0 $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 To t a l s b y D E P A R T M E N T St o r m w a t e r Fu n d ST R M 1 3 St o r m w a t e r AN N U A L P I P E R E H A B I L I T A T I O N A N D DR A I N A G E P R O J E C T S $200,000 $5 0 , 0 0 0 $5 0 , 0 0 0 $2 0 0 , 0 0 0 $2 0 0 , 0 0 0 ST R M 2 6 St o r m w a t e r ST O R M W A T E R T V V A N R E F U R B I S H M E N T $125,000 ST R M 3 1 St o r m w a t e r ME C H A N I C A L S E P A R A T I O N U N I T S - DO W N T O W N S T O R M W A T E R T R E A T M E N T PH A S E 4 $3 0 0 , 0 0 0 ST R M 3 4 St o r m w a t e r ME C H A N I C A L S E P A R A T I O N U N I T S - DO W N T O W N S T O R M W A T E R T R E A T M E N T PH A S E 3 $3 0 0 , 0 0 0 ST R M 3 6 St o r m w a t e r BO U L E V A R D I N F I L T R A T I O N S T R U C T U R E S - DO W N T O W N S T O R M W A T E R T R E A T M E N T PH A S E 2 $5 0 , 0 0 0 ST R M 3 8 St o r m w a t e r ME C H A N I C A L S E P A R A T I O N U N I T S - DO W N T O W N S T O R M W A T E R T R E A T M E N T PH A S E 5 $3 0 0 , 0 0 0 ST R M 3 9 St o r m w a t e r ME C H A N I C A L S E P A R A T I O N U N I T S - DO W N T O W N S T O R M W A T E R T R E A T M E N T PH A S E 2 $3 5 0 , 0 0 0 ST R M 4 9 St o r m w a t e r BO U L E V A R D I N F I L T R A T I O N S T R U C T U R E S - DO W N T O W N S T O R M W A T E R T R E A T M E N T PH A S E 3 $5 0 , 0 0 0 ST R M 5 0 St o r m w a t e r ST O R M W A T E R F A C I L I T Y P L A N U P D A T E $1 5 0 , 0 0 0 ST R M 5 1 St o r m w a t e r PI P E R E P L A C E M E N T – N . 4 T H ( W . CO T T O N W O O D T O W . P E A C H ) $5 0 , 0 0 0 ST R M 5 2 St o r m w a t e r ME C H A N I C A L S E P A R A T I O N U N I T S - DO W N T O W N S T O R M W A T E R T R E A T M E N T PH A S E 6 $300,000 19 4 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 ST R M 5 3 St o r m w a t e r BO U L E V A R D I N F I L T R A T I O N S T R U C T U R E S - DO W N T O W N S T O R M W A T E R T R E A T M E N T PH A S E 6 $50,000 ST R M 5 4 St o r m w a t e r AD M I N I S T R A T I O N S T A F F V E H I C L E $3 5 , 0 0 0 ST R M 5 5 St o r m w a t e r BO U L E V A R D I N F I L T R A T I O N S T R U C T U R E S - DO W N T O W N S T O R M W A T E R T R E A T M E N T PH A S E 5 $5 0 , 0 0 0 ST R M 5 6 St o r m w a t e r BO U L E V A R D I N F I L T R A T I O N S T R U C T U R E S - DO W N T O W N S T O R M W A T E R T R E A T M E N T PH A S E 4 $5 0 , 0 0 0 $550,000 $5 3 5 , 0 0 0 $5 5 0 , 0 0 0 $5 5 0 , 0 0 0 $5 5 0 , 0 0 0 $125,000 To t a l s b y D E P A R T M E N T Su m m a r y f o r S t o r m w a t e r F u n d ( 1 7 i t e m s ) To t a l s b y y e a r : $650,000 $6 5 0 , 0 0 0 $6 5 0 , 0 0 0 $125,000FY23 FY 1 9 FY 2 0 Unscheduled FY 2 2 $6 5 0 , 0 0 0 $6 5 0 , 0 0 0 FY 2 1 19 5 CIP Project Fund Stormwater Fund PROJECT NUMBER STRM13 DEPARTMENT Stormwater PROJECT NAME Annual Pipe Rehabilitation and Drainage Projects FY19 $50,000 FY20 $50,000 Unscheduled DESCRIPTION OF PROJECT An annual program that provides funding for the design and construction of various pipe rehabilitation, drainage, and treatment projects that improve the structural integrity and conveyance capacity of the City’s stormwater infrastructure network. Unplanned funds allow Staff to respond to infrastructure needs that arise from reoccurring system inspection and partner with other Public Works’ projects, such as local SID street reconstructions when approved. ALTERNATIVES CONSIDERED Staff assessed the potential of Stormwater Operations Personnel completing all pipe rehabilitation and drainage projects; however, this approach would significantly reduce resources applied towards critical reoccurring infrastructure maintenance. ADVANTAGES OF APPROVAL The allocation of unplanned funds allows Staff to be proactive in the repair and replacement of stormwater infrastructure that has or is likely to fail, increasing system efficiency and reducing City liability. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Stormwater Operations Personnel will complete maintenance of projects as required. FUNDING SOURCES None New Replacement Equipment Project FY21 $200,000 FY22 $200,000 FY23 $200,000 196 CIP Project Fund Stormwater Fund PROJECT NUMBER STRM26 DEPARTMENT Stormwater PROJECT NAME Stormwater TV Van Refurbishment FY19 FY20 Unscheduled $125,000 DESCRIPTION OF PROJECT Refurbishment of existing Stormwater TV van routinely completed every 5 years to replace worn parts and remain consistent with new technology. This equipment is critical in assessing structural failures in the City's underground stormwater system, and allows the City to identify troubled areas and allocate resources to fix. This process significantly improves operation efficiency, budget allocation, and project planning. Deferring this purchase would result in existing equipment to exceed their effective lifespans, resulting in unexpected breakdowns and inefficiencies. ALTERNATIVES CONSIDERED Purchase a new TV Van at an estimated cost of $250,000. ADVANTAGES OF APPROVAL Provides for the timely replacement of critical maintenance equipment. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Decrease in maintenance costs FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY21 FY22 FY23 197 CIP Project Fund Stormwater Fund PROJECT NUMBER STRM31 DEPARTMENT Stormwater PROJECT NAME Mechanical Separation Units - Downtown Stormwater Treatment Phase 4 FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This project includes the installation of three (3) stormwater mechanical separation units near the following intersections: N. Rouse and E. Tamarack, S. Black and E. Cleveland, and S. Bozeman and E. Cleveland. Staff proposes to target these locations because the roads, parking lots, yards, driveways, and drainage systems contained within their urban watersheds have a direct connection to Bozeman and Matthew Bird Creeks, meaning no removal of stormwater pollutants currently occurs. ALTERNATIVES CONSIDERED Staff has not identified any alternative stormwater treatment approaches with comparable maintenance requirements, construction footprints, and/or pollutant removal efficiencies, especially considering the large size of the drainage basins targeted. ADVANTAGES OF APPROVAL The three (3) units will treat stormwater flowing from 278 urban acres and collect over 17 tons of sediment, litter, oil, and metals annually. Pollutant removal will improve public safety, help restore Bozeman and Matthew Bird Creeks’ aquatic habitat, decrease infrastructure degradation, and provide the City a measurable step towards municipal stormwater discharge permit compliance. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Stormwater Operations Personnel will complete maintenance quarterly, including the removal of collected debris using existing vacuuming equipment. Once collected, Staff will temporarily store and dry debris at the City’s Stormwater Waste Management Facility before hauling to the landfill for final disposal. FUNDING SOURCES None New Replacement Equipment Project FY21 $300,000 FY22 FY23 198 CIP Project Fund Stormwater Fund PROJECT NUMBER STRM34 DEPARTMENT Stormwater PROJECT NAME Mechanical Separation Units - Downtown Stormwater Treatment Phase 3 FY19 FY20 $300,000 Unscheduled DESCRIPTION OF PROJECT This project includes the installation of three (3) stormwater mechanical separation units near the following intersections: N. Rouse and E. Peach, N. Tracy and W. Main, and Langhor and Westridge. Staff proposes to target these locations because the roads, parking lots, yards, driveways, and drainage systems contained within their urban watersheds have a direct connection to Bozeman and Matthew Bird Creeks, meaning no removal of stormwater pollutants currently occurs. ALTERNATIVES CONSIDERED Staff has not identified any alternative stormwater treatment approaches with comparable maintenance requirements, construction footprints, and/or pollutant removal efficiencies, especially considering the large size of the drainage basins targeted. ADVANTAGES OF APPROVAL The three (3) units will treat stormwater flowing from 258 urban acres, and collect over 16 tons of sediment, litter, oil, and metals annually. Pollutant removal will improve public safety, help restore Bozeman and Matthew Bird Creeks’ aquatic habitat, decrease infrastructure degradation, and provide the City a measurable step towards municipal stormwater discharge permit compliance. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Stormwater Operations Personnel will complete maintenance quarterly, including the removal of collected debris using existing vacuuming equipment. Once collected, Staff will temporarily store and dry debris at the City’s Stormwater Waste Management Facility before hauling to the landfill for final disposal. FUNDING SOURCES None New Replacement Equipment Project FY21 FY22 FY23 199 CIP Project Fund Stormwater Fund PROJECT NUMBER STRM36 DEPARTMENT Stormwater PROJECT NAME Boulevard Infiltration Structures - Downtown Stormwater Treatment Phase 2 FY19 $50,000 FY20 Unscheduled DESCRIPTION OF PROJECT This project includes the installation of two (2) stormwater boulevard infiltration structures near the intersection of N. 11th and W. Dickerson. Staff proposes to target this location because the roads, parking lots, yards, driveways, and drainage systems contained within its urban watershed have a direct connection to Mandeville Creek, meaning no removal of stormwater pollutants currently occurs. ALTERNATIVES CONSIDERED Staff has not identified any alternative stormwater treatment approaches with comparable maintenance requirements, construction footprints, and/or pollutant removal efficiencies, especially considering the small size of the drainage basin targeted. ADVANTAGES OF APPROVAL The two (2) structures will divert, capture, and infiltrate stormwater flowing from seven (7) urban acres, collecting over two (2) tons of sediment, litter, oil, and metals annually. Pollutant removal will improve public safety, help restore Mandeville Creek’s aquatic habitat, decrease infrastructure degradation, and provide the City a measurable step towards municipal stormwater discharge permit compliance. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Stormwater Operations Personnel will complete maintenance quarterly, including the removal of collected debris using existing vacuuming equipment. Once collected, Staff will temporarily store and dry debris at the City’s Stormwater Waste Management Facility before hauling to the landfill for final disposal. FUNDING SOURCES None New Replacement Equipment Project FY21 FY22 FY23 200 CIP Project Fund Stormwater Fund PROJECT NUMBER STRM38 DEPARTMENT Stormwater PROJECT NAME Mechanical Separation Units - Downtown Stormwater Treatment Phase 5 FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This project includes the installation of three (3) stormwater mechanical separation units near the following intersections: N. 4th and W. Peach, N. 11th and W. Koch, and N. 9th and W. Villard. Staff proposes to target these locations because the roads, parking lots, yards, driveways, and drainage systems contained within their urban watersheds have a direct connection to Mandeville Creek, meaning no removal of stormwater pollutants currently occurs. ALTERNATIVES CONSIDERED Staff has not identified any alternative stormwater treatment approaches with comparable maintenance requirements, construction footprints, and/or pollutant removal efficiencies, especially considering the large size of the drainage basins targeted. ADVANTAGES OF APPROVAL The three (3) units will treat stormwater flowing from 255 urban acres and collect over 15 tons of sediment, litter, oil, and metals annually. Pollutant removal will improve public safety, help restore aquatic habitat, decrease infrastructure degradation, and provide the City a measurable step towards municipal stormwater discharge permit compliance. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Stormwater Operations Personnel will complete maintenance quarterly, including the removal of collected debris using existing vacuuming equipment. Once collected, Staff will temporarily store and dry debris at the City’s Stormwater Waste Management Facility before hauling to the landfill for final disposal. FUNDING SOURCES None New Replacement Equipment Project FY21 FY22 $300,000 FY23 201 CIP Project Fund Stormwater Fund PROJECT NUMBER STRM39 DEPARTMENT Stormwater PROJECT NAME Mechanical Separation Units - Downtown Stormwater Treatment Phase 2 FY19 $350,000 FY20 Unscheduled DESCRIPTION OF PROJECT This project includes the installation of four (4) stormwater mechanical separation units near the following intersections: N. Black and E. Main, N. Bozeman and E. Main, N. Rouse and E. Main, and Westridge and Overbrook. Staff proposes to target these locations because the roads, parking lots, yards, driveways, and drainage systems contained within their urban watersheds have a direct connection to Bozeman and Matthew Bird Creeks, meaning no removal of stormwater pollutants currently occurs. ALTERNATIVES CONSIDERED Staff has not identified any alternative stormwater treatment approaches with comparable maintenance requirements, construction footprints, and/or pollutant removal efficiencies, especially considering the large size of the drainage basins targeted. ADVANTAGES OF APPROVAL The four (4) units will treat stormwater flowing from 162 urban acres, collecting over 12 tons of sediment, litter, oil, and metals annually. Pollutant removal will improve public safety, help restore Bozeman and Matthew Bird Creeks’ aquatic habitat, decrease infrastructure degradation, and provide the City a measurable step towards municipal stormwater discharge permit compliance. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Stormwater Operations Personnel will complete maintenance quarterly, including the removal of collected debris using existing vacuuming equipment. Once collected, Staff will temporarily store and dry debris at the City’s Stormwater Waste Management Facility before hauling to the landfill for final disposal. FUNDING SOURCES None New Replacement Equipment Project FY21 FY22 FY23 202 CIP Project Fund Stormwater Fund PROJECT NUMBER STRM48 DEPARTMENT Engineering PROJECT NAME Annual Inlet Replacement Program FY19 $100,000 FY20 $100,000 Unscheduled DESCRIPTION OF PROJECT An annual program that provides funding for the replacement of under sized and degraded stormwater inlets throughout the downtown core in coordination with the Street and Engineering Divisions’ Annual Pedestrian Ramp Replacement Program. ALTERNATIVES CONSIDERED Staff assessed the potential of Stormwater Operations Personnel completing inlet replacements; however, this approach would significantly reduce resources applied towards critical reoccurring system maintenance. ADVANTAGES OF APPROVAL Upgrading the inlets to the City’s current standard will reduce localized flooding and improve stormwater treatment through increased sump depth. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Stormwater Operations Personnel will complete maintenance annually, including the removal of collected debris using existing inlet vacuuming equipment. Once collected, Staff will temporarily store and dry debris at the City’s Stormwater Waste Management Facility before hauling to the landfill for final disposal. FUNDING SOURCES None New Replacement Equipment Project FY21 $100,000 FY22 $100,000 FY23 $100,000 203 CIP Project Fund Stormwater Fund PROJECT NUMBER STRM49 DEPARTMENT Stormwater PROJECT NAME Boulevard Infiltration Structures - Downtown Stormwater Treatment Phase 3 FY19 FY20 $50,000 Unscheduled DESCRIPTION OF PROJECT This project includes the installation of two (2) stormwater boulevard infiltration structures near the intersection of N. 11th and W. Alderson. Staff proposes to target this location because the roads, parking lots, yards, driveways, and drainage systems contained within its urban watershed have a direct connection to Mandeville Creek, meaning no removal of stormwater pollutants currently occurs. ALTERNATIVES CONSIDERED Staff has not identified any alternative stormwater treatment approaches with comparable maintenance requirements, construction footprints, and/or pollutant removal efficiencies, especially considering the small size of the drainage basin targeted. ADVANTAGES OF APPROVAL The two (2) structures will divert, capture, and infiltrate stormwater flowing from eight (8) urban acres and collect over two (2) tons of sediment, litter, oil, and metals annually. Pollutant removal will improve public safety, help restore Mandeville Creek’s aquatic habitat, decrease infrastructure degradation, and provide the City a measurable step towards municipal stormwater discharge permit compliance. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Stormwater Operations Personnel will complete maintenance quarterly, including the removal of collected debris using existing vacuuming equipment. Once collected, Staff will temporarily store and dry debris at the City’s Stormwater Waste Management Facility before hauling to the landfill for final disposal. FUNDING SOURCES None New Replacement Equipment Project FY21 FY22 FY23 204 CIP Project Fund Stormwater Fund PROJECT NUMBER STRM50 DEPARTMENT Stormwater PROJECT NAME Stormwater Facility Plan Update FY19 FY20 $150,000 Unscheduled DESCRIPTION OF PROJECT This project includes the hiring of a contractor to update the City of Bozeman’s Stormwater Facility Plan, which was last revised in 2007. The City has made significant programmatic, operational, and administrative changes over the past ten years in response to evolving environmental regulations, growth, and aging infrastructure. An updated Stormwater Facility Plan will assist Staff in identifying high-priority infrastructure deficiencies, future needs, and determine the City’s regulatory standing with MS4 Permit regulations. ALTERNATIVES CONSIDERED Staff will continue implementing recommendations provided in the 2007 Stormwater Facility Plan. ADVANTAGES OF APPROVAL A Stormwater Facility Plan will provide Staff a framework, action plan, and third party professional oversight that will assist the City in achieving its programmatic goals, which include complying with environmental regulations, improving waterway health, protecting public safety, and managing infrastructure. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES None New Replacement Equipment Project FY21 FY22 FY23 205 CIP Project Fund Stormwater Fund PROJECT NUMBER STRM51 DEPARTMENT Stormwater PROJECT NAME Pipe Replacement – N. 4th (W. Cottonwood to W. Peach) FY19 $50,000 FY20 Unscheduled DESCRIPTION OF PROJECT This project includes the construction of 150’ of 30” reinforced concrete pipe near the intersection of N. 4th and W. Peach, replacing a conveyance ditch and linking two existing pipe sections. Staff proposes to target this location because the ditch is clogged and reverse graded due to significant degradation. Staff secured an easement from the property owner in FY17 to facilitate the construction of this project and improve land records. ALTERNATIVES CONSIDERED Staff assessed the potential of rehabbing the conveyance ditch currently in place; however, decided to proceed with a pipe project after reviewing long-term maintenance cost and private property concerns. ADVANTAGES OF APPROVAL The pipe will convey stormwater originating from a 58-acre urban watershed, reducing flood risk for adjacent properties and improving water quality by mitigating past issues stemming from erosion and illegal dumping. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Stormwater Operations Personnel will complete maintenance annually, including the removal of collected debris using existing pipe flushing equipment. Once collected, Staff will temporarily store and dry debris at the City’s Stormwater Waste Management Facility before hauling to the landfill for final disposal. FUNDING SOURCES None New Replacement Equipment Project FY21 FY22 FY23 206 CIP Project Fund Stormwater Fund PROJECT NUMBER STRM52 DEPARTMENT Stormwater PROJECT NAME Mechanical Separation Units - Downtown Stormwater Treatment Phase 6 FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This project includes the installation of three (3) stormwater mechanical separation units near the following intersections: S. 17th and W. Babcock, Blackmore and Terrace, and S. Tracy and E. Kagy. Staff proposes to target these locations because the roads, parking lots, yards, driveways, and drainage systems contained within their urban watersheds have a direct connection to Mandeville and Matthew Bird Creeks, meaning no removal of stormwater pollutants currently occurs. ALTERNATIVES CONSIDERED Staff has not identified any alternative stormwater treatment approaches with comparable maintenance requirements, construction footprints, and/or pollutant removal efficiencies, especially considering the large size of the drainage basins targeted. ADVANTAGES OF APPROVAL The three (3) units will treat stormwater flowing from 100 urban acres and collect over 6 tons of sediment, litter, oil, and metals annually. Pollutant removal will improve public safety, help restore aquatic habitat, decrease infrastructure degradation, and provide the City a measurable step towards municipal stormwater discharge permit compliance. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Stormwater Operations Personnel will complete maintenance quarterly, including the removal of collected debris using existing vacuuming equipment. Once collected, Staff will temporarily store and dry debris at the City’s Stormwater Waste Management Facility before hauling to the landfill for final disposal. FUNDING SOURCES None New Replacement Equipment Project FY21 FY22 FY23 $300,000 207 CIP Project Fund Stormwater Fund PROJECT NUMBER STRM53 DEPARTMENT Stormwater PROJECT NAME Boulevard Infiltration Structures - Downtown Stormwater Treatment Phase 6 FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This project includes the installation of two stormwater boulevard infiltration structures near the intersection of N. Broadway and E. Mendenhall. Staff proposes to target this location because the roads, parking lots, yards, driveways, and drainage systems contained within its urban watershed have a direct connection to the East Gallatin River, meaning no removal of stormwater pollutants currently occurs. ALTERNATIVES CONSIDERED Staff has not identified any alternative stormwater treatment approaches with comparable maintenance requirements, construction footprints, and/or pollutant removal efficiencies, especially considering the small size of the drainage basin targeted. ADVANTAGES OF APPROVAL The two (2) structures will divert, capture, and infiltrate stormwater flowing from four (4) urban acres and collect over one (1) ton of sediment, litter, oil, and metals annually. Pollutant removal will improve public safety, help restore aquatic habitat, decrease infrastructure degradation, and provide the City a measurable step towards municipal stormwater discharge permit compliance. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Stormwater Operations Personnel will complete maintenance quarterly, including the removal of collected debris using existing vacuuming equipment. Once collected, Staff will temporarily store and dry debris at the City’s Stormwater Waste Management Facility before hauling to the landfill for final disposal. FUNDING SOURCES None New Replacement Equipment Project FY21 FY22 FY23 $50,000 208 CIP Project Fund Stormwater Fund PROJECT NUMBER STRM54 DEPARTMENT Stormwater PROJECT NAME Administration Staff Vehicle FY19 $35,000 FY20 Unscheduled DESCRIPTION OF PROJECT This project includes the purchase of a new field work and inspection vehicle for Stormwater Division Administrative Staff, accommodating transportation needs for a new Specialist Position hired in FY18. The Stormwater Division has three administrative personnel who currently have one truck, and access to two cars shared between multiple Public Works' Divisions. An additional truck is necessary for Staff to complete pollution event mitigation activities, sampling equipment transport, work within the public-right-of way, and field inspections. ALTERNATIVES CONSIDERED Staff assessed the potential of sharing existing vehicles; however, determined that scheduling conflicts would present themselves frequently, affecting the Division’s ability to achieve level of service goals. ADVANTAGES OF APPROVAL The purchase of an additional vehicle will allow Stormwater Division Staff to complete daily work activities timely, effectively, and safely. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Staff will budget for annual preventative maintenance completed by a mix of internal and external services, ensuring the vehicle stays in good working order. FUNDING SOURCES None New Replacement Equipment Project FY21 FY22 FY23 209 CIP Project Fund Stormwater Fund PROJECT NUMBER STRM55 DEPARTMENT Stormwater PROJECT NAME Boulevard Infiltration Structures - Downtown Stormwater Treatment Phase 5 FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This project includes the installation of two stormwater boulevard infiltration structures near the intersection of N. Montana and E. Beall. Staff proposes to target this location because the roads, parking lots, yards, driveways, and drainage systems contained within its urban watershed have a direct connection to Bozeman Creek, meaning no removal of stormwater pollutants currently occurs. ALTERNATIVES CONSIDERED Staff has not identified any alternative stormwater treatment approaches with comparable maintenance requirements, construction footprints, and/or pollutant removal efficiencies, especially considering the small size of the drainage basin targeted. ADVANTAGES OF APPROVAL The two (2) structures will divert, capture, and infiltrate stormwater flowing from eight (8) urban acres and collect over two (2) tons of sediment, litter, oil, and metals annually. Pollutant removal will improve public safety, help restore aquatic habitat, decrease infrastructure degradation, and provide the City a measurable step towards municipal stormwater discharge permit compliance. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Stormwater Operations Personnel will complete maintenance quarterly, including the removal of collected debris using existing vacuuming equipment. Once collected, Staff will temporarily store and dry debris at the City’s Stormwater Waste Management Facility before hauling to the landfill for final disposal. FUNDING SOURCES None New Replacement Equipment Project FY21 FY22 $50,000 FY23 210 CIP Project Fund Stormwater Fund PROJECT NUMBER STRM56 DEPARTMENT Stormwater PROJECT NAME Boulevard Infiltration Structures - Downtown Stormwater Treatment Phase 4 FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This project includes the installation of two stormwater boulevard infiltration structures near the intersection of S. Black and E. Garfield. Staff proposes to target this location because the roads, parking lots, yards, driveways, and drainage systems contained within its urban watershed have a direct connection to Mandeville Creek, meaning no removal of stormwater pollutants currently occurs. ALTERNATIVES CONSIDERED Staff has not identified any alternative stormwater treatment approaches with comparable maintenance requirements, construction footprints, and/or pollutant removal efficiencies, especially considering the small size of the drainage basin targeted. ADVANTAGES OF APPROVAL The two (2) structures will divert, capture, and infiltrate stormwater flowing from 14 urban acres and collect over two (2) tons of sediment, litter, oil, and metals annually. Pollutant removal will improve public safety, help restore Mandeville Creek’s aquatic habitat, decrease infrastructure degradation, and provide the City a measurable step towards municipal stormwater discharge permit compliance. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Stormwater Operations Personnel will complete maintenance quarterly, including the removal of collected debris using existing vacuuming equipment. Once collected, Staff will temporarily store and dry debris at the City’s Stormwater Waste Management Facility before hauling to the landfill for final disposal. FUNDING SOURCES None New Replacement Equipment Project FY21 $50,000 FY22 FY23 211 CIP Project Fund Stormwater Fund PROJECT NUMBER STRM57 DEPARTMENT Engineering PROJECT NAME Downtown Bozeman Creek Culvert Assessment FY19 $15,000 FY20 Unscheduled DESCRIPTION OF PROJECT Assess the condition of the downtown Bozeman Creek culverts crossing Lamme St, Mendenhall St, Main St, Babcock St, Olive St, and Rouse Ave. These are high risk assets that in the event of a failure, could result in extensive road and business closures throughout the downtown corridor. This project is split between Stormwater ($15,000) and Street Maintenance ($15,000). ALTERNATIVES CONSIDERED Do nothing ADVANTAGES OF APPROVAL Identifies susceptibility of downtown culverts to critical failure. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES $15,000 Stormwater, $15,000 Street Maintenance New Replacement Equipment Project FY21 FY22 FY23 212 St r e e t   a n d   C u r b   R e c o n s t r u c t i o n s   Ca p i t a l   I m p r o v e m e n t   P l a n Fi n a n c i a l   S u m m a r y Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 F Y 2 1 F Y 2 2 F Y 2 3 Unscheduled Pr o j e c t e d   B e g i n n i n g   R e s e r v e   B a l a n c e   D e d i c a t e d   t o   C I P 46 9 , 8 6 3 $                    ( 2 0 6 , 1 3 7 ) $                          3 7 5 , 5 4 1 $                    8 5 6 , 1 0 3 $                  1 , 2 3 0 , 5 4 2 $          1 , 7 0 4 , 9 1 5 $           P l u s :     S t r e e t   M a i n t e n a n c e   A s s e s s m e n t s   D e d i c a t e d   68 4 , 0 0 0 $                    69 7 , 6 8 0 $                            71 1 , 6 3 4 $                    72 5 , 8 6 6 $                  74 0 , 3 8 4 $                755,191 $              P l u s :     S I D   f o r   W e s t   L i n c o l n   ‐   S C R 2 0   ‐   75 % 16 8 , 0 0 8 $                               P l u s :     S I D   f o r   S o u t h   T r a c y   ‐   S C R 0 9   ‐   50 % 24 0 , 0 0 0 $                       P l u s :     S I D   f o r   S o u t h   B l a c k   ‐   S C R 0 8   ‐   75 % 51 3 , 2 1 3 $                       P l u s :     S I D   f o r   N o r t h   T r a c y   ‐   S C R 1 0   ‐   50 % 29 1 , 4 2 8 $                     P l u s :     S I D   f o r   N o r t h   1 7 t h   ‐   S C R 1 6   ‐ 7 5 % 61 8 , 0 3 2 $                   P l u s :     S I D   f o r   W   K o c h h   ‐   S C R 1 2   ‐ 5 0 % 867,070 $             P l u s :     S I D   f o r   S   5 t h   ‐   S C R 1 4   ‐ 5 0 % 1,277,873 $          L e s s :     S c h e d u l e d   C I P   P r o j e c t   C o s t s (1 , 6 0 0 , 0 0 0 ) $          ( 2 8 4 , 0 1 1 ) $                          ( 7 4 4 , 2 8 4 ) $                ( 6 4 2 , 8 5 6 ) $                ( 8 8 4 , 0 4 2 ) $              ( 4 , 3 4 9 , 8 8 6 ) $    (12,610,559)$     Pr o j e c t e d   Y e a r ‐ E n d   C a s h   D e d i c a t e d   t o   C I P (2 0 6 , 1 3 7 ) $                  37 5 , 5 4 1 $                            85 6 , 1 0 3 $                    1, 2 3 0 , 5 4 2 $          1, 7 0 4 , 9 1 5 $          255,164 $          As s u m p t i o n s   M a d e   f o r   R e v e n u e   E s t i m a t e s Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY 2 2 FY23 To t a l   E s t i m a t e d   A n n u a l   S t r e e t   A s s e s s m e n t   R e v e n u e 68 4 , 0 0 0 $                      68 4 , 0 0 0 $                                69 7 , 6 8 0 $                      71 1 , 6 3 4 $                    72 5 , 8 6 6 $                  740,384 $             E s t i m a t e d   A n n u a l   I n c r e a s e   ‐   A t t r i b u t e d   t o   A n n e x a t i o n s 0. 0 % 2% 2% 2% 2% 2% To t a l   E s t i m a t e d   R e v e n u e s 68 4 , 0 0 0 $                      69 7 , 6 8 0 $                                71 1 , 6 3 4 $                      72 5 , 8 6 6 $                    74 0 , 3 8 4 $                  755,191 $           Cu r r e n t   R e v e n u e s   D e d i c a t e d   t o   S t r e e t   &   C u r b   C I P   % 10 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 %    P l u s :     I n c r e a s e   D e d i c a t e d   t o   R e c o n s t r u c t i o n   &   C u r b s 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0 . 0 % 0.0%    T o t a l   %   D e d i c a t e d   t o   C I P 10 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % To t a l   E s t i m a t e d   R e v e n u e s   D e d i c a t e d   t o   C I P 68 4 , 0 0 0 $                      69 7 , 6 8 0 $                                71 1 , 6 3 4 $                      72 5 , 8 6 6 $                    74 0 , 3 8 4 $                 755,191 $           Pr o j e c t e d Pr o j e c t e d C U R R E N T $ ( 2 8 4 , 0 1 1 ) $ ( 7 4 4 , 2 8 4 ) $ ( 6 4 2 , 8 5 6 ) $ ( 8 8 4 , 0 4 2 ) $ ( 4 , 3 4 9 , 8 8 6 ) $ ( 1 2 , 6 1 0 , 5 5 9 ) FY 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 F Y 2 3 U N S C H E D U L E D ST R E E T   R E C O N S T R U C T I O N   P R O J E C T S   21 3 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 St r e e t & C u r b Re c o n s t r u c t i o n Fu n d SC R 0 1 En g i n e e r i n g AN N U A L C U R B R E P L A C E M E N T & CO N C R E T E R E P A I R P R O G R A M $60,000 $6 0 , 0 0 0 $6 0 , 0 0 0 $6 0 , 0 0 0 $6 0 , 0 0 0 SC R 0 3 En g i n e e r i n g W O L I V E ( 8 T H T O T R A C Y ) - D E S I G N A N D CO N S T R U C T I O N $1,736,555 SC R 0 4 En g i n e e r i n g S G R A N D ( O L I V E T O H A Y E S ) – D E S I G N A N D CO N S T R U C T I O N $2,118,375 SC R 0 5 En g i n e e r i n g N G R A N D ( M E N D E N H A L T O P E A C H ) - DE S I G N A N D C O N S T R U C T I O N $1,191,119 SC R 0 7 En g i n e e r i n g S 3 R D ( O L I V E T O C L E V E L A N D ) - D E S I G N AN D C O N S T R U C T I O N $1,866,113 SC R 0 8 En g i n e e r i n g S B L A C K ( C O L L E G E T O S C U L - D E - S A C ) - DE S I G N A N D C O N S T R U C T I O N $6 8 4 , 2 8 4 SC R 1 0 En g i n e e r i n g N T R A C Y ( V I L L A R D T O P E A C H ) - D E S I G N AN D C O N S T R U C T I O N $5 8 2 , 8 5 6 SC R 1 1 En g i n e e r i n g S 4 T H A V E ( C O L L E G E T O B A B C O C K ) - DE S I G N A N D C O N S T R U C T I O N $1,637,967 SC R 1 2 En g i n e e r i n g W K O C H ( 8 T H T O T R A C Y ) - D E S I G N A N D CO N S T R U C T I O N $1,734,140 SC R 1 3 En g i n e e r i n g S 6 T H ( B A B C O C K T O C L E V E L A N D ) - D E S I G N AN D C O N S T R U C T I O N $2,117,189 SC R 1 4 En g i n e e r i n g S 5 T H ( O L I V E T O H A Y E S ) - D E S I G N A N D CO N S T R U C T I O N $2,555,746 SC R 1 5 En g i n e e r i n g W H A R R I S O N ( T R A C Y T O 6 T H ) - D E S I G N AN D C O N S T R U C T I O N $1,305,886 SC R 1 6 En g i n e e r i n g N 1 7 T H ( D U R S T O N T O E N D ) - D E S I G N A N D CO N S T R U C T I O N $8 2 4 , 0 4 2 SC R 1 9 En g i n e e r i n g DA V I S ( C H U R C H T O P L U M ) - D E S I G N A N D CO N S T R U C T I O N $637,355 SC R 2 0 En g i n e e r i n g W L I N C O L N ( G R A N D T O W I L S O N ) - DE S I G N A N D C O N S T R U C T I O N $2 2 4 , 0 1 1 $4,349,886 $2 8 4 , 0 1 1 $7 4 4 , 2 8 4 $6 4 2 , 8 5 6 $8 8 4 , 0 4 2 $12,610,559 To t a l s b y D E P A R T M E N T 21 4 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 Su m m a r y f o r S t r e e t & C u r b R e co n s t r u c t i o n F u n d ( 1 5 i t e m s ) To t a l s b y y e a r : $4,349,886 $2 8 4 , 0 1 1 $7 4 4 , 2 8 4 $12,610,559FY23 FY 1 9 FY 2 0 Unscheduled FY 2 2 $8 8 4 , 0 4 2 $6 4 2 , 8 5 6 FY 2 1 21 5 CIP Project Fund Street & Curb Reconstruction Fund PROJECT NUMBER SCR01 DEPARTMENT Engineering PROJECT NAME Annual Curb Replacement & Concrete Repair Program FY19 $60,000 FY20 $60,000 Unscheduled DESCRIPTION OF PROJECT When a pedestrian ramp is installed, many times the adjacent curbs need to be replaced in order to get drainage to not stop at the new ramp. Smaller curb repairs can be necessary rather than replacing a whole block. These repairs result in improved stormwater control, and facilitates better street sweeping. Additionally, broken curbs can be hazardous to vehicle tires. These improvements can be combined with ADA ramp replacement work and inlet replacement work. ALTERNATIVES CONSIDERED Continue current operations ADVANTAGES OF APPROVAL This will allow completion of smaller projects instead of waiting for an entire block to be repaired ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Cost of Materials FUNDING SOURCES Street & Curb Replacement Fund New Replacement Equipment Project FY21 $60,000 FY22 $60,000 FY23 $60,000 216 CIP Project Fund Street & Curb Reconstruction Fund PROJECT NUMBER SCR03 DEPARTMENT Engineering PROJECT NAME W Olive (8th to Tracy) - Design and Construction FY19 FY20 Unscheduled $1,736,555 DESCRIPTION OF PROJECT Reconstruction of West Olive St from 8th to Tracy, including repairs to failed curbs and gutters. The street is already in a failing condition and continues to function; however, eventually the street will become deteriorated to a point where it is unfeasible to maintain and keep open to public use. This project will provide a city standard street section, with ADA compliant pedestrian ramps, pavement markings, and signage which will improve pedestrian safety. Also, new asphalt and drainage improvements will eliminate potholes and minimize ice buildup. ADA compliance and MS4 permit compliance will be met at completion. This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. For planning purposes, project estimates West Olive to function as a Major Collector, which would require a 15% contribution from property owners via a Special Improvement District Assessment. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Enhances safety and drainage, preserves pavement ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES Street and Curb Replacement Fund - 85%. Local SID - 15%. New Replacement Equipment Project FY21 FY22 FY23 217 CIP Project Fund Street & Curb Reconstruction Fund PROJECT NUMBER SCR04 DEPARTMENT Engineering PROJECT NAME S Grand (Olive to Hayes) – Design and Construction FY19 FY20 Unscheduled $2,118,375 DESCRIPTION OF PROJECT Reconstruction of S Grand, from Olive to Hayes, including repairs to failed curbs and gutters. The street is already in a failing condition and continues to function; however, eventually the street will become deteriorated to a point where it is unfeasible to maintain and keep open to public use. This project will provide a city standard street section, with ADA compliant pedestrian ramps, pavement markings, and signage which will improve pedestrian safety. Also, new asphalt and drainage improvements will eliminate potholes and minimize ice buildup. ADA compliance and MS4 permit compliance will be met at completion. This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. For planning purposes, project estimates Lincoln to function as a Local Street, which would re quire a 75% contribution from property owners via a Special Improvement District Assessment. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Enhances safety and drainage, preserves pavement ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES Street and Curb Replacement Fund - 25%. Local SID - 75%. New Replacement Equipment Project FY21 FY22 FY23 218 CIP Project Fund Street & Curb Reconstruction Fund PROJECT NUMBER SCR05 DEPARTMENT Engineering PROJECT NAME N Grand (Mendenhal to Peach) - Design and Construction FY19 FY20 Unscheduled $1,191,119 DESCRIPTION OF PROJECT Reconstruction of North Grand from Mendenhal to Peach, including repairs to failed curbs and gutters. The street is already in a failing condition and continues to function; however, eventually the street will become deteriorated to a point where it is unfeasible to maintain and keep open to public use. This project will provide a city standard street section, with ADA compliant pedestrian ramps, pavement markings, and signage which will improve pedestrian safety. Also, new asphalt and drainage improvements will eliminate potholes and minimize ice buildup. ADA compliance and MS4 permit compliance will be met at completion. This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. For planning purposes, project estimates North Grand will function as a Local Street, which would re quire a 75% contribution from property owners via a Special Improvement District Assessment. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Enhances safety and drainage, preserves pavement ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES Street and Curb Replacement Fund - 25%. Local SID - 75%. New Replacement Equipment Project FY21 FY22 FY23 219 CIP Project Fund Street & Curb Reconstruction Fund PROJECT NUMBER SCR07 DEPARTMENT Engineering PROJECT NAME S 3rd (Olive to Cleveland) - Design and Construction FY19 FY20 Unscheduled $1,866,113 DESCRIPTION OF PROJECT Reconstruction of South 3rd Ave from Olive to Cleveland, including repairs to failed curbs and gutters. The street is already in a failing condition and continues to function; however, eventually the street will become deteriorated to a point where it is unfeasible to maintain and keep open to public use. This project will provide a city standard street section, with ADA compliant pedestrian ramps, pavement markings, and signage which will improve pedestrian safety. Also, new asphalt and drainage improvements will eliminate potholes and minimize ice buildup. ADA compliance and MS4 permit compliance will be met at completion. This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. For planning purposes, project estimates S 3rd to function as a Minor Collector, which would require a 50% contribution from property owners via a Special District Assessment. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Enhances safety and drainage, preserves pavement ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES Street and Curb Replacement Fund - 50%. Local SID - 50%. New Replacement Equipment Project FY21 FY22 FY23 220 CIP Project Fund Street & Curb Reconstruction Fund PROJECT NUMBER SCR08 DEPARTMENT Engineering PROJECT NAME S Black (College to S Cul-De-Sac) - Design and Construction FY19 FY20 $684,284 Unscheduled DESCRIPTION OF PROJECT Reconstruction of South Black from College to the Cul-de-Sac, including repairs to failed curb and gutters. The street is already in a failing condition and continues to function; however, eventually the street will become deteriorated to a point where it is unfeasible to maintain and keep open to public use. This project will provide a city standard street section, with ADA compliant pedestrian ramps, pavement markings, and signage which will improve pedestrian safety. Also, new asphalt and drainage improvements will eliminate potholes and minimize ice buildup. ADA compliance and MS4 permit compliance will be met at completion. This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. For planning purposes, project estimates South Black to function as a Local Street, which would re quire a 75% contribution from property owners via a Special Improvement District Assessment. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Enhances safety and drainage, preserves pavement ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES Street and Curb Replacement Fund - 25%. Local SID - 75%. New Replacement Equipment Project FY21 FY22 FY23 221 CIP Project Fund Street & Curb Reconstruction Fund PROJECT NUMBER SCR10 DEPARTMENT Engineering PROJECT NAME N Tracy (Villard to Peach) - Design and Construction FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Reconstruction of North Tracy Street from Villard to Peach, including repairs to failed curbs and gutters. The street is already in a failing condition and continues to function; however, eventually the street will become deteriorated to a point where it is unfeasible to maintain and keep open to public use. This project will provide a city standard street section, with ADA compliant pedestrian ramps, pavement markings, and signage which will improve pedestrian safety. Also, new asphalt and drainage improvements will eliminate potholes and minimize ice buildup. ADA compliance and MS4 permit compliance will be met at completion. This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. For planning purposes, project estimates North Tracy to function as a Minor Collector, which would require a 50% contribution from property owners via a Special Improvement District Assessment. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Enhances safety and drainage, preserves pavement ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES Street and Curb Replacement Fund - 50%. Local SID - 50%. New Replacement Equipment Project FY21 $582,856 FY22 FY23 222 CIP Project Fund Street & Curb Reconstruction Fund PROJECT NUMBER SCR11 DEPARTMENT Engineering PROJECT NAME S 4th Ave (College to Babcock) - Design and Construction FY19 FY20 Unscheduled $1,637,967 DESCRIPTION OF PROJECT Reconstruction of South 4th Ave from College to Babcock, including re pairs to failed curbs and gutters. The street is already in a failing condition and continues to function; however, eventually the street will become deteriorated to a point where it is unfeasible to maintain and keep open to public use. This project will provide a city standard street section, with ADA compliant pedestrian ramps, pavement markings, and signage which will improve pedestrian safety. Also, new asphalt and drainage improvements will eliminate potholes and minimize ice buildup. ADA compliance and MS4 permit compliance will be met at completion. This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. For planning purposes, project estimates South 4th to function as a Local Street, which would re quire a 75% contribution from property owners via a Special Improvement District Assessment. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Enhances safety and drainage, preserves pavement ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES Street and Curb Replacement Fund - 25%. Local SID - 75%. New Replacement Equipment Project FY21 FY22 FY23 223 CIP Project Fund Street & Curb Reconstruction Fund PROJECT NUMBER SCR12 DEPARTMENT Engineering PROJECT NAME W Koch (8th to Tracy) - Design and Construction FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Reconstruction of West Koch Street from 8th to Tracy, including repairs to failed curbs and gutters. The street is already in a failing condition and continues to function; however, eventually the street will become deteriorated to a point where it is unfeasible to maintain and keep open to public use. This project will provide a city standard street section, with ADA compliant pedestrian ramps, pavement markings, and signage which will improve pedestrian safety. Also, new asphalt and drainage improvements will eliminate potholes and minimize ice buildup. ADA compliance and MS4 permit compliance will be met at completion. This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. For planning purposes, project estimates West Koch to function as a Minor Collector, which would require a 50% contribution from property owners via a Special Improvement District Assessment. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Enhances safety and drainage, preserves pavement ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES Street and Curb Replacement Fund - 50%. Local SID - 50%. New Replacement Equipment Project FY21 FY22 FY23 $1,734,140 224 CIP Project Fund Street & Curb Reconstruction Fund PROJECT NUMBER SCR13 DEPARTMENT Engineering PROJECT NAME S 6th (Babcock to Cleveland) - Design and Construction FY19 FY20 Unscheduled $2,117,189 DESCRIPTION OF PROJECT Reconstruction of South 6th Ave from Babcock to Cleveland, including repairs to failed curbs and gutters. The street is already in a failing condition and continues to function; however, eventually the street will become deteriorated to a point where it is unfeasible to maintain and keep open to public use. This project will provide a city standard street section, with ADA compliant pedestrian ramps, pavement markings, and signage which will improve pedestrian safety. Also, new asphalt and drainage improvements will eliminate potholes and minimize ice buildup. ADA compliance and MS4 permit compliance will be met at completion. This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. For planning purposes, project estimates South 6th to function as a Local Street, which would re quire a 75% contribution from property owners via a Special Improvement District Assessment. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Enhances safety and drainage, preserves pavement ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES Street and Curb Replacement Fund - 25%. Local SID - 75%. New Replacement Equipment Project FY21 FY22 FY23 225 CIP Project Fund Street & Curb Reconstruction Fund PROJECT NUMBER SCR14 DEPARTMENT Engineering PROJECT NAME S 5th (Olive to Hayes) - Design and Construction FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Reconstruction of South 5th Ave from Olive to Hayes, including repairs to failed curbs and gutters. The street is already in a failing condition and continues to function; however, eventually the street will become deteriorated to a point where it is unfeasible to maintain and keep open to public use. This project will provide a city standard street section, with ADA compliant pedestrian ramps, pavement markings, and signage which will improve pedestrian safety. Also, new asphalt and drainage improvements will eliminate potholes and minimize ice buildup. ADA compliance and MS4 permit compliance will be met at completion. This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. For planning purposes, project estimates South 5th to function as a Minor Collector, which would require a 50% contribution from property owners via a Special District Assessment. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Enhances safety and drainage, preserves pavement ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES Street and Curb Replacement Fund - 50%. Local SID - 50%. New Replacement Equipment Project FY21 FY22 FY23 $2,555,746 226 CIP Project Fund Street & Curb Reconstruction Fund PROJECT NUMBER SCR15 DEPARTMENT Engineering PROJECT NAME W Harrison (Tracy to 6th) - Design and Construction FY19 FY20 Unscheduled $1,305,886 DESCRIPTION OF PROJECT Reconstruction of West Harrison from Tracy to 6th, including repairs to failed curbs and gutters. The street is already in a failing condition and continues to function; however, eventually the street will become deteriorated to a point where it is unfeasible to maintain and keep open to public use. This project will provide a city standard street section, with ADA compliant pedestrian ramps, pavement markings, and signage which will improve pedestrian safety. Also, new asphalt and drainage improvements will eliminate potholes and minimize ice buildup. ADA compliance and MS4 permit compliance will be met at completion. This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. For planning purposes, project estimates West Harrison to function as a Local Street, which would re quire a 75% contribution from property owners via a Special Improvement District Assessment. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Enhances safety and drainage, preserves pavement ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES Street and Curb Replacement Fund - 25%. Local SID - 75%. New Replacement Equipment Project FY21 FY22 FY23 227 CIP Project Fund Street & Curb Reconstruction Fund PROJECT NUMBER SCR16 DEPARTMENT Engineering PROJECT NAME N 17th (Durston to End) - Design and Construction FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Reconstruction of North 17th Ave from Durston to Waggon Wheel Trailer Park, including repairs to failed curbs and gutters. The street is already in a failing condition and continues to function; however, eventually the street will become deteriorated to a point where it is unfeasible to maintain and keep open to public use. This project will provide a city standard street section, with ADA compliant pedestrian ramps, pavement markings, and signage which will improve pedestrian safety. Also, new asphalt and drainage improvements will eliminate potholes and minimize ice buildup. ADA compliance and MS4 permit compliance will be met at completion. This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. For planning purposes, project estimates North 17th to function as a Local Street, which would re quire a 75% contribution from property owners via a Special Improvement District Assessment. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Enhances safety and drainage, preserves pavement ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES Street and Curb Replacement Fund - 25%. Local SID - 75%. New Replacement Equipment Project FY21 FY22 $824,042 FY23 228 CIP Project Fund Street & Curb Reconstruction Fund PROJECT NUMBER SCR19 DEPARTMENT Engineering PROJECT NAME Davis (Church to Plum) - Design and Construction FY19 FY20 Unscheduled $637,355 DESCRIPTION OF PROJECT Reconstruction of Davis from Church to Plum, including repairs to failed curbs and gutters. The street is already in a failing condition and continues to function; however, eventually the street will become deteriorated to a point where it is unfeasible to maintain and keep open to public use. This project will provide a city standard street section, with ADA compliant pedestrian ramps, pavement markings, and signage which will improve pedestrian safety. Also, new asphalt and drainage improvements will eliminate potholes and minimize ice buildup. ADA compliance and MS4 permit compliance will be met at completion. This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. For planning purposes, project estimates Davis to function as a Local Street, which would require a 75% contribution from property owners via a Special Improvement District Assessment. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Enhances safety and drainage, preserves pavement ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES Street and Curb Replacement Fund - 25%. Local SID - 75%. New Replacement Equipment Project FY21 FY22 FY23 229 CIP Project Fund Street & Curb Reconstruction Fund PROJECT NUMBER SCR20 DEPARTMENT Engineering PROJECT NAME W Lincoln (Grand to Wilson) - Design and Construction FY19 $224,011 FY20 Unscheduled DESCRIPTION OF PROJECT Reconstruction of West Lincoln, from Grand to Wilson, including repairs to failed curbs and gutters. The street is already in a failing condition and continues to function; however, eventually the street will become deteriorated to a point where it is unfeasible to maintain and keep open to public use. This project will provide a city standard street section, with ADA compliant pedestrian ramps, pavement markings, and signage which will improve pedestrian safety. Also, new asphalt and drainage improvements will eliminate potholes and minimize ice buildup. ADA compliance and MS4 permit compliance will be met at completion. This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. For planning purposes, project estimates Lincoln to function as a Local Street, which would re quire a 75% contribution from property owners via a Special Improvement District Assessment. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Enhances safety and drainage, preserves pavement ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES Street and Curb Replacement Fund - 25%. Local SID - 75%. New Replacement Equipment Project FY21 FY22 FY23 230 St r e e t   I m p a c t   F e e Ca p i t a l   I m p r o v e m e n t   P l a n   Fi n a n c i a l   S u m m a r y Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY 2 2 FY23 Unscheduled Pr o j e c t e d   B e g i n n i n g   R e s e r v e   B a l a n c e   D e d i c a t e d   t o   C I P 11 , 6 3 6 , 0 5 8 $           3, 1 3 3 , 5 6 9 $                             98 6 , 8 1 9 $                                      (1 , 4 5 1 , 6 1 9 ) $                            (2 , 4 9 2 , 1 7 8 ) $                      2,150,23 5 $                   P l u s :     I m p a c t   F e e   R e v e n u e s   D e d i c a t e d   t o   C I P 4 , 0 2 5 , 0 0 0 $                 4, 2 2 6 , 2 5 0 $                             4, 4 3 7 , 5 6 3 $                                4, 6 5 9 , 4 4 1 $                              4, 8 9 2 , 4 1 3 $                        5,137,03 3 $               ‐$                           P l u s :     U r b a n   F u n d s :      L e s s :     C a r r y o v e r   F Y 1 7   C a p i t a l   P r o j e c t s ( 4 , 8 2 6 , 2 4 4 ) $                L e s s :     S c h e d u l e d   C I P   P r o j e c t   C o s t s * ( 7 , 7 0 1 , 2 4 5 ) $             (6 , 3 7 3 , 0 0 0 ) $                         (6 , 8 7 6 , 0 0 0 ) $                            (5 , 7 0 0 , 0 0 0 ) $                            (2 5 0 , 0 0 0 ) $                            (7,250,000 )$              (26,816,000 )$   Pr o j e c t e d   Y e a r ‐ E n d   C a s h   D e d i c a t e d   t o   C I P 3 , 1 3 3 , 5 6 9 $                 98 6 , 8 1 9 $                                   (1 , 4 5 1 , 6 1 9 ) $                            (2 , 4 9 2 , 1 7 8 ) $                            2, 1 5 0 , 2 3 5 $                        37,268 $                      A ss u m p t i o n s   M a d e   f o r   R e v e n u e   E s t i m a t e s Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY 2 2 FY23 Es t i m a t e d   A n n u a l   S t r e e t   I m p a c t   F e e   R e v e n u e s * * 4, 0 2 5 , 0 0 0 $                      4,0 2 5 , 0 0 0 $                                    4, 2 2 6 , 2 5 0 $                                      4, 4 3 7 , 5 6 3 $                                     4, 6 5 9 , 4 4 1 $                              4,892,41 3 $                       E s t i m a t e d   A n n u a l   I n c r e a s e 0 . 0 % 5 % 5 % 5 % 5 % 5 % To t a l   E s t i m a t e d   R e v e n u e s 4 , 0 2 5 , 0 0 0 $                      4,2 2 6 , 2 5 0 $                                    4, 4 3 7 , 5 6 3 $                                      4, 6 5 9 , 4 4 1 $                                     4, 8 9 2 , 4 1 3 $                              5,137,03 3 $                    Cu r r e n t   R e v e n u e s   D e d i c a t e d   t o   C I P   % 1 0 0 . 0 % 10 0 . 0 % 10 0 . 0 % 10 0 . 0 % 100.0 %100.0 %    P l u s :     I n c r e a s e   D e d i c a t e d   t o   S t r e e t   C a p a c i t y   E x p a n s i o n   C I P 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0.0%0.0%    T o t a l   %   D e d i c a t e d   t o   C I P 10 0 . 0 % 10 0 . 0 % 10 0 . 0 % 10 0 . 0 % 100.0 %100.0 % To t a l   E s t i m a t e d   R e v e n u e s   D e d i c a t e d   t o   C I P 4, 0 2 5 , 0 0 0 $                      4,2 2 6 , 2 5 0 $                                    4, 4 3 7 , 5 6 3 $                                      4, 6 5 9 , 4 4 1 $                                     4, 8 9 2 , 4 1 3 $                              5,137,03 3 $                    *N o t e :   T h i s   s c h e d u l e   n o   l o n g e r   c o n t a i n s   t h e   p o r t i o n s   o f   p r o j e c t   c o s t s th a t   w i l l   b e   p a i d   b y   o t h e r   s o u r c e s ,   w i t h   t h e   e x c e p t i o n   o f   F e d e r a l Ur b a n   F u n d s .       S e e   t h e   " F u n d i n g   S o u r c e s "   d i s c u s s i o n   a t   t h e   b o t t o m   o f   ea c h   p r o j e c t   i t e m   s h e e t .     ** U s i n g   t h r e e   y e a r   a v e r a g e   f o r   e s t i m a t e s Pr o j e c t e d Pr o j e c t e d C U R R E N T $ ( 6 , 3 7 3 , 0 0 0 ) $ ( 6 , 8 7 6 , 0 0 0 ) $ ( 5 , 7 0 0 , 0 0 0 ) $ ( 2 5 0 , 0 0 0 ) $ ( 7 , 2 5 0 , 0 0 0 ) $ ( 2 6 , 8 1 6 , 0 0 0 ) FY 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 F Y 2 3 U N S C H E D U L E D ST R E E T   I M P A C T   F E E   P R O J E C T S   23 1 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 Im p a c t F e e s St r e e t s SI F 0 0 1 St r e e t I m p a c t F AN N U A L R I G H T O F W A Y A C Q U I S I T I O N $250,000 $2 5 0 , 0 0 0 $2 5 0 , 0 0 0 $2 5 0 , 0 0 0 $2 5 0 , 0 0 0 SI F 0 0 9 St r e e t I m p a c t Fe e s KA G Y ( W I L L S O N T O 1 9 T H ) - CO N S T R U C T I O N $8,000,000 SI F 0 5 7 St r e e t I m p a c t Fe e s OA K ( F L A N D E R S M I L L T O R Y U N S U N WA Y ) - C O N S T R U C T I O N $1 , 0 0 0 , 0 0 0 SI F 0 5 8 St r e e t I m p a c t Fe e s OA K & N 2 7 T H ( I N T E R S E C T I O N IM P R O V E M E N T S ) - D E S I G N & CO N S T R U C T I O N $8 0 0 , 0 0 0 SI F 0 6 2 St r e e t I m p a c t Fe e s DU R S T O N ( F O W L E R T O F E R G U S O N ) - CO N S T R U C T I O N $7 6 0 , 0 0 0 SI F 0 6 3 St r e e t I m p a c t Fe e s FO W L E R & B A B C O C K ( I N T E R S E C T I O N IM P R O V E M E N T S ) - C O N S T R U C T I O N $1,600,000 SI F 0 7 3 St r e e t I m p a c t Fe e s FO W L E R & D U R S T O N ( I N T E R S E C T I O N IM P R O V E M E N T S ) - C O N S T R U C T I O N $1,616,000 SI F 0 7 6 St r e e t I m p a c t Fe e s FO W L E R C O N N E C T I O N ( H U F F I N E T O OA K ) - D E S I G N ( I N C L U D E S 3 IN T E R S E C T I O N S ) $5 0 0 , 0 0 0 SI F 0 8 6 St r e e t I m p a c t Fe e s BA X T E R & C O T T O N W O O D ( I N T E R S E C T I O N IM P R O V E M E N T S ) - C O N S T R U C T I O N $2,000,000 SI F 0 9 8 St r e e t I m p a c t Fe e s OA K & C O T T O N W O O D ( I N T E R S E C T I O N IM P R O V E M E N T S ) - R O U N D A B O U T CO N S T R U C T I O N $2 , 1 9 2 , 0 0 0 SI F 1 0 5 St r e e t I m p a c t Fe e s CO T T O N W O O D ( D U R S T O N T O O A K ) - CO N S T R U C T I O N $1 , 2 5 0 , 0 0 0 SI F 1 0 8 St r e e t I m p a c t Fe e s S 3 R D A N D G R A F ( I N T E R S E C T I O N IM P R O V E M E N T S ) - C O N S T R U C T I O N $1 , 2 0 0 , 0 0 0 SI F 1 0 9 St r e e t I m p a c t Fe e s OA K ( R O U S E T H R O U G H C A N N E R Y DI S T R I C T ) - C O N S T R U C T I O N $1 3 3 , 0 0 0 SI F 1 1 0 St r e e t I m p a c t Fe e s MA N L E Y & G R I F F I N ( I N T E R S E C T I O N IM P R O V E M E N T S ) - C O N S T R U C T I O N $1 , 6 0 0 , 0 0 0 SI F 1 1 1 St r e e t I m p a c t Fe e s HI G H L A N D ( M A I N T O K A G Y ) - CO N S T R U C T I O N & D E S I G N $5,000,000 SI F 1 1 3 St r e e t I m p a c t F GR I F F I N ( 7 T H T O R O U S E ) - C O N S T R U C T I O N $3 , 5 0 0 , 0 0 0 SI F 1 1 4 St r e e t I m p a c t Fe e s FO W L E R C O N N E C T I O N ( H U F F I N E T O OA K ) - C O N S T R U C T I O N $3,750,000 23 2 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 SI F 1 1 6 St r e e t I m p a c t Fe e s BR I D G E R D R & S T O R Y M I L L R D (I N T E R S E C T I O N I M P R O V E M E N T S ) - CO N S T R U C T I O N $1 , 2 0 0 , 0 0 0 SI F 1 1 7 St r e e t I m p a c t Fe e s ST O R Y M I L L ( G R I F F I N T O B R I D G E R ) - CO N S T R U C T I O N $2 5 0 , 0 0 0 SI F 1 1 8 St r e e t I m p a c t Fe e s BA B C O C K ( 1 1 T H A V E T O 1 9 T H A V E ) - CO N S T R U C T I O N $750,000 SI F 1 1 8 St r e e t I m p a c t Fe e s BA B C O C K ( 1 1 T H A V E T O 1 9 T H A V E ) - DE S I G N $250,000 SI F 1 2 1 St r e e t I m p a c t Fe e s BA X T E R & D A V I S ( I N T E R S E C T I O N IM P R O V E M E N T S ) - R O U N D A B O U T CO N S T R U C T I O N $2 , 0 0 0 , 0 0 0 SI F 1 2 3 St r e e t I m p a c t Fe e s BR I D G E R D R & S T O R Y M I L L R D (I N T E R S E C T I O N I M P R O V E M E N T S ) - D E S I G N $1 0 0 , 0 0 0 SI F 1 2 7 St r e e t I m p a c t F FO W L E R R I G H T O F W A Y P U R C H A S E $1,000,000 SI F 1 2 8 St r e e t I m p a c t F KA G Y ( W I L L S O N T O H I G H L A N D ) - D E S I G N $500,000 SI F 1 2 9 St r e e t I m p a c t Fe e s KA G Y ( W I L L S O N T O H I G H L A N D ) - CO N S T R U C T I O N $6,000,000 SI F 1 3 2 St r e e t I m p a c t Fe e s ST O R Y M I L L ( G R I F F I N T O B R I D G E R ) - DE S I G N $5 0 , 0 0 0 SI F 1 3 3 St r e e t I m p a c t F GR I F F I N ( 7 T H T O R O U S E ) - D E S I G N $4 0 0 , 0 0 0 SI F 1 3 4 St r e e t I m p a c t Fe e s OA K ( C O T T O N W O O D T O F L A N D E R S MI L L ) - C O N S T R U C T I O N $4 3 4 , 0 0 0 SI F 1 3 6 St r e e t I m p a c t Fe e s BA B C O C K W I D E N I N G F E R G U S O N T O CO T T O N W O O D $900,000 SI F 1 3 7 St r e e t I m p a c t Fe e s CO T T O N W O O D ( D U R S T O N T O O A K ) - DE S I G N $2 5 0 , 0 0 0 SI F 1 3 8 St r e e t I m p a c t Fe e s CO T T O N W O O D R O A D , O A K T O B A X T E R - CO N S T R U C T I O N $500,000 SI F 1 3 9 St r e e t I m p a c t Fe e s OA K ( F L A N D E R S M I L L T O R Y U N S U N WA Y ) - D E S I G N $1 5 0 , 0 0 0 SI F 1 4 0 St r e e t I m p a c t Fe e s OA K ( C O T T O N W O O D T O F L A N D E R S MI L L ) - D E S I G N $1 8 0 , 0 0 0 SI F 1 4 1 St r e e t I m p a c t Fe e s CO T T O N W O O D R O A D , O A K T O B A X T E R - DE S I G N $2 5 0 , 0 0 0 23 3 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 SI F 1 4 2 St r e e t I m p a c t Fe e s DU R S T O N R O A D & N . 2 7 T H (I N T E R S E C T I O N I M P R O V E M E N T S ) - CO N S T R U C T I O N $1,200,000 SI F 1 4 3 St r e e t I m p a c t Fe e s BA X T E R & C O T T O N W O O D IN T E R S E C T I O N - R I G H T O F W A Y $750,000 $7,250,000 $6 , 3 7 3 , 0 0 0 $6 , 8 7 6 , 0 0 0 $5 , 7 0 0 , 0 0 0 $2 5 0 , 0 0 0 $26,816,000 To t a l s b y D E P A R T M E N T Su m m a r y f o r I m p a c t F e es S t r e e t s ( 3 7 i t e m s ) To t a l s b y y e a r : $7,250,000 $6 , 3 7 3 , 0 0 0 $6 , 8 7 6 , 0 0 0 $26,816,000FY23 FY 1 9 FY 2 0 Unscheduled FY 2 2 $2 5 0 , 0 0 0 $5 , 7 0 0 , 0 0 0 FY 2 1 23 4 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF001 DEPARTMENT Street Impact Fees PROJECT NAME Annual Right Of Way Acquisition FY19 $250,000 FY20 $250,000 Unscheduled DESCRIPTION OF PROJECT Annual allocation available for right-of-way purchases as they become available. In all cases, the only reason additional R/W is required is that the existing roadway is being expanded and capacity will be increased. Purchasing additional right-of-way may be critical to connecting elements of the transportation network, and in doing so, conformance with the City Transportation Master Plan can be obtained. Purchase of R/W is often a prerequisite for construction of the critical elements of the transportation network. Other affected projects include all of the other street impact fee projects could potentially be affected by R/W acquisition. ALTERNATIVES CONSIDERED Condemn property for right-of-way; pay court costs as well as appraised value of property. Time consuming for city staff and a relatively expensive process. Wait for adjacent property owners to dedicate R/W as part of the annexation/development process. ADVANTAGES OF APPROVAL Provides dollars for the purchase of necessary right-of-way as it becomes available on the market. Avoids the expensive, antagonistic condemnation process where possible or having to wait for voluntary dedications. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating & Maintenance Costs: Street Impact Fees can not be spent on operating and maintaining facilities. There is expected to be a very minimal, incremental cost to the Street Maintenance District from this expenditure. FUNDING SOURCES None New Replacement Equipment Project FY21 $250,000 FY22 $250,000 FY23 $250,000 235 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF009 DEPARTMENT Street Impact Fees PROJECT NAME Kagy (Willson to 19th) - Construction FY19 FY20 Unscheduled $8,000,000 DESCRIPTION OF PROJECT This project consists of reconstructing Kagy Boulevard from the intersection of S 19th Ave to Willson Ave to a 4 lane urban arterial standard. This project directly increase capacity by adding additional travel lanes, dedicated bike lanes and sidewalks and making improvements to the intersections. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Kagy serves as an important element of Bozeman's perimeter street system connecting Highland Blvd., Willson Ave, and S. 19th. It also serves as the primary access to Montana State University and the University's major athletic facilities. The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan will be attained with this project. Other affected projects include intersection Improvements at Kagy & 19th, Kagy & 7th, Kagy & 11th, Kagy & Willson. ALTERNATIVES CONSIDERED SID, Urban funds, incremental construction by adjacent development. ADVANTAGES OF APPROVAL Kagy is a State Urban Route and is eligible for expenditure of State urban funds designated annually for the City of Bozeman; however, the availability of urban funds cannot match the pace of the City's transportation improvement needs. The need for this project comes from increased traffic due to growth in the Bozeman area and the project is eligible for Impact Fee Funds. Use of Street Impact Funds enables the community to leverage the available State Urban transportation funds to complete projects and address more of its pressing transportation needs. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($8,000,000) and Urban Funds ($8,000,000). A Payback District or SID may be able to created to leverage other stakeholders. New Replacement Equipment Project FY21 FY22 FY23 236 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF057 DEPARTMENT Street Impact Fees PROJECT NAME Oak (Flanders Mill to Ryun Sun Way) - Construction FY19 FY20 $1,000,000 Unscheduled DESCRIPTION OF PROJECT This project is the completion of the street segment of Oak St, from Flanders Mill to Ryun Sun Way, to a five-lane urban principal arterial standard. This project increases capacity directly by constructing new segments of arterial roadway and by adding additional lanes, dedicated bike lanes and sidewalks. Future developments in this area may not be allowed to proceed until these improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. This project will complete an important east-west link between Ferguson and Cottonwood, and conformance with the Transportation Master Plan will be attained. A payback District or SID may be created to leverage other stakeholders. Other affected projects include intersection improvements at Oak and Cottonwood, Oak and Flanders Mill, Oak and Ferguson, Oak Street - New Holland to Ferguson. ALTERNATIVES CONSIDERED Construct segment by segment as adjacent parcels develop. ADVANTAGES OF APPROVAL Increased capacity, connectivity and safety in this corridor, both for motorized vehicles as well as bicycles and pedestrians. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($1,300,000) the Arterial & Collector District ($500.000) and local participation. The Flander's Mill development is expected to be a partner in the construction of the segments adjacent to their development. New Replacement Equipment Project FY21 FY22 FY23 237 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF058 DEPARTMENT Street Impact Fees PROJECT NAME Oak & N 27th (Intersection Improvements) - Design & Construction FY19 $800,000 FY20 Unscheduled DESCRIPTION OF PROJECT Improve the intersection control at the intersection of Oak and N 27th. This intersection is currently 2-way stop controlled. Replacing it with a signal will greatly increase its capacity. The level of service at this intersection has degraded to unacceptable levels. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan will be attained at completion. Other affected projects include Oak Street corridor projects and North 27th Street improvements project. ALTERNATIVES CONSIDERED Accept the current level of service (do nothing). Secure additional financing by creating an SID or Payback District. ADVANTAGES OF APPROVAL Increased capacity at this intersection. Facilitates development currently occurring in this part of the city and network performance overall. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($800,000) and the Arterial & Collector District ($200,000). New Replacement Equipment Project FY21 FY22 FY23 238 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF062 DEPARTMENT Street Impact Fees PROJECT NAME Durston (Fowler to Ferguson) - Construction FY19 $760,000 FY20 Unscheduled DESCRIPTION OF PROJECT Complete Durston Rd, from Cottonwood to Fowler, to a three-lane urban minor arterial standard. This project directly increase capacity by adding additional lanes, dedicated bike lanes and sidewalks. Future developments in this area may not be allowed to proceed until these improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Connectivity already exists at this location, it is capacity that is affected. With completion, conformance with the Transportation Master Plan will be attained. A payback District or SID may be created to leverage other stakeholders. Other affected projects include intersection improvements at Durston & Ferguson, Durston & Fowler, Durston & Flanders Mill. ALTERNATIVES CONSIDERED Construct segment by segment as adjacent parcels develop. ADVANTAGES OF APPROVAL Increased capacity and safety in this corridor, both for motorized vehicles as well as bicycles and pedestrians. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($757,421) and the Arterial & Collector District ($757,421). A payback district may be created to reimburse both funds for any local share (project related) costs that may be allocated to future developments. New Replacement Equipment Project FY21 FY22 FY23 239 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF063 DEPARTMENT Street Impact Fees PROJECT NAME Fowler & Babcock (Intersection Improvements) - Construction FY19 FY20 Unscheduled $1,600,000 DESCRIPTION OF PROJECT Install a traffic signal, roundabout, or other adequate traffic control device at the intersection of Fowler and Babcock. This intersection is currently 1-way stop controlled. Replacing it with a signal or roundabout will greatly increase its capacity. East- west connectivity already exists at this location. North-south connectivity is still lacking. Peak hour level of service for northbound traffic is degrading due to lack of north-south connectivity in the network. The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan will be attained at completion. A Payback District or SID may be created to leverage other stakeholders. Other affected projects include Fowler corridor improvements. ALTERNATIVES CONSIDERED Identified in the 2007 Transportation Plan Update. Includes installation of a traffic signal, roundabout or other adequate traffic control device when warrants are met. ADVANTAGES OF APPROVAL Increased capacity and safety at this intersection. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($1,600,000) and the Arterial & Collector District ($400,000). New Replacement Equipment Project FY21 FY22 FY23 240 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF073 DEPARTMENT Street Impact Fees PROJECT NAME Fowler & Durston (Intersection Improvements) - Construction FY19 FY20 Unscheduled $1,616,000 DESCRIPTION OF PROJECT Improve the intersection control at the intersection of Fowler and Durston. This intersection is currently 1- way stop controlled. Replacing it with a signal or roundabout will greatly increase its capacity. East-west connectivity already exists at this location. North-south connectivity is still lacking. The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan will be attained at completion. Other affected projects include Fowler corridor street improvements. ALTERNATIVES CONSIDERED Accept the current level of service (do nothing). Alternative financing could be provided by creating an SID or Payback District. ADVANTAGES OF APPROVAL Improves an imporant connecting element in the network. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($1,616,000) and the Arterial & Collector District ($404,000). A development payback district may be created to reimburse Arterial & Collector District for any local share (project related) costs that may be allocated to future developments (estimated at $404,000). New Replacement Equipment Project FY21 FY22 FY23 241 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF076 DEPARTMENT Street Impact Fees PROJECT NAME Fowler Connection (Huffine to Oak) - Design (Includes 3 Intersections) FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Design Fowler from Huffine to Oak to an urban minor arterial standard, including three intersections. This project directly increase capacity by adding additional travel lanes, dedicated bike lanes and sidewalks and making improvements to the intersections. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. This project completes an important north-south connection on the west side of town. With its completion, the Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan will be attained. A Payback District or SID may be created to leverage other stakeholders. Other affected projects include intersection improvements at Fowler and Durston and Fowler and Oak. ALTERNATIVES CONSIDERED Construct segment by segment as adjacent parcels develop. ADVANTAGES OF APPROVAL This project will complete an important north-south connection, expand the capacity of our street network and improve safety for drivers and pedestrians. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($500,000) and the Arterial & Collector District ($500,000). A development payback district may be created to reimburse Arterial & Collector District for any local share (project related) costs that may be allocated to future developments (estimated at $500,000). New Replacement Equipment Project FY21 $500,000 FY22 FY23 242 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF086 DEPARTMENT Street Impact Fees PROJECT NAME Baxter & Cottonwood (Intersection Improvements) - Construction FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Improve the intersection at Baxter and Cottonwood. This intersection is currently 1-way stop controlled. Replacing it with a signal or roundabout will greatly increase its capacity. East-west connectivity already exists at this location. North-south connectivity is still lacking. The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan will be attained at completion. Other affected projects include Cottonwood corridor improvements and Baxter corridor improvements. ALTERNATIVES CONSIDERED Identified in the 2007 Transportation Plan Update. Includes installation of a traffic signal, roundabout or other adequate traffic control device when warrants are met. ADVANTAGES OF APPROVAL Increased capacity and safety at this intersection. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($2,000,000) and the Arterial & Collector District ($500,000). New Replacement Equipment Project FY21 FY22 FY23 $2,000,000 243 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF098 DEPARTMENT Street Impact Fees PROJECT NAME Oak & Cottonwood (Intersection Improvements) - Roundabout Construction FY19 FY20 $2,192,000 Unscheduled DESCRIPTION OF PROJECT Installation of a roundabout at the intersection of Oak and Cottonwood. Capacity will be greatly increased on the network as a whole as this intersection is currently 3-legged, rural and stop controlled on Cottonwood (Harper Puckett). This improvement will complete an important north-south connection on Cottonwood. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan will be attained at completion. Other affected projects include Cottonwood Road Improvements and Oak Street Improvements. ALTERNATIVES CONSIDERED Not installing the intersection improvement at the same time as the construction of the intersecting streets. Secure additional financing by creating an SID or Payback District. ADVANTAGES OF APPROVAL Increased capacity and safety at this intersection. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($2,192,000) and a local share ($548,000). New Replacement Equipment Project FY21 FY22 FY23 244 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF105 DEPARTMENT Street Impact Fees PROJECT NAME Cottonwood (Durston to Oak) - Construction FY19 FY20 $1,250,000 Unscheduled DESCRIPTION OF PROJECT Complete the construction of Cottonwood Road from Durston Road to Oak Street to a five-lane urban arterial standard. This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Cottonwood Rd serves as an important element in Bozeman's west side street system and serves as a primary north-south corridor on the west side of the city, and conformance with the Transportation Master Plan will be attained with its completion. A Payback District or SID may be created to leverage other stakeholders. Other affected projects include Cottonwood corridor street improvements, intersection improvements at Cottonwood and Durston and Cottonwood and Oak. ALTERNATIVES CONSIDERED Construct segment by segment as adjacent parcels develop. ADVANTAGES OF APPROVAL This project will expand the capacity of our street network and improve safety for drivers and pedestrians. Facilitates development currently occurring in this part of the city and network performance overall. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES The total project cost is $2.5M. $1.5M will come from Impact Fees, the remainder is the local share which will come from either BSD 7, an SID or Payback of some sort or some combination of these. New Replacement Equipment Project FY21 FY22 FY23 245 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF108 DEPARTMENT Street Impact Fees PROJECT NAME S 3rd and Graf (Intersection Improvements) - Construction FY19 $1,200,000 FY20 Unscheduled DESCRIPTION OF PROJECT Improve the intersection control at S 3rd and Graf. This is currently a stop controlled intersection. Installation of a roundabout will directly increase capacity. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. The Level of Service (LOS) Standard (BMC) will be attained at completion. ALTERNATIVES CONSIDERED Accept the existing level of service, create an SID for financing. ADVANTAGES OF APPROVAL Increased capacity and safety at this intersection. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($1,200,000) and the Arterial & Collector District ($300,000). New Replacement Equipment Project FY21 FY22 FY23 246 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF109 DEPARTMENT Street Impact Fees PROJECT NAME Oak (Rouse through Cannery District) - Construction FY19 $133,000 FY20 Unscheduled DESCRIPTION OF PROJECT This project consists of improving Oak from Rouse through the Cannery District to include curb, gutter, sidewalks, and a turning lane to provide a complete arterial street standard. The Cannery District will be responsible for the cost of curb, gutter, and sidewalk along their property frontage as well as the turn lane to access two drive accesses that allow a left turn movement from Oak Street into the Cannery District. Future developments in this area may not be allowed to proceed until these improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Left turn traffic safety will be improved upon installation of left turn lanes. Pedestrian safety will be improved. Conformance with the Transportation Master Plan will be attained with its completion. A payback District or SID may be created to leverage other stakeholders. Cash-in-lieu of infrastructure is anticipated to be contributed from the Cannery District developer to cover the cost of the left turn lanes needed for their drive accesses as well as the cost of curb, gutter, and sidewalk adjacent to their property. Other affected projects include Oak Street Corridor improvements. ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL Increased capacity and safety in this corridor, both for motorized vehicles as well as bicycles and pedestrians. There will be substantial pedestrian traffic between the Fairgrounds and the Cannery District. Additionally, the traffic impact study for the Cannery District indicated the need for left turn lanes for their drive accesses. As the City's transportation master plan identifies the need to upgrade the Oak Street Corridor to an arterial standard, this is an opportunity to partner with the Cannery District developer to complete a portion of the Oak Street improvements. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($133,000), the Arterial & Collector District ($133,000), and Developer share ($133,000). A development payback district or SID may be created to reimburse the Arterial & Collector District for the County’s (project related) costs. New Replacement Equipment Project FY21 FY22 FY23 247 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF110 DEPARTMENT Street Impact Fees PROJECT NAME Manley & Griffin (Intersection Improvements) - Construction FY19 FY20 $1,600,000 Unscheduled DESCRIPTION OF PROJECT Improve the intersection control at Manley & Griffin. This intersection is currently 1-way stop controlled. Replacing it with a signal will greatly increase its capacity. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan will be attained at completion. A Payback District or SID may be created to leverage other stakeholders. Other affected projects include Griffin corridor improvements. ALTERNATIVES CONSIDERED Accept the current LOS ADVANTAGES OF APPROVAL Increased capacity and safety at this intersection. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES Street Impact Fees ($1,600,000) and Arterial & Collector District ($400,000). New Replacement Equipment Project FY21 FY22 FY23 248 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF111 DEPARTMENT Street Impact Fees PROJECT NAME Highland (Main to Kagy) - Construction & Design FY19 FY20 Unscheduled $5,000,000 DESCRIPTION OF PROJECT Upgrade Highland, from Main to Kagy. Future developments in this area may not be allowed to proceed until these improvements are in place. This project directly increase capacity by adding additional lanes, dedicated bike lanes and sidewalks. Connectivity already exists at this location, it is capacity that is affected. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Conformance with the Transportation Master Plan will be attained at the completion of the project. A payback District or SID may be created to leverage other stakeholders. Other affected projects include Intersection improvements at Highland and Kagy, Highland and Ellis and Highland and Main Street. ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL Increased capacity and safety in this corridor, both for motorized vehicles as well as bicycles and pedestrians. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs FUNDING SOURCES This project is funded by Street Impact Fees ($5,000,000) and the Arterial & Collector District ($5,000,000). A payback district may be created to reimburse both funds for any local share (project related) costs that may be allocated to future developments. New Replacement Equipment Project FY21 FY22 FY23 249 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF113 DEPARTMENT Street Impact Fees PROJECT NAME Griffin (7th to Rouse) - Construction FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Construct W Griffin corridor improvements from N. 7th to Rouse to an urban minor arterial standard. Designed improvements will improve LOS at the key intersections and will increase capacity in the corridor as a whole. Connectivity already exists at this location, it is capacity which is being expanded. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan will be attained at the completion of this project. A Payback District or SID may be created to leverage other stakeholders. Other affected projects include intersection improvements at Griffin and 7th and Griffin and Rouse. ALTERNATIVES CONSIDERED Accept the current level of service (do nothing). Alternative financing could be provided by creating an SID or Payback District. ADVANTAGES OF APPROVAL This project will expand the capacity of our street network and improve safety for drivers and pedestrians. Facilitates development currently occurring in this part of the city and network performance overall. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($3,500,000) and the Arterial & Collector District ($2,000,000). A development payback district or SID may be created to reimburse Arterial & Collector District for any local share (project related) costs that may be allocated to future developments (estimated at $2,000,000). New Replacement Equipment Project FY21 $3,500,000 FY22 FY23 250 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF114 DEPARTMENT Street Impact Fees PROJECT NAME Fowler Connection (Huffine to Oak) - Construction FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Complete the section of Fowler from Huffine to Oak. This project allows for extension of Fowler Avenue, which will directly increase capacity, and it extends an important north-south corridor on the west side of the city. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Conformance with the Transportation Master Plan will be attained at the completion of this project. Other affected projects include intersection improvements on Fowler at Huffine, Babcock, Durston and Oak. ALTERNATIVES CONSIDERED Wait for adjacent development to occur and construct the road incrementally. ADVANTAGES OF APPROVAL Completes an important north-south link in the transportation network which reduces demand on other adjacent corridors. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($3,750,000) and the Arterial & Collector District ($3,750,000). A Payback District or SID may be created to reimburse the Arterial & Collector District for any local improvements. New Replacement Equipment Project FY21 FY22 FY23 $3,750,000 251 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF116 DEPARTMENT Street Impact Fees PROJECT NAME Bridger Dr & Story Mill Rd (Intersection Improvements) - Construction FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Improve the intersection control at Bridger and Story Mill. Adding additional phases and improving geometry will increase capacity for deficient movements at this intersection. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Conformance with the Transportation Master Plan will be attained at completion. Other affected projects include Story Mill, Griffin to Bridger Drive. ALTERNATIVES CONSIDERED Accept the current LOS ADVANTAGES OF APPROVAL Increased capacity and safety at this intersection. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($1,200,000) and the Arterial & Collector District ($300,000). An SID or payback district may be created to recover the local share. New Replacement Equipment Project FY21 $1,200,000 FY22 FY23 252 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF117 DEPARTMENT Street Impact Fees PROJECT NAME Story Mill (Griffin to Bridger) - Construction FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Improve Story Mill from Griffin to Bridger. This project directly increases capacity by adding additional travel lanes, dedicated bike lanes and sidewalks. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Conformance with the Transportation Master Plan will be attained at the completion of this project. A Payback District or SID may be created to leverage other stakeholders. Other affected projects include intersection improvements to Story Mill and Bridger Drive. ALTERNATIVES CONSIDERED Wait for adjacent development to occur and construct the road incrementally. ADVANTAGES OF APPROVAL Improves an important north-south link in the transportation network which reduces demand on other adjacent corridors. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($250,000) and the Arterial & Collector District ($250,000). An SID or payback district may be created to recover the local share. New Replacement Equipment Project FY21 $250,000 FY22 FY23 253 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF118 DEPARTMENT Street Impact Fees PROJECT NAME Babcock (11th Ave to 19th Ave) - Construction FY19 FY20 Unscheduled $750,000 DESCRIPTION OF PROJECT Construct the Babcock (11th to 19th) street upgrade. This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Conformance with the Transportation Master Plan will be attained at the completion of this project. A Payback District or SID may be created to leverage other stakeholders. ALTERNATIVES CONSIDERED Wait for adjacent development to install the improvements section by section. ADVANTAGES OF APPROVAL Allows for improvements to be made to the corridor at a time more favorable to the City ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($750,000) and the Arterial & Collector District ($750,000). An SID or payback district may be created to pay for some local share improvements. New Replacement Equipment Project FY21 FY22 FY23 254 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF118 DEPARTMENT Street Impact Fees PROJECT NAME Babcock (11th Ave to 19th Ave) - Design FY19 FY20 Unscheduled $250,000 DESCRIPTION OF PROJECT Design the Babcock (11th to 19th) street upgrade. This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Conformance with the Transportation Master Plan will be attained at the completion of this project. A Payback District or SID may be created to leverage other stakeholders. ALTERNATIVES CONSIDERED Wait for adjacent development to install the improvements section by section. ADVANTAGES OF APPROVAL Allows for improvements to be made to the corridor at a time more favorable to the City ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES 100% Street Impact Fees. A payback district may be able to reimburse for design costs. New Replacement Equipment Project FY21 FY22 FY23 255 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF121 DEPARTMENT Street Impact Fees PROJECT NAME Baxter & Davis (Intersection Improvements) - Roundabout Construction FY19 $2,000,000 FY20 Unscheduled DESCRIPTION OF PROJECT Install a roundabout at Baxter & Davis. This intersection is currently 4-way stop controlled. Replacing it with a roundabout will greatly increase its capacity. Future developments in this area may not be allowed to proceed until these improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Conformance with the Transportation Master Plan and Level of Service Standard will be attained at completion. Other affected projects include Baxter Lane Corridor Improvements. ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL This project will expand the capacity of our street network, improve safety for drivers and pedestrians and increase capacity at this intersection. Facilitates development currently occurring in this part of the city and network performance overall. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($2,000,000) and the Arterial & Collector District ($500,000). New Replacement Equipment Project FY21 FY22 FY23 256 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF123 DEPARTMENT Street Impact Fees PROJECT NAME Bridger Dr & Story Mill Rd (Intersection Improvements) - Design FY19 FY20 $100,000 Unscheduled DESCRIPTION OF PROJECT Design of Intersection improvements at the intersection of Story Mill and Bridger Drive. ALTERNATIVES CONSIDERED Accept the current LOS ADVANTAGES OF APPROVAL Increased capacity at this intersection. Facilitate development already occurring in this area ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED NA FUNDING SOURCES NA New Replacement Equipment Project FY21 FY22 FY23 257 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF127 DEPARTMENT Street Impact Fees PROJECT NAME Fowler Right of Way Purchase FY19 FY20 Unscheduled $1,000,000 DESCRIPTION OF PROJECT Purchase the right of way on Fowler (Durston to Annie). This purchase allows for extension of Fowler Avenue, which will directly increase capacity, and it extends an important north-south corridor on the west side of the City. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Other affected projects include Fowler corridor improvements. ALTERNATIVES CONSIDERED Do nothing, wait for adjacent development to dedicate the R/W ADVANTAGES OF APPROVAL Allows for improvements to be made to the corridor at a time more favorable to the City. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED NA FUNDING SOURCES 100% Street Impact Fees New Replacement Equipment Project FY21 FY22 FY23 258 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF128 DEPARTMENT Street Impact Fees PROJECT NAME Kagy (Willson to Highland) - Design FY19 FY20 Unscheduled $500,000 DESCRIPTION OF PROJECT Design Kagy, from Willson to Highland, including the intersections at Sourdough & Kagy and Highland & Kagy. This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks and by improving intersection LOS. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. A Payback District or SID may be created to leverage other stakeholders. Other affected projects include intersections at Sourdough/Church and Highland. ALTERNATIVES CONSIDERED Wait for adjacent development to install the improvements section by section. ADVANTAGES OF APPROVAL This project will expand the capacity of our street network and improve safety for drivers and pedestrians. Facilitates development currently occurring in this part of the city and network performance overall. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES Design is 100% impact fee eligible. New Replacement Equipment Project FY21 FY22 FY23 259 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF129 DEPARTMENT Street Impact Fees PROJECT NAME Kagy (Willson to Highland) - Construction FY19 FY20 Unscheduled $6,000,000 DESCRIPTION OF PROJECT Complete Kagy, from Willson to Highland, including the intersections at Sourdough & Kagy and Highland & Kagy. This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks and by improving intersection LOS. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan will be attained at completion. A Payback District or SID may be created to leverage other stakeholders. Other affected projects include intersections at Sourdough/Church and Highland. ALTERNATIVES CONSIDERED Wait for adjacent development to install the improvements section by section. ADVANTAGES OF APPROVAL This project will expand the capacity of our street network and improve safety for drivers and pedestrians. Facilitates development currently occurring in this part of the city and network performance overall. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is eligible for Urban funds. A payback district or SID could be created to recover a portion of the local share. New Replacement Equipment Project FY21 FY22 FY23 260 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF132 DEPARTMENT Street Impact Fees PROJECT NAME Story Mill (Griffin to Bridger) - Design FY19 FY20 $50,000 Unscheduled DESCRIPTION OF PROJECT Story Mill design from Griffin to Bridger. This project directly increases capacity by adding additional travel lanes, dedicated bike lanes and sidewalks. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Conformance with the Transportation Master Plan will be attained at completion. A Payback District or SID may be created to leverage other stakeholders. Other affected projects include intersection improvements to Story Mill and Bridger Drive. ALTERNATIVES CONSIDERED Wait for adjacent development to occur and construct the road incrementally. ADVANTAGES OF APPROVAL Improves an important north-south link in the transportation network which reduces demand on other adjacent corridors. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED NA FUNDING SOURCES Design is 100% impact fee eligible. New Replacement Equipment Project FY21 FY22 FY23 261 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF133 DEPARTMENT Street Impact Fees PROJECT NAME Griffin (7th to Rouse) - Design FY19 $400,000 FY20 Unscheduled DESCRIPTION OF PROJECT Design W Griffin corridor improvements from N. 7th to Rouse to an urban minor arterial standard. Designed improvements will improve LOS at the key intersections and will increase capacity in the corridor as a whole. Future developments which impact this intersection area may not be allowed to proceed until improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan will be attained at completion. A Payback District or SID may be created to leverage other stakeholders. Other affected projects include intersection improvements at Griffin and 7th and Griffin and Rouse. ALTERNATIVES CONSIDERED Accept the current level of service (do nothing). Alternative financing could be provided by creating an SID or Payback District. ADVANTAGES OF APPROVAL This project will expand the capacity of our street network and improve safety for drivers and pedestrians. Facilitates development currently occurring in this part of the city and network performance overall. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES Design is 100% impact fee eligible. New Replacement Equipment Project FY21 FY22 FY23 262 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF134 DEPARTMENT Street Impact Fees PROJECT NAME Oak (Cottonwood to Flanders Mill) - Construction FY19 FY20 $434,000 Unscheduled DESCRIPTION OF PROJECT This project is the completion of the street segment of Oak St, from Cottonwood to Flanders Mill, to a five-lane urban principal arterial standard. This project increases capacity directly by constructing new segments of arterial roadway and by adding additional lanes, dedicated bike lanes and sidewalks, and it completes an important east-west link between Ferguson and Cottonwood. Future developments in this area may not be allowed to proceed until these improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. Conformance with the Transportation Master Plan will be attained at completion. A payback District or SID may be created to leverage other stakeholders. Other affected projects include intersection improvements at Oak and Cottonwood, Oak and Flanders Mill, Oak and Ferguson, Oak Street New Holland to Ferguson. ALTERNATIVES CONSIDERED Construct segment by segment as adjacent parcels develop. ADVANTAGES OF APPROVAL Increased capacity, connectivity and safety in this corridor, both for motorized vehicles as well as bicycles and pedestrians. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES This project is funded by Street Impact Fees ($434,000) and $430,000 for the local share adjacent to the City park, and an additional $430,000 from School District #7. New Replacement Equipment Project FY21 FY22 FY23 263 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF136 DEPARTMENT Street Impact Fees PROJECT NAME Babcock Widening Ferguson to Cottonwood FY19 FY20 Unscheduled $900,000 DESCRIPTION OF PROJECT Widen Babcock to a 3-lane collector standard per the section defined in the 2017 Transportation Master Plan. ALTERNATIVES CONSIDERED Developer funded street expansion per the former streets policy where the developers on the south side of Babcock will upgrade the street as development proceeds. ADVANTAGES OF APPROVAL Coordinate upgrade of the entire street segment with development along the south side of Babcock and use a payback district to recover costs from development. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED The street already exists, and the street will be widened to add a center turn lane. Therefore additional striping and pavement maintenance will be required for approximately 2,600 feet. FUNDING SOURCES Development funded improvement of the southern half of the street per the former streets policy under which the northern half of the street improvement was constructed. New Replacement Equipment Project FY21 FY22 FY23 264 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF137 DEPARTMENT Street Impact Fees PROJECT NAME Cottonwood (Durston to Oak) - Design FY19 $250,000 FY20 Unscheduled DESCRIPTION OF PROJECT Design of 5 lane arterial in FY 19 to allow construction in FY20 ALTERNATIVES CONSIDERED Construct segment by segment as adjacent parcels develop ADVANTAGES OF APPROVAL This project will expand the capacity of our street network and improve safety for drivers and pedestrians. Facilitates development currently occurring in this part of the city as well as network performance overall. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED NA FUNDING SOURCES NA New Replacement Equipment Project FY21 FY22 FY23 265 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF138 DEPARTMENT Street Impact Fees PROJECT NAME Cottonwood Road, Oak to Baxter - Construction FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Construction of a 5 lane Principal Arterial Street ALTERNATIVES CONSIDERED SID, Payback District, TOPS, incremental construction by adjacent developers. ADVANTAGES OF APPROVAL The project will expand the capacity and improve the connectivity of the city street network. It will improve safety for drivers and pedestrians and improve access to the Sports Park. It will facilitate development currently occurring in this part of the City. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance costs: Incremental increases in sweeping, plowing and general maintenance costs. FUNDING SOURCES The total project cost is $2.5M. $750K will come from Impact Fees, the remainder is the local share which will come from either TOPS money, BSD 7 an SID or Payback of some sort or some combination of these. New Replacement Equipment Project FY21 FY22 FY23 $500,000 266 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF139 DEPARTMENT Street Impact Fees PROJECT NAME Oak (Flanders Mill to Ryun Sun Way) - Design FY19 $150,000 FY20 Unscheduled DESCRIPTION OF PROJECT Design of 5 lane arterial in FY 19 to allow construction in FY20. ALTERNATIVES CONSIDERED Construct segment by segment as adjacent parcels develop. ADVANTAGES OF APPROVAL This project will expand the capacity of our street network and improve safety for drivers and pedestrians. Facilitates development currently occurring in this part of the city as well as network performance overall. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED NA FUNDING SOURCES NA New Replacement Equipment Project FY21 FY22 FY23 267 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF140 DEPARTMENT Street Impact Fees PROJECT NAME Oak (Cottonwood to Flanders Mill) - Design FY19 $180,000 FY20 Unscheduled DESCRIPTION OF PROJECT This project is to design the street segment of Oak St, from Cottonwood to Flanders Mill, to a five-lane urban principal arterial standard. This project increases capacity directly by constructing new segments of arterial roadway and by adding additional lanes, dedicated bike lanes and sidewalks. Future developments in this area may not be allowed to proceed until these improvements are in place. Functionality of the network at large is dependent on this element functioning as intended. The incomplete transportation network in this vicinity is putting unnecessary demand on those elements of the street network that are in place. This project completes an important east-west link between Ferguson and Cottonwood, and conformance with the Transportation Master Plan will be attained. A payback District or SID may be created to leverage other stakeholders. Other affected projects include intersection improvements at Oak and Cottonwood, Oak and Flanders Mill, Oak and Ferguson, Oak Street New Holland to Ferguson. ALTERNATIVES CONSIDERED Construct segment by segment as adjacent parcels develop. ADVANTAGES OF APPROVAL Increased capacity, connectivity and safety in this corridor, both for motorized vehicles as well as bicycles and pedestrians. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED NA FUNDING SOURCES NA New Replacement Equipment Project FY21 FY22 FY23 268 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF141 DEPARTMENT Street Impact Fees PROJECT NAME Cottonwood Road, Oak to Baxter - Design FY19 $250,000 FY20 Unscheduled DESCRIPTION OF PROJECT Design a 5 lane Principal Arterial Street ALTERNATIVES CONSIDERED SID, Payback District, TOPS, incremental construction by adjacent developers. ADVANTAGES OF APPROVAL The project will expand the capacity and improve the connectivity of the city street network. It will improve safety for drivers and pedestrians and improve access to the Sports Park. It will facilitate development currently occurring in this part of the City. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED NA FUNDING SOURCES NA New Replacement Equipment Project FY21 FY22 FY23 269 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF142 DEPARTMENT Street Impact Fees PROJECT NAME Durston Road & N. 27th (Intersection Improvements) - Construction FY19 FY20 Unscheduled $1,200,000 DESCRIPTION OF PROJECT Installation of a roundabout or signal at the intersection of Durston Road and N. 27th ALTERNATIVES CONSIDERED Accept the current level of service ADVANTAGES OF APPROVAL Increased capacity at this intersection. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Incremental increases in sweeping, plowing, painting and general maintenance costs FUNDING SOURCES Arterial and Collector funds New Replacement Equipment Project FY21 FY22 FY23 270 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF143 DEPARTMENT Street Impact Fees PROJECT NAME Baxter & Cottonwood Intersection - Right of Way FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Purchase of the right of way necessary for the construction of the Baxter & Cottonwood intersection improvments ALTERNATIVES CONSIDERED Do not construct intersection until ROW obtained ADVANTAGES OF APPROVAL This project will allow an intersection to built ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED N/A FUNDING SOURCES 100% Street Impact Fees New Replacement Equipment Project FY21 FY22 FY23 $750,000 271    272 St r e e t   M a i n t e n a n c e   D i s t r i c t Ca p i t a l   I m p r o v e m e n t   P l a n Fi n a n c i a l   S u m m a r y Cu r r e n t   Y e a r FY 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 F Y 2 3 Unscheduled Pr o j e c t e d   B e g i n n i n g   R e s e r v e   B a l a n c e   D e d i c a t e d   t o   C I P 17 0 , 0 3 9 $                  52 2 , 8 0 2 $                          37 7 , 1 6 3 $                  (4 6 6 , 7 3 8 ) $            (509,234) $              (427,437)$          P l u s :     S t r e e t   M t c   R e v e n u e s   D e d i c a t e d   t o   C I P 1, 7 7 3 , 5 0 0 $            1, 6 6 1 , 9 6 1 $                    1, 6 9 5 , 2 0 0 $            1, 7 2 9 , 1 0 4 $        1, 7 6 3 , 6 8 6 $          1,798,960 $    ‐ $                      P l u s :     G a s   T a x 69 3 , 9 3 6 $                  6 9 3 , 9 0 0 $                          6 9 3 , 9 0 0 $                  6 9 3 , 9 0 0 $              6 9 3 , 9 0 0 $                6 9 3 , 9 0 0 $           L e s s :     C a r r y o v e r   F Y 1 7   C a p i t a l   P r o j e c t s ( 4 5 2 , 6 7 3 ) $                   L e s s :     S c h e d u l e d   C I P   P r o j e c t   C o s t s ( 1 , 6 6 2 , 0 0 0 ) $          ( 2 , 5 0 1 , 5 0 0 ) $                ( 3 , 2 3 3 , 0 0 0 ) $        ( 2 , 4 6 5 , 5 0 0 ) $      ( 2 , 3 7 5 , 7 8 9 ) $        ( 1 , 9 8 5 , 0 0 0 ) $   (3,581,210)$     Pr o j e c t e d   Y e a r ‐ E n d   C a s h   D e d i c a t e d   t o   C I P 52 2 , 8 0 2 $                  3 7 7 , 1 6 3 $                          ( 4 6 6 , 7 3 8 ) $                ( 5 0 9 , 2 3 4 ) $            ( 4 2 7 , 4 3 7 ) $              8 0 , 4 2 3 $           As s u m p t i o n s   a r e   m a d e   f o r   R e v e n u e   E s t i m a t e s Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY22 FY23 Es t i m a t e d   U n d e s i g n a t e d   A n n u a l   S t r e e t   M t c   R e v e n u e s 4, 5 4 7 , 4 3 6 $                4, 1 7 7 , 8 8 0 $                        4, 2 6 1 , 4 3 7 $                4, 3 4 6 , 6 6 6 $            4,433,599 $              4,522,271 $          E s t i m a t e d   A n n u a l   I n c r e a s e   ‐   A t t r i b u t e d   t o   A n n e x a t i o n s 2% 2% 2% 2%2%    A n n u a l   I n c r e a s e   i n   P a v e m e n t   M a i n t e n a n c e 0% 0% 0% 0%0% To t a l   E s t i m a t e d   R e v e n u e s 4, 5 4 7 , 4 3 6 $                4, 2 6 1 , 4 3 7 $                        4, 3 4 6 , 6 6 6 $                4, 4 3 3 , 5 9 9 $            4,522,271 $              4,612,71 7 $       Cu r r e n t   R e v e n u e s   D e d i c a t e d   t o   C I P   % 30 . 0 % 39 . 0 % 3 9 . 0 % 3 9 . 0 % 3 9 . 0 % 3 9 . 0 %    P l u s :     I n c r e a s e   D e d i c a t e d   t o   C I P 9. 0 % 0. 0 % 0. 0 % 0 . 0 % 0.0% 0.0%    T o t a l   %   D e d i c a t e d   t o   C I P 39 . 0 % 39 . 0 % 3 9 . 0 % 3 9 . 0 % 3 9 . 0 % 3 9 . 0 % To t a l   E s t i m a t e d   R e v e n u e s   D e d i c a t e d   t o   C I P 1, 7 7 3 , 5 0 0 $                1, 6 6 1 , 9 6 1 $                        1, 6 9 5 , 2 0 0 $                1, 7 2 9 , 1 0 4 $            1,763,68 6 $              1,798,96 0 $       Pr o j e c t e d Pr o j e c t e d C U R R E N T $ ( 3 , 2 3 3 , 0 0 0 ) $ ( 2 , 4 6 5 , 5 0 0 ) $ ( 2 , 3 7 5 , 7 8 9 ) $ ( 1 , 9 8 5 , 0 0 0 ) $ ( 3 , 5 8 1 , 2 1 0 ) FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY 2 2 FY 2 3 ST R E E T   M A I N T E N A N C E   P R O J E C T S   &   EQ U I P M E N T   27 3 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 St r e e t Ma i n t e n a n c e Fu n d ST R 7 1 - 1 9 En g i n e e r i n g ST R E E T I M P R O V E M E N T S - M A I N T E N A N C E & R E H A B I L I T A T I O N ( M I L L & O V E R L A Y ) - FY 1 9 $5 5 4 , 5 0 0 ST R 7 1 - 2 0 En g i n e e r i n g ST R E E T I M P R O V E M E N T S - M A I N T E N A N C E & R E H A B I L I T A T I O N ( M I L L & O V E R L A Y ) - FY 2 0 $9 8 6 , 0 0 0 ST R 7 1 - 2 1 En g i n e e r i n g ST R E E T I M P R O V E M E N T S - M A I N T E N A N C E & R E H A B I L I T A T I O N ( M I L L & O V E R L A Y ) - FY 2 1 $9 6 4 , 0 0 0 ST R 7 1 - 2 2 En g i n e e r i n g ST R E E T I M P R O V E M E N T S - M A I N T E N A N C E & R E H A B I L I T A T I O N ( M I L L & O V E R L A Y ) - FY 2 2 $9 1 3 , 3 2 9 ST R 7 1 - 2 3 En g i n e e r i n g ST R E E T I M P R O V E M E N T S - M A I N T E N A N C E & R E H A B I L I T A T I O N ( M I L L & O V E R L A Y ) - FY 2 3 $1,014,000 ST R 7 2 - 1 9 En g i n e e r i n g ST R E E T I M P R O V E M E N T S - M A I N T E N A N C E & R E H A B I L I T A T I O N ( C H I P S E A L ) - F Y 1 9 $8 2 7 , 0 0 0 ST R 7 2 - 2 0 En g i n e e r i n g ST R E E T I M P R O V E M E N T S - M A I N T E N A N C E & R E H A B I L I T A T I O N ( C H I P S E A L ) - F Y 2 0 $9 1 3 , 0 0 0 ST R 7 2 - 2 1 En g i n e e r i n g ST R E E T I M P R O V E M E N T S - M A I N T E N A N C E & R E H A B I L I T A T I O N ( C H I P S E A L ) - F Y 2 1 $9 0 2 , 5 0 0 ST R 7 2 - 2 2 En g i n e e r i n g ST R E E T I M P R O V E M E N T S - M A I N T E N A N C E & R E H A B I L I T A T I O N ( C H I P S E A L ) - F Y 2 2 $7 2 7 , 4 6 0 ST R 7 2 - 2 3 En g i n e e r i n g ST R E E T I M P R O V E M E N T S - M A I N T E N A N C E & R E H A B I L I T A T I O N ( C H I P S E A L ) - F Y 2 3 $316,000 ST R 7 5 En g i n e e r i n g AN N U A L P E D E S T R I A N R A M P RE P L A C E M E N T P R O G R A M $100,000 $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 ST R 7 6 En g i n e e r i n g DO W N T O W N B O Z E M A N C R E E K C U L V E R T AS S E S S M E N T $1 5 , 0 0 0 ST R 7 7 En g i n e e r i n g OA K A N D 7 T H I N T E R S E C T I O N U P G R A D E $6 0 , 0 0 0 $1,430,000 $1 , 5 5 6 , 5 0 0 $1 , 9 9 9 , 0 0 0 $1 , 9 6 6 , 5 0 0 $1 , 7 4 0 , 7 8 9 To t a l s b y D E P A R T M E N T St r e e t Ma i n t e n a n c e Fu n d 27 4 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 PW 0 5 Pu b l i c W o r k s PU B L I C W O R K S S H O P S M A S T E R P L A N $2 0 , 0 0 0 PW 0 6 Pu b l i c W o r k s PU B L I C W O R K S S H O P S F A C I L I T Y CO N S T R U C T I O N $6 7 0 , 0 0 0 ST R 5 3 Pu b l i c W o r k s ME N D E N H A L L & B A B C O C K S T R E E T S C A P E $2,076,210 $2 0 , 0 0 0 $6 7 0 , 0 0 0 $2,076,210 To t a l s b y D E P A R T M E N T St r e e t Ma i n t e n a n c e Fu n d ST R 6 8 Si g n s & S i g n a l s RE C T A N G U L A R R A P I D F L A S H I N G B E A C O N $10,000 $1 0 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 ST R 7 8 Si g n s & S i g n a l s RE P L A C E # 2 7 4 8 - 1 9 9 9 S E R V I C E T R U C K WI T H A M I D S I Z E P I C K U P . $35,000 ST R 7 9 Si g n s & S i g n a l s SI G N M A K I N G M A C H I N E $6 0 , 0 0 0 ST R 8 0 Si g n s & S i g n a l s UT I L I T Y T E R R A IN V E H I C L E $5 5 , 0 0 0 $45,000 $1 2 5 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 To t a l s b y D E P A R T M E N T St r e e t Ma i n t e n a n c e Fu n d ST R 0 1 St r e e t O p e r a t i o RE P L A C E # 1 5 3 9 - 2 W D 1 9 9 0 F O R D R A N G E R $1 6 , 0 0 0 ST R 0 1 St r e e t Op e r a t i o n s RE P L A C E # 2 7 4 9 - 1 9 9 7 F O R D 1 T O N MA N U A L T R A N S M I S S I O N F 3 5 0 $4 5 , 0 0 0 ST R 2 0 St r e e t O p e r a t i o AN N U A L B I K E P A T H I M P R O V E M E N T S $25,000 $2 5 , 0 0 0 $2 5 , 0 0 0 $2 5 , 0 0 0 $2 5 , 0 0 0 ST R 2 2 St r e e t O p e r a t i o GR A D E R L E A S E $60,000 $6 0 , 0 0 0 $6 0 , 0 0 0 $6 0 , 0 0 0 $6 0 , 0 0 0 ST R 3 0 St r e e t Op e r a t i o n s AN N U A L M E D I A N & B O U L E V A R D MA I N T E N A N C E $75,000 $5 5 , 0 0 0 $6 0 , 0 0 0 $6 5 , 0 0 0 $7 0 , 0 0 0 ST R 3 4 St r e e t O p e r a t i o SW E E P E R S $100,000 $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 ST R 3 5 St r e e t O p e r a t i o RE G E N E R A T I V E A I R S W E E P E R $250,000 ST R 4 0 St r e e t O p e r a t i o DU M P T R U C K W I T H P L O W & S A N D E R - 2 $210,000 $2 0 0 , 0 0 0 ST R 4 9 St r e e t O p e r a t i o SA N D E R S $27,000 $2 7 , 0 0 0 $2 7 , 0 0 0 $2 7 , 0 0 0 $2 7 , 0 0 0 ST R 5 0 St r e e t O p e r a t i o PL O W S $13,000 $1 2 , 0 0 0 $1 2 , 0 0 0 $1 2 , 0 0 0 $1 3 , 0 0 0 ST R 5 8 St r e e t Op e r a t i o n s TA N D E M A X L E D U M P T R U C K W I T H P L O W & S A N D E R $2 5 0 , 0 0 0 27 5 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 ST R 6 3 St r e e t O p e r a t i o RE P L A C E S I G N A L A T B A B C O C K & W I L S O N $750,000 ST R 7 3 St r e e t O p e r a t i o RE P L A C E S K I D S T E E R $9 0 , 0 0 0 ST R 7 4 St r e e t O p e r a t i o PA I N T T R U C K $225,000 ST R 8 1 St r e e t O p e r a t i o BR I N E M A K I N G M A C H I N E W I T H B U I L D I N G $200,000 ST R 8 2 St r e e t O p e r a t i o MO T O R G R A D E R L E A S E P A Y O F F $1 7 0 , 0 0 0 ST R 8 3 St r e e t Op e r a t i o n s N. 2 7 T H M E D I A N L A N D S C A P I N G A N D IR R I G A T I O N F R O M O A K T O B A X T E R $4 0 , 0 0 0 ST R 8 4 St r e e t O p e r a t i o PL U G I N E L E C T R I C W O R K T R U C K . $6 0 , 0 0 0 ST R 8 5 St r e e t O p e r a t i o RE P L A C E 1 9 9 2 W H E E L L O A D E R $1 8 0 , 0 0 0 ST R 8 6 St r e e t Op e r a t i o n s S. 2 7 T H M E D I A N L A N D S C A P I N G A N D IR R I G A T I O N F R O M K U R K T O B L A C K W O O D . $2 0 , 0 0 0 ST R 8 7 St r e e t Op e r a t i o n s SP O T P R O J E C T S A S R E C O M M E N D E D B Y TH E B O Z E M A N A R E A B I C Y C L E A D V I S O R Y BO A R D ( B A B A B ) . $50,000 ST R 8 8 St r e e t Op e r a t i o n s SP O T P R O J E C T S A S R E C O M M E N D E D B Y TH E P E D E S T R I A N T R A F F I C A N D S A F E T Y CO M M I T T E E . $30,000 ST R 8 9 St r e e t O p e r a t i o SP R A Y P A T C H T R U C K $2 5 0 , 0 0 0 $510,000 $8 0 0 , 0 0 0 $5 5 4 , 0 0 0 $4 8 9 , 0 0 0 $6 2 5 , 0 0 0 $1,505,000 To t a l s b y D E P A R T M E N T Su m m a r y f o r S t r e e t M a i n t e n a n c e F u n d ( 4 3 i t e m s ) To t a l s b y y e a r : $1,985,000 $2 , 5 0 1 , 5 0 0 $3 , 2 3 3 , 0 0 0 $3,581,210FY23 FY 1 9 FY 2 0 Unscheduled FY 2 2 $2 , 3 7 5 , 7 8 9 $2 , 4 6 5 , 5 0 0 FY 2 1 27 6 CIP Project Fund Street Maintenance Fund PROJECT NUMBER PW05 DEPARTMENT Public Works PROJECT NAME Public Works Shops Master Plan FY19 $20,000 FY20 Unscheduled DESCRIPTION OF PROJECT Develop a long term master plan for Public Works shop facilities, equipment, and personnel. This includes conducting a needs assessment of space for existing and future employees, equipment, machinery, and rolling stock. There is a severe shortage of enclosed storage for equipment, vehicles, and machinery, resulting in extra wear and tear, additional maintenance costs, and time preparing the equipment on cold mornings. Additionally, there is a lack of space available for existing as well as future staff. This will be split three ways between water ($20,000), wastewater ($20,000), and streets ($20,000). ALTERNATIVES CONSIDERED Continue using existing infrastructure. ADVANTAGES OF APPROVAL Provide an accurate analysis of the City of Bozeman Public Works space needs for both equipment as well as people. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Depending on the results of the plan, the likely result will be the construction of additional storage and office space. FUNDING SOURCES This project will be split 3 ways between Water Fund ($20,000), Wastewater Fund ($20,000), and Street Maintenance Fund ($20,000) New Replacement Equipment Project FY21 FY22 FY23 277 CIP Project Fund Street Maintenance Fund PROJECT NUMBER PW06 DEPARTMENT Public Works PROJECT NAME Public Works Shops Facility Construction FY19 FY20 $670,000 Unscheduled DESCRIPTION OF PROJECT Construct additional facilities recommended in the result of the Public Works Shops Master Plan. This will be split three ways between water ($670,000), wastewater ($670,000), and streets ($670,000). ALTERNATIVES CONSIDERED Continue using existing infrastructure. ADVANTAGES OF APPROVAL The construction of a new Public Works facility will provide indoor storage for millions of dollars of equipment, machinery, vehicles, etc. This will both reduce wear and tear and maintenance costs, as well as reduce time spent on preparing equipment on cold mornings. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Normal building maintenance and utility costs. FUNDING SOURCES This project will be split 3 ways between Water Fund ($670,000), Wastewater Fund ($670,000), and Street Maintenance Fund ($670,000) New Replacement Equipment Project FY21 FY22 FY23 278 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR01 DEPARTMENT Street Operations PROJECT NAME Replace #2749 - 1997 Ford 1 Ton Manual Transmission F350 FY19 $45,000 FY20 Unscheduled DESCRIPTION OF PROJECT Replace #2749 - 1997 Ford 1 Ton Manual Transmission F350. Setting up and mobilizing to the job site is done with this truck and a trailer. Being able to leave the truck hooked up to the trailer during the project helps with transporting and also utilizing the smallest work area in neighborhoods. Single pieces of equipment scattered over blocks in the core not only inconveniences the residents where we are working but affects the surrounding blocks as well. Without this truck operating reliably, we have to drive equipment to the site which can take a paver or skid steer more than an hour to travel through town. ALTERNATIVES CONSIDERED Run to failure. ADVANTAGES OF APPROVAL A much more useable year round truck. Better fuel mileage and lower emissions. We are spending about $.90 per mile on maintenance and repairs. A new vehicle spends about $.05 per mile on M&R. Anytime M&R exceed $.50 per mile, it is time to consider removing the truck from the fleet. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Normal routine maintenance. FUNDING SOURCES 100% Street Maintenance District Revenue New Replacement Equipment Project FY21 FY22 FY23 279 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR01 DEPARTMENT Street Operations PROJECT NAME Replace #1539 - 2WD 1990 Ford Ranger FY19 $16,000 FY20 Unscheduled DESCRIPTION OF PROJECT Replace #1539 - 2WD 1990 Ford Ranger with Hybrid Sedan. We would buy one of the Public Works lease hybrids. Their lease ends in. Currently when we need to do inspections, inventories, GIS, training trips or take several people on route training, we use several vehicles or make several trips. A hybrid sedan to replace the truck would be much more useful. This vehicle will be able to carry up to 4 people at a time, and would be available to other departments as needed. ALTERNATIVES CONSIDERED Run to failure. ADVANTAGES OF APPROVAL A much more useable year round vehicle. Better fuel mileage and lower emissions. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Normal routine maintenance. FUNDING SOURCES 100% Street Maintenance District Revenue New Replacement Equipment Project FY21 FY22 FY23 280 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR20 DEPARTMENT Street Operations PROJECT NAME Annual Bike Path Improvements FY19 $25,000 FY20 $25,000 Unscheduled DESCRIPTION OF PROJECT This item would provide for bike-related infrastructure including (but, not limited to) racks, signs, striping, curb-cuts, and separated pathways. The Greater Bozeman Area Transportation Plan (2007 Update) Section 5.4 Recommended Bicycle Facility Improvements outlines many facilities. The Bozeman Area Bicycle Advisory Board (BABAB) gave the City their top 2 priorities: They are listed with City Engineering cost estimates: North 11th Ave - Mendenhall to Durston, $14,500: Willson Ave - Main Street to Kagy Blvd, $54,300. This money can be combined with street re-surfacing projects. ALTERNATIVES CONSIDERED Continue with existing infrastructure. ADVANTAGES OF APPROVAL Safety will likely be improved. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No additional operating costs. FUNDING SOURCES 100% Street Maintenance Fund New Replacement Equipment Project FY21 $25,000 FY22 $25,000 FY23 $25,000 281 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR22 DEPARTMENT Street Operations PROJECT NAME Grader Lease FY19 $60,000 FY20 $60,000 Unscheduled DESCRIPTION OF PROJECT This is a request to establish at a minimum a 20 year replacement schedule for our graders. Currently our fleet is comprised of a 1994, 1998, 2003, 2007, and 2014. Grading the residential streets is critical to safe travel of our citizens. Pulling the snow out from the curb so it can be blown into trucks and hauled away is important to parking in the downtown and other business areas. These graders will be all-wheel drive, which increases our productivity. Newer equipment has fewer breakdowns and better fuel economy which means less time in the shop and fueling during a shift. The old grader would be traded in or auctioned. ALTERNATIVES CONSIDERED Budget 250k every 5 years to purchase. Cut back on our use of graders in the residential areas. Continue to use what we have and replace when we have complete failure. ADVANTAGES OF APPROVAL Much more reliable and fuel efficient equipment. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Decrease in costs due to newer equipment. FUNDING SOURCES 100% Street Maintenance Revenue New Replacement Equipment Project FY21 $60,000 FY22 $60,000 FY23 $60,000 282 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR30 DEPARTMENT Street Operations PROJECT NAME Annual Median & Boulevard Maintenance FY19 $55,000 FY20 $60,000 Unscheduled DESCRIPTION OF PROJECT This provides funding for the annual maintenance of Bozeman’s medians. This includes sprinkler installation and maintenance, landscaping, mowing, and general maintenance of Bozeman’s medians and boulevards. Annual increases are due to expected growth. ALTERNATIVES CONSIDERED None. ADVANTAGES OF APPROVAL Making our currently unmaintained medians into weed free low maintenance show pieces. We are partnering internally with the Water Conservation Manager and externally with MSU to design and install low water easily maintained medians. Also contract out the maintenance on our established medians. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None. Lower water use means lower utility costs. FUNDING SOURCES 100% Street Maintenance District Revenue New Replacement Equipment Project FY21 $65,000 FY22 $70,000 FY23 $75,000 283 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR34 DEPARTMENT Street Operations PROJECT NAME Sweepers FY19 $100,000 FY20 $100,000 Unscheduled DESCRIPTION OF PROJECT This is for leasing or purchasing sweepers through the MACI (Montana Air and Congestion Initiative) equipment purchase program. These are mechanical sweepers that if necessary can be operated without using water. The next sweeper we would replace is our 2005 model with 59,000 miles and 9372 hours. It is scheduled for an elevator replacement next year and we would like to replace rather than repair at a cost of $15,000. Industry standards show it is best to replace municipal sweepers at 5 years. We are able to get about 10 years due to our excellent maintenance program. The City's MS4 Stormwater Permitting requires sweeping up sand and dirt before it can enter waterways. Clean streets/ bike lanes are a quality of life issue. We are required to meet the goal of sweeping all local streets twice per year, monthly sweeping of all arterial and collector roadways and weekly sweeping of Main Street, most bike lanes weekly during the summer. Heavy development activity requires additional sweeping in construction areas. Sweepers are very high maintenance as they age. Leases terms for sweepers are a maximum of 5 years due to life expectancy. We are currently in the 3rd year of one lease. This additional sweeper lease would replace our oldest sweeper a 2006. We submit every year to the Montana Department of Transportation's (MDT) Montana Air and Congestion Initiative (MACI) equipment purchase program for sweepers. With this program, MACI pays for 87% and we pay 13% for a sweeper. If we are chosen, we would use our lease payment to fund our share of the cost which would be ~$34,000. ALTERNATIVES CONSIDERED Budget 250k every year until all sweepers are replaced. Cut back on our sweeping There are no local contractors at this time. Continue to use what we have. ADVANTAGES OF APPROVAL Much improved operations. Better air quality. Improved storm water discharge. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None. FUNDING SOURCES 100% Street Maintenance District Revenue New Replacement Equipment Project FY21 $100,000 FY22 $100,000 FY23 $100,000 284 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR35 DEPARTMENT Street Operations PROJECT NAME Regenerative Air Sweeper FY19 FY20 Unscheduled $250,000 DESCRIPTION OF PROJECT We have had demonstrations of these sweepers and their ability to get the fine particles off of the pavement is noticeable. As air quality and Stormwater discharge regulations tighten, we may be forced to use regenerative type sweepers or at the very least have one in our fleet to do the final sweeping pass to get the <1 micron particles that can become airborne. Rather than make several passes with our mechanical sweepers, an RA sweeper could get it done in one pass. The one drawback is that RA sweepers cannot be used below freezing. They need water at all times. ALTERNATIVES CONSIDERED Only use mechanical sweepers which discharge dust when sweeping. ADVANTAGES OF APPROVAL We could improve our discharge into the storm water system. Spring sweeping of the winter sand would generate less dust therefore eliminating complaints from citizens and DEQ. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Normal sweeper maintenance costs. FUNDING SOURCES 100% Street Maintenance District New Replacement Equipment Project FY21 FY22 FY23 285 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR40 DEPARTMENT Street Operations PROJECT NAME Dump Truck With Plow & Sander - 2 FY19 FY20 Unscheduled DESCRIPTION OF PROJECT The 1990 Dump truck will be 28 years old with 82,000 in town miles and over 10,000 hours. Parts have been discontinued. We have had to patch the leaking gas tank because a replacement is not available. When the other rusted spots start leaking we will be forced to park the truck. The motor is so tired that we are removing the plow this winter because it doesn’t have the power to plow and sand uphill. We average about $1,200 per year in repairs and maintenance. The running and floor boards are rusted through but we are able to cover them with old mud flaps to make it drivable. Parts availability will be what stops this truck. Single axle dump trucks are used on smaller projects in the summer including alley maintenance, asphalt patching and debris pickup. In the winter these trucks are the only equipment we can safely and efficiently plow the narrow streets. We are able to haul snow in tight quarters also. Additionally, the 1990 underpowered gasoline engine dump truck that averages about 3 MPG when used for plowing operations. The FY21 request will replace a 1993 underpowered gasoline engine dump truck. The new truck could be fueled with alternative fuels such as Biodiesel. Estimates show that the 1990 spews over 30 tons of CO2 into the air per year and by removing this from our fleet will help us reach our goal of reducing municipal greenhouse emissions 15% below 2000 levels by 2020. This truck will also be available for use by other departments. ALTERNATIVES CONSIDERED Continue with 1993 model. ADVANTAGES OF APPROVAL Efficiency, less emissions, safety, fuel savings and more reliable equipment. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Less than current model. FUNDING SOURCES 100% Street Maintenance District Revenue New Replacement Equipment Project FY21 $200,000 FY22 FY23 $210,000 286 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR49 DEPARTMENT Street Operations PROJECT NAME Sanders FY19 $27,000 FY20 $27,000 Unscheduled DESCRIPTION OF PROJECT Sanders are used in a very corrosive and abrasive environments. We rebuild the conveyor and hydraulic system in the first 4 years. If we don’t have a have a catastrophic failure in the next 2-3 years, the V box and structural components start to fail in the 7th year. By replacing the sander every 8 years (we now have 8 sanders), we can avoid having a season ending failure. Sanders are about 6 months out when ordering so we would never get a new one in the same season that we needed a replacement. We have two different sizes so we could run them until they fail during a major storm and then have one of each size sitting here. The problem with that is the new sanders would be aging without being used. Using this method we could have two failures in one year and be short one sander. If we can't put down sand or deicer during the winter, we fail to service our citizens. Not being able to control the quantity, means we are either putting down too much or too little product. Too much sand and we increase our spring sweeping and too little sand and the crashes increase. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL More reliable sanders. Less failures in the middle of a storm. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Decrease in maintenance costs. FUNDING SOURCES 100% Street Maintenance District Revenue New Replacement Equipment Project FY21 $27,000 FY22 $27,000 FY23 $27,000 287 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR50 DEPARTMENT Street Operations PROJECT NAME Plows FY19 $12,000 FY20 $12,000 Unscheduled DESCRIPTION OF PROJECT This is to replace the worn plow blades. With as much as a 90 day delivery time to replace a plow, it is important to replace them before they fail. When the moldboard of the plow gets bent after several years of use, it is very difficult to bolt on a replacement cutting edge. If they are not tight to the cutting edge surface they face early failure and require replacement at inopportune times. We have 7 large plows so they will be on a 7 year replacement schedule. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL A much more efficient plow operation. Less time spent replacing cutting edges that prematurely break. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES 100% Street Maintenance District Revenue New Replacement Equipment Project FY21 $12,000 FY22 $13,000 FY23 $13,000 288 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR53 DEPARTMENT Public Works PROJECT NAME Mendenhall & Babcock Streetscape FY19 FY20 Unscheduled $2,076,210 DESCRIPTION OF PROJECT Conduct Streetscape Improvements Along Mendenhall & Babcock (On Hold For SID Development) ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES New Replacement Equipment Project FY21 FY22 FY23 289 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR58 DEPARTMENT Street Operations PROJECT NAME Tandem Axle Dump Truck With Plow & Sander FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This is a request to replace a 1994 tandem axle truck with 128,000 miles and over 11,000 hours. It is very important that we get the arterials and collectors plowed and sanded before 8 AM. When a tandem axle 10 yard truck is down for any period of time, the backup is a 1990 gas engine single axle 4 yard truck which takes twice as long to finish a route if it stays in operation for the entire shift. Not acceptable to our customers. With the widening of multiple collectors and arterials, the continued need for a larger capacity truck to finish plow and sanding routines is critical to maintaining our service to the traveling public. During paving operations, being able to haul twice as much asphalt cuts down on the number of trips to the asphalt plant. This makes the paving crew more efficient and uses less fuel. The 1994 truck would be used as a backup in the winter and still be used for paving instead of a single-axle truck. ALTERNATIVES CONSIDERED Continue with no tandem back up in the winter. Run single axle 4 yard dump trucks with asphalt operations ADVANTAGES OF APPROVAL Reliability, efficiency, less emissions and safety. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Less than the current model. FUNDING SOURCES 100% Street Maintenance District Revenue New Replacement Equipment Project FY21 FY22 $250,000 FY23 290 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR63 DEPARTMENT Street Operations PROJECT NAME Replace Signal At Babcock & Wilson FY19 FY20 Unscheduled $750,000 DESCRIPTION OF PROJECT Upgrade Signal at Babcock & Wilson. Underground conduit is full and failing. Pedestrian functions should be upgraded to new type such as count down and vibratory tactile. Additionally, the existing signal can't have Opticom for fire trucks. ALTERNATIVES CONSIDERED Leave as is until failure. ADVANTAGES OF APPROVAL Fire department can use Opticom to pass through the light. ADA requirements would be met. Room for future expansion in the conduit. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Routine maintenance. FUNDING SOURCES Arterial and Collector Fund New Replacement Equipment Project FY21 FY22 FY23 291 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR68 DEPARTMENT Signs & Signals PROJECT NAME Rectangular Rapid Flashing Beacon FY19 $10,000 FY20 $10,000 Unscheduled DESCRIPTION OF PROJECT This request is for a rectangular rapid flashing beacon. We get several requests a year for these and would like to have one ready to install. These would be similar to the unit installed on Kagy at 7th avenue. RRFB's have shown to increase visibility of pedestrians in crosswalks which in turn increases safety of the pedestrian. In the past we have had the Bozeman School District and the Bozeman Police Foundation contribute to the cost of these. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL By having one on hand, we are able to install it in the same construction season it is requested without waiting for a budget cycle. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None. FUNDING SOURCES 100% Street Maintenance District Revenue New Replacement Equipment Project FY21 $10,000 FY22 $10,000 FY23 $10,000 292 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR71-19 DEPARTMENT Engineering PROJECT NAME Street Improvements - Maintenance & Rehabilitation (Mill & Overlay) - FY19 FY19 $554,500 FY20 Unscheduled DESCRIPTION OF PROJECT Mill and Overlays are a critical component to our pavement preservation program. We plan to mill and overlay 2.4 miles in FY19. This includes W Babcock from Main to 11th, Koch from S 23rd to 11th, S 23rd from Main to College, and S 20th from Babcock to Koch. There is potential for bike lane striping enhancements with some projects, and they will be coordinated with any necessary utility replacement projects. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Increases the lifespan of streets within the City of Bozeman ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This project results in a net decrease in overall maintenance costs over the lifecycle of all pavements. FUNDING SOURCES Street Maintenance Fund New Replacement Equipment Project FY21 FY22 FY23 293 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR71-20 DEPARTMENT Engineering PROJECT NAME Street Improvements - Maintenance & Rehabilitation (Mill & Overlay) - FY20 FY19 FY20 $986,000 Unscheduled DESCRIPTION OF PROJECT Mill and Overlays are a critical component to our pavement preservation program. We plan to mill and overlay 3.6 miles in FY20. This includes Story Mill Rd from Bridger north to City Limits, Tamarack from N 7th to Rouse, N 5th from Peach to Tamarack, W Aspen from N 7th to N 5th, N 3rd from Peach to Tamarack, Willson from Main to Cottonwood, and W Lincoln from 19th to 11th. There is potential for bike lane striping enhancements with some projects, and they will be coordinated with any necessary utility replacement projects. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Increases the lifespan of streets within the City of Bozeman ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This project results in a net decrease in overall maintenance costs over the lifecycle of all pavements. FUNDING SOURCES Street Maintenance Fund New Replacement Equipment Project FY21 FY22 FY23 294 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR71-21 DEPARTMENT Engineering PROJECT NAME Street Improvements - Maintenance & Rehabilitation (Mill & Overlay) - FY21 FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Mill and Overlays are a critical component to our pavement preservation program. We plan to mill and overlay 1.9 miles in FY21. This includes Simmental Way from Baxter north, and Durston from Hanson to 19th. There is potential for bike lane striping enhancements with some projects, and they will be coordinated with any necessary utility replacement projects. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Increases the lifespan of streets within the City of Bozeman ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This project results in a net decrease in overall maintenance costs over the lifecycle of all pavements. FUNDING SOURCES Street Maintenance Fund New Replacement Equipment Project FY21 $964,000 FY22 FY23 295 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR71-22 DEPARTMENT Engineering PROJECT NAME Street Improvements - Maintenance & Rehabilitation (Mill & Overlay) - FY22 FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Mill and Overlays are a critical component to our pavement preservation program. We plan to mill and overlay 2.3 miles in FY22. This includes N Church from Lamme to Peach, S 3rd from Kagy to Graf, W Graf from S 3rd to S 3rd, and S 3rd from Graf to Goldenstein. There is potential for bike lane striping enhancements with some projects, and they will be coordinated with any necessary utility replacement projects. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Increases the lifespan of streets within the City of Bozeman ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This project results in a net decrease in overall maintenance costs over the lifecycle of all pavements. FUNDING SOURCES Street Maintenance Fund New Replacement Equipment Project FY21 FY22 $913,329 FY23 296 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR71-23 DEPARTMENT Engineering PROJECT NAME Street Improvements - Maintenance & Rehabilitation (Mill & Overlay) - FY23 FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Mill and Overlays are a critical component to our pavement preservation program. We plan to mill and overlay 5.7 miles in FY23. This includes, Westglen Subdivision, Michaels Grove from Babcock to Durston, Hunters Way from Babcock to Durston, Greenway Subdivision, N 25th from Babcock to Durston, N 24th from Babcock to Beall, Church from Main to Babcock, Church from Olive to Kagy, N 11th from main to Durston, S 10th from Main to Olive, S 9th from Main to Olive, and W Olive from 11th to 8th. There is potential for bike lane striping enhancements with some projects, and they will be coordinated with any necessary utility replacement projects. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Increases the lifespan of streets within the City of Bozeman ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This project results in a net decrease in overall maintenance costs over the lifecycle of all pavements. FUNDING SOURCES Street Maintenance Fund New Replacement Equipment Project FY21 FY22 FY23 $1,014,000 297 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR72-19 DEPARTMENT Engineering PROJECT NAME Street Improvements - Maintenance & Rehabilitation (Chip Seal) - FY19 FY19 $827,000 FY20 Unscheduled DESCRIPTION OF PROJECT Chip seals are a critical component to our pavement preservation program. We plan to chip seal 15.6 miles in FY19. This includes Oak Springs Subdivision, Diamond Estates Subdivision, Ferguson Meadows Subdivision, Valley Unit Subdivision, Bridger Peaks Estates Subdivision, Cascade Subdivision, Garden Valley Estates Subdivision, Valley Creek Subdivision, Parkway Plaza Subdivision, Babcock from Meagher to main, Fowler from Babcock to Garfield and Garfield from Fowler to 19th. There is potential for bike lane striping enhancements with some projects, and they will be coordinated with any necessary utility replacement projects. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Increases the lifespan of streets within the City of Bozeman ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This project results in a net decrease in overall maintenance costs over the lifecycle of all pavements. FUNDING SOURCES Street Maintenance Fund New Replacement Equipment Project FY21 FY22 FY23 298 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR72-20 DEPARTMENT Engineering PROJECT NAME Street Improvements - Maintenance & Rehabilitation (Chip Seal) - FY20 FY19 FY20 $913,000 Unscheduled DESCRIPTION OF PROJECT Chip seals are a critical component to our pavement preservation program. We plan to chip seal 13.5 miles in FY20. This includes Meadow Creek Subdivision, Alder Creek Subdivision, Woodridge Addition, Westridge Subdivision, Thompson Addition, Kagy Crossroads Subdivision, S 11th from Kagy to University Way, West Park Manor Subdivision, Kirk Subdivision, and 15th from Main north. There is potential for bike lane striping enhancements with some projects, and they will be coordinated with any necessary utility replacement projects. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Increases the lifespan of streets within the City of Bozeman ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This project results in a net decrease in overall maintenance costs over the lifecycle of all pavements. FUNDING SOURCES Street Maintenance Fund New Replacement Equipment Project FY21 FY22 FY23 299 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR72-21 DEPARTMENT Engineering PROJECT NAME Street Improvements - Maintenance & Rehabilitation (Chip Seal) - FY21 FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Chip seals are a critical component to our pavement preservation program. We plan to chip seal 19.3 miles in FY21. This includes Laurel Glen Subdivision, Baxter Meadows Subdivision, Cattail Creek Subdivision, Crossing 2 Subdivision, West Winds Subdivision, and N 27th Ave from Oak north. There is potential for bike lane striping enhancements with some projects, and they will be coordinated with any necessary utility replacement projects. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Increases the lifespan of streets within the City of Bozeman ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This project results in a net decrease in overall maintenance costs over the lifecycle of all pavements. FUNDING SOURCES Street Maintenance Fund New Replacement Equipment Project FY21 $902,500 FY22 FY23 300 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR72-22 DEPARTMENT Engineering PROJECT NAME Street Improvements - Maintenance & Rehabilitation (Chip Seal) - FY22 FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Chip seals are a critical component to our pavement preservation program. We plan to chip seal 13.7 miles in FY22. This includes Bridger Creek Subdivision, Legends at Bridger Creek, Traditions Subdivision, Flanders Creek Subdivision, Norton East Ranch Subdivision, J & D Family Subdivision, Valley West Subdivision, and Babcock from Cottonwood west. There is potential for bike lane striping enhancements with some projects, and they will be coordinated with any necessary utility replacement projects. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Increases the lifespan of streets within the City of Bozeman ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This project results in a net decrease in overall maintenance costs over the lifecycle of all pavements. FUNDING SOURCES Street Maintenance Fund New Replacement Equipment Project FY21 FY22 $727,460 FY23 301 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR72-23 DEPARTMENT Engineering PROJECT NAME Street Improvements - Maintenance & Rehabilitation (Chip Seal) - FY23 FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Chip seals are a critical component to our pavement preservation program. We plan to chip seal 6.2 miles in FY23. This includes Loyal Garden Subdivision, Southbridge Subdivision, and Westfield South Subdivision. There is potential for bike lane striping enhancements with some projects, and they will be coordinated with any necessary utility replacement projects. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Increases the lifespan of streets within the City of Bozeman ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This project results in a net decrease in overall maintenance costs over the lifecycle of all pavements. FUNDING SOURCES Street Maintenance Fund New Replacement Equipment Project FY21 FY22 FY23 $316,000 302 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR73 DEPARTMENT Street Operations PROJECT NAME Replace Skid Steer FY19 FY20 $90,000 Unscheduled DESCRIPTION OF PROJECT This to replace our 2003 Skid Steer with 1750 hours. Used mainly in paving operations with the cold planer attached. This is very important in our operation but is also very hard on the equipment. In the last 5 years we have spent over $26,000 in repairs. Down time during these repairs has been weeks and that interferes with our ability to finish asphalt repairs in a timely manner. Streets uses the skid steer in all aspects of milling, paving and gravel work. When we don't have the skid steer up and running, we are using larger equipment using more fuel. Working in tight spaces is more difficult with a full size loader. ALTERNATIVES CONSIDERED Keep running the one we have. ADVANTAGES OF APPROVAL Less downtime ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None. FUNDING SOURCES 100% Street Maintenance District Revenue New Replacement Equipment Project FY21 FY22 FY23 303 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR74 DEPARTMENT Street Operations PROJECT NAME Paint Truck FY19 FY20 Unscheduled $225,000 DESCRIPTION OF PROJECT Pavement marking renewal is a yearly operation because we use environmentally friendly water borne paint. The disadvantage to latex paint is that it has to be renewed at least annually. Currently we have MDT paint for us and due to their busy schedule it is not always done as early in the season as we would like. We are now waiting until mid to late summer to get the double yellow center lines, bike lane lines, skip lines and fog lines painted. MDT's crew is not as dialed in to the needs and wants of our citizens so we are not getting the quality that we and our city is used to. Our crews would get it done in a timelier manner with fewer mistakes. Fresh pavement markings are critical to the traveling public. ALTERNATIVES CONSIDERED Continue to have MDT paint for us when it is convenient for their schedule and weather permitting. Contract out the painting. ADVANTAGES OF APPROVAL Producing a quality product that we don't always get with our current MOU with MDT. Being able to paint when we want and as often as we want. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This will need to be stored inside and we will have to make room for that in our current buildings. FUNDING SOURCES 100% Street Maintenance District Revenue New Replacement Equipment Project FY21 FY22 FY23 304 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR75 DEPARTMENT Engineering PROJECT NAME Annual Pedestrian Ramp Replacement Program FY19 $100,000 FY20 $100,000 Unscheduled DESCRIPTION OF PROJECT This annual program provides funding to continue upgrading pedestrain ramps to ADA compliance. A curb/pedestrain ramp provides an accessible route that people with disabilities can use to safely transition from a roadway to a curbed sidewalk and vice versa. Without access to properly developed ramps onto sidewalks, people with dissabilities are forced to risk their personal safety by traveling in the street. Upgrading CoB pedestrain ramps will allow the City to be in compliance with Title II of the ADA and Section 504 of the Rehabilitation Act of 1973 (Section 504). This project will be completed in coordination with the Stormwater Divisions Annual Inlet Replacement Program (STRM48). ALTERNATIVES CONSIDERED Continue with existing infrastructure, and not meet current ADA regulatory standards ADVANTAGES OF APPROVAL Upgrading the curb ramps will increase safety for community members and visitors with disabilities. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No additional operating costs. FUNDING SOURCES 50% Street Maintenance Fund & 50% Stormwater Fund New Replacement Equipment Project FY21 $100,000 FY22 $100,000 FY23 $100,000 305 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR76 DEPARTMENT Engineering PROJECT NAME Downtown Bozeman Creek Culvert Assessment FY19 $15,000 FY20 Unscheduled DESCRIPTION OF PROJECT Assess the condition of the downtown Bozeman Creek culverts crossing Lamme St, Mendenhall St, Main St, Babcock St, Olive St, and Rouse Ave. These are high risk assets that in the event of a failure, could result in extensive road and business closures throughout the downtown corridor. This project is split between Stormwater ($15,000) and Street Maintenance ($15,000). ALTERNATIVES CONSIDERED Do nothing ADVANTAGES OF APPROVAL Identifies susceptibility of downtown culverts to critical failure. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES $15,000 Stormwater, $15,000 Street Maintenance New Replacement Equipment Project FY21 FY22 FY23 306 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR77 DEPARTMENT Engineering PROJECT NAME Oak and 7th Intersection Upgrade FY19 $60,000 FY20 Unscheduled DESCRIPTION OF PROJECT This project consists of lane restriping on the westbound leg of the intersection to add a right-hand turn lane. To accommodate the additional lane, a new signal head must also be added to the existing mast arm. ALTERNATIVES CONSIDERED Wait until Montana Department of Transportation completes upgrades to this intersection, which is still a viable option as this improvement is tentatively being planned by MDT. ADVANTAGES OF APPROVAL Improve intersection operations as this intersection currently operates at a level-of-service of "D" in the PM peak hour. Upon addition of the right-hand turn lane, the intersection will be constructed to its maximum turning and movement capacity. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Additional operating costs will be minimal due to the addition of a lane at the intersection. FUNDING SOURCES The Midtown Urban Renewal District is anticipated to fund this intersection upgrade. New Replacement Equipment Project FY21 FY22 FY23 307 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR78 DEPARTMENT Signs & Signals PROJECT NAME Replace #2748 - 1999 service truck with a mid size pick up. FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This is a request to replace a 1999, asset #2748, pick-up with over 140,000 miles. It will be 24 years old at time of replacement. The truck would be traded in or auctioned. ALTERNATIVES CONSIDERED Keep using 1999 model until failure. Lease. ADVANTAGES OF APPROVAL Increased safety and reliability. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None. FUNDING SOURCES None. New Replacement Equipment Project FY21 FY22 FY23 $35,000 308 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR79 DEPARTMENT Signs & Signals PROJECT NAME Sign Making Machine FY19 $60,000 FY20 Unscheduled DESCRIPTION OF PROJECT Our 13-year-old machine is no longer reliable. It gets stuck in Chinese font when we try to make street name signs and when IT can get it back to English, it does not function as it should. We can no longer add special symbols like arrows, which we need often. The new machine will print signs ready to go rather than as we do it now where we have to manually cut out the letters by hand. Very time consuming. ALTERNATIVES CONSIDERED Order signs as needed from vendors. 2-4 week turn around time. ADVANTAGES OF APPROVAL Make signs as needed same day. Make specialty signs as needed. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES None New Replacement Equipment Project FY21 FY22 FY23 309 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR80 DEPARTMENT Signs & Signals PROJECT NAME Utility Terrain Vehicle FY19 $55,000 FY20 Unscheduled DESCRIPTION OF PROJECT Utility Terrain Vehicle (UTV) for use by the Sign and Signal Crew. These have been used in the Parks and Street Departments and have found that they are very versatile. It would be used for curb painting, pavement markings, weed trimming, auguring postholes, sign installation and work where tight spaces make it easier using the smaller UTV. We would be able to use all the skid steer attachments that the City currently has as well as any hydraulically powered attachment. ALTERNATIVES CONSIDERED Continue to borrow when Toolcats are available from other departments. ADVANTAGES OF APPROVAL Efficiency in operations. Maneuverability in tight spaces. Versatility as many attachments can be used for different jobs. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Routine maintenance. FUNDING SOURCES None New Replacement Equipment Project FY21 FY22 FY23 310 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR81 DEPARTMENT Street Operations PROJECT NAME Brine Making Machine With Building FY19 FY20 Unscheduled $200,000 DESCRIPTION OF PROJECT This is a request for a brine-making machine to replace the use of Magnesium Chloride in the pre wetting of our sand. By wetting the sand as it is applied, it cuts down on the amount of bounce when the sand hits the ground and gives some melting action. In some communities, salt brine is used pre storm to keep the initial snow from bonding to the pavement. This could be used on our known early freeze areas such as roundabouts and shaded areas. ALTERNATIVES CONSIDERED Keep using Mag. ADVANTAGES OF APPROVAL Less cost per gallon. Mag has a tendency to migrate into wiring looms on the truck. Brine does not. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Less cost after initial investment. FUNDING SOURCES None. New Replacement Equipment Project FY21 FY22 FY23 311 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR82 DEPARTMENT Street Operations PROJECT NAME Motor Grader Lease Payoff FY19 $170,000 FY20 Unscheduled DESCRIPTION OF PROJECT Our 5-year lease will be up in FY19. This grader has been trouble free during the lease and the operators are efficient in its operation. A used grader with the low hours, all preventative maintenance performed and the M Series with joystick controls would be over $200,000 to purchase. Purchasing for $170,000 is a good buy and will give us years of service. ALTERNATIVES CONSIDERED Turn lease unit back in. Lease another new grader and turn this one back in. ADVANTAGES OF APPROVAL Keeping a grader that we know operationally and mechanically is good. Snow gate stays with the grader where a new one would need a new snow gate. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Normal maintenance. FUNDING SOURCES None. New Replacement Equipment Project FY21 FY22 FY23 312 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR83 DEPARTMENT Street Operations PROJECT NAME N. 27th Median Landscaping and Irrigation from Oak to Baxter FY19 $40,000 FY20 Unscheduled DESCRIPTION OF PROJECT Install irrigation, trees and turf where none exists on N 27th from Oak to Baxter. ALTERNATIVES CONSIDERED Concrete, paving or continue to mow and spray weeds. ADVANTAGES OF APPROVAL Aesthetics. A landscaped median has shown to calm traffic. Less maintenance than weeds. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED We would add this to our median maintenance contract. $4,000 per year for mowing and trimming per year. FUNDING SOURCES None. New Replacement Equipment Project FY21 FY22 FY23 313 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR84 DEPARTMENT Street Operations PROJECT NAME Plug In Electric Work Truck. FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This is a request to add to our fleet an electric work pickup. It would be a ½-ton four-wheel drive. Production is expected to start in 2018 with preference given to fleets. With an estimated range of 80 miles between charges, it would be ideal in our operations. Cost per day to charge would be about $4.00. ALTERNATIVES CONSIDERED Continue with gas powered trucks. ADVANTAGES OF APPROVAL Lower operating costs. Less emissions. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Less than gasoline. 240 volt charging station would be needed at the Shops. FUNDING SOURCES Possible grants. New Replacement Equipment Project FY21 FY22 $60,000 FY23 314 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR85 DEPARTMENT Street Operations PROJECT NAME Replace 1992 Wheel Loader FY19 FY20 $180,000 Unscheduled DESCRIPTION OF PROJECT This is a request to replace our 1992 CAT Wheel Loader that will be 28 years old at time of replacement. It currently has 11,839 hours. We are spending over $10,000 per year on maintenance and repairs. We will trade in this loader on the new unit. Since this loader was built, improvements on wheel loaders include 50% reduction in fuel usage per hour, more than 50% emission reduction of Oxides of Nitrogen (NOx) and Particulate Matter (PM), increased operator efficiency, wireless maintenance reminders and better roll over protection (ROPS). ALTERNATIVES CONSIDERED Keep loader. Budget for repair costs. ADVANTAGES OF APPROVAL Reliability. Lower maintenance costs, increased productivity. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None. FUNDING SOURCES None. New Replacement Equipment Project FY21 FY22 FY23 315 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR86 DEPARTMENT Street Operations PROJECT NAME S. 27th Median Landscaping and Irrigation from Kurk to Blackwood. FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Currently only one median has irrigation. This would extend the irrigation to all three and add turf and trees. ALTERNATIVES CONSIDERED Continue to mow and spray weeds. Concrete or pave. ADVANTAGES OF APPROVAL Aesthetics. Landscaped medians have shown to calm traffic. Not letting weeds go to seed. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This would be added to our Median Maintenance contract. $2,500 yearly. FUNDING SOURCES None. New Replacement Equipment Project FY21 FY22 $20,000 FY23 316 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR87 DEPARTMENT Street Operations PROJECT NAME Spot Projects as Recommended by the Bozeman Area Bicycle Advisory Board (BABAB). FY19 FY20 Unscheduled $50,000 DESCRIPTION OF PROJECT This board would like to be able to recommend projects that might be outside the TMP. Project lists will be submitted to Engineering and Streets. ALTERNATIVES CONSIDERED Only do projects that are part of a larger project. ADVANTAGES OF APPROVAL When an opportunity arises and the board can prioritize a list, money would be available. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Repainting of markings. FUNDING SOURCES Transportation Alternatives (TA). New Replacement Equipment Project FY21 FY22 FY23 317 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR88 DEPARTMENT Street Operations PROJECT NAME Spot Projects as Recommended by the Pedestrian Traffic and Safety Committee. FY19 FY20 Unscheduled $30,000 DESCRIPTION OF PROJECT This committee would like to be able to recommend projects that might be outside the TMP. Project list will be submitted to Engineering and Streets. ALTERNATIVES CONSIDERED Only do projects that are part of a larger project. ADVANTAGES OF APPROVAL When an opportunity arises and the committee can prioritize a list, money would be available. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Repainting of markings. FUNDING SOURCES Transportation Alternatives (TA). New Replacement Equipment Project FY21 FY22 FY23 318 CIP Project Fund Street Maintenance Fund PROJECT NUMBER STR89 DEPARTMENT Street Operations PROJECT NAME Spray Patch Truck FY19 $250,000 FY20 Unscheduled DESCRIPTION OF PROJECT Our pavement preservation program includes several types of patching from a simple patch to a mill and overlay. We have found spray patching, where oil and aggregate is used to fill the pothole to be very efficient and effective. Spray patching allows pothole patching during a wider range of temperatures and conditions. Currently we are using a trailer-mounted unit that takes at least two operators with one working directly in traffic. It also ties up one dump truck making it unavailable for our mill and overlays when we need all the trucks available. While this always gives us the patch we want, getting set up and then working around and in traffic is not ideal. Traffic control and positioning the truck and trailer often take longer than the patching process. A truck- mounted unit is a much quieter operation and could be used on our 3AM crew by just one operator. We have found spray patches to be a permanent repair that has saved many streets from going over the cliff to reconstruction. Sealing alligator cracking and low spots have prevented failures during the spring that lead to tire breaking potholes that are difficult to patch during wet weather. Spray patching is the main reason we have not had a pothole claim in 3 years. We would trade in or sell our trailer mounted unit. ALTERNATIVES CONSIDERED Keep using current method with trailer mounted unit. ADVANTAGES OF APPROVAL One operator operation vs. two. Greater temperature range we can operate. Quicker process so we can get more done. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Normal maintenance costs. FUNDING SOURCES None. New Replacement Equipment Project FY21 FY22 FY23 319    320 Wa s t e w a t e r   F u n d   Ca p i t a l   I m p r o v e m e n t   P l a n Fi n a n c i a l   S u m m a r y Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 F Y 2 1 F Y 2 2 F Y 2 3 Unscheduled Pr o j e c t e d   B e g i n n i n g   R e s e r v e   B a l a n c e   D e d i c a t e d   t o   C I P 1 , 5 4 8 , 4 1 4 $            1 , 7 3 0 , 7 5 5 $                    5 7 2 , 7 1 8 $                  8 7 2 , 3 1 5 $                  1 , 5 3 1 , 5 7 6 $            2 , 3 4 2 , 5 8 9 $      ‐ $                       P l u s :     W a s t e w a t e r   R e v e n u e s   D e d i c a t e d   t o   C I P 2, 1 8 8 , 8 0 0 $            2, 2 5 4 , 4 6 3 $                    2, 3 2 2 , 0 9 7 $            2, 3 9 1 , 7 6 0 $            2, 4 6 3 , 5 1 3 $            2,537,419 $      ‐ $                       L e s s :     F Y 1 7   C a r r y o v e r   C a p i t a l (1 9 3 , 9 5 9 ) $                   L e s s :     S c h e d u l e d   C I P   P r o j e c t   C o s t s (1 , 8 1 2 , 5 0 0 ) $          (3 , 4 1 2 , 5 0 0 ) $                (2 , 0 2 2 , 5 0 0 ) $        (1 , 7 3 2 , 5 0 0 ) $        (1 , 6 5 2 , 5 0 0 ) $          (1,232,500)$    (12,484,333)$    Pr o j e c t e d   Y e a r ‐ E n d   C a s h   D e d i c a t e d   t o   C I P 1, 7 3 0 , 7 5 5 $            57 2 , 7 1 8 $                          87 2 , 3 1 5 $                  1, 5 3 1 , 5 7 6 $            2, 3 4 2 , 5 8 9 $            3,647,507 $       A ss u m p t i o n s   M a d e   f o r   R e v e n u e   E s t i m a t e s Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY 2 2 FY23 Es t i m a t e d   A n n u a l   W a s t e w a t e r   R e v e n u e s 8, 7 5 5 , 1 9 8 $              8, 7 5 5 , 1 9 8 $                      9, 0 1 7 , 8 5 4 $              9, 2 8 8 , 3 9 0 $              9,567,041 $              9,854,052 $           E s t i m a t e d   A n n u a l   I n c r e a s e 0. 0 % 3% 3% 3% 3%3% To t a l   E s t i m a t e d   R e v e n u e s 8, 7 5 5 , 1 9 8 $              9, 0 1 7 , 8 5 4 $                      9, 2 8 8 , 3 9 0 $              9, 5 6 7 , 0 4 1 $              9,854,052 $              10,149,674 $      Cu r r e n t   R e v e n u e s   D e d i c a t e d   t o   C I P   % 25 . 0 % 25 . 0 % 2 5 . 0 % 2 5 . 0 % 2 5 . 0 % 2 5 . 0 %    P l u s :     I n c r e a s e   D e d i c a t e d   t o   C I P 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0.0%0.0%    T o t a l   %   D e d i c a t e d   t o   C I P 25 . 0 % 25 . 0 % 2 5 . 0 % 2 5 . 0 % 2 5 . 0 % 2 5 . 0 % To t a l   E s t i m a t e d   R e v e n u e s   D e d i c a t e d   t o   C I P 2, 1 8 8 , 8 0 0 $              2, 2 5 4 , 4 6 3 $                      2, 3 2 2 , 0 9 7 $              2, 3 9 1 , 7 6 0 $              2,463,513 $              2,537,419 $        Pr o j e c t e d Pr o j e c t e d C U R R E N T $ ( 3 , 4 1 2 , 5 0 0 ) $ ( 2 , 0 2 2 , 5 0 0 ) $ ( 1 , 7 3 2 , 5 0 0 ) $ ( 1 , 6 5 2 , 5 0 0 ) $ ( 1 , 2 3 2 , 5 0 0 ) $ ( 1 2 , 4 8 4 , 3 3 3 ) FY 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 F Y 2 3 U N S C H E D U L E D WA S T E W A T E R   F U N D   P R O J E C T S   &   EQ U I P M E N T   32 1 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 Wa s t e w a t e r Fu n d WW 0 7 En g i n e e r i n g AN N U A L W A S T E W A T E R P I P E RE P L A C E M E N T P R O G R A M - D E S I G N $22,500 $2 2 , 5 0 0 $2 2 , 5 0 0 $2 2 , 5 0 0 $2 2 , 5 0 0 WW 0 8 - 1 9 En g i n e e r i n g WA S T E W A T E R P I P E R E P L A C E M E N T PR O G R A M - C O N S T R U C T I O N I N 2 0 1 9 $1 , 0 0 0 , 0 0 0 WW 0 8 - 2 0 En g i n e e r i n g WA S T E W A T E R P I P E R E P L A C E M E N T PR O G R A M - C O N S T R U C T I O N I N 2 0 2 0 $1 , 0 0 0 , 0 0 0 WW 0 8 - 2 1 En g i n e e r i n g WA S T E W A T E R P I P E R E P L A C E M E N T PR O G R A M - C O N S T R U C T I O N I N 2 0 2 1 $1 , 0 0 0 , 0 0 0 WW 0 8 - 2 2 En g i n e e r i n g WA S T E W A T E R P I P E R E P L A C E M E N T PR O G R A M - C O N S T R U C T I O N I N 2 0 2 2 $1 , 0 0 0 , 0 0 0 WW 0 8 - 2 3 En g i n e e r i n g WA S T E W A T E R P I P E R E P L A C E M E N T PR O G R A M - C O N S T R U C T I O N I N 2 0 2 3 $1,000,000 WW 2 7 En g i n e e r i n g AN N U A L W A T E R S H E D S T U D Y & S T R E A M MO D E L I N G $60,000 $6 0 , 0 0 0 $6 0 , 0 0 0 $6 0 , 0 0 0 $6 0 , 0 0 0 $1,082,500 $1 , 0 8 2 , 5 0 0 $1 , 0 8 2 , 5 0 0 $1 , 0 8 2 , 5 0 0 $1 , 0 8 2 , 5 0 0 To t a l s b y D E P A R T M E N T Wa s t e w a t e r Fu n d GF 2 2 7 Fi n a n c e ER P R E P L A C E M E N T " S U N G A R D RE P L A C E M E N T / U P G R A D E " $333,333 $333,333 To t a l s b y D E P A R T M E N T Wa s t e w a t e r Fu n d PW 0 5 Pu b l i c W o r k s PU B L I C W O R K S S H O P S M A S T E R P L A N $2 0 , 0 0 0 PW 0 6 Pu b l i c W o r k s PU B L I C W O R K S S H O P S F A C I L I T Y CO N S T R U C T I O N $6 7 0 , 0 0 0 $2 0 , 0 0 0 $6 7 0 , 0 0 0 To t a l s b y D E P A R T M E N T Wa s t e w a t e r Fu n d WW 5 4 Wa s t e w a t e r O p RE P L A C E # 1 7 8 3 - 1 9 9 5 F O R D D U M P T R U C K $9 5 , 0 0 0 WW 8 6 Wa s t e w a t e r O p WH E E L E D E X C A V A T O R $151,000 WW 8 6 Wa s t e w a t e r O p ST E E R A B L E S E W E R T V T R A C T O R $2 5 , 0 0 0 32 2 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 WW 8 7 Wa s t e w a t e r O p SE W E R F L O W M E T E R S $3 5 , 0 0 0 $6 0 , 0 0 0 $9 5 , 0 0 0 $151,000 To t a l s b y D E P A R T M E N T Wa s t e w a t e r Fu n d WW 3 9 WR F RE S U R F A C E A N D R E P A I N T C L A R I F I E R S $3 2 0 , 0 0 0 WW 4 9 WR F RO L L - O F F S T O R A G E B U I L D I N G CO N S T R U C T I O N & P O S S I B L E 2 N D S C R E W PR E S S E N C L O S U R E $1 , 5 0 0 , 0 0 0 WW 5 8 WR F CH I P S E A L A N D T O P C O A T W R F A S P H A L T $5 5 , 0 0 0 WW 6 9 WR F WR F F A C I L I T Y R & R $100,000 $7 5 , 0 0 0 $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 WW 7 0 WR F WR F F A C I L I T Y E N G I N E E R I N G & OP T I M I Z A T I O N $50,000 $5 0 , 0 0 0 $5 0 , 0 0 0 $5 0 , 0 0 0 $5 0 , 0 0 0 WW 7 6 WR F TH I R D P R E T R E A T M E N T S C R E E N $5 0 0 , 0 0 0 WW 7 8 WR F SE R V E R R E P L A C E M E N T A T W R F (W R F C T R L B A K ) $1 0 , 0 0 0 WW 8 3 WR F UF A T G R A V I T Y T H I C K E N E R D R I V E A N D AR M S R E P L A C E M E N T $4 0 0 , 0 0 0 WW 8 4 WR F SE R V E R R E P L A C E M E N T A T W R F (W R F C T R L P R I ) $1 0 , 0 0 0 WW 8 5 WR F WR F P R O C E S S U P G R A D E S T O I M P R O V E NU T R I E N T R E C O V E R Y & C A P A C I T Y $12,000,000 WW 8 8 WR F RE - T U B E B O I L E R $2 5 , 0 0 0 WW 8 9 WR F HV A C H E A T L O O P O P T I M I Z A T I O N $2 5 0 , 0 0 0 $150,000 $2 , 2 5 0 , 0 0 0 $1 7 5 , 0 0 0 $6 5 0 , 0 0 0 $5 7 0 , 0 0 0 $12,000,000 To t a l s b y D E P A R T M E N T Su m m a r y f o r W a s t e w a t e r F u n d ( 2 6 i t e m s ) To t a l s b y y e a r : $1,232,500 $3 , 4 1 2 , 5 0 0 $2 , 0 2 2 , 5 0 0 $12,484,333FY23 FY 1 9 FY 2 0 Unscheduled FY 2 2 $1 , 6 5 2 , 5 0 0 $1 , 7 3 2 , 5 0 0 FY 2 1 32 3 CIP Project Fund Wastewater Fund PROJECT NUMBER GF227 DEPARTMENT Finance PROJECT NAME ERP Replacement "Sungard Replacement/Upgrade" FY19 FY20 Unscheduled $333,333 DESCRIPTION OF PROJECT Replacing/upgrading the current system installed in 1999. This is the system that runs all the financial, community development, land records, utility and business license applications. Although it is unscheduled we are currently looking into this with a possibility of FY20. ALTERNATIVES CONSIDERED Continue running current SunGard package. Use SunGard.net (NaviLine EDGE) as an improvement to the current system, but not a full replacement. ADVANTAGES OF APPROVAL Simplified package. Easier to integrate the various applications/programs. Easier to pull out information for end users. Easier compiliation of Commission reports and packets for Community Development. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Unknown. Dependent on the option chosen. FUNDING SOURCES General Fund 33%; Water Fund 33%; Wastewater Fund 33% New Replacement Equipment Project FY21 FY22 FY23 324 CIP Project Fund Wastewater Fund PROJECT NUMBER PW05 DEPARTMENT Public Works PROJECT NAME Public Works Shops Master Plan FY19 $20,000 FY20 Unscheduled DESCRIPTION OF PROJECT Develop a long term master plan for Public Works shop facilities, equipment, and personnel. This includes conducting a needs assessment of space for existing and future employees, equipment, machinery, and rolling stock. There is a severe shortage of enclosed storage for equipment, vehicles, and machinery, resulting in extra wear and tear, additional maintenance costs, and time preparing the equipment on cold mornings. Additionally, there is a lack of space available for existing as well as future staff. This will be split three ways between water ($20,000), wastewater ($20,000), and streets ($20,000). ALTERNATIVES CONSIDERED Continue using existing infrastructure. ADVANTAGES OF APPROVAL Provide an accurate analysis of the City of Bozeman Public Works space needs for both equipment as well as people. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Depending on the results of the plan, the likely result will be the construction of additional storage and office space. FUNDING SOURCES This project will be split 3 ways between Water Fund ($20,000), Wastewater Fund ($20,000), and Street Maintenance Fund ($20,000) New Replacement Equipment Project FY21 FY22 FY23 325 CIP Project Fund Wastewater Fund PROJECT NUMBER PW06 DEPARTMENT Public Works PROJECT NAME Public Works Shops Facility Construction FY19 FY20 $670,000 Unscheduled DESCRIPTION OF PROJECT Construct additional facilities recommended in the result of the Public Works Shops Master Plan. This will be split three ways between water ($670,000), wastewater ($670,000), and streets ($670,000). ALTERNATIVES CONSIDERED Continue using existing infrastructure. ADVANTAGES OF APPROVAL The construction of a new Public Works facility will provide indoor storage for millions of dollars of equipment, machinery, vehicles, etc. This will both reduce wear and tear and maintenance costs, as well as reduce time spent on preparing equipment on cold mornings. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Normal building maintenance and utility costs. FUNDING SOURCES This project will be split 3 ways between Water Fund ($670,000), Wastewater Fund ($670,000), and Street Maintenance Fund ($670,000) New Replacement Equipment Project FY21 FY22 FY23 326 CIP Project Fund Wastewater Fund PROJECT NUMBER WW07 DEPARTMENT Engineering PROJECT NAME Annual Wastewater Pipe Replacement Program - Design FY19 $22,500 FY20 $22,500 Unscheduled DESCRIPTION OF PROJECT This item provides for design work to be completed every-other year, in anticipation of the Annual System Upgrades. Annual wastewater pipe replacement projects minimize service interruptions or main breaks attributable to aging infrastructure. Annual Wastewater Pipe Replacement Program project would be delayed if not done. ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL Provides survey work needed for design of necessary sewer system maintenance work. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED NA FUNDING SOURCES 100% Wastewater Utility Fund New Replacement Equipment Project FY21 $22,500 FY22 $22,500 FY23 $22,500 327 CIP Project Fund Wastewater Fund PROJECT NUMBER WW08-19 DEPARTMENT Engineering PROJECT NAME Wastewater Pipe Replacement Program - Construction in 2019 FY19 $1,000,000 FY20 Unscheduled DESCRIPTION OF PROJECT This project would complete design, bid and begin construction in the Spring/Summer of 2019. Priority will will be places on the sewer segment on S Tracy from College to Babcock to coincide with the S Tracy street reconstructions scheduled for FY19. The remaining balance will be used to continue sewer replacements on segments identified as needing repairs. The condition of the sewer system is analyzed nightly to account for daily updates from the Wastewater Operations Department. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Provides for the construction of necessary wastewater system maintenance work. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This project results in a net decrease in overall maintenance costs over the lifecycle of all pipes. FUNDING SOURCES 100% Wastewater Fund New Replacement Equipment Project FY21 FY22 FY23 328 CIP Project Fund Wastewater Fund PROJECT NUMBER WW08-20 DEPARTMENT Engineering PROJECT NAME Wastewater Pipe Replacement Program - Construction in 2020 FY19 FY20 $1,000,000 Unscheduled DESCRIPTION OF PROJECT This project would complete design, bid and begin construction in the Spring/Summer of 2020. Priority will will be places on the sewer segment on S Black from College to the Cul-De-Sac to coincide with the S Black street reconstructions scheduled for FY20. The remaining balance will be used to continue sewer replacements on segments identified as needing repairs. The condition of the sewer system is analyzed nightly to account for daily updates from the Wastewater Operations Department. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Provides for the construction of necessary wastewater system maintenance work. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This project results in a net decrease in overall maintenance costs over the lifecycle of all pipes. FUNDING SOURCES 100% Wastewater Fund New Replacement Equipment Project FY21 FY22 FY23 329 CIP Project Fund Wastewater Fund PROJECT NUMBER WW08-21 DEPARTMENT Engineering PROJECT NAME Wastewater Pipe Replacement Program - Construction in 2021 FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This project would complete design, bid and begin construction in the Spring/Summer of 2021. Priority will will be places on the sewer segment on N Tracy from Villard to Peach to coincide with the N Tracy street reconstructions scheduled for FY21. The remaining balance will be used to continue sewer replacements on segments identified as needing repairs. The condition of the sewer system is analyzed nightly to account for daily updates from the Wastewater Operations Department. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Provides for the construction of necessary wastewater system maintenance work. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This project results in a net decrease in overall maintenance costs over the lifecycle of all pipes. FUNDING SOURCES 100% Wastewater Fund New Replacement Equipment Project FY21 $1,000,000 FY22 FY23 330 CIP Project Fund Wastewater Fund PROJECT NUMBER WW08-22 DEPARTMENT Engineering PROJECT NAME Wastewater Pipe Replacement Program - Construction in 2022 FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This project would complete design, bid and begin construction in the Spring/Summer of 2022. Priority will will be places on the sewer segment on N 17th from Durston to the end to coincide with the N 17th street reconstructions scheduled for FY22. The remaining balance will be used to continue sewer replacements on segments identified as needing repairs. The condition of the sewer system is analyzed nightly to account for daily updates from the Wastewater Operations Department. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Provides for the construction of necessary wastewater system maintenance work. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This project results in a net decrease in overall maintenance costs over the lifecycle of all pipes. FUNDING SOURCES 100% Wastewater Fund New Replacement Equipment Project FY21 FY22 $1,000,000 FY23 331 CIP Project Fund Wastewater Fund PROJECT NUMBER WW08-23 DEPARTMENT Engineering PROJECT NAME Wastewater Pipe Replacement Program - Construction in 2023 FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This project would complete design, bid and begin construction in the Spring/Summer of 2023. Priority will will be places on the sewer segment on West Koch Street from 8th to Tracy to coincide with the West Koch Street reconstructions scheduled for FY23. The remaining balance will be used to continue sewer replacements on segments identified as needing repairs. The condition of the sewer system is analyzed nightly to account for daily updates from the Wastewater Operations Department. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Provides for the construction of necessary wastewater system maintenance work. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This project results in a net decrease in overall maintenance costs over the lifecycle of all pipes. FUNDING SOURCES 100% Wastewater Fund New Replacement Equipment Project FY21 FY22 FY23 $1,000,000 332 CIP Project Fund Wastewater Fund PROJECT NUMBER WW27 DEPARTMENT Engineering PROJECT NAME Annual Watershed Study & Stream Modeling FY19 $60,000 FY20 $60,000 Unscheduled DESCRIPTION OF PROJECT Develop a comprehensive, multi-year watershed study and computer model for the East Gallatin River, which would enable the City and DEQ to better determine stream load allocations and develop a more scientifically valid TMDL for the river segment we discharge to. This will require annual field sample collection, laboratory analytic al work, and detailed computer modeling using calibrated and validated datasets. It is a crucial tool to inform MPDES discharge permit negotiations and compliance with MT numeric nutrient regulations. This project leverages cooperative relationship with Gallatin Local Water Quality District in the performance of field sampling activities, and it has significant potential to affect scope of future upgrades to WRF to meet numeric nutrient limitations imposed by DEQ Circular 12A and implemented through future MPDES discharge permits. Stream modeling may reduce or eliminate the need for future upgrades dependent upon the results of ongoing data collection and model calibrations. Modeling could identify that assimilative capacity is available in the East Gallatin River or that the EGR is nutrient limited. Model also essential to identify nutrient trade opportunities which could be a significant MPDES compliance tool. ALTERNATIVES CONSIDERED Not undertake this work and risk having to accept the TMDL and waste load allocations the DEQ has proposed in their original draft documents. This decision could greatly limit our ability to appeal future nutrient limitations and could result in non-compliance. ADVANTAGES OF APPROVAL This watershed study will greatly enhance the City’s understand of our impact on the East Gallatin River and enable us to more successfully negotiate future permit limits with the DEQ. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None, unless additional stream sampling is desired in subsequent years. FUNDING SOURCES 100% Wastewater Fund New Replacement Equipment Project FY21 $60,000 FY22 $60,000 FY23 $60,000 333 CIP Project Fund Wastewater Fund PROJECT NUMBER WW39 DEPARTMENT WRF PROJECT NAME Resurface and Repaint Clarifiers FY19 $320,000 FY20 Unscheduled DESCRIPTION OF PROJECT Sandblast and paint clarifier drives on primary 1 and secondary 3. Beaches and weirs also need replaced on Primary 1 and 2, and on Secondary 1, 2, and 3. The old final clarifiers were installed in the late 1980's and need to be painted and resurfaced to extend their useful life. Painting and resurfacing the clarifier drives and replacing beaches and weirs will preserve the infrastructure and delay the cost of replacement. ALTERNATIVES CONSIDERED Do nothing ADVANTAGES OF APPROVAL Replace lost & chipping paint on old clarifiers to prevent further deterioration of existing infrastructure. These clarifiers have not been painted since they were installed in 1985. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No new operating costs. FUNDING SOURCES 100% Wastewater Funds New Replacement Equipment Project FY21 FY22 FY23 334 CIP Project Fund Wastewater Fund PROJECT NUMBER WW49 DEPARTMENT WRF PROJECT NAME Roll-Off Storage Building Construction & Possible 2nd Screw Press Enclosure FY19 $1,500,000 FY20 Unscheduled DESCRIPTION OF PROJECT Engineering and construction of a roll-off building and 2nd screw press enclosure. Currently, an enclosed area consisting of concrete blankets is suspended by cables and heated with portable propane heaters which keeps the roll-offs from freezing in the truck storage building. The trucks are stored overnight during the winter so the solids inside them do not freeze. The addition would return the needed space in the truck storage building and would reduce heating costs by using the exhaust air from the solids handling building. Less energy would be used if an extension to the roll-off loading area was built. It could use exhaust air from the solids dewatering building to heat it. Also, not using the portable propane heaters would be a cost savings. Installing this screw press will allow not only redundancy but allows for the additional solids handling that the growing community will need. This project will allow for additional storage of roll-offs, polymer totes and the housing of a new screw press. ALTERNATIVES CONSIDERED Construction of an addition not to include the purchase of a new screw press. ADVANTAGES OF APPROVAL Installing this screw press will allow not only redundancy but allows for the additional solids handling that the growing community will need. This project will allow for additional storage of roll-offs, polymer totes and the housing of a new screw press. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This addition could be heated with exhaust air from the Solids Handling Building, reducing costs. If a screw press was also housed in this addition, electrical costs for pumping and press operation would be additional. FUNDING SOURCES Digester 3 settlement money, amount TBD but estimated at $1,500,000. New Replacement Equipment Project FY21 FY22 FY23 335 CIP Project Fund Wastewater Fund PROJECT NUMBER WW54 DEPARTMENT Wastewater Operations PROJECT NAME Replace #1783 - 1995 Ford Dump Truck FY19 FY20 $95,000 Unscheduled DESCRIPTION OF PROJECT Vehicle maintenance is requesting that the vehicle be replaced due to age. It has a leaking brake booster that needs replaced, and they can’t get parts to get it repaired because the parts aren’t available for this vehicle anymore. The parts will continue to get harder to purchase in the future to keep this vehicle in service. ALTERNATIVES CONSIDERED Continue to use older vehicle which is becoming unreliable and costly to maintain. ADVANTAGES OF APPROVAL Will be a more fuel efficient and lower emissions vehicle. The new vehicle will improve safety of the crews, there would be lower repair costs and it would help maintain current operations levels. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Using an older piece of equipment that becomes more unreliable. FUNDING SOURCES 100% Wastewater Fund New Replacement Equipment Project FY21 FY22 FY23 336 CIP Project Fund Wastewater Fund PROJECT NUMBER WW58 DEPARTMENT WRF PROJECT NAME Chip Seal and Topcoat WRF Asphalt FY19 $55,000 FY20 Unscheduled DESCRIPTION OF PROJECT Chip Seal and topcoat WRF Asphalt to keep it from deteriorating. The 4.894 acres of asphalt at the WRF facility needs to be protected to extend its useful life. Chip seal 0.402 acres and topcoat 4.492 acres. ALTERNATIVES CONSIDERED Do nothing. ADVANTAGES OF APPROVAL Chip seal and topcoat will extend the useful life of the existing City infrastructure. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES 100% Wastewater Funds New Replacement Equipment Project FY21 FY22 FY23 337 CIP Project Fund Wastewater Fund PROJECT NUMBER WW69 DEPARTMENT WRF PROJECT NAME WRF Facility R&R FY19 $75,000 FY20 $100,000 Unscheduled DESCRIPTION OF PROJECT Repair and replacement of equipment is an ongoing job at the Bozeman WRF. These funds would be used to repair or replace equipment that fails unexpectedly in an emergency situation. An unforeseen mechanical failure needs to be remedied quickly to protect the quality of facility effluent discharged into the East Gallatin. ALTERNATIVES CONSIDERED Not having this fund would defer other needed maintenance. ADVANTAGES OF APPROVAL Most processes run 24/7 and have backup systems but when the first system fails there is no backup system and repairs need to be made immediately. Not all repairs or equipment failures can be predicted and budgeted as a capital improvement project. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES 100% Wastewater Funds New Replacement Equipment Project FY21 $100,000 FY22 $100,000 FY23 $100,000 338 CIP Project Fund Wastewater Fund PROJECT NUMBER WW70 DEPARTMENT WRF PROJECT NAME WRF Facility Engineering & Optimization FY19 $50,000 FY20 $50,000 Unscheduled DESCRIPTION OF PROJECT This will allow engineering to be completed on needed projects and to study plant optimization options before spending money on equipment that might not be needed or the proper type. Additionally, this will allow studies to be conducted to make sure the proposed plant optimizations will actually improve the effluent quality at a reasonable expense. ALTERNATIVES CONSIDERED Order replacement or upgrades to equipment that may not be sized correctly or made of the proper materials. Proceed with optimization projects without knowing if the project will actually improve plant performance. ADVANTAGES OF APPROVAL The advantage of having funds available to do engineering studies before any project is started will make sure that the right equipment is purchased and that it will perform properly. Optimization studies will predict actual cost/benefit over time to make sure the city is spending its money efficiently. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Currently unknown FUNDING SOURCES 100% Wastewater Funds New Replacement Equipment Project FY21 $50,000 FY22 $50,000 FY23 $50,000 339 CIP Project Fund Wastewater Fund PROJECT NUMBER WW76 DEPARTMENT WRF PROJECT NAME Third Pretreatment Screen FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Purchase a third pretreatment screen and the engineering to properly install it. The two installed pretreatment screens are running 24/7 so there is no redundancy to the system. Adding a third screen will increase the capacity of pretreatment to handle increased flows from growth without bypassing the screens. This screen will prevent the clogging of pipes and pumps will preserve the effluent quality of the facility, and all equipment downstream of the screens will be better protected. Pipes and pumps that are not plugged run more efficiently and require less energy to run. ALTERNATIVES CONSIDERED Do nothing and run the risk of having to bypass the existing screens because they cannot handle the load coming into the plant. ADVANTAGES OF APPROVAL Protecting downstream infrastructure by not having to bypass the screens. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Additional cost of electricity for the motors on the screen. FUNDING SOURCES Wastewater Funds and possibly Impact Funds New Replacement Equipment Project FY21 $500,000 FY22 FY23 340 CIP Project Fund Wastewater Fund PROJECT NUMBER WW78 DEPARTMENT WRF PROJECT NAME Server Replacement at WRF (WRFCTRLBAK) FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Replace the WRF server WRFCTRLBAK ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES 100% Wastewater Funds New Replacement Equipment Project FY21 FY22 $10,000 FY23 341 CIP Project Fund Wastewater Fund PROJECT NUMBER WW83 DEPARTMENT WRF PROJECT NAME UFAT Gravity Thickener Drive and Arms Replacement FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Replacement of the gravity thickener deteriorating mechanism. The UFAT gravity Thickener thickens elutriated fermented sludge before it is sent to the digester thus increasing detention time in the digesters. It is the second stage of the UFAT system that generates Volatile Fatty Acids that are an energy source for the Phosphorus Accumulating Organisms. These POA's are what remove the phosphorus from the wastewater. The gravity Thickener thickens elutriated fermented sludge before it is sent to the digester thus increasing detention time in the digesters. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Installation planning and purchase of the drive and arms will allow a scheduled shutdown rather than a quick fix when the drive fails. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No additional costs. FUNDING SOURCES Not known at this time. New Replacement Equipment Project FY21 FY22 $400,000 FY23 342 CIP Project Fund Wastewater Fund PROJECT NUMBER WW84 DEPARTMENT WRF PROJECT NAME Server Replacement at WRF (WRFCTRLPRI) FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Replace the WRF server WRFCTRLPRI ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES 100% Wastewater Funds New Replacement Equipment Project FY21 FY22 $10,000 FY23 343 CIP Project Fund Wastewater Fund PROJECT NUMBER WW85 DEPARTMENT WRF PROJECT NAME WRF Process Upgrades to Improve Nutrient Recovery & Capacity FY19 FY20 Unscheduled $12,000,000 DESCRIPTION OF PROJECT This project will increase WRF capacity to meet facility plan recommendations and future discharge permit requirements. ALTERNATIVES CONSIDERED Do nothing and loose a commodity that is a bi-product of anaerobic digestion ADVANTAGES OF APPROVAL The production of magnesium ammonium phosphate to be sold as a slow release fertilizer will recycle limited nutrients back into the ecosystem. This process will reduce the nitrogen and phosphorus in our sidestream returning to the head of the plant which will in turn reduce the loading on the process. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Maintenance and operating costs that will be offset by income from the sale of the slow release fertilizer. FUNDING SOURCES 100% Wastewater Funds New Replacement Equipment Project FY21 FY22 FY23 344 CIP Project Fund Wastewater Fund PROJECT NUMBER WW86 DEPARTMENT Wastewater Operations PROJECT NAME Steerable sewer TV tractor FY19 $25,000 FY20 Unscheduled DESCRIPTION OF PROJECT This tractor carries our TV camera in our sanitary and storm sewers. This tractor is the only tractor that can carry our new larger digital cameras. Currently, we only have one steerable tractor, so using both sewer trucks at the same time is not possible. ALTERNATIVES CONSIDERED Use one truck at a time with the larger camera. ADVANTAGES OF APPROVAL Using both digital cameras at the same time which televise the sewer mains much faster than our older cameras. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED NA FUNDING SOURCES NA New Replacement Equipment Project FY21 FY22 FY23 345 CIP Project Fund Wastewater Fund PROJECT NUMBER WW86 DEPARTMENT Wastewater Operations PROJECT NAME Wheeled Excavator FY19 FY20 Unscheduled $151,000 DESCRIPTION OF PROJECT This would be a trackhoe excavator with wheels instead of tracks. It is a critical piece of machinery in our departments, and it is used to maintain water, sewer, and stormwater infrastructure. The excavator will be split 50/50 with the water fund (W68). ALTERNATIVES CONSIDERED Continue to use smaller equipment. ADVANTAGES OF APPROVAL Increased productivity with larger excavator. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED N/A FUNDING SOURCES $151,000 Water Fund, $151,000 Wastewater Fund New Replacement Equipment Project FY21 FY22 FY23 346 CIP Project Fund Wastewater Fund PROJECT NUMBER WW87 DEPARTMENT Wastewater Operations PROJECT NAME Sewer Flow Meters FY19 $35,000 FY20 Unscheduled DESCRIPTION OF PROJECT Two flow meters can record sewer flows in the sewer mains, which is critical for planning for new mains. These meters will be used along with the one we purchased in FY 17. We need multiple flow meters to monitor wet weather events to calibrate our sewer model. With growth, there is also a need to monitor available sewer capacity for new subdivisions. ALTERNATIVES CONSIDERED Renting additional meters. ADVANTAGES OF APPROVAL The ability to do in house monitoring of sewer flows. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED $600 / year for software. $80 / month for cellular data. (For both meters) FUNDING SOURCES NA New Replacement Equipment Project FY21 FY22 FY23 347 CIP Project Fund Wastewater Fund PROJECT NUMBER WW88 DEPARTMENT WRF PROJECT NAME Re-Tube Boiler FY19 FY20 $25,000 Unscheduled DESCRIPTION OF PROJECT Current boiler in de-watering building continually has wear on internal components that causes deterioration. Rebuilding will ensure operation, as well as, extend life of boiler and is more economical than replacing the entire boiler. ALTERNATIVES CONSIDERED Replace and repair tubes individually as they fail. ADVANTAGES OF APPROVAL The cost of replacing 4 tubes is about the same as what replacing all 20+ would cost. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES None New Replacement Equipment Project FY21 FY22 FY23 348 CIP Project Fund Wastewater Fund PROJECT NUMBER WW89 DEPARTMENT WRF PROJECT NAME HVAC heat loop optimization FY19 $250,000 FY20 Unscheduled DESCRIPTION OF PROJECT Modify heating system to provide for facility needs. The current HVAC system is not adequately heating the digester and buildings. This poses some operational problems that range from inadequate sludge digestion to not being able to provide enough heat to buildings and keep utilities from freezing. ALTERNATIVES CONSIDERED Some alterations have already been made to the system to maximize the current setup. There is not an easy or cost effective alternative solution that would solve this problem. ADVANTAGES OF APPROVAL This project would improve the digester operation as well as keep buildings properly heated. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED There will be some increase the energy usage, but this has not been calculated yet. FUNDING SOURCES 100% Wastewater Fund New Replacement Equipment Project FY21 FY22 FY23 349    350 Wa s t e w a t e r   I m p a c t   F e e   Ca p i t a l   I m p r o v e m e n t   P l a n Fi n a n c i a l   S u m m a r y Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 F Y 2 1 F Y 2 2 F Y 2 3 Unscheduled Pr o j e c t e d   B e g i n n i n g   R e s e r v e   B a l a n c e   D e d i c a t e d   t o   C I P 1, 7 6 7 , 4 6 0 $            (3 1 5 , 1 3 6 ) $                        32 7 , 0 7 2 $                  56 8 , 5 9 2 $                  1, 2 6 0 , 4 6 9 $              2,023,028 $              ‐ $                       P l u s :     I m p a c t   F e e   R e v e n u e s   D e d i c a t e d   t o   C I P 1, 2 2 1 , 1 5 0 $            1 , 2 8 2 , 2 0 8 $                    1 , 3 4 6 , 3 1 8 $            1 , 4 1 3 , 6 3 4 $            1 , 4 8 4 , 3 1 5 $              1 , 5 5 8 , 5 3 1 $              ‐ $                       P l u s :     F i n a n c i n g   W W I F 1 1   2, 1 8 5 , 0 0 0 $                       P l u s :     F i n a n c i n g   W W I F 2 4 5, 8 0 0 , 0 0 0 $                           P l u s :     F i n a n c i n g   W W I F 3 8 3, 3 2 0 , 0 0 0 $               P l u s :     F i n a n c i n g   W W I F 2 0   ( $ 5 , 2 9 0 , 0 0 0 ) 3,000,000 $                 L e s s :     C a r r y o v e r   F Y 1 7   C a p i t a l   P r o j e c t s (1 , 8 6 3 , 7 4 6 ) $             L e s s :     S c h e d u l e d   C I P   P r o j e c t   C o s t s (1 , 4 4 0 , 0 0 0 ) $          (8 , 6 2 5 , 0 0 0 ) $                  (4 , 4 2 4 , 7 9 7 ) $          (7 2 1 , 7 5 7 ) $                (7 2 1 , 7 5 7 ) $                  (6 , 0 1 1 , 7 5 7 ) $          (7,005,792)$       Pr o j e c t e d   Y e a r ‐ E n d   C a s h   D e d i c a t e d   t o   C I P (3 1 5 , 1 3 6 ) $                32 7 , 0 7 2 $                          56 8 , 5 9 2 $                  1, 2 6 0 , 4 6 9 $            2, 0 2 3 , 0 2 8 $              569,802 $                    Be g i n n i n g   B a l a n c e   o f   P a y b a c k   I m p r o v e m e n t s : ‐ $                                                ‐ $                                                        39 7 , 5 0 0 $                              1, 0 5 3 , 1 5 6 $                        2, 6 4 0 , 1 5 6 $                          2,640,156 $                         Pa y b a c k   D i s t r i c t   ‐   W W I F 1 1 65 5 , 6 5 6 $                              Pa y b a c k   D i s t r i c t   ‐   W W I F 2 0 1, 5 8 7 , 0 0 0 $                        Pa y b a c k   D i s t r i c t   ‐   W W I F 2 7 39 7 , 5 0 0 $                                        Pa y b a c k   D i s t r i c t   ‐   W W I F 2 3 En d i n g   B a l a n c e   o f   P a y b a c k   I m p r o v e m e n t s : ‐ $                                                39 7 , 5 0 0 $                                        1,0 5 3 , 1 5 6 $                        2, 6 4 0 , 1 5 6 $                        2, 6 4 0 , 1 5 6 $                          2,640,156 $                         As s u m p t i o n s   M a d e   f o r   R e v e n u e   E s t i m a t e s Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY 2 2 FY23 Es t i m a t e d   A n n u a l   W a s t e w a t e r   I m p a c t   F e e   R e v e n u e s 1, 2 2 1 , 1 5 0 $               1 , 2 2 1 , 1 5 0 $                        1 , 2 8 2 , 2 0 8 $                1 , 3 4 6 , 3 1 8 $                1 , 4 1 3 , 6 3 4 $                  1 , 4 8 4 , 3 1 5 $                     E s t i m a t e d   A n n u a l   I n c r e a s e 0. 0 % 5% 5% 5% 5% 5% To t a l   E s t i m a t e d   R e v e n u e s 1, 2 2 1 , 1 5 0 $               1 , 2 8 2 , 2 0 8 $                        1 , 3 4 6 , 3 1 8 $                1 , 4 1 3 , 6 3 4 $                1 , 4 8 4 , 3 1 5 $                  1 , 5 5 8 , 5 3 1 $                  Cu r r e n t   R e v e n u e s   D e d i c a t e d   t o   C I P   % 10 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 %    P l u s :     I n c r e a s e   D e d i c a t e d   t o   W a s t e w a t e r   C a p a c i t y   E x p a n s i o n   C I P 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0.0%    T o t a l   %   D e d i c a t e d   t o   C I P 10 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % To t a l   E s t i m a t e d   R e v e n u e s   D e d i c a t e d   t o   C I P 1, 2 2 1 , 1 5 0 $               1 , 2 8 2 , 2 0 8 $                        1 , 3 4 6 , 3 1 8 $                1 , 4 1 3 , 6 3 4 $                1 , 4 8 4 , 3 1 5 $                  1 , 5 5 8 , 5 3 1 $                  Pr o j e c t e d Pr o j e c t e d C U R R E N T $ ( 8 , 6 2 5 , 0 0 0 ) $ ( 4 , 4 2 4 , 7 9 7 ) $ ( 7 2 1 , 7 5 7 ) $ ( 7 2 1 , 7 5 7 ) $ ( 6 , 0 1 1 , 7 5 7 ) $ ( 7 , 0 0 5 , 7 9 2 ) FY 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 F Y 2 3 U N S C H E D U L E D WA S T E W A T E R   I M P A C T   F E E   P R O J E C T S   35 1 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 Im p a c t F e e s Wa s t e w a t e r WW I F 1 1 Wa s t e w a t e r I m FR O N T S T R E E T I N T E R C E P T O R $2 , 1 8 5 , 0 0 0 WW I F 2 0 Wa s t e w a t e r I m N F R O N T A G E R D I N T E R C E P T O R $5,290,000 WW I F 2 2 Wa s t e w a t e r Im p a c t F e e s DA V I S - F O W L E R I N T E R C E P T O R ( D U R S T O N RD T O W O A K S T ) $778,035 WW I F 2 4 Wa s t e w a t e r I m DA V I S L A N E ( L I F T S T A T I O N ) $5 , 8 0 0 , 0 0 0 WW I F 3 2 Wa s t e w a t e r Im p a c t F e e s HI D D E N V A L L E Y ( L I F T S T A T I O N A N D F O R C E MA I N ) $5,190,000 WW I F 3 3 Wa s t e w a t e r Im p a c t F e e s DA V I S L N L I F T S T A T I O N D E B T S E R V I C E (W W I F 2 4 ) $370,300 $370,300 $3 7 0 , 3 0 0 $3 7 0 , 3 0 0 $3 7 0 , 3 0 0 WW I F 3 4 Wa s t e w a t e r I m AN N I E S T R E E T S A N I T A R Y S E W E R U P G R A D E $300,000 WW I F 3 5 Wa s t e w a t e r I m BA B C O C K S A N I T A R Y S E W E R U P G R A D E $2 4 5 , 0 0 0 WW I F 3 6 Wa s t e w a t e r Im p a c t F e e s BA X T E R C R E E K B A S I N - C O T T O N W O O D RO A D 1 8 " S A N I T A R Y S E W E R E X T E N S I O N $6 4 0 , 0 0 0 WW I F 3 7 Wa s t e w a t e r Im p a c t F e e s HU N T E R S W A Y S E W E R C A P A C I T Y UP G R A D E $3 5 0 , 0 0 0 WW I F 3 8 Wa s t e w a t e r Im p a c t F e e s NO R T O N E A S T R A N C H O U T F A L L DI V E R S I O N $3 , 3 2 0 , 0 0 0 WW I F 3 9 Wa s t e w a t e r Im p a c t F e e s RE N O V A S T R E E T S A N I T A R Y S E W E R M A I N UP G R A D E $16,000 WW I F 4 0 Wa s t e w a t e r Im p a c t F e e s FR O N T S T R E E T I N T E R C E P T O R D E B T SE R V I C E ( W W I F 1 1 ) $139,497 $139,497 $1 3 9 , 4 9 7 $1 3 9 , 4 9 7 $1 3 9 , 4 9 7 WW I F 4 1 Wa s t e w a t e r Im p a c t F e e s NO R T O N E A S T R A N C H O U T F A L L DI V E R S I O N D E B T S E R V I C E ( W W I F 3 8 ) $211,960 $211,960 $2 1 1 , 9 6 0 $2 1 1 , 9 6 0 $6,011,757 $8 , 6 2 5 , 0 0 0 $4 , 4 2 4 , 7 9 7 $7 2 1 , 7 5 7 $7 2 1 , 7 5 7 $7,005,792 To t a l s b y D E P A R T M E N T Su m m a r y f o r I m p a c t F e e s W a s t e w a t e r ( 1 4 i t e m s ) To t a l s b y y e a r : $6,011,757 $8 , 6 2 5 , 0 0 0 $4 , 4 2 4 , 7 9 7 $7,005,792FY23 FY 1 9 FY 2 0 Unscheduled FY 2 2 $7 2 1 , 7 5 7 $7 2 1 , 7 5 7 FY 2 1 35 2 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF11 DEPARTMENT Wastewater Impact Fees PROJECT NAME Front Street Interceptor FY19 $2,185,000 FY20 Unscheduled DESCRIPTION OF PROJECT This project consists of construction of ~8,500 LF 18", 21", 24" sewer pipe from manhole E0304 to C0524. Without this wastewater interceptor development in the vicinity of Bozeman Deaconess Health Services, Blackmore Bend Development (new Heebs store), development on E. Main Street, and development along Haggery Lane will not be able to occur. The downstream portion of the existing sewer is already at capacity. Additional capacity is needed to serve future development in the vicinity of Bozeman Deaconess Hospital and lands to the south. This project will conform to the City's Wastewater Master Plan. It is estimated that 70% of this project costs will be due to capacity expansion and will be eligible for Wastewater Impact Fees. The remaining 30% of the project costs will need to be provided by a "local share" contribution or other source. ALTERNATIVES CONSIDERED No action. ADVANTAGES OF APPROVAL This project will significantly increase the capacity of the trunk sewer, allow for infill and new development along East Main Street, Haggerty Lane, and Bozeman Deaconess Health. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Impact fees can not fund operating and maintenance costs. The city’s wastewater utility will pay for these costs, which are estimated to be a small increment of the city’s system as a whole. FUNDING SOURCES 70% Wastewater Impact Fees = $1,529,864 30% Wastewater Impact Fees for Local Share = $655,656, recovered via payback district(s). New Replacement Equipment Project FY21 FY22 FY23 353 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF20 DEPARTMENT Wastewater Impact Fees PROJECT NAME N Frontage Rd Interceptor FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This project will replace or parallel 11,500' of the North Frontage Road interceptor between Springhill Rd and Bridger Dr. Portions of the interceptor are at or very near capacity and unless improvements are made it will be at or over capacity when the tributary obligated areas are developed. This project will directly increase collection capacity in the southeast and east parts of the city. Development in the southeast part of town within the Community Plan Boundary as well as the east part of town will be tributary to this North Frontage Road Interceptor. There are potentially a great number of private development projects which will not be able to proceed due to the lack of wastewater collection capacity. This project will conform to the City's Wastewater Master Plan. It is estimated that 70% of this project costs will be du e to capacity expansion and will be eligible for Wastewater Impact Fees. The remaining 30 % of the project costs will need to be provided by a "local share" contribution or other source. ALTERNATIVES CONSIDERED Limit future development in the area. ADVANTAGES OF APPROVAL If constructed to the line sizes master planned in the City’s Wastewater Facilities plan, capacity will be provided for future growth tributary to this main. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Impact fees can not fund operating and maintenance costs. The city’s wastewater utility will pay for these costs, which are estimated to be a small increment of the city’s system as a whole. FUNDING SOURCES Wastewater Impact Fees, with local share recovered via payback district(s) New Replacement Equipment Project FY21 FY22 FY23 $5,290,000 354 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF22 DEPARTMENT Wastewater Impact Fees PROJECT NAME Davis-Fowler Interceptor (Durston Rd to W Oak St) FY19 FY20 Unscheduled $778,035 DESCRIPTION OF PROJECT This project will replace or parallel 2700' of the Davis-Fowler Interceptor between Durston and Oak. The interceptor between Durston Rd and W Oak will eventually exceed capacity as the Baxter Creek drainage basin develops. In order to convey the ultimate build-out flow, the interceptor will need to be increased from an 18-inch diameter to a 24-inch diameter pipe. ALTERNATIVES CONSIDERED Limit future development in the area. ADVANTAGES OF APPROVAL If constructed to the line sizes master planned in the City’s Wastewater Facilities plan, capacity will be provided for anticipating the long-term future growth in this area ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Impact fees can not fund operating and maintenance costs. The city’s wastewater utility will pay for these costs, which are estimated to be a small increment of the city’s system as a whole. FUNDING SOURCES Wastewater Impact Fees, with local share recovered via payback district New Replacement Equipment Project FY21 FY22 FY23 355 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF24 DEPARTMENT Wastewater Impact Fees PROJECT NAME Davis Lane (Lift Station) FY19 $5,800,000 FY20 Unscheduled DESCRIPTION OF PROJECT Complete the buildout of the Davis Ln Lift Station. ALTERNATIVES CONSIDERED Limit future development in the area. ADVANTAGES OF APPROVAL If constructed to the line sizes master planned in the City’s Wastewater Facilities plan, capacity will be provided for anticipating the long-term future growth in this area ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Impact fees can not fund operating and maintenance costs. The city’s wastewater utility will pay for these costs, which are estimated to be a small increment of the city’s system as a whole. FUNDING SOURCES Wastewater Impact Fees, with local share recovered via payback district New Replacement Equipment Project FY21 FY22 FY23 356 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF32 DEPARTMENT Wastewater Impact Fees PROJECT NAME Hidden Valley (Lift Stationand Force Main) FY19 FY20 Unscheduled $5,190,000 DESCRIPTION OF PROJECT Design and Construct Hidden Valley Lift Station and Force Main. This project will conform to the City's Wastewater Collection Facilities Plan. The Davis Lane Lift Station must be upgraded to accommodate flows from the Hidden Valley Lift Station when the Hidden Valley Lift Station is constructed. ALTERNATIVES CONSIDERED Limit development on the northwestern edge of of the City due to no sanitary sewer availability. ADVANTAGES OF APPROVAL Increased service area of the City's sanitary sewer system. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Operating costs will be paid from the City's sewer enterprise fund. FUNDING SOURCES Payback district or other local share contribution from development at the time of construction. New Replacement Equipment Project FY21 FY22 FY23 357 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF33 DEPARTMENT Wastewater Impact Fees PROJECT NAME Davis Ln Lift Station Debt Service (WWIF24) FY19 FY20 $370,300 Unscheduled $370,300 DESCRIPTION OF PROJECT This project will provide a debt service payment for the City's portion of the Davis Ln Lift Station. If we do not fund this debit service, the City will be in default of our loan. This lift station serves development north of the Cattail Lake Lift Station, and it will conform to the City's Wastewater Master Plan. The Billings Clinic will finance the lift station, and the City will reimburse the Billings Clinic for the City's portion over 5 years. The Billings Clinic will not be reimbursed for their portion of the lift station capacity, which is estimates as 8% of the capacity of the initial lift station construction. The Norton East Ranch Diversion would reduce early operational challenges in the Davis Lane Lift Station due to odors associated with minimal flows. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL This will pay off the City's portion of the Davis Ln Lift Station ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: Impact fees can not fund operating and maintenance costs. The city’s wastewater utility will pay for these costs, which are estimated to be a small increment of the city’s system as a whole. FUNDING SOURCES Billings Clinic is constructing the Lift Station and will provide a payback district for the City's portion of the financing. New Replacement Equipment Project FY21 $370,300 FY22 $370,300 FY23 $370,300 358 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF34 DEPARTMENT Wastewater Impact Fees PROJECT NAME Annie Street Sanitary Sewer Upgrade FY19 FY20 Unscheduled $300,000 DESCRIPTION OF PROJECT This project consists of upgrading approximately 1,200 feet of an existing 18-inch sanitary sewer main in the Annie Street alignment to a 21-inch main. Given the current planned development projects, this main will be at capacity in 5-10 years upon buildout of multiple projects. ALTERNATIVES CONSIDERED No action, but this will limit infill development when the capacity of the sewer main is reached. ADVANTAGES OF APPROVAL Allows future infill development. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED The additional operating costs will be minimal as this is an upgrade of an existing line. FUNDING SOURCES Payback district. New Replacement Equipment Project FY21 FY22 FY23 359 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF35 DEPARTMENT Wastewater Impact Fees PROJECT NAME Babcock Sanitary Sewer Upgrade FY19 FY20 $245,000 Unscheduled DESCRIPTION OF PROJECT To accommodate flows from Phase 2 of the Icon Apartments project, Ferguson Farm, and Lupine Village as well as future in-fill development, the existing 10-inch sanitary sewer main in W. Babcock must be upgraded to a 15-inch sanitary sewer main from Manhole L0408 at the intersection of Resort Drive and Babcock to L0412 at the intersection of Babcock and Cottonwood. ALTERNATIVES CONSIDERED Do nothing. ADVANTAGES OF APPROVAL Allows infill development to proceed as this sanitary sewer main will be at capacity after development of Phase I of Icon Apartments and various site plan applications at Ferguson Farms. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Minimal as this will be a capacity upgrade of an existing sanitary sewer main. FUNDING SOURCES Development that depends on this line upgrade will be required to upgrade this main as necessary to serve their projects. However, an upsizing fee from the City is anticipated to support this upgrade. New Replacement Equipment Project FY21 FY22 FY23 360 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF36 DEPARTMENT Wastewater Impact Fees PROJECT NAME Baxter Creek Basin - Cottonwood Road 18" Sanitary Sewer Extension FY19 $640,000 FY20 Unscheduled DESCRIPTION OF PROJECT This project consists of constructing an 18-inch sanitary sewer main from the intersection of Babcock and Cottonwood to the intersection of Cottonwood and Durston per the Wastewater Collection Facilities Plan Update (2015). This section of Cottonwood Road is currently being designed and will be constructed in the summer of 2018, and the sewer improvement must be constructed with the road upgrade, so the road will not need to be excavated for new sewer main construction within the next 2-3 years. The sanitary sewer main identified in the facilities plan is also required to serve any new development upstream of this section of sanitary sewer. The existing 12-inch main capacity is completely dedicated for approved, new development. Any new development served by this line including current site plan applications are dependent on an upgrade of the sanitary sewer at this location (Icon Apartments, Lupine Village, and multiple smaller site plans at Ferguson Farms will require this upgrade in the immediate short term). Also, there will be substantial cost savings to complete the sewer improvement with the Cottonwood Road upgrade. The cost of the project in this item reflects the cost listed in the facility plan, but the cost will be less expensive if completed with the street upgrade. ALTERNATIVES CONSIDERED The line is at capacity and must be upgraded now, or infill property served by this pipe will not be allowed to proceed. ADVANTAGES OF APPROVAL Allows immediate use by development as multiple development applications are dependent on this upgrade (Icon Apartments, site plan applications in Ferguson Farms, Lupine Village) ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Additional operating costs are minimal as the proposed upgrade is a replacement of an existing 12-inch main that is at capacity. FUNDING SOURCES N/A New Replacement Equipment Project FY21 FY22 FY23 361 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF37 DEPARTMENT Wastewater Impact Fees PROJECT NAME Hunters Way Sewer Capacity Upgrade FY19 FY20 $350,000 Unscheduled DESCRIPTION OF PROJECT Approximately 1,600 feet of sanitary sewer main requires an upgrade from a 12-inch main to a 15-inch main to accommodate infill development including buildout of the MSU Innovation Campus and other infill areas immediately west of S. 19th. ALTERNATIVES CONSIDERED No action. This option would not allow buildout of the MSU Innovation Campus and other infill development immediately west of S. 19th. ADVANTAGES OF APPROVAL Allows buildout of the MSU Innovation Campus and other infill projects immediately west of S. 19th including a potential student housing project. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Operational costs would remain the same as the existing 12-inch main would be upgraded to a 15-inch main. FUNDING SOURCES In-fill development contributions through a direct contribution or a payback district. New Replacement Equipment Project FY21 FY22 FY23 362 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF38 DEPARTMENT Wastewater Impact Fees PROJECT NAME Norton East Ranch Outfall Diversion FY19 FY20 $3,320,000 Unscheduled DESCRIPTION OF PROJECT The existing system does not have enough capacity to collect all of the flows from the full development of the Aajker Creek and Baxter Creek Drainage Basins. Most of the flow is proposed to be collected by a new extension in the Aajker Creek drainage basin and enter the system at the Norton East Ranch Outfall Interceptor. The Norton East Ranch Outfall Interceptor will be constructed from the intersection of Baxter Lane and Flanders Mill Road to the proposed Davis Lane Lift Station north of Interstate 90 and will be a 27-inch sanitary sewer pipe. The project will take pressure off the Baxter Meadows Lift Station which has limited capacity. This project will only be constructed if the Davis Lane Lift Station is constructed. If the Davis Lane Lift Station is not constructed, we will need to divert funds from the Norton East Ranch Outfall to upgrade the existing Baxter Meadows Lift station and sewer interceptor to the lift station. ALTERNATIVES CONSIDERED 1) Upgrade the existing sanitary sewer interceptor and Baxter Meadows Lift Station that serve the Aajker Creek and Baxter Creek Drainage Basins, or 2) do nothing. ADVANTAGES OF APPROVAL Frees capacity in existing infrastructure to serve infill development while simultaneously opening new areas for development that currently do not have access to the City sanitary sewer system. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Routine maintenance of sanitary sewer mains including flushing and long-term maintenance. FUNDING SOURCES Local share contributions from development. New development that connects to the interceptor sewer would be required to pay the assessment associated with a payback district. New Replacement Equipment Project FY21 FY22 FY23 363 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF39 DEPARTMENT Wastewater Impact Fees PROJECT NAME Renova Street Sanitary Sewer Main Upgrade FY19 FY20 Unscheduled $16,000 DESCRIPTION OF PROJECT A small section, 40-feet, of 21-inch sanitary sewer main in Renova Street must be upgraded to a minimum 24-inch main due to the flat slope of this segment of pipe. Upon buildout of the currently planned development projects, this segment of sanitary sewer main will be at capacity in approximately 5-10 years. Further evaluation of this pipe segment is required prior to an upgrade including a survey of the actual grade of the pipe and flow monitoring to verify the need for the upgrade and the results of the City's hydraulic model. ALTERNATIVES CONSIDERED Additional flow monitoring and survey data needed to verify the timing and need for this upgrade. ADVANTAGES OF APPROVAL Accommodate future development demands on this segment of interceptor sewer. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Minimal due to replacement of an existing, smaller main. FUNDING SOURCES N/A New Replacement Equipment Project FY21 FY22 FY23 364 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF40 DEPARTMENT Wastewater Impact Fees PROJECT NAME Front Street Interceptor Debt Service (WWIF11) FY19 FY20 $139,497 Unscheduled $139,497 DESCRIPTION OF PROJECT ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES New Replacement Equipment Project FY21 $139,497 FY22 $139,497 FY23 $139,497 365 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF41 DEPARTMENT Wastewater Impact Fees PROJECT NAME Norton East Ranch Outfall Diversion Debt service (WWIF38) FY19 FY20 Unscheduled $211,960 DESCRIPTION OF PROJECT ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES New Replacement Equipment Project FY21 $211,960 FY22 $211,960 FY23 $211,960 366 Wa t e r   F u n d Ca p i t a l   I m p r o v e m e n t   P l a n Fi n a n c i a l   S u m m a r y Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 F Y 2 1 F Y 2 2 F Y 2 3 Unscheduled Pr o j e c t e d   B e g i n n i n g   R e s e r v e   B a l a n c e   D e d i c a t e d   t o   C I P 2, 2 1 9 , 4 9 2 $            39 , 0 3 5 $                              (2 9 7 , 1 7 1 ) $                (3 1 6 , 7 5 1 ) $                  132,443 $                    557,526 $         ‐$                        P l u s :     W a t e r   R e v e n u e s   D e d i c a t e d   t o   C I P 2, 2 3 3 , 6 4 4 $            2, 7 9 6 , 3 5 1 $                    2, 9 3 6 , 1 6 9 $            3, 9 9 9 , 8 1 9 $              4,119,814 $              4,243,408 $      ‐$                        P l u s :     L o a n   o r   F i n a n c i n g f o r   H y a l i t e   D a m   I m p r o v e m e n t s   W 7 9 2, 0 0 0 , 0 0 0 $                 P l u s :     L o a n   o r   F i n a n c i n g   f o r   A u t o m a t i o n   U p g r a d e s   W 7 1 6,710,000 $                 P l u s :     L o a n   f o r   M e c h a n i c a l   U p g r a d e s   W 7 2 1, 7 5 0 , 0 0 0 $                       P l u s :     L o a n   o r   F i n a n c i n g   f o r   L y m a n   T a n k   C o n s t r u c t i o n   10 , 0 0 0 , 0 0 0 $             P l u s :     L o a n   f o r   w a t e r   f u n d   p o r t i o n   o f   W I F 4 0 48 0 , 0 0 0 $                     L e s s :     F Y 1 7   C a r r y o v e r   C a p i t a l (1 , 6 0 5 , 7 0 1 ) $             L e s s :     S c h e d u l e d   C I P   P r o j e c t   C o s t s (2 , 8 0 8 , 4 0 0 ) $          (4 , 8 8 2 , 5 5 7 ) $                (3 , 4 3 5 , 7 4 9 ) $        (1 5 , 5 5 0 , 6 2 5 ) $      (1 0 , 4 0 4 , 7 3 1 ) $      (1,460,791)$     (3,479,439)$       Pr o j e c t e d   Y e a r ‐ E n d   C a s h   D e d i c a t e d   t o   C I P 39 , 0 3 5 $                      (2 9 7 , 1 7 1 ) $                        (3 1 6 , 7 5 1 ) $                13 2 , 4 4 3 $                    557,526 $                    3,340,143 $      (3,479,439)$       As s u m p t i o n s   M a d e   f o r   R e v e n u e   E s t i m a t e s Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 F Y 2 1 F Y 2 2 F Y 2 3 Es t i m a t e d   A n n u a l   W a t e r   R e v e n u e s 8, 5 9 0 , 9 4 0 $                8, 5 9 0 , 9 4 0 $                        9, 0 2 0 , 4 8 7 $                9, 4 7 1 , 5 1 1 $                  9,755,657 $                  10,048,326 $          E s t i m a t e d   A n n u a l   I n c r e a s e 5. 0 % 5. 0 % 3. 0 % 3.0%3.0% To t a l   E s t i m a t e d   R e v e n u e s 8, 5 9 0 , 9 4 0 $                9, 0 2 0 , 4 8 7 $                        9, 4 7 1 , 5 1 1 $                9, 7 5 5 , 6 5 7 $                  10 , 0 4 8 , 3 2 6 $              10,349,776 $       Cu r r e n t   R e v e n u e s   D e d i c a t e d   t o   C I P   % 21 . 0 % 26 . 0 % 3 1 . 0 % 31 . 0 % 41.0% 41.0%    P l u s :     I n c r e a s e   D e d i c a t e d   t o   C I P 5. 0 % 5. 0 % 0. 0 % 10 . 0 % 0.0%0.0%    T o t a l   %   D e d i c a t e d   t o   C I P 26 . 0 % 31 . 0 % 3 1 . 0 % 41 . 0 % 41.0% 41.0% To t a l   E s t i m a t e d   R e v e n u e s   D e d i c a t e d   t o   C I P 2, 2 3 3 , 6 4 4 $                2, 7 9 6 , 3 5 1 $                        2, 9 3 6 , 1 6 9 $                3, 9 9 9 , 8 1 9 $                  4,119,814 $                  4,243,408 $         Pr o j e c t e d Pr o j e c t e d C U R R E N T $ ( 4 , 8 8 2 , 5 5 7 ) $ ( 3 , 4 3 5 , 7 4 9 ) $ ( 1 5 , 5 5 0 , 6 2 5 ) $ ( 1 0 , 4 0 4 , 7 3 1 ) $ ( 1 , 4 6 0 , 7 9 1 ) $ ( 3 , 4 7 9 , 4 3 9 ) FY 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 F Y 2 3 U N S C H E D U L E D WA T E R   F U N D   P R O J E C T S   &   E Q U I P M E N T   36 7 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 Wa t e r F u n d W0 3 En g i n e e r i n g AN N U A L W A T E R P I P E R E P L A C E M E N T PR O G R A M - D E S I G N $22,500 $2 2 , 5 0 0 $2 2 , 5 0 0 $2 2 , 5 0 0 $2 2 , 5 0 0 W0 4 - 1 9 En g i n e e r i n g WA T E R P I P E R E P L A C E M E N T P R O G R A M - CO N S T R U C T I O N I N 2 0 1 9 $1 , 2 0 0 , 0 0 0 W0 4 - 2 0 En g i n e e r i n g WA T E R P I P E R E P L A C E M E N T P R O G R A M - CO N S T R U C T I O N I N 2 0 2 0 $1 , 2 0 0 , 0 0 0 W0 4 - 2 1 En g i n e e r i n g WA T E R P I P E R E P L A C E M E N T P R O G R A M - CO N S T R U C T I O N I N 2 0 2 1 $1 , 2 0 0 , 0 0 0 W0 4 - 2 2 En g i n e e r i n g WA T E R P I P E R E P L A C E M E N T P R O G R A M - CO N S T R U C T I O N I N 2 0 2 2 $1 , 2 0 0 , 0 0 0 W0 4 - 2 3 En g i n e e r i n g WA T E R P I P E R E P L A C E M E N T P R O G R A M - CO N S T R U C T I O N I N 2 0 2 3 $1,200,000 $1,222,500 $1 , 2 2 2 , 5 0 0 $1 , 2 2 2 , 5 0 0 $1 , 2 2 2 , 5 0 0 $1 , 2 2 2 , 5 0 0 To t a l s b y D E P A R T M E N T Wa t e r F u n d GF 2 2 7 Fi n a n c e ER P R E P L A C E M E N T " S U N G A R D RE P L A C E M E N T / U P G R A D E " $333,333 $333,333 To t a l s b y D E P A R T M E N T Wa t e r F u n d GI S 0 3 GI S AS S E T M A N A G E M E N T S O F T W A R E $5 0 , 0 0 0 GI S 0 4 GI S AE R I A L P H O T O G R A P H Y $8 5 , 0 0 0 GI S 0 6 GI S GP S S Y S T E M R E P L A C E M E N T $1 7 , 5 0 0 GI S 0 8 GI S LA R G E F O R M A T P L O T T E R - R E P L A C E M E N T $2 0 , 0 0 0 GI S 1 2 GI S FM E S E R V E R $2 0 , 0 0 0 GI S 1 3 GI S VE R T I C A L A S S E T R I S K A S S E S S M E N T (P H A S E 2 ) $85,000 GI S 1 4 GI S VE R T I C A L A S S E T R I S K A S S E S S M E N T (P H A S E 1 ) $20,000 GI S 1 5 GI S GI S F I E L D V E H I C L E R E P L A C E M E N T $2 6 , 0 0 0 $8 3 , 5 0 0 $5 0 , 0 0 0 $8 5 , 0 0 0 $105,000 To t a l s b y D E P A R T M E N T Wa t e r F u n d GI S 1 1 Pu b l i c W o r k s CO M P U T E R R E P L A C E M E N T S $52,291 $4 9 , 0 4 8 $4 5 , 3 6 9 $3 0 , 1 2 5 $5 9 , 2 3 1 36 8 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 PW 0 5 Pu b l i c W o r k s PU B L I C W O R K S S H O P S M A S T E R P L A N $2 0 , 0 0 0 PW 0 6 Pu b l i c W o r k s PU B L I C W O R K S S H O P S F A C I L I T Y CO N S T R U C T I O N $6 7 0 , 0 0 0 $52,291 $6 9 , 0 4 8 $7 1 5 , 3 6 9 $3 0 , 1 2 5 $5 9 , 2 3 1 To t a l s b y D E P A R T M E N T Wa t e r F u n d GI S 1 4 SC A D A SC A D A U P G R A D E S & I M P R O V E M E N T S $2 , 1 0 0 , 0 0 0 W6 6 SC A D A ME T E R S , T R A N S D U C E R S & CO M M U N I C A T I O N S ( R E P L A C E M E N T SC A D A R A D I O & S T R A P O N F L O W M E T E R ) $10,000 $1 0 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 $10,000 $1 0 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 $2 , 1 1 0 , 0 0 0 To t a l s b y D E P A R T M E N T Wa t e r F u n d WC 0 2 Wa t e r C o n s e r v a ME T E R S O F T W A R E S U B S C R I P T I O N $36,000 $3 6 , 0 0 0 $3 6 , 0 0 0 $3 6 , 0 0 0 $3 6 , 0 0 0 WC 0 3 Wa t e r Co n s e r v a t i o n MU N I C I P A L W A T E R S H E D D A T A CO L L E C T I O N $5 0 , 0 0 0 $36,000 $8 6 , 0 0 0 $3 6 , 0 0 0 $3 6 , 0 0 0 $3 6 , 0 0 0 To t a l s b y D E P A R T M E N T Wa t e r F u n d WI F 4 0 Wa t e r I m p a c t Fe e s SO U R D O U G H T R A N S M I S S I O N M A I N – PH A S E 2 ( F I N A N C E W 9 0 ) $4 8 0 , 0 0 0 WI F 4 8 Wa t e r I m p a c t Fe e s DE B T S E R V I C E F O R B O R R O W I N G - TR A N S M I S S I O N M A I N ( W 8 9 ) $30,000 $380,000 $3 0 , 0 0 0 $3 0 , 0 0 0 $30,000 $4 8 0 , 0 0 0 $3 0 , 0 0 0 $3 0 , 0 0 0 $380,000 To t a l s b y D E P A R T M E N T Wa t e r F u n d W4 7 Wa t e r Op e r a t i o n s RE P L A C E # 2 6 4 7 - 1 9 9 8 1 / 2 T O N C H E V Y PI C K U P $2 7 , 0 0 0 W4 9 Wa t e r Op e r a t i o n s RE P L A C E # 3 0 7 8 - 2 0 0 2 1 / 2 T O N C H E V Y PI C K U P $2 7 , 0 0 0 W6 8 Wa t e r O p e r a t i o WH E E L E D E X C A V A T O R $151,000 W6 9 Wa t e r O p e r a t i o WA T E R S Y S T E M C O N D I T I O N A S S E S S M E N T $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 W7 0 Wa t e r O p e r a t i o RE D U N D A N T N O R T H 5 0 3 8 Z O N E F E E D $6 6 , 8 8 0 W7 1 Wa t e r Op e r a t i o n s PR V P H A S E 2 - A U T O M A T I O N A N D IN S T R U M E N T A T I O N U P G R A D E S $6 , 7 1 0 , 0 0 0 36 9 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 W7 2 Wa t e r Op e r a t i o n s PR V P H A S E 1 - M E C H A N I C A L A N D ST R U C T U R A L U P G R A D E S $1 , 7 5 0 , 0 0 0 W7 3 Wa t e r Op e r a t i o n s PR V A B A N D O N M E N T S ( A P P R O X I M A T E L Y 6 SI T E S ) $510,106 W7 5 Wa t e r O p e r a t i o LE A D S E R V I C E L I N E R E P L A C E M E N T $2 0 0 , 0 0 0 W8 5 Wa t e r Op e r a t i o n s SO U T H U N I V E R S I T Y D I S T R I C T 1 2 " W A T E R MA I N $2 9 6 , 5 0 9 $2 , 2 4 6 , 5 0 9 $1 6 6 , 8 8 0 $2 7 , 0 0 0 $6 , 8 3 7 , 0 0 0 $661,106 To t a l s b y D E P A R T M E N T Wa t e r F u n d W5 6 WT P WT P F A C I L I T Y R & R $40,000 $4 0 , 0 0 0 $4 0 , 0 0 0 $4 0 , 0 0 0 $4 0 , 0 0 0 W5 7 WT P WT P F A C I L I T Y E N G I N E E R I N G & OP T I M I Z A T I O N $20,000 $2 0 , 0 0 0 $2 0 , 0 0 0 $2 0 , 0 0 0 $2 0 , 0 0 0 W5 8 WT P MO D U L E R E P L A C E F U N D $50,000 $5 0 , 0 0 0 $5 0 , 0 0 0 $5 0 , 0 0 0 $5 0 , 0 0 0 W6 2 WT P RE P L A C E # 3 4 4 6 - W T P G M C S I E R R A PI C K U P $0 $4 5 , 0 0 0 W6 3 WT P SO U R D O U G H W A T E R S H E D F U E L RE D U C T I O N $4 0 0 , 0 0 0 W7 8 WT P HI L L T O P T A N K I N S P E C T I O N A N D M I X I N G SY S T E M $1 3 0 , 0 0 0 W7 9 WT P HY A L I T E D A M A N D R E S E R V O I R OP T I M I Z A T I O N I M P R O V E M E N T S $4 , 0 0 0 , 0 0 0 W8 3 WT P SO U R D O U G H I N T A K E I M P R O V E M E N T S $2,000,000 W8 4 WT P SO U R D O U G H T A N K I N S P E C T I O N A N D IM P R O V E M E N T S $6 0 0 , 0 0 0 W8 6 WT P SO U R D O U G H D I V E R S I O N C L E A N O U T $2 5 , 0 0 0 W8 7 WT P LY M A N T A N K A N D T R A N S M I S S I O N M A I N DE S I G N $5 0 0 , 0 0 0 W8 8 WT P LY M A N T A N K A N D T R A N S M I S S I O N M A I N CO N S T R U C T I O N $1 0 , 0 0 0 , 0 0 0 $110,000 $1 , 1 6 5 , 0 0 0 $7 5 5 , 0 0 0 $1 4 , 1 1 0 , 0 0 0 $1 1 0 , 0 0 0 $2,000,000 To t a l s b y D E P A R T M E N T 37 0 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 Su m m a r y f o r W a t e r F u n d ( 4 6 i t e m s ) To t a l s b y y e a r : $1,460,791 $4 , 8 8 2 , 5 5 7 $3 , 4 3 5 , 7 4 9 $3,479,439FY23 FY 1 9 FY 2 0 Unscheduled FY 2 2 $1 0 , 4 0 4 , 7 3 1 $1 5 , 5 5 0 , 6 2 5 FY 2 1 37 1 CIP Project Fund Water Fund PROJECT NUMBER GF227 DEPARTMENT Finance PROJECT NAME ERP Replacement "Sungard Replacement/Upgrade" FY19 FY20 Unscheduled $333,333 DESCRIPTION OF PROJECT Replacing/upgrading the current system installed in 1999. This is the system that runs all the financial, community development, land records, utility and business license applications. Although it is unscheduled we are currently looking into this with a possibility of FY20. ALTERNATIVES CONSIDERED Continue running current SunGard package. Use SunGard.net (NaviLine EDGE) as an improvement to the current system, but not a full replacement. ADVANTAGES OF APPROVAL Simplified package. Easier to integrate the various applications/programs. Easier to pull out information for end users. Easier compiliation of Commission reports and packets for Community Development. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Unknown. Dependent on the option chosen. FUNDING SOURCES General Fund 33%; Water Fund 33%; Wastewater Fund 33% New Replacement Equipment Project FY21 FY22 FY23 372 CIP Project Fund Water Fund PROJECT NUMBER GIS03 DEPARTMENT GIS PROJECT NAME Asset Management Software FY19 FY20 $50,000 Unscheduled DESCRIPTION OF PROJECT Managing infrastructure efficiently continues to be one of the top priorities and goals of the Bozeman City Commission. Assets within the water distribution system, wastewater collection system, and the stormwater system will benefit from modern analysis. Specialized asset management software will build upon existing datasets and systems to assist in delivering the desired level of service for the lowest life cycle cost. Advanced applications are necessary to analyze condition information and criticality to identify and coordinate overlaps and gaps among various assets. Asset management software will be used to better understand opportunities for system repair and improvement across all asset categories. This technology will leverage the strengths of coordinating and scheduling overlapping needs across all infrastructures. Current and future facility planning efforts will benefit from a comprehensive application of asset management as it relates to coordinated infrastructure improvements throughout the city. ALTERNATIVES CONSIDERED Continue managing data and workflow using manual processes with limited potential for effective analysis. ADVANTAGES OF APPROVAL Using technology to support long term capital planning will aid in rehabilitation/repair/replacement decisions and ultimately result in a prolonged asset lifespan. A fully developed asset management program will assist the organization in continuing to deliver a high level of service in the most sustainable way possible. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Maintenance (first year included) = $8,000 FUNDING SOURCES None New Replacement Equipment Project FY21 FY22 FY23 373 CIP Project Fund Water Fund PROJECT NUMBER GIS04 DEPARTMENT GIS PROJECT NAME Aerial Photography FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Aerial photography is used on a daily basis in all levels of city operations to support a wide variety of decisions. Benefits to both the organization and the community include a clear and accurate representation of current conditions in addition to serving as an important historical record during times of high growth. Current aerial photography supports timely decisions based on accurate information and continues to experience unprecedented user demand (i.e., staff reports, Commission presentations, water/sewer/stormwater utilities, public requests, etc.). ALTERNATIVES CONSIDERED Use of lower resolution satellite imagery. Partnerships with other agencies. ADVANTAGES OF APPROVAL Contributes to on-going acquisition of photos at regular intervals for historical archives. Since 1987 we have not gone more than five years without an update. Measurements and land use determinations are made on a local or regional basis without requiring extensive field time. Used extensively in several on-line and in-house mapping applications. Provides background information for existing and future GIS & CAD datasets and Facility Plans. Meets public demand for current and accurate aerial photography. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED There are no annual operating or maintenance costs associated with this project. FUNDING SOURCES None New Replacement Equipment Project FY21 $85,000 FY22 FY23 374 CIP Project Fund Water Fund PROJECT NUMBER GIS06 DEPARTMENT GIS PROJECT NAME GPS System Replacement FY19 $17,500 FY20 Unscheduled DESCRIPTION OF PROJECT GPS data provides current and accurate information to support critical decisions. GPS is used to collect a wide variety of location data, including all water, sewer, stormwater, parks, and transportation related assets. This is the second of two planned upgrades to replace equipment originally purchased in 2012. Advancements in technology allow for greater efficiency along with improved accuracy. Major departments that share in the use of this equipment include water/sewer, stormwater, engineering, community development, streets, etc. ALTERNATIVES CONSIDERED Contracted data collection services. Rental equipment. ADVANTAGES OF APPROVAL Meets the demands of recent expansions in the scope of data collection efforts within Public Works. Maintains our most critical equipment in the GIS Department with current technology. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED There are no annual operating or maintenance costs associated with this project. FUNDING SOURCES None New Replacement Equipment Project FY21 FY22 FY23 375 CIP Project Fund Water Fund PROJECT NUMBER GIS08 DEPARTMENT GIS PROJECT NAME Large Format Plotter - Replacement FY19 $20,000 FY20 Unscheduled DESCRIPTION OF PROJECT Printing large scale maps is critical for the delivery of hard-copy exhibits for both the organization as well as the public. Large format displays facilitate efficient and effective decision making by providing visual context for surrounding infrastructure and development. Large format prints are produced on a daily basis in support of all city departments, including public map sales. Major departments that share in the use of this equipment include water/sewer, stormwater, engineering, community development, streets, etc. ALTERNATIVES CONSIDERED Maintain current equipment beyond recommended lifespan (replacement parts become difficult to locate over time). Contracted printing services. ADVANTAGES OF APPROVAL Maintains critical equipment in the GIS Department with current technology. Supports on-going printing needs for several departments (including the public). ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED On-going expenses include printing supplies and routine maintenance (approx. $2,500.00/yr.). FUNDING SOURCES None New Replacement Equipment Project FY21 FY22 FY23 376 CIP Project Fund Water Fund PROJECT NUMBER GIS11 DEPARTMENT Public Works PROJECT NAME Computer Replacements FY19 $49,048 FY20 $45,369 Unscheduled DESCRIPTION OF PROJECT Anticipated Public Works computer replacements. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES New Replacement Equipment Project FY21 $30,125 FY22 $59,231 FY23 $52,291 377 CIP Project Fund Water Fund PROJECT NUMBER GIS12 DEPARTMENT GIS PROJECT NAME FME Server FY19 $20,000 FY20 Unscheduled DESCRIPTION OF PROJECT Purchase upgrade to an existing database technology which effectively automates the transfer of information between a variety of systems. Database information is used on a daily basis in all levels of our operations to support a wide variety of decisions. Updated technology will result in a more efficient process for managing large volumes of data. Database information is used by almost every department to support many technology systems. Deferring the purchase of this upgrade will not allow for the full realization of potential efficiency of moving large amounts of data between systems. Upgraded FME server technology will leverage the strengths of a wide variety of database systems throughout the organization. Several current and future projects will benefit from automated data transformation including solid waste, stormwater, and water conservation. ALTERNATIVES CONSIDERED Continue transferring database information using manual processes with limited potential for increased efficiency. ADVANTAGES OF APPROVAL Employees and citizens will have real-time access to a wide variety of information that is typically out of date and hard to attain. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Maintenance (first year included) = $3,470 FUNDING SOURCES None New Replacement Equipment Project FY21 FY22 FY23 378 CIP Project Fund Water Fund PROJECT NUMBER GIS13 DEPARTMENT GIS PROJECT NAME Vertical Asset Risk Assessment (Phase 2) FY19 FY20 Unscheduled $85,000 DESCRIPTION OF PROJECT Risk assessment (i.e., likelihood vs. consequence) is currently a major factor in considering horizontal infrastructure repair & replacements for both water distribution and wastewater collection systems. This project will exectute the implementation plan developed in Phase 1 to expand the use of risk to vertical assets including reservoirs, groundwater sources, PRV's, booster stations, and treatments plants. A generalized risk policy allows for the comparison of risk across various asset classes on a comparable scale, which then allows for better allocation of CIP funding and effort to the highest risk assets across the entire utility. ALTERNATIVES CONSIDERED Continue to assess risk for only horizontal infrastructure, while using separate criteria to evaluate vertical assets. ADVANTAGES OF APPROVAL Completes the need for considering risks for both horizontal and vertical infrastructure. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Dedicated staff time will be needed to maintain the resulting risk model. FUNDING SOURCES N/A New Replacement Equipment Project FY21 FY22 FY23 379 CIP Project Fund Water Fund PROJECT NUMBER GIS14 DEPARTMENT GIS PROJECT NAME Vertical Asset Risk Assessment (Phase 1) FY19 FY20 Unscheduled $20,000 DESCRIPTION OF PROJECT Risk assessment (i.e., likelihood vs. consequence) is currently a major factor in considering horizontal infrastructure repair & replacements for both water distribution and wastewater collection systems. This project will result in an implementation plan to expand the use of risk to vertical assets including reservoirs, groundwater sources, PRV's, booster stations, and treatments plants. A generalized risk policy allows for the comparison of risk across various asset classes on a comparable scale, which then allows for better allocation of CIP funding and effort to the highest risk assets across the entire utility. ALTERNATIVES CONSIDERED Continue to assess risk for only horizontal infrastructure, while using separate criteria to evaluate vertical assets. ADVANTAGES OF APPROVAL Completes the need for considering risks for both horizontal and vertical infrastructure. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Dedicated staff time will be needed to maintain the resulting risk model. FUNDING SOURCES N/A New Replacement Equipment Project FY21 FY22 FY23 380 CIP Project Fund Water Fund PROJECT NUMBER GIS14 DEPARTMENT SCADA PROJECT NAME SCADA Upgrades & Improvements FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Install Wide Area Network infrastructure, connect PRV vaults, verify/install Pressure relief per each Pressure Zone, central site improvements, update historian, and implement pressure management regimes to improve system pressure protection. This will result in improved surveillance of system operation, increased control and understanding of real-time system conditions, and the ability to implement tighter pressure management controls. Additionally, this will improve our understanding of cause/effect allows improved overall system operation including more precise pressure control, real-time updates during abnormal events. This project has a direct impact on our PRV vault upgrades, Reservoir mixing upgrades, new storage reservoir, Pear St. Booster Station upgrade, and remote water quality surveillance system. ALTERNATIVES CONSIDERED Status Quo ADVANTAGES OF APPROVAL Improved surveillance of system operation, increased control and understanding of real-time system conditions, ability to implement tighter pressure management controls. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED SCADA WAN maintenance expenses, server and hardware maintenance, software maintenance and programming libraries FUNDING SOURCES 100% Water Fund New Replacement Equipment Project FY21 FY22 $2,100,000 FY23 381 CIP Project Fund Water Fund PROJECT NUMBER GIS15 DEPARTMENT GIS PROJECT NAME GIS Field Vehicle Replacement FY19 $26,000 FY20 Unscheduled DESCRIPTION OF PROJECT The GIS Department collects data for many assets including water, wastewater, stormwater, and all transportation infrastructure. Over 500 hours are spent each year in the field mapping and verifying location information across the city. The vehicle currently in use is a 1998 Chevy 1500 1/2 Ton 4WD Pickup with 98,418 miles (as of 8/3/17). The vehicle replacement policy within Public Works states 100,000 and/or 20 years, putting this vehicle within range. A fuel efficient Prius is recommended and will meet the needs of the department for years to come. ALTERNATIVES CONSIDERED Leased vehicle. ADVANTAGES OF APPROVAL Replaces an aging, inefficient vehicle. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Standard vehicle maintenance costs. FUNDING SOURCES N/A New Replacement Equipment Project FY21 FY22 FY23 382 CIP Project Fund Water Fund PROJECT NUMBER PW05 DEPARTMENT Public Works PROJECT NAME Public Works Shops Master Plan FY19 $20,000 FY20 Unscheduled DESCRIPTION OF PROJECT Develop a long term master plan for Public Works shop facilities, equipment, and personnel. This includes conducting a needs assessment of space for existing and future employees, equipment, machinery, and rolling stock. There is a severe shortage of enclosed storage for equipment, vehicles, and machinery, resulting in extra wear and tear, additional maintenance costs, and time preparing the equipment on cold mornings. Additionally, there is a lack of space available for existing as well as future staff. This will be split three ways between water ($20,000), wastewater ($20,000), and streets ($20,000). ALTERNATIVES CONSIDERED Continue using existing infrastructure. ADVANTAGES OF APPROVAL Provide an accurate analysis of the City of Bozeman Public Works space needs for both equipment as well as people. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Depending on the results of the plan, the likely result will be the construction of additional storage and office space. FUNDING SOURCES This project will be split 3 ways between Water Fund ($20,000), Wastewater Fund ($20,000), and Street Maintenance Fund ($20,000) New Replacement Equipment Project FY21 FY22 FY23 383 CIP Project Fund Water Fund PROJECT NUMBER PW06 DEPARTMENT Public Works PROJECT NAME Public Works Shops Facility Construction FY19 FY20 $670,000 Unscheduled DESCRIPTION OF PROJECT Construct additional facilities recommended in the result of the Public Works Shops Master Plan. This will be split three ways between water ($670,000), wastewater ($670,000), and streets ($670,000). ALTERNATIVES CONSIDERED Continue using existing infrastructure. ADVANTAGES OF APPROVAL The construction of a new Public Works facility will provide indoor storage for millions of dollars of equipment, machinery, vehicles, etc. This will both reduce wear and tear and maintenance costs, as well as reduce time spent on preparing equipment on cold mornings. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Normal building maintenance and utility costs. FUNDING SOURCES This project will be split 3 ways between Water Fund ($670,000), Wastewater Fund ($670,000), and Street Maintenance Fund ($670,000) New Replacement Equipment Project FY21 FY22 FY23 384 CIP Project Fund Water Fund PROJECT NUMBER W03 DEPARTMENT Engineering PROJECT NAME Annual Water Pipe Replacement Program - Design FY19 $22,500 FY20 $22,500 Unscheduled DESCRIPTION OF PROJECT This item provides for design work to be completed every year, in anticipation of the Annual Water System Upgrades. ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL Provides for the design of necessary water system maintenance work. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES 100% Water Utility Fund New Replacement Equipment Project FY21 $22,500 FY22 $22,500 FY23 $22,500 385 CIP Project Fund Water Fund PROJECT NUMBER W04-19 DEPARTMENT Engineering PROJECT NAME Water Pipe Replacement Program - Construction in 2019 FY19 $1,200,000 FY20 Unscheduled DESCRIPTION OF PROJECT The water replacement program sets aside funds to assess and replace failing water pipes. Priority will go to replace the water pipe associated with the annual street construction (S Tracy from Babcock to College). The remaining funds will be used to conduct water pipe condition assessments and repair identified pipes. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Provides for the construction of necessary water system maintenance work. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This project results in a net decrease in overall maintenance costs over the lifecycle of all pipes. FUNDING SOURCES New Replacement Equipment Project FY21 FY22 FY23 386 CIP Project Fund Water Fund PROJECT NUMBER W04-20 DEPARTMENT Engineering PROJECT NAME Water Pipe Replacement Program - Construction in 2020 FY19 FY20 $1,200,000 Unscheduled DESCRIPTION OF PROJECT The water replacement program sets aside funds to assess and replace failing water pipes. Priority will go to replace the water pipe associated with the annual street construction (S Black from College to the Cul-De-Sac). The remaining funds will be used to conduct water pipe condition assessments and repair identified pipes. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Provides for the construction of necessary water system maintenance work. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This project results in a net decrease in overall maintenance costs over the lifecycle of all pipes. FUNDING SOURCES New Replacement Equipment Project FY21 FY22 FY23 387 CIP Project Fund Water Fund PROJECT NUMBER W04-21 DEPARTMENT Engineering PROJECT NAME Water Pipe Replacement Program - Construction in 2021 FY19 FY20 Unscheduled DESCRIPTION OF PROJECT The water replacement program sets aside funds to assess and replace failing water pipes. Priority will go to replace the water pipe associated with the annual street construction (N Tracy from Villard to Peach). The remaining funds will be used to conduct water pipe condition assessments and repair identified pipes. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Provides for the construction of necessary water system maintenance work. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This project results in a net decrease in overall maintenance costs over the lifecycle of all pipes. FUNDING SOURCES New Replacement Equipment Project FY21 $1,200,000 FY22 FY23 388 CIP Project Fund Water Fund PROJECT NUMBER W04-22 DEPARTMENT Engineering PROJECT NAME Water Pipe Replacement Program - Construction in 2022 FY19 FY20 Unscheduled DESCRIPTION OF PROJECT The water replacement program sets aside funds to assess and replace failing water pipes. Priority will go to replace the water pipe associated with the annual street construction (N 17th from Durston to the End). The remaining funds will be used to conduct water pipe condition assessments and repair identified pipes. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Provides for the construction of necessary water system maintenance work. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This project results in a net decrease in overall maintenance costs over the lifecycle of all pipes. FUNDING SOURCES New Replacement Equipment Project FY21 FY22 $1,200,000 FY23 389 CIP Project Fund Water Fund PROJECT NUMBER W04-23 DEPARTMENT Engineering PROJECT NAME Water Pipe Replacement Program - Construction in 2023 FY19 FY20 Unscheduled DESCRIPTION OF PROJECT The water replacement program sets aside funds to assess and replace failing water pipes. Priority will go to replace the water pipe associated with the annual street construction (West Koch Street from 8th to Tracy). The remaining funds will be used to conduct water pipe condition assessments and repair identified pipes. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Provides for the construction of necessary water system maintenance work. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This project results in a net decrease in overall maintenance costs over the lifecycle of all pipes. FUNDING SOURCES New Replacement Equipment Project FY21 FY22 FY23 $1,200,000 390 CIP Project Fund Water Fund PROJECT NUMBER W47 DEPARTMENT Water Operations PROJECT NAME Replace #2647 - 1998 1/2 Ton Chevy Pickup FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This project is to replace a 1998 Chevy with 70,779 miles. As our crew grows this type of vehicle is used daily in support of the department's mission. This truck responds to all types of calls from locating to witnessing bores to a support vehicle for excavation jobs. Using an older vehicle becomes more unreliable, but if we had to, we could hold off a year. ALTERNATIVES CONSIDERED Continue to use older vehicle which is becoming unreliable and costly to maintain. ADVANTAGES OF APPROVAL Increased reliability and safety for staff. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED As the truck ages there will be unforeseen costs to maintain this vehicle. FUNDING SOURCES 100% Water Fund New Replacement Equipment Project FY21 $27,000 FY22 FY23 391 CIP Project Fund Water Fund PROJECT NUMBER W49 DEPARTMENT Water Operations PROJECT NAME Replace #3078 - 2002 1/2 Ton Chevy Pickup FY19 FY20 Unscheduled DESCRIPTION OF PROJECT This project replaces a 2002 Chevy pickup with 85,816 miles. This truck is used for leak detection, locating, and fire hydrant flushing, which are 3 critical programs for our department. This truck will be replaced with a more fuel efficient vehicle. ALTERNATIVES CONSIDERED Continue to use older piece of equipment which is becoming unreliable and costly to maintain. ADVANTAGES OF APPROVAL Increased reliability and safety for staff. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED As the truck ages there will be unforeseen costs to maintain this vehicle. FUNDING SOURCES 100% Water Fund New Replacement Equipment Project FY21 FY22 $27,000 FY23 392 CIP Project Fund Water Fund PROJECT NUMBER W56 DEPARTMENT WTP PROJECT NAME WTP Facility R&R FY19 $40,000 FY20 $40,000 Unscheduled DESCRIPTION OF PROJECT Repair and replacement fund for the WTP. Having this item in the budget will allow for unexpected and rapid repair of equipment, in the event of failure. This will result in shorter down time and not defer other planned projects. Without this fund, maintenance could be deferred for up to a year. ALTERNATIVES CONSIDERED Not having this fund would defer other needed maintenance. ADVANTAGES OF APPROVAL If systems fail, they need to be repaired immediately. If the failure is unexpected, other items that have been budgeted for will need to be postponed. Not all repairs or equipment failures can be predicted and budgeted as capital improvement projects ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES 100% Water Funds New Replacement Equipment Project FY21 $40,000 FY22 $40,000 FY23 $40,000 393 CIP Project Fund Water Fund PROJECT NUMBER W57 DEPARTMENT WTP PROJECT NAME WTP Facility Engineering & Optimization FY19 $20,000 FY20 $20,000 Unscheduled DESCRIPTION OF PROJECT WTP Facility Engineering & Optimization. The longer the water treatment plant is in operation, operators become familiar with the processes and come up with ideas to optimize the process. This line item will allow for engineering studies on the operators ideas before the expense of changing the process. In particular, the plan for this budget items is to improve the process from the raw water intakes to the treated water reservoirs. It will allow studies to be conducted to make sure that proposed optimizations will actually improve the process at a reasonable expense. Through the optimization of the plant with engineering studies the process will be streamlined and will save money in the future. ALTERNATIVES CONSIDERED Proceed with optimization projects without knowing if the project will actually improve plant performance. ADVANTAGES OF APPROVAL The advantage of having funds available to do engineering studies before any project is started will make sure that the right equipment is purchased and that it will perform properly. Optimization studies will predict actual cost/benefit over time to make sure the city is spending its money efficiently. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES 100% Water Funds New Replacement Equipment Project FY21 $20,000 FY22 $20,000 FY23 $20,000 394 CIP Project Fund Water Fund PROJECT NUMBER W58 DEPARTMENT WTP PROJECT NAME Module Replace Fund FY19 $50,000 FY20 $50,000 Unscheduled DESCRIPTION OF PROJECT Without the timely replacement of the membranes at the end of their useful lifespan, the whole treatment process will need to be shut down. Because this treatment process is relatively new, we do not have a firm estimate on the lifespan of the membranes. We expect them to last at least ten years but they could last twenty. This "savings account" will provide for rapid acquisition and replacement of the membrane modules when the time comes, instead of waiting for the next budget cycle. The costs for these replacements would be significant and typically need to be planned for after 10 years. This will be an on-going item for the next 20 years. ALTERNATIVES CONSIDERED Determine funding source at the time these replacements are needed. ADVANTAGES OF APPROVAL If a membrane module at the plant needs to be replaced, the cost will be significant. This will allow the city to save money over time. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES 100% Water Funds New Replacement Equipment Project FY21 $50,000 FY22 $50,000 FY23 $50,000 395 CIP Project Fund Water Fund PROJECT NUMBER W62 DEPARTMENT WTP PROJECT NAME Replace #3446 - WTP GMC Sierra Pickup FY19 FY20 $45,000 Unscheduled DESCRIPTION OF PROJECT This truck replaces #3446, the plant’s sampling vehicle. This truck currently has over 100,000 miles on it and is driven approximately 35 miles per day, 365 days per year. ALTERNATIVES CONSIDERED Continue driving #3446 and risk break downs and increased maintenance costs. ADVANTAGES OF APPROVAL A new truck would be more reliable and result in lower repair and maintenance costs. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Minimal Maintenance Costs FUNDING SOURCES 100% Water Funds New Replacement Equipment Project FY21 FY22 FY23 $0 396 CIP Project Fund Water Fund PROJECT NUMBER W63 DEPARTMENT WTP PROJECT NAME Sourdough Watershed Fuel Reduction FY19 $400,000 FY20 Unscheduled DESCRIPTION OF PROJECT Sourdough fuel reduction will protect investments in WTP pre-membrane sedimentation process and membrane filters by reducing wildfire impacts on raw water quality in sourdough. This will reduce wildfire risk in sourdough drainage and increases resiliency against catastrophic wildfire, and should lessen wear and tear on processes and components in event of wildfire impacted source water. Additionally, it provides a safer environment for fire suppression to occur in the event of. This project works in dovetail with USFS BMW project, and will not happen unless BMW project goes. ALTERNATIVES CONSIDERED Do nothing ADVANTAGES OF APPROVAL Provides landscape level fuel reduction that dovetails with the USFS BMW project. reduces susceptivibility of catastrophic wildfire in Sourdough municipal watershed. Reduces impacts to public and watershed closures during work activities ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Unknown FUNDING SOURCES $270,000 DNRC Special State Fire Assistance Grant New Replacement Equipment Project FY21 FY22 FY23 397 CIP Project Fund Water Fund PROJECT NUMBER W66 DEPARTMENT SCADA PROJECT NAME Meters, Transducers & Communications (Replacement Scada Radio & Strap On Flow Meter) FY19 $10,000 FY20 $10,000 Unscheduled DESCRIPTION OF PROJECT Meters, Transducers & Communications (Replacement Scada Radio & Strap On Flow Meter) for the SCADA Technician. The City's SCADA Technician needs funds to perform their necessary job functions. Failure of electronic devices needed to perform the job cannot be foreseen or scheduled. This fund would allow funds for that equipment. SCADA directly impacts water distribution, WRF, and WTP. Improved SCADA will result in cost savings through water conservation. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL This fund will allow the Technician to repair or replace important equipment in a more timely manner. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES 100% Water Funds New Replacement Equipment Project FY21 $10,000 FY22 $10,000 FY23 $10,000 398 CIP Project Fund Water Fund PROJECT NUMBER W68 DEPARTMENT Water Operations PROJECT NAME Wheeled Excavator FY19 FY20 Unscheduled $151,000 DESCRIPTION OF PROJECT This would be a trackhoe excavator with wheels instead of tracks. It is a critical piece of machinery in our departments, and it is used to maintain water, sewer, and stormwater infrastructure. The excavator will be split 50/50 with the wastewater fund (WW86). ALTERNATIVES CONSIDERED Continue to use smaller equipment . ADVANTAGES OF APPROVAL Increased productivity with larger excavator. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED N/A FUNDING SOURCES $151,000 Water Fund, $151,000 Wastewater Fund New Replacement Equipment Project FY21 FY22 FY23 399 CIP Project Fund Water Fund PROJECT NUMBER W69 DEPARTMENT Water Operations PROJECT NAME Water System Condition Assessment FY19 FY20 $100,000 Unscheduled DESCRIPTION OF PROJECT Prepare and evaluate condition assessment plan and execute water main condition assessments in high risk portions of the city. These are major assets whose failure could affect a large population of end-users. Work-a round may be possible with heavy burden on Utility resources. Additionally, these studies could produce substantial & quantifiable benefits that improves product quality, processes, or adoption of best industry practices. Depending on the results, these studies could result in follow-up R&R. ALTERNATIVES CONSIDERED No inspection ADVANTAGES OF APPROVAL Doing planned condition assessment can provide a cost effective mechanism of identifying likely asset failures and thereby offering the opportunity of repairing the deficiency or the whole asset if needed prior to failure. Additionally, CA often can identify assets in good working condition, so only required repairs are completed thereby saving significant money in replacing assets in good working order. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No FUNDING SOURCES 100% Water Fund New Replacement Equipment Project FY21 FY22 $100,000 FY23 400 CIP Project Fund Water Fund PROJECT NUMBER W70 DEPARTMENT Water Operations PROJECT NAME Redundant North 5038 Zone Feed FY19 FY20 $66,880 Unscheduled DESCRIPTION OF PROJECT Evaluate, and upgrade as required, 2nd location of redundant feed of 5130 Zone water into North (5038) Zone. This will ensure alternative source of water exists and is sufficient to feed North Zone in time when Lyman Creek source is unavailable. This provides a second path for water to move from South Zone to North Zone in event that Lyman source is unavailable. This project will meet the City’s hydraulic criteria. It could be performed in conjunction with Pear St. Booster Upgrade to facilitate testing and commissioning. ALTERNATIVES CONSIDERED Continue with single connection between pressure zones ADVANTAGES OF APPROVAL Use existing facilities and connectivity to provide redundant back up source of water ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES 100% Water Fund New Replacement Equipment Project FY21 FY22 FY23 401 CIP Project Fund Water Fund PROJECT NUMBER W71 DEPARTMENT Water Operations PROJECT NAME PRV Phase 2 - Automation and Instrumentation Upgrades FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Upgrade pressure instrumentation, automate valve actuation, and provide a LAN connection and SCADA programming for real- time monitoring and remote control of PRV settings. Without this project, system operators are without vital data on system operating conditions. Limited real time data allows operators to anticipate, diagnose, or correct abnormal operating conditions.: Standardized pressure control offers improved protections from surge conditions which are a likely cause of pipe failure. It will also improve service levels to existing customers where pressure transients cause leaks in sprinkler systems or within customer premises. ALTERNATIVES CONSIDERED Status quo operation ADVANTAGES OF APPROVAL Improve water distribution operations through increased understanding of system operating characteristics. Improve responsiveness to dynamic operating conditions. Facilitate improved access to existing sites now requiring confined space entry procedures. Standardize and improve surge control features throughout system. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Debt service (if any) to construct, power costs, SCADA maintenance, vault maintenance, instrument maintenance, programming libraries FUNDING SOURCES 100% Water Fund New Replacement Equipment Project FY21 FY22 $6,710,000 FY23 402 CIP Project Fund Water Fund PROJECT NUMBER W72 DEPARTMENT Water Operations PROJECT NAME PRV Phase 1 - Mechanical and Structural Upgrades FY19 $1,750,000 FY20 Unscheduled DESCRIPTION OF PROJECT Upgrade hatch/entry, valving, piping, pressure settings, sump pumps and provide power, which will provide operators with a safe working environment, and sets PRVs at operating pressures at pressure zone interfaces consistent with the WFPU recommendations. Additionally, it will provide necessary upgrades to equipment, piping and valving in PRV vaults to reduce likelihood of failures. Standardized pressure controls offers improved protections from surge conditions, which are likely causes of pipe failure. It improves service levels to existing customers where pressure transients cause leaks in sprinkler systems or within customers’ premises. ALTERNATIVES CONSIDERED Status quo operation ADVANTAGES OF APPROVAL Improve water distribution operations through increased understanding of system operating characteristics. Improve responsiveness to dynamic operating conditions. Facilitate improved access to existing sites now requiring confined space entry procedures. Standardize and improve surge control features throughout system. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Debt service (if any) to construct, power costs, SCADA maintenance, vault maintenance, instrument maintenance, programming libraries FUNDING SOURCES 100% Water Fund New Replacement Equipment Project FY21 FY22 FY23 403 CIP Project Fund Water Fund PROJECT NUMBER W73 DEPARTMENT Water Operations PROJECT NAME PRV Abandonments (approximately 6 sites) FY19 FY20 Unscheduled $510,106 DESCRIPTION OF PROJECT Abandon (in place) existing PRV's serving Northwest 4940 Pressure Zone, at sites to be determined through detailed hydraulic modeling. Install looped mains to maintain connectivity. This project will be done in conjunction with other transmission main improvements serving Northwest zones. This will reduce system complexity, and simplifies control strategy, which is critical with additional improvements planned within service area, yet maintains sufficient connectivity between zones per Hydraulic criteria. Additionally, it will create an opportunity for PRV's feeding zone to create undesired chattering of PRV's fighting each other via control strategy. Chattering of valves can lead to undesired hydraulic transients in system. ALTERNATIVES CONSIDERED Status quo ADVANTAGES OF APPROVAL Avoid costs of equipping sites with SCADA and related infrastructure. Reduce future operating expenses associated with PRV vault operation and control. Simplify zone operation by reducing number of required PRV's to feed zone. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Avoid costs of equipping sites with SCADA and related infrastructure. Reduce future operating expenses associated with PRV vault operation and control FUNDING SOURCES 100% Water Fund New Replacement Equipment Project FY21 FY22 FY23 404 CIP Project Fund Water Fund PROJECT NUMBER W75 DEPARTMENT Water Operations PROJECT NAME Lead Service Line Replacement FY19 $200,000 FY20 Unscheduled DESCRIPTION OF PROJECT This is the last year of a two year project that will be used to hire a contractor to assist water crews in replacing lead service lines. Removing lead service lines is critical to maintaining a high level of health and safety for our customers. This line removal meets recommendations of the National Drinking Water Advisory Council for total removal of all lead service lines. City of Bozeman water crews are assisting with the lead service line replacements. ALTERNATIVES CONSIDERED Continue using just COB water crews to replace the lead service lines, extending the program by several years. We have a committment to the community that they will all be replaced by FY19. ADVANTAGES OF APPROVAL The City of Bozeman will no longer have any lead service lines ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED N/A FUNDING SOURCES 100% Water Fund New Replacement Equipment Project FY21 FY22 FY23 405 CIP Project Fund Water Fund PROJECT NUMBER W78 DEPARTMENT WTP PROJECT NAME Hilltop Tank Inspection and Mixing System FY19 $130,000 FY20 Unscheduled DESCRIPTION OF PROJECT Inspect reservoir. Furnish and Install Mixer(s), Power and Control and update Reservoir SCADA to include remote monitoring capability of mixer(s). Without mixing of tank contents, Water Quality can be impacted, cold weather operation can create damage to reservoir contents. Freeze protection reduces risk of ice damage to cathodic protection system, tank interior. ALTERNATIVES CONSIDERED Installation of separate inlet and outlet configurations per each Reservoir ADVANTAGES OF APPROVAL Least expensive way to effect reservoir mixing and added freeze protection ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Energy costs for mixing; SCADA maintenance, scheduled mixer maintenance, FUNDING SOURCES 100% Water Fund New Replacement Equipment Project FY21 FY22 FY23 406 CIP Project Fund Water Fund PROJECT NUMBER W79 DEPARTMENT WTP PROJECT NAME Hyalite Dam and Reservoir Optimization Improvements FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Armoring of the control tower (to enable some year-over-year storage capacity) and control upgrades to improve winter operation. Current vulnerability of Bozeman to drought is very high, due to the lack of sources that are robust in drought (large raw water reservoirs with year-over-year storage capacity, large rivers, or groundwater). Hyalite Reservoir is capable of providing year-over-year storage, but is not operated in that manner due to concerns of ice damage to the control tower. This increases the risk of an extremely dry year resulting in the inability to fill the Hyalite reservoir with enough water for the City and irrigation uses. This project could potentially remove the 20% surcharge the City pays for Hyalite releases. ALTERNATIVES CONSIDERED Continue to deal with current Hyalite dam operation ADVANTAGES OF APPROVAL Drought mitigation, improved water use and cost efficiencies ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Unknown FUNDING SOURCES 100% Water Fund New Replacement Equipment Project FY21 $4,000,000 FY22 FY23 407 CIP Project Fund Water Fund PROJECT NUMBER W83 DEPARTMENT WTP PROJECT NAME Sourdough Intake Improvements FY19 FY20 Unscheduled $2,000,000 DESCRIPTION OF PROJECT Sourdough intake improvements to increase efficiency of existing diversion infrastructure. Project calls for replacement of existing surface diversion, installation of sub-surface collection system within stream bed gravels to capture water during surface freeze-off events, new instrumentation and controls. This will increase the resiliency of the Sourdough water supply by reducing, or potentially eliminating, periods and frequency of surface water freeze-off. ALTERNATIVES CONSIDERED Keep existing diversion configuration and continue to deal with intermittent freeze-off problems of the source ADVANTAGES OF APPROVAL Increases efficiency of diversion operations ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Unknown FUNDING SOURCES 100% Water Fund New Replacement Equipment Project FY21 FY22 FY23 408 CIP Project Fund Water Fund PROJECT NUMBER W84 DEPARTMENT WTP PROJECT NAME Sourdough Tank Inspection and Improvements FY19 FY20 $600,000 Unscheduled DESCRIPTION OF PROJECT This project would entail taking the Sourdough Tank offline (once the WTP'S 5.3 million gallon storage tank is online), inspecting it and repairing it as necessary. This project may or may not include reconfiguration of the inlet/outlet configuration to provide flow- through hydraulics. The condition of the overflow and inlet/outlet pipes is poor. The last dive inspection found concrete aggregate from the ceiling on the floor of the tank. The hydraulics to and from the tank are suspected to be suboptimal. An installed mixer will also need to be considered. This project is critical to ensure that the Sourdough tank is reliable and operating well. ALTERNATIVES CONSIDERED Wait for critical failure ADVANTAGES OF APPROVAL Rehabilitation of critical storage infrastructure for several decades to come. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES 100% Water Fund New Replacement Equipment Project FY21 FY22 FY23 409 CIP Project Fund Water Fund PROJECT NUMBER W85 DEPARTMENT Water Operations PROJECT NAME South University District 12" Water Main FY19 $296,509 FY20 Unscheduled DESCRIPTION OF PROJECT Extend the water main service to the South University District with a 12” water pipe, as described in the 2016 Water Facility Plan. This will coincide with WWIF27, resulting in overall efficiencies and mobilization cost savings. ALTERNATIVES CONSIDERED No action. ADVANTAGES OF APPROVAL Cost savings by building coincidently with WWIF27 ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs FUNDING SOURCES Impact Fee and possible payback district. New Replacement Equipment Project FY21 FY22 FY23 410 CIP Project Fund Water Fund PROJECT NUMBER W86 DEPARTMENT WTP PROJECT NAME Sourdough Diversion cleanout FY19 $25,000 FY20 Unscheduled DESCRIPTION OF PROJECT The Diversions need to be cleaned every 7 to ten years to remove accumulated sediment, rock, and debris. Last time it was done was 2010 and the pool behind the dam has diminished in size due to the sediment and rock accumulation. ALTERNATIVES CONSIDERED Build a larger diversion dam. Do Nothing and let sediment build up and have no pool to insure water flow into the system. ADVANTAGES OF APPROVAL Will ensure less freeze off during cold weather. Deeper pool, larger ice covering for insulation. and less sediment entering the plant. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED none FUNDING SOURCES none New Replacement Equipment Project FY21 FY22 FY23 411 CIP Project Fund Water Fund PROJECT NUMBER W87 DEPARTMENT WTP PROJECT NAME Lyman Tank and Transmission Main Design FY19 $500,000 FY20 Unscheduled DESCRIPTION OF PROJECT Design of new Lyman Storage (5MG), new transmission design, chlorination/fluoridation design and CA based repairs design to existing transmission main. This is necessary for construction of Lyman tank and transmission project. Without the design the Tank and Transmission Main Construction (WIF35) will not be able to continue. ALTERNATIVES CONSIDERED Status quo operation of existing Lyman system ADVANTAGES OF APPROVAL Provides bid plans and cost estimates for construction and obtains DEQ approvals needed for construction ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED N/A FUNDING SOURCES 100% Water Fund New Replacement Equipment Project FY21 FY22 FY23 412 CIP Project Fund Water Fund PROJECT NUMBER W88 DEPARTMENT WTP PROJECT NAME Lyman Tank and Transmission Main Construction FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Construct a new 5MG storage tank at Lyman, decommission existing Lyman storage tank, Condition Assessment-based repairs of the existing Lyman transmission main, new supply main tie in to new storage tank, new transmission main tie in from new storage tank to existing transmission main, new chlorination/fluoridation feed facility. Decommission Pear Street Booster Station if Hydraulic Grade Line of tank raised to meet Sourdough Tank. The Lyman water supply is a critical element of the city's overall water supply portfolio accounting for roughly 20% of annual supply volume to the city currently. The source provides supply redundancy and resiliency as it is geographically removed from the Sourdough/Hyalite source and provides an independent connection to the distribution system. The effective available water supply is increased since the new storage system will not leak and will expand the number of customers able to be supplied by Lyman water. Likelihood of failure of Lyman supply system will be dramatically reduced by replaced storage. It will also complete new transmission and Condition Assessment-based rehab to existing transmission. ALTERNATIVES CONSIDERED Status quo operation of existing Lyman system ADVANTAGES OF APPROVAL Replaces lyman storage tank which is at the end of its useful life. Increases effective available supply as existing tank leaks at a rate exceeding 100 gpm. If new storage sited at an elevation to match HGL of Sourdough Tank then Pear Street Booster Station can be decommissioned which reduces annual operating costs for power. CA-based rehab reduces liklihood of failure of critical tranmission infrastructure. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Anticipated operating cost reduction related to pear street booster decommissioning. Operating costs for new tank and transmission comparable to FUNDING SOURCES 100% Water Fund New Replacement Equipment Project FY21 $10,000,000 FY22 FY23 413 CIP Project Fund Water Fund PROJECT NUMBER WC02 DEPARTMENT Water Conservation PROJECT NAME Meter Software Subscription FY19 $36,000 FY20 $36,000 Unscheduled DESCRIPTION OF PROJECT Software upgrades to provide for flow management alerts to customers and individualized water use assessments. This project is vital to both water conservation and water and sewer operations. A mechanism must be established to alert customers of leaks and inefficient water usage in real time. Delays in relaying this information are costly for customers and harm relations between utility and customers. This project will provide best practice standards for empowering customers with real time information about their water usage. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Catches leaks very early and educates customers about individual water usage to reduce water consumption. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED NA FUNDING SOURCES Water Fund New Replacement Equipment Project FY21 $36,000 FY22 $36,000 FY23 $36,000 414 CIP Project Fund Water Fund PROJECT NUMBER WC03 DEPARTMENT Water Conservation PROJECT NAME Municipal Watershed Data Collection FY19 $50,000 FY20 Unscheduled DESCRIPTION OF PROJECT Installation of instrumentation for data collection to quantify and monitor Bozeman’s water supplies, including snowpack and streamflow. Understanding municipal watersheds’ seasonal and total annual water supplies is crucial to monitoring and preparing for drought events and planning for future water supply needs. Incorporating real-time local water supply data into the drought monitoring tool will provide the City with the data needed to make accurate, timely, data-driven decision making in face of a drought event. These data will also assist with planning for long range water supply needs. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL These real-time data will provide City staff with the information needed to make accurate timely data-driven decision making in face of a drought event and for future water supply planning. These data will support the 2013 Integrated Water Resources Plan and 2017 Drought Management Plan. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED May lead to annual costs for additional data collection (stream gaging and/or SNOTEL snowpack data) FUNDING SOURCES None New Replacement Equipment Project FY21 FY22 FY23 415 CIP Project Fund Water Fund PROJECT NUMBER WIF40 DEPARTMENT Water Impact Fees PROJECT NAME Sourdough Transmission Main – Phase 2 (Finance W90) FY19 FY20 $480,000 Unscheduled DESCRIPTION OF PROJECT The project consists of constructing approximately 8,000 feet of 30-inch DIP transmission main, which will start at the end of the Phase 1 connection point and go to the Sourdough Plant. This project is critical to overcome vulnerabilities presented by the aging and unknown condition of the existing transmission main between the City's WTP and Sourdough Tank. This transmission main will provide additional capacity from the WTP to the Sourdough reservoir, improving connectivity between the WTP and the City. This will reduce the risk of not having adequate potable water and fire flow supplies to the City in the event of a failure to the existing bar-wrapped 30" main. This project's cost and administration could be improved if combined with the new 3,000 feet of 48" bypass pipe. ALTERNATIVES CONSIDERED Conduct a condition assesment of the existing 30-inch concrete pipe and repair/rehabilitate as necessary. ADVANTAGES OF APPROVAL The condition of the existing transmission main from the WTP to the Sourdough reservoir is currently unknown. Approval of this project will provide redundancy for this main, and mitigate the risk and consequence of its failure. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating & Maintenance Costs: Impact Fees can not be spent on annual operations and maintenance costs. The Water Utility will see incremental increases in general maintenance costs. FUNDING SOURCES $4,320,000 Water Impact Fees. $480,000 Water Fund New Replacement Equipment Project FY21 FY22 FY23 416 CIP Project Fund Water Fund PROJECT NUMBER WIF48 DEPARTMENT Water Impact Fees PROJECT NAME Debt Service for Borrowing - Transmission Main (W89) FY19 FY20 Unscheduled $380,000 DESCRIPTION OF PROJECT These are the estimated annual amounts owned for borrowing for WIF40 - Sourdough Transmission Main project. Payments will begin in the fiscal year following borrowing. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL The project can be constructed before cash is on hand. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating & Maintenance Costs: Impact Fees can not be spent on annual operations and maintenance costs. The Water Utility will see incremental increases in general maintenance costs. FUNDING SOURCES Water Utility Revenue Bonds will be issued, with repayments made by the Utility (10%) and Impact Fee Fund (90%) New Replacement Equipment Project FY21 $30,000 FY22 $30,000 FY23 $30,000 417    418 Wa t e r   I m p a c t   F e e Ca p i t a l   I m p r o v e m e n t   P l a n Fi n a n c i a l   S u m m a r y Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY 2 2 F Y 2 3 Unscheduled Pr o j e c t e d   B e g i n n i n g   R e s e r v e   B a l a n c e   D e d i c a t e d   t o   C I P 2, 1 0 4 , 5 2 5 $            (1 , 1 1 8 , 6 2 3 ) $                (5 7 8 , 5 6 3 ) $              (2 2 7 , 0 6 9 ) $                      59 4 , 0 1 6 $                  868,905 $           ‐$     P l u s :     I m p a c t   F e e   R e v e n u e s   D e d i c a t e d   t o   C I P 1, 7 9 3 , 4 0 0 $            1, 8 8 3 , 0 7 0 $                    1, 9 7 7 , 2 2 4 $            2, 0 7 6 , 0 8 5 $                  2, 1 7 9 , 8 8 9 $            2,288,883 $       ‐$     P l u s :     L o a n   f o r   W e l l   F i e l d   W I F 3 2   8, 0 0 0 , 0 0 0 $                     P l u s :     L o a n   f o r   S o u r d o u g h   T r a n s m i s s i o n   M a i n ,   P H   2     W I F 4 0 4 , 3 2 0 , 0 0 0 $               L e s s :     C a r r y o v e r   F Y 1 7   C a p i t a l   P r o j e c t s ( 1 , 8 2 6 , 5 4 8 ) $           L e s s :     S c h e d u l e d   C I P   P r o j e c t   C o s t s ( 3 , 1 9 0 , 0 0 0 ) $        ( 1 , 3 4 3 , 0 1 0 ) $                ( 5 , 9 4 5 , 7 2 9 ) $        ( 9 , 2 5 5 , 0 0 0 ) $                ( 1 , 9 0 5 , 0 0 0 ) $          ( 1 , 3 0 5 , 0 0 0 ) $      (149,060,296)$     Pr o j e c t e d   Y e a r ‐ E n d   C a s h   D e d i c a t e d   t o   C I P (1 , 1 1 8 , 6 2 3 ) $        (5 7 8 , 5 6 3 ) $                      (2 2 7 , 0 6 9 ) $              59 4 , 0 1 6 $                        86 8 , 9 0 5 $                  1,852,789 $        As s u m p t i o n s   M a d e   f o r   R e v e n u e   E s t i m a t e s Cu r r e n t   Y e a r FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY 2 2 FY23 Es t i m a t e d   A n n u a l   W a t e r   I m p a c t   F e e   R e v e n u e s 1, 7 9 3 , 4 0 0 $              1 , 7 9 3 , 4 0 0 $                        1, 8 8 3 , 0 7 0 $              1, 9 7 7 , 2 2 4 $                      2, 0 7 6 , 0 8 5 $                2,179,889 $             E s t i m a t e d   A n n u a l   I n c r e a s e 0. 0 % 5% 5% 5% 5%5% To t a l   E s t i m a t e d   R e v e n u e s 1, 7 9 3 , 4 0 0 $              1 , 8 8 3 , 0 7 0 $                        1, 9 7 7 , 2 2 4 $              2, 0 7 6 , 0 8 5 $                      2, 1 7 9 , 8 8 9 $                2,288,883 $          Cu r r e n t   R e v e n u e s   D e d i c a t e d   t o   C I P   % 10 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 %    P l u s :     I n c r e a s e   D e d i c a t e d   t o   W a t e r   C a p a c i t y   E x p a n s i o n   C I P 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0.0%0.0%    T o t a l   %   D e d i c a t e d   t o   C I P 10 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % To t a l   E s t i m a t e d   R e v e n u e s   D e d i c a t e d   t o   C I P 1, 7 9 3 , 4 0 0 $              1 , 8 8 3 , 0 7 0 $                        1, 9 7 7 , 2 2 4 $              2, 0 7 6 , 0 8 5 $                      2, 1 7 9 , 8 8 9 $                2,288,883 $          Pr o j e c t e d Pr o j e c t e d C U R R E N T $ ( 1 , 3 4 3 , 0 1 0 ) $ ( 5 , 9 4 5 , 7 2 9 ) $ ( 9 , 2 5 5 , 0 0 0 ) $ ( 1 , 9 0 5 , 0 0 0 ) $ ( 1 , 3 0 5 , 0 0 0 ) $ ( 1 4 9 , 0 6 0 , 2 9 6 ) FY 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 F Y 2 3 U N S C H E D U L E D WA T E R   I M P A C T   F E E   P R O J E C T S   41 9 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 Im p a c t F e e s Wa t e r WI F 0 5 Wa t e r I m p a c t Fe e s WE S T T R A N S M I S S I O N M A I N - P H A S E 1 CO N S T R U C T I O N $28,006,293 WI F 1 4 Wa t e r I m p a c t Fe e s LO A N D E B T S E R V I C E - W T P 5 . 3 M G CO N C R E T E W A T E R S T O R A G E R E S E R V O I R $6 0 0 , 0 0 0 $6,800,000 $6 0 0 , 0 0 0 $6 0 0 , 0 0 0 $6 0 0 , 0 0 0 WI F 2 1 Wa t e r I m p a c t F S 1 1 T H 1 2 " W A T E R M A I N E X T E N S I O N $1 3 6 , 0 1 0 WI F 2 5 Wa t e r I m p a c t Fe e s DA V I S 1 2 " W A T E R M A I N & V A L L E Y CE N T E R 1 6 " W A T E R M A I N E X T E N S I O N $7 2 5 , 7 2 9 WI F 2 7 Wa t e r I m p a c t F 51 2 6 W E S T S O U R D O U G H R E S E R V O I R 1 $9,757,500 WI F 2 8 Wa t e r I m p a c t Fe e s 51 2 6 W E S T S O U R D O U G H R E S E R V O I R 1 - SI T I N G $3 5 0 , 0 0 0 WI F 3 0 Wa t e r I m p a c t F EA S T T R A N S M I S S I O N M A I N $7,167,372 WI F 3 2 Wa t e r I m p a c t Fe e s GR O U N D W A T E R W E L L F I E L D A N D TR A N S M I S S I O N C O N S T R U C T I O N $8 , 0 0 0 , 0 0 0 WI F 3 3 Wa t e r I m p a c t Fe e s GR O U N D W A T E R W E L L F I E L D A N D TR A N S M I S S I O N M A I N D E S I G N $5 0 0 , 0 0 0 WI F 3 6 Wa t e r I m p a c t Fe e s WE S T T R A N S M I S S I O N M A I N P L A N N I N G ST U D Y $400,000 WI F 3 7 Wa t e r I m p a c t Fe e s SO U R D O U G H C A N Y O N N A T U R A L ST O R A G E - P L A N N I N G A N D D E S I G N $350,000 $1 5 0 , 0 0 0 WI F 3 8 Wa t e r I m p a c t Fe e s SO U R D O U G H C A N Y O N N A T U R A L ST O R A G E C O N S T R U C T I O N $8,000,000 WI F 4 0 Wa t e r I m p a c t Fe e s SO U R D O U G H T R A N S M I S S I O N M A I N – PH A S E 2 $4 , 3 2 0 , 0 0 0 WI F 4 1 Wa t e r I m p a c t Fe e s WE S T T R A N S M I S S I O N M A I N - P H A S E 1 DE S I G N $2,907,235 WI F 4 2 Wa t e r I m p a c t Fe e s WE S T T R A N S M I S S I O N M A I N - P H A S E S 2 - 5 DE S I G N & C O N S T R U C T I O N $61,669,396 WI F 4 3 Wa t e r I m p a c t Fe e s DE B T S E R V I C E F O R B O R R O W I N G - W E L L FI E L D $1,000,000 $10,800,000 $1 , 0 0 0 , 0 0 0 WI F 4 5 Wa t e r I m p a c t Fe e s DE B T S E R V I C E F O R B O R R O W I N G - TR A N S M I S S I O N M A I N $305,000 $3,445,000 $3 0 5 , 0 0 0 $3 0 5 , 0 0 0 WI F 4 6 Wa t e r I m p a c t Fe e s WA T E R M A I N O V E R S I Z I N G , O A K S T A N D RY U N S U N W A Y $1 0 7 , 0 0 0 42 0 CI P P R O J E C T F U PR O J . DE P A R T M E N T PR O J E C T N A M E FY 1 9 Unscheduled FY23 FY 2 0 FY 2 1 FY 2 2 WI F 4 7 Wa t e r I m p a c t Fe e s GR A F A N D S . 2 7 T H W A T E R T R A N S M I S S I O N MA I N O V E R S I Z I N G $1 5 0 , 0 0 0 WI F 4 8 Wa t e r I m p a c t F 49 7 5 S O U T H W E S T R E S E R V O I R 1 $9,757,500 $1,305,000 $1 , 3 4 3 , 0 1 0 $5 , 9 4 5 , 7 2 9 $9 , 2 5 5 , 0 0 0 $1 , 9 0 5 , 0 0 0 $149,060,296 To t a l s b y D E P A R T M E N T Su m m a r y f o r I m p a c t F e e s W a t e r ( 2 0 i t e m s ) To t a l s b y y e a r : $1,305,000 $1 , 3 4 3 , 0 1 0 $5 , 9 4 5 , 7 2 9 $149,060,296FY23 FY 1 9 FY 2 0 Unscheduled FY 2 2 $1 , 9 0 5 , 0 0 0 $9 , 2 5 5 , 0 0 0 FY 2 1 42 1 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF05 DEPARTMENT Water Impact Fees PROJECT NAME West Transmission Main - Phase 1 Construction FY19 FY20 Unscheduled $28,006,293 DESCRIPTION OF PROJECT The project consists of a constructing a new transmission main from the Sourdough water treatment plant to the southwestern edge of the existing distribution network (S.19th and Graf St.) to serve future anticipated growth and provide water delivery redundancy. This second transmission line from the WTP to the City's distribution system is critical to provide a second path to get potable water from the WTP into the City, as well as to adequately serve the rapidly growing western portions of the City with potable water and fire flows. Potable water delivery and fire flows will be improved in the southwest, west and northwest portions of the City. This transmission line connects to the existing distribution system at a location that enables the existing Sourdough and Hill top tanks to be filled even if the Sourdough pipeline is out of service. This project mitigates the risk of not having enough potable water to serve the City's residents or provide fire suppression. ALTERNATIVES CONSIDERED Construct a parallel transmission line between the Sourdough Water Treatment Plant to Kagy Boulevard. ADVANTAGES OF APPROVAL Provides transmission capacity to current and growing peak day and fire flow demands on Bozeman's western flanks, generally west of 19th Ave. All existing transmission capacity is on the eastern edge of the city's distribution system which presents hydraulic issues as the water demand centroid moves westward. The transmission also provides redundant transmission in the event of failure of sourdough transmission mains. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating & Maintenance Costs: Impact Fees can not be spent on annual operations and maintenance costs. The Water Utility will see incremental increases in general maintenance costs. FUNDING SOURCES Developer contributions New Replacement Equipment Project FY21 FY22 FY23 422 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF14 DEPARTMENT Water Impact Fees PROJECT NAME Loan Debt Service - WTP 5.3MG Concrete Water Storage Reservoir FY19 $600,000 FY20 $600,000 Unscheduled $6,800,000 DESCRIPTION OF PROJECT Repayment of debt used to finance construction of WIF03, a 5.3 million gallon concrete water storage reservoir. ALTERNATIVES CONSIDERED Payoff loan principal ADVANTAGES OF APPROVAL Increased water storage to meet the needs of our growth community, and the requirement of MDEQ. Increased system water pressure in the southern part of the City. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Requires minimal operation and maintenance. Checking of valves, level sensors and vents on an annual basis and diver inspection and vacuuming every five years. Estimated at $4,000 annually. FUNDING SOURCES 100% Water Impact Fees New Replacement Equipment Project FY21 $600,000 FY22 $600,000 FY23 423 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF21 DEPARTMENT Water Impact Fees PROJECT NAME S 11th 12" water main extension FY19 $136,010 FY20 Unscheduled DESCRIPTION OF PROJECT Extension of 12" diameter main per AE2S WFPU in S 11th avenue from current terminus to Graf Street. It provides for future looped water system per AE2S WFPU, and increases hydraulic capacity of system beyond minimum 8" main. This reduces severity and consequences of water system outages due to future looping and provides for minimum fire flows. Impact Fees fund capacity above 8" main which is minimum local share. Local share could be reimbursed to City through a "payback district" established by City Commission. This will be completed in conjunction with the S 11th Ave road improvements. ALTERNATIVES CONSIDERED Forego project and don't loop water system in this area ADVANTAGES OF APPROVAL Provides for water main construction at time of road construction and implements WFPU update for G&D water infrastructure ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED n/a FUNDING SOURCES Developer contribution (Graf's) for their "local share" of main would need to be reimbursed through a "payback district" established by the City Commission New Replacement Equipment Project FY21 FY22 FY23 424 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF25 DEPARTMENT Water Impact Fees PROJECT NAME Davis 12" Water Main & Valley Center 16" Water Main Extension FY19 FY20 $725,729 Unscheduled DESCRIPTION OF PROJECT Extension of 12" water main in Davis Ln from Catamount to Valley Center & Extension of 16" diameter water main in Valley Center from Davis to 27th. 16" main is per AE2S WFPU. 12" main extends existing 12" main in Davis. These mains needed to support development south of East Valley Center between Davis and 27th. This provides for future looped water system per AE2S WFP, and reduces severity and consequences of water system outages due to future looping and provides for minimum fire flows. This will be completed in connection with development of Billings Clinic. Other affected projects include the 12" main in Davis along the proposed alignment of Phase 5 of West Transmission Main in the AE2S WFPU. WTM diameter contemplated at 36" in Davis from Catamount to Valley Center. ALTERNATIVES CONSIDERED Billings Clinic may occupy this land. Fire flow demands may require large diameter mains above the minimum 8" diameter typical local share in order to meet the Clinic's fire flow requirement, thus reducing the overall impact fee contribution ADVANTAGES OF APPROVAL Implements WFPU update for G&D infrastructure ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED n/a FUNDING SOURCES Developer contribution (Billings Clinic) for their "local share" of main New Replacement Equipment Project FY21 FY22 FY23 425 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF27 DEPARTMENT Water Impact Fees PROJECT NAME 5126 West Sourdough Reservoir 1 FY19 FY20 Unscheduled $9,757,500 DESCRIPTION OF PROJECT The project consists of a constructing a new gravity fed ground storage reservoir to the south/southwest of the City, which would tie into the West Water Transmission Main – Phase 1 and serve the existing City water distribution system. This reservoir supplies water to the City’s existing distribution network, to provide necessary storage capacity for the entire system, as well as contributes to adequate water supply capacity for future development along the City's western half. In the near term the storage provided by this reservoir will augment storage provided by the City's existing Sourdough and Hilltop Tanks. In the long-term it provides storage for the west and northwest areas of the City. This project mitigates the risk of not having enough potable water and fire flow in the southwest area of the City. This project is directly tied to construction of the West Water Transmission Main - Phase 1. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Two of the City's three existing reservoirs are located along the Sourdough Transmission main (Sourdough and Hilltop Tanks). If the Sourdough transmission main or either of these tanks are off-line for any reason (i.e. maintenance, natural disaster, break, etc.), the City would have inadequate storage and supply. An additional reservoir located on the West Transmission Main – Phase 1 provides storage redundancy, allowing for routine inspection and maintenance of both water storage facilities/transmission mains, mitigates the risk of and reduces the consequence of a failure on the existing Sourdough transmission main or Sourdough or Hilltop tanks. It also contributes to satisfying required storage capacity for the system, as well as ensuring adequate potable water and fire flows to the City's southwest areas. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating & Maintenance Costs: Impact Fees can not be spent on annual operations and maintenance costs. The Water Utility will see an incremental increase in general maintenance cost. Current cost estimate of $XX.XX annually. FUNDING SOURCES 100% Water Impact Fees New Replacement Equipment Project FY21 FY22 FY23 426 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF28 DEPARTMENT Water Impact Fees PROJECT NAME 5126 West Sourdough Reservoir 1 - Siting FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Siting study and land acquisition for 5MG ground storage reservoir to serve 5126 Pressure Zone from West Transmission Main. The West Sourdough Reservoir will be the next necessary reservoir for the City to continue to provide adequate potable water and fire flow. Proper siting of this reservoir will provide redundant supply to Sourdough and Hilltop Reservoirs. It will increase water storage capacity by 5MG, and will provide greater efficiency in providing potable water and fire flows to the City's western areas. Better ability to take Sourdough or Hilltop reservoirs offline and still provide sufficient storage. Other affected projects include groundwater planning, engineering and construction West Transmission Main study, design, construction; reservoir design, construction projects. ALTERNATIVES CONSIDERED Wait until the need for the reservoir is more imminent ADVANTAGES OF APPROVAL Procurement of land while it is available, and less expensive ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Unknown FUNDING SOURCES 100% Water Impact Fees New Replacement Equipment Project FY21 $350,000 FY22 FY23 427 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF30 DEPARTMENT Water Impact Fees PROJECT NAME East Transmission Main FY19 FY20 Unscheduled $7,167,372 DESCRIPTION OF PROJECT The project consists of a constructing a new transmission main that would ensure adequate water supply capacity for future developments located both east and northeast of the existing distribution system (extending approximately from East Kagy Blvd to Kelly Canyon Rd and Story Hill Rd). Without this transmission main, potable water and fire flows will eventually become insufficient in the east and northeast portions of the City. This main also supplies the future East Mountain Zone, which has a substantial demand. This project better connects the east and northeast portions of the City with the supply from the City's WTP. In conjunction with the west transmission mains, it will provide a more looped supply for the majority of the City. What safety or risk measures are mitigated with this project: This project mitigates the risk of having inadequate potable water and fire flows to the City's east and northeast areas. This project leverages improvements in delivery of water due to the Sourdough Main replacement or paralleling. It will also enable siting of storage in the City's east and northeast areas. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL The creation of an East Water Transmission Main is necessary to supply adequate water and fire flows to future developments in the eastern portion of the City’s distribution system. This transmission line will also provides additional looping and redundancy to the City. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating & Maintenance Costs: Impact Fees can not be spent on annual operations and maintenance costs. The Water Utility will see incremental increases in general maintenance costs. FUNDING SOURCES Developer contributions New Replacement Equipment Project FY21 FY22 FY23 428 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF32 DEPARTMENT Water Impact Fees PROJECT NAME Groundwater Well Field and Transmission Construction FY19 FY20 Unscheduled DESCRIPTION OF PROJECT Water right permitting and mitigation plan; purchase of mitigation water rights; construction of aquifer recharge or other mitigation infrastructure; acquisition of land for well field site; construction of wells, power, power backup, instrumentation and controls, SCADA, control building and site improvements; and transmission main construction to tie GW supply into the existing system. This is absolutely critical for meeting long-range water supply needs and enhancing overall water supply resiliency and redundancy. It enhances connectivity by providing a redundant water supply source in the event of Sourdough WTP outage. ALTERNATIVES CONSIDERED Status quo operation ADVANTAGES OF APPROVAL Improve water distribution operations through increased understanding of system operating characteristics. Improve responsiveness to dynamic operating conditions. Facilitate improved access to existing sites now requiring confined space entry procedures. Standardize and improve surge control features throughout system. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Debt service (if any) to construct, power costs, SCADA maintenance, vault maintenance, instrument maintenance, programming libraries FUNDING SOURCES Capital funding for water right permitting and water could be augmented with cash in lieu of water rights fund, water fund New Replacement Equipment Project FY21 $8,000,000 FY22 FY23 429 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF33 DEPARTMENT Water Impact Fees PROJECT NAME Groundwater Well Field and Transmission Main Design FY19 $500,000 FY20 Unscheduled DESCRIPTION OF PROJECT Design of groundwater well field and transmission main including necessary appurtenances, instrumentation and controls, and DEQ approvals. This is necessary for construction of groundwater supply source, but it will require DEQ construction approval; amendments if needed to other DEQ documents such as Source Water Delineation and Assessment Report and Source Water Protection Plan. This project utilizes the hydrogeologic model developed for the Groundwater Investigation and test well data. ALTERNATIVES CONSIDERED Don't develop a GW supply ADVANTAGES OF APPROVAL Provides bid plans and cost estimates for construction and obtains DEQ approvals needed for construction. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED N/A FUNDING SOURCES 100% Water Impact Fees New Replacement Equipment Project FY21 FY22 FY23 430 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF36 DEPARTMENT Water Impact Fees PROJECT NAME West Transmission Main Planning Study FY19 FY20 Unscheduled $400,000 DESCRIPTION OF PROJECT Planning study to identify key design parameters for WTM, right of way, route alignment, and timing for bringing WTM online. Eventual construction of the West Transmission Main is necessary to provide redundancy for the Sourdough Transmission Main as well as adequate potable water and fire flow for the City's west, northwest and north areas, and it provides capacity sufficient for UBO and delivery of 34 MGD from future WTP expansion. Conveyance of water to the City's western, northwestern and northern areas will be more efficient that moving water through downtown and existing PRVs. ALTERNATIVES CONSIDERED Defer the study further out, deferring eventual construction of the West Transmission Main. ADVANTAGES OF APPROVAL Identify key design parameters, right-of-way, route and permitting for the West Transmission Main, so that design and construction can proceed once funds are available. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES 100% Water Impact Fees New Replacement Equipment Project FY21 FY22 FY23 431 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF37 DEPARTMENT Water Impact Fees PROJECT NAME Sourdough Canyon Natural Storage - Planning and Design FY19 FY20 $150,000 Unscheduled $350,000 DESCRIPTION OF PROJECT Alternatives planning and design for sour dough natural storage enhancement project. This project will increase resiliency of Sourdough watershed to drought impacts and provides augmented water supply, protects existing municipal water rights, and it augments water supply capacity of sourdough watershed. This impacts the City's long-term water rights and helps close the approaching water supply gap. This project could have potential FEMA involvement for flood control. Other affected projects include final sizing of West Transmission Main. It will also inform long-term groundwater needs. ALTERNATIVES CONSIDERED Postpone ADVANTAGES OF APPROVAL Implements IWRP, augments Sourdough water supply capacity, and increases resiliency of Sourdough water supply by providing 'storage' to reduce the susceptibility of drought impacts ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Unknown FUNDING SOURCES Potential opportunity for federal drought and flood hazard mitigation grants, state RRGL funds. Cash in lieu of water rights fund. New Replacement Equipment Project FY21 FY22 FY23 432 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF38 DEPARTMENT Water Impact Fees PROJECT NAME Sourdough Canyon Natural Storage Construction FY19 FY20 Unscheduled $8,000,000 DESCRIPTION OF PROJECT Construction of natural water storage infrastructure alternatives planned and designed in project WFP_53 that augment water supply availability, reduce susceptibility to drought impacts, and maximize existing water rights. This project provides enhanced water supply availability to support future growth and development, and reduces drought susceptibility and peak runoff impacts. Leveraging potential exists with federal/state grants, federal/state cooperative agreements (consistent with fed initiatives to increase drought resiliency in western states and consistent with recommendations in state water plan to increase storage in closed basins). Project implements recommendations of the IWRP to develop storage in Sourdough. ALTERNATIVES CONSIDERED Project specific alternatives evaluated with project WFP_53. Water supply alternatives evaluated in IWRP. ADVANTAGES OF APPROVAL Augments Sourdough Creek water supply, reduces susceptibility to drought impacts and maximizes existing water rights ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Unknown FUNDING SOURCES Federal hazard mitigation grants (drought hazard and flood hazard). State renewable resource grant and loan program. New Replacement Equipment Project FY21 FY22 FY23 433 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF40 DEPARTMENT Water Impact Fees PROJECT NAME Sourdough Transmission Main – Phase 2 FY19 FY20 $4,320,000 Unscheduled DESCRIPTION OF PROJECT The project consists of constructing approximately 8,000 feet of 30-inch DIP transmission main, which will start at the end of the Phase 1 connection point and go to the Sourdough Plant. This project is critical to overcome vulnerabilities presented by the aging and unknown condition of the existing transmission main between the City's WTP and Sourdough Tank, and will provide additional capacity from the WTP to the Sourdough reservoir. This project will mitigate the risk of not having adequate potable water and fire flow supplies to the City in the event of a failure to the existing bar-wrapped 30" main. This project's cost and administration could be improved if combined with the new 3,000 feet of 48" bypass pipe. ALTERNATIVES CONSIDERED Conduct a condition assesment of the existing 30-inch concrete pipe and repair/rehabilitate as necessary. ADVANTAGES OF APPROVAL The condition of the existing transmission main from the WTP to the Sourdough reservoir is currently unknown. Approval of this project will provide redundancy for this main, and mitigate the risk and consequence of its failure. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating & Maintenance Costs: Impact Fees can not be spent on annual operations and maintenance costs. The Water Utility will see incremental increases in general maintenance costs. FUNDING SOURCES $4,320,000 Water Impact Fees. $480,000 Water Fund New Replacement Equipment Project FY21 FY22 FY23 434 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF41 DEPARTMENT Water Impact Fees PROJECT NAME West Transmission Main - Phase 1 Design FY19 FY20 Unscheduled $2,907,235 DESCRIPTION OF PROJECT Design of the first phase of the West Transmission Main, the criteria for which would be developed in the West Transmission Main Planning Study (WIF36). This project will reduce the consequence of a failure on the Sourdough Transmission Main, by providing a second pipeline to convey water to the City from the WTP, and water delivery to the City's western side will become more efficient. The Sourdough Transmission Main is currently a single point of failure for conveyance of water from the Sourdough WTP. Other affected projects include subsequent phases of West Transmission Main design and construction, and construction of storage reservoirs on the City's west side. ALTERNATIVES CONSIDERED Defer design and construction of West Transmission Main ADVANTAGES OF APPROVAL Potential to install the transmission main before significant growth and development occur along the route, reduced consequence of failure to Sourdough Transmission Main ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES 100% Water Impact Fees New Replacement Equipment Project FY21 FY22 FY23 435 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF42 DEPARTMENT Water Impact Fees PROJECT NAME West Transmission Main - Phases 2-5 Design & Construction FY19 FY20 Unscheduled $61,669,396 DESCRIPTION OF PROJECT The project consists of remaining phases (2 thru 5) of the west Transmission Main, completing the transmission loop around the city's western flank. Extending the West Transmission Line further north into the City's future western and northwestern developments to ensure adequate potable water and fire flow for west and northwest Bozeman residents. The northwest portion of the City remains the least well connected area to the distribution system. Flow to the northwest must come through the existing PRVs from the Sourdough and Hilltop Tanks, or from the northeast Lyman source. This main will bring water from the WTP well into the northwest portion of the City. Therefore, this project mitigates the risk of not having enough potable water or fire flow to serve the City's west residents. This project will also provide the ability for the City to connect additional storage reservoirs on the City's southwest and west to satisfy maximum day demand and fire flows. ALTERNATIVES CONSIDERED Do not complete west tranmission main loop. ADVANTAGES OF APPROVAL Further extending the West Water Transmission Main would provide the following: distribution redundancy, and adequate water supply and fire flows for future development on the City's west and northwest sides. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating & Maintenance Costs: Impact Fees can not be spent on annual operations and maintenance costs. The Water Utility will see incremental increases in general maintenance costs. FUNDING SOURCES Developer contributions New Replacement Equipment Project FY21 FY22 FY23 436 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF43 DEPARTMENT Water Impact Fees PROJECT NAME Debt Service for Borrowing - Well Field FY19 FY20 Unscheduled $10,800,000 DESCRIPTION OF PROJECT These are the estimated annual amounts owned for borrowing for WIF32 - Well Field and WIF40 - Sourdough Transmission Main project. Payments will begin in the fiscal year following borrowing. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL The project can be constructed before cash is on hand. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating & Maintenance Costs: Impact Fees can not be spent on annual operations and maintenance costs. The Water Utility will see incremental increases in general maintenance costs. FUNDING SOURCES Water Utility Revenue Bonds will be issued, with repayments made by the Impact Fee Fund. New Replacement Equipment Project FY21 FY22 $1,000,000 FY23 $1,000,000 437 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF45 DEPARTMENT Water Impact Fees PROJECT NAME Debt Service for Borrowing - Transmission Main FY19 FY20 Unscheduled $3,445,000 DESCRIPTION OF PROJECT These are the estimated annual amounts owned for borrowing for WIF40 - Sourdough Transmission Main project. Payments will begin in the fiscal year following borrowing. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL The project can be constructed before cash is on hand. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating & Maintenance Costs: Impact Fees can not be spent on annual operations and maintenance costs. The Water Utility will see incremental increases in general maintenance costs. FUNDING SOURCES Water Utility Revenue Bonds will be issued, with repayments made by the Utility (10%) and Impact Fee Fund (90%) New Replacement Equipment Project FY21 $305,000 FY22 $305,000 FY23 $305,000 438 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF46 DEPARTMENT Water Impact Fees PROJECT NAME Water Main Oversizing, Oak St and Ryun Sun Way FY19 $107,000 FY20 Unscheduled DESCRIPTION OF PROJECT This project consists of upsizing water mains from 8-inches to 12-inches per the Water Master Plan if the proposed Canvasback Subdivision proceeds to approval. The Canvasback Subdivision will be required to install the mains, and the City would pay the difference in cost between an 8-inch and a 12-inch pipe required by the 2017 Water Master Plan. ALTERNATIVES CONSIDERED Do nothing and require the developer to bear the full cost of the 12-inch transmission main. ADVANTAGES OF APPROVAL Supports implementation of the water transmission pipe network described in the 2017 Water Master Plan. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Incremental cost of water main operations. FUNDING SOURCES NA New Replacement Equipment Project FY21 FY22 FY23 439 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF47 DEPARTMENT Water Impact Fees PROJECT NAME Graf and S. 27th Water Transmission Main Oversizing FY19 FY20 $150,000 Unscheduled DESCRIPTION OF PROJECT This project consists of upsizing water mains from 8-inches to 12-inches per the Water Master Plan if the proposed Canvasback Subdivision proceeds to approval. The Canvasback Subdivision will be required to install the mains, and the City would pay the difference in cost between an 8-inch and a 12-inch pipe required by the 2017 Water Master Plan. ALTERNATIVES CONSIDERED Do nothing and require the developer to bear the full cost of the 12-inch transmission main. ADVANTAGES OF APPROVAL Supports implementation of the water transmission pipe network described in the 2017 Water Master Plan. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Incremental cost of water main operations. FUNDING SOURCES N/A New Replacement Equipment Project FY21 FY22 FY23 440 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF48 DEPARTMENT Water Impact Fees PROJECT NAME 4975 Southwest Reservoir 1 FY19 FY20 Unscheduled $9,757,500 DESCRIPTION OF PROJECT The project consists of a constructing a new ground storage reservoirsouthwest of town, which would tie into the West Transmission Main – Phase 2 and serve the City’s future western and northern water distribution system. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL An additional reservoir located on the West Transmission Main – Phase 2 would help provide the following: promote storage redundancy within the system, allow for routine inspection and maintenance of both water storage facilities/transmission mains, reduce the consequence of failure of future transmission mains (i.e. mitigates risk), aids in supplying water to the City’s distribution network, and ensures adequate water supply capacity for future development. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating & Maintenance Costs: Impact Fees can not be spent on annual operations and maintenance costs. The Water Utility will see an incremental increase in general maintenance cost. Current cost estimate of $XX.XX annually. FUNDING SOURCES 100% Water Impact Fees New Replacement Equipment Project FY21 FY22 FY23 441 442