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HomeMy WebLinkAbout11-24-20 City Commission Packet Materials - A4. FY22-26 CIP Intro and Public Works Funds Commission Memorandum REPORT TO: Honorable Mayor and City Commission FROM: Kristin Donald, Finance Director Mitch Reister, Public Works Director Anna Rosenberry, Assistant City Manager Jeff Mihelich, City Manager SUBJECT: Presentation of the FY2022 – FY2026 Capital Improvement Plan Introduction and Public Works Funds MEETING DATE: November 24, 2020 AGENDA ITEM TYPE: Presentation/ Discussion RECOMMENDATION: Listen to presentation, ask questions, and provide comments. STRATEGIC PLAN: The Capital Improvement Plan includes projects that cover many of the Strategic Plan’s Visions and Action Items. BACKGROUND: We are proud to present to you the City of Bozeman, 2022 - 2026 Capital Improvement Plan. 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 staff have taken a lot of time and care in preparing this document. This five-year plan has $206 million in scheduled projects and $192 million unscheduled. The proposed plan can be found on the City’s website Under Finance and select Budget and Financial Reports at (https://www.bozeman.net/Home/ShowDocument?id=10848 ). 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. 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. The CIP includes any planned expenditure of $25,000 or greater, that results in the acquisition of an asset with a useful life of 3 years or more, with a few exceptions such as large consulting services type projects. 249 The plan is in coordination with the City’s many long range plans such the Transpiration Plan and the Water and Sewer Treatment and Collection Plan. 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. We will be presenting the highlights on the plan at the following meetings: • 11/24/20- Public Works Funds • 12/1/20- General Fund • 12/8/20- All Other Funds • 12/15/20- Final adoption Resolution 5207- we will include Commission direction from past meetings and the Commission can also amend the plan before approving the resolution Once adopted, the Capital Improvements Plan becomes the basis of the City Manager’s Recommended Budget for FY22. Public Works’ Funds The Public Works Department, City Manager, and other city staff met during September - October to develop the Capital Improvement Plan (CIP) for the capital needs for the Public Works Department. Public Works oversees the majority of the infrastructure projects and our planned based on the appropriate funding sources and fund. The funds for the department included in the CIP are (in the order they are presented in the plan document and with the plan pages found in the online document): • Arterial & Collector District Fund (page 20) • Public Works Admin Fund (page 177) • Solid Waste Fund (page 183) • Storm Water Fund (page 192) • Street & Curb Fund (page 217) • Street Impact Fee Fund (page 231) • Street maintenance Fund (page 261) • Vehicle Maintenance Fund (page 321) • Wastewater Fund (page 326) • Wastewater Impact Fee Fund (page 360) • Water Fund (page 370) • Water Impact Fee Fund (page 414) Impact Fee Funds: The Impact Fee Advisory Committee met on October 29, 2020 and November 5, 2020 to review the Impact Fee funds’ CIP sections. In regards to tonight, the Committee recommended the plans as presented for Water Impact Fee fund, and Wastewater Impact Fee Fund. The Committee recommended that City staff try to fund at least half of SIF 138 in FY22 rather than in FY23. We could not make this change due to staff and finance constraints, but we are able to work with the developer, for their development project, for possible waivers, certain code requirements that require this project since it’s in the first three years of the plan. 250 Tonight we are going to highlight major changes in the plans in the following groupings: • Water Fund and Water Impact Fee Fund • Wastewater Fund and Wastewater Impact Fee Fund • Street Maintenance Fund • Storm water Fund • Arterial & Collector Fund and Street Impact Fee Fund UNRESOLVED ISSUES: This is the beginning of the CIP process, there are many unresolved issues. We will be identifying and discussing those during this presentation and the CIP workshops and hearings in November and December. ALTERNATIVES: If the Commission would like to make suggestions for changes to the planned CIP Work Sessions, please do so tonight. FISCAL EFFECTS: This step in the process has no fiscal effect. Once adopted, the Capital Improvements Plan becomes the basis of the City Manager’s Recommended Budget for FY22. Attachments: CIP Message CIP Summary Summary Section of the following funds (for project detail please view the document online at https://www.bozeman.net/Home/ShowDocument?id=10848 : Water Fund and Water Impact Fee Fund Wastewater Fund and Wastewater Impact Fee Fund Street Maintenance Fund Storm water Fund Arterial & Collector Fund and Street Impact Fee Fund Report compiled on: 11/12/2020 251    CIP MESSAGE Dear City Commission and Residents of Bozeman:  We are proud to present to you the City of Bozeman, 2022 ‐ 2026 Capital Improvement Plan. 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 staff have taken a lot of time and care in preparing this document. This five‐year plan has $206 million in scheduled projects and $192 million unscheduled.  The CIP is 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.   Plan Challenges The growth the City is seeing impacts the need for expanded infrastructure and efforts to increase capacity in infill areas. The demands with growth, limited funding, and limited staff capacity to complete projects make the plan difficult to balance not just to the bottom line but with 252   all capacity factors.   Along with addressing growth demand the plan also strives to achieve actions in the Strategic Plan.  Certain items in the General Fund are planned to be funded by bonds approved on an election ballot.   The US economy has been in flux with COVID, therefore, COVID related economic factors could change the revenue predictions in this plan. As we develop the FY22 budget we will continue to watch economic indicators and refine our revenue predictions. With this extreme uncertainty of how this recession will work preparing different solutions for each scenario will be needed as we move into FY22.   Strategic Plan The Strategic Plan helps inform the planning and decision process for the CIP. Below highlights some of the items included in the plan:  1) An Engaged Community. We are continuing our work to foster a culture of civic engagement by using our newly adopted communication plan. Several of the projects will include an element of Community Outreach specifically:   The potential for a Westside Recreation Center and Library.    WC02 Meter Software Subscription, $36,000 annually is for the Dropcountr water use portal. The Dropcountr water use portal alerts customers to water leaks and inefficient usage, provides customers with the ability to track their water use, and compares use to efficient neighbors and unique efficiency goals specific to each customer’s property.  This project relates to Strategic Plan priorities 1.1 outreach, 1.2 community engagement.   2) An Innovative Economy. Supporting retention and growth of both the traded and local business sectors is addressed with the plans for our expanded infrastructure. In addition, annual amounts for the purchase of fiber conduit and vaults, GF275, this  is  an  investment  into  broadband  infrastructure  taking  a  step  towards 2.2  a  Identify  Commercial/Industrial Infrastructure needs.  3) A Safe, Welcoming Community. There are several projects on the horizon to continue the City being a safe welcoming community:  With the plan to relocate Fire Stations 2 and strategizing Fire Station 4 to address 3.1 c implement the Fire Station Location Plan.  253    3.4 Active Recreation is included throughout the General fund plan and the Parks & Trails District Fund with many projects that encourage and promote active recreation such as the proposed Westside Recreation and Library, GF355, splashpads and playground updates. 4) A Well‐Planned City. We have developed a Comprehensive Parks Maintenance and Facilities Funding Program and with the recent voter approval of the Parks & Trails District we are continuing in implementing the District. Many of the funds work together towards the well‐planned City vision:  SIF150 15th (Patrick to Tschache) aids in the efforts for Affordable Housing, specifically, the Arrowleaf and Perennial Parks mixed‐use project by GMD Development.   All the road projects funded by the Street Impact Fee fund will include bike lanes and aid in our efforts towards the Strategic Plan 4.5 a Enhance Non‐motorized Transportation. City staff calculated the proportion of recent street corridor projects that was used to improve the bike and pedestrian facilities on those projects ranged from 20%‐30% of total project costs indicating a significant investment in non‐motorized facilities. In addition, every year the Street Maintenance fund has allocation of $50,000 for bike path improvements (STR20) and some additional funding have been included in STR116 of $25,000 for Bike paths and STR117 of $25,000.   The Wastewater fund and Wastewater Impact fund have many projects that achieve 4.3 b Increase Capacity of Sewer Pipes to Accommodate Development Projects.   5) A Creative, Learning Culture. Developing an ordinance to create a program for all public buildings built to have 1% of the construction costs to be set aside for art in that public space. This type of program provides a guaranteed funding mechanism for the acquisition of artwork for new public facilities and civic spaces. The new item this year is added to FY22 LIB28 Library Expansion, which is an expansion of the current facility to meet growing program needs, in addition to expanded  meeting  room  space,  and  covered  parking  for  the  bookmobile  addressing 5.1.a  Library  Expansion Planning ‐ Ensure library services and facilities meet the demands of the city. This is also addressed with GF355 with the Westside Recreation and Library Facility.   254   6) A Sustainable Environment. This Approved Budget looks at Climate Action with GF245 has Energy Saving projects for City Hall and GF353 plans for Electrical Vehicle stations at the new Bozeman Public Safety Center planned in the General Fund. Efforts towards clean water and watershed management are included in the water and water impact fee funds:  As mention under Community engagement WC02: Meter Software Subscription for Dropcountr water use portal also helps us work towards with through water conservation 6.1.a clean water supplies.    WIF32  Groundwater  Well  Field  and Transmission  Construction  ‐  Water  right  permitting  and  mitigation  plan; construction of aquifer recharge or other mitigation infrastructure; and transmission main construction to tie ground water supply into the existing system. WIF32 enhances connectivity by providing a redundant water supply source in the event of Sourdough WTP outage and aids in our efforts towards 6.1 a Watershed Management.  7) A High Performance Organization. There are projects to further expand facilities to accommodate new staff to have adequate work space in addition to new vehicles, tools and equipment to aid in the basic services for the City.     In closing, we respectfully submit the 2022 ‐2026 Capital Improvement Plan to the residents of the City of Bozeman. Once adopted, the Capital Improvements Plan becomes the basis of the City Manager’s Recommended Budget for FY22.  The City will continue to invest in capital infrastructure in order to keep Bozeman as a vibrant and active city. We are a resilient, enterprising, and creative community.  The 2022‐ 2026 CIP is a plan to provide efficient and effective services, and to achieve the Commission’s vision and priorities set out in the Strategic Plan for the City of Bozeman.  Respectfully, Jeff Mihelich Anna Rosenberry Kristin Donald City Manager        Assistant City Manager      Finance Director 255       CIP Summary 256   CIP SUMMARY 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 $25,000 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; 257    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 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: 258                         There are many considerations when developing the plan from basic operational needs to growth. The following descriptions are the areas considered when developing the CIP:   •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: 259   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 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.  260   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 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 261   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, 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 district laws of the state.  The District is meant to fund street 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.    262   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.   Governmental Funds•General Fund ‐Taxes and Charges for services•Special Revenue Funds•Arterial and Collector District – Assessment, Local Share for projects and Gas Tax•Building Inspection Fund ‐ Charges for services•Community Development Fund ‐ Property tax and charges for services•Fire Equipment and Capital Fund ‐ Dedicated tax 4 Mills•Fire Impact Fee ‐ Impact Fee revenue•Forestry‐ Tree Maintenance District ‐ Tree Assessment•Library Depreciation Fund ‐ Remaining budget from prior year•Parks & Trails District‐ Assessment•Street Impact Fee ‐ Impact Fees•Street and Curb Reconstruction – Assessment and SID•Street Maintenance District ‐ AssessmentProprietary Funds•Enterprise Funds•Parking Charges for services and enforcement•Solid Waste Fund ‐ Charges for Services•Storm Water Fund ‐ Charges for Services•Wastewater Fund ‐ Charge for Services•Wastewater Impact Fee ‐ Impact fees•Water Fund ‐ Charges for services•Water Impact Fee ‐ Impact fees•Internal Service Funds•Public Work Admin Fund – Internal Charges to other funds•Vehicle Maintenance Fund‐ Intrnal Charges ot other funds263   2022‐2026 CIP FINANCIAL SUMMARY This five‐year plan has $206 million in scheduled projects and $192 million unscheduled.   264   2022 ‐ 2026 CIP FINANCIAL SUMMARY  Arterial and Collector District6%Building Inspection Fund0%Community Development0%Fire Equipment & Capital Replacement1%Fire Impact Fee0%Forestry0%General Fund31%Library Depreciation2%Parks & Trails3%Parking0%Solid Waste Collection & Recycling1%Storm Water Utility  2%Street & Curb Reconstructions5%Street Impact Fee12%Street Maintenance District6%Wastewater Fund5%Wastewater Impact Fee5%Water Fund15%Water Impact Fee5%TOTAL SCHEDULED PROJECTS265   UNSCHEDULED CIP FINANCIAL SUMMARY The unscheduled items are in need within the five years or just after. Several large and high dollar projects remain unscheduled due to funding, timing and other unresolved issues.   Arterial and Collector District9%Fire Impact Fee4%General Fund1%Parking0%Street & Curb Reconstructions5%Street Impact Fee15%Street Maintenance District0%Wastewater Fund28%Wastewater Impact Fee11%Water Fund4%Water Impact Fee23%UNSCHEDULED266   WATER FUND FINANCIAL SUMMARY  Financial Summary Current YearFY21 FY22 FY23 FY24 FY25 FY26 UnscheduledProjected Beginning Reserve Balance Dedicated to CIP 4,786,423$      1,454,632$         1,526$             1,183,359$       1,844,569$       2,003,361$     ‐$                   Plus:  Water Revenues Dedicated to CIP 2,653,020$      3,552,394$         2,814,589$      2,899,027$       2,985,998$       3,075,578$     ‐$                   Plus:  Loan or Financingfor Hyalite Dam Improvements W79 4,000,000$       Plus:  Loan or Financingfor Lyman Tank & Transmis W88 2,300,000$       Plus:  Loan or Financing for Lyman Tank Construction  7,700,000$        Less:  FY20 Carryover Capital (3,879,311)$      Less:  Scheduled CIP Project Costs (2,105,500)$     (5,005,500)$        (7,932,757)$     (9,937,816)$      (2,827,206)$      (4,675,500)$    (7,155,000)$   Projected Year‐End Cash Dedicated to CIP 1,454,632$      1,526$                1,183,359$      1,844,569$       2,003,361$       403,439$        (7,155,000)$   Assumptions Made for Revenue Estimates Current YearFY20 FY22 FY23 FY24 FY25 FY26Estimated Annual Water Revenues 10,203,924$       10,203,924$           10,510,042$       10,825,343$        11,150,103$        11,484,606$        Estimated Annual Increase 3.0% 3.0% 3.0% 3.0% 3.0%Total Estimated Revenues 10,203,924$       10,510,042$           10,825,343$       11,150,103$        11,484,606$        11,829,145$      Current Revenues Dedicated to CIP % 26.0% 26.0% 33.8% 26.0% 26.0% 26.0%  Plus:  Increase Dedicated to CIP 0.0% 7.8% ‐7.8% 0.0% 0.0% 0.0%  Total % Dedicated to CIP 26.0% 33.8% 26.0% 26.0% 26.0% 26.0%Total Estimated Revenues Dedicated to CIP 2,653,020$         3,552,394$              2,814,589$         2,899,027$          2,985,998$          3,075,578$         ProjectedProjectedCURRENT$(5,005,500)$(7,932,757)$(9,937,816)$(2,827,206)$(4,675,500)$(7,155,000)FY21 FY22 FY23 FY24 FY25 FY26 UNSCHEDULEDWATER FUND PROJECTS & EQUIPMENT 267   WATER FUND PROJECT SUMMARY  Project # Project Name FY2022 FY2023 FY2024 FY2025 FY2026 UnscheduledW03   ANNUAL WATER PIPE REPLACEMENT 22,500                22,500                22,500                22,500                25,000             ‐                   W04‐22WATER PIPE REPLACEMENT PROGRAM ‐ CONSTRUCTION 1,200,000          ‐                      ‐                      ‐                      ‐                    ‐                   W04‐23WATER PIPE REPLACEMENT PROGRAM ‐ CONSTRUCTION ‐                      1,200,000          ‐                      ‐                      ‐                    ‐                   W04‐24WATER PIPE REPLACEMENT PROGRAM ‐ CONSTRUCTION ‐                      ‐                      1,200,000          ‐                      ‐                    ‐                   W04‐25WATER PIPE REPLACEMENT PROGRAM ‐ CONSTRUCTION ‐                      ‐                      ‐                      1,200,000          ‐                    ‐                   W04‐26WATER PIPE REPLACEMENT PROGRAM ‐ CONSTRUCTION ‐                      ‐                      ‐                      ‐                      1,200,000       W49   REPLACE #3078 ‐ 2002 1/2 TON CHEVY PICKUP          27,000                ‐                      ‐                      ‐                      ‐                    ‐                   W56   WTP FACILITY REPAIR & REPLACEMENT   40,000                40,000                40,000                40,000                50,000             ‐                   W57   WTP FACILITY ENGINEERING & OPTIMIZATION      30,000                30,000                30,000                30,000                40,000             ‐                   W69   WATER SYSTEM CONDITION ASSESSMENT           100,000             ‐                      ‐                      ‐                      ‐                    ‐                   W71   PRV PHASE 2 ‐ AUTOMATION & INSTRUMENTATION UPGRADES ‐                      ‐                      ‐                      ‐                      ‐                    7,000,000       W72   PRV PHASE I ‐ MECHANICAL & STRUCTURAL UPGRADES    2,000,000          ‐                      ‐                      ‐                      ‐                    ‐                   W79   HYALITE DAM & RESERVOIR OPTIMIZATION IMPROVEMENTS  ‐                      4,000,000          ‐                      ‐                      ‐                    ‐                   W88   LYMAN TANK & TRANMISSION MAIN CONSTRUCTION      ‐                      2,300,000          7,700,000          ‐                      ‐                    ‐                   W89MEMBRANE REPLACEMENT ‐                      ‐                      500,000             500,000             ‐                    ‐                   W90   TOTAL ORGANIC CARBON ANALYZER ‐                      30,000                ‐                      ‐                      ‐                    ‐                   W93   3/4 TON FORD 4 WHEEL DRIVE REPLACEMENT  ‐                      ‐                      60,000                ‐                      ‐                    ‐                   W96FLOW CONTROL VALVE & METER 500,000             ‐                      ‐                      ‐                      ‐                   W97REPLACE 1 TON TRUCK ‐                      ‐                      53,000                ‐                      ‐                    ‐                   W98REPLACE 1 TON TRUCK ‐                      ‐                      ‐                      53,000                ‐                    ‐                   W100REPLACE #3605 GMC CANYON ‐                      ‐                      ‐                      45,000                ‐                    ‐                   W101WTP TANK OUTLET MONITOR ‐                      ‐                      ‐                      250,000             ‐                    ‐                   W102REPLACE BACKHOE 1772 ‐                      142,054             ‐                      ‐                      ‐                    ‐                   W103REPLACE DUMP TRUCK 3157 ‐                      132,203             ‐                      ‐                      ‐                    ‐                   W104REPLACE BACKHOE 3293 ‐                      ‐                      146,316             ‐                      ‐                    ‐                   W105REPLACE BACKHOE 3419 ‐                      ‐                      ‐                      150,706             ‐                    ‐                   W106SCADA  MASTER PLAN 75,000                ‐                      ‐                      ‐                      ‐                    ‐                   W107SOURDOUGH INTAKE IMPROVEMENT ‐                      ‐                      ‐                      500,000             2,500,000        ‐                   W108GROUND THAWER REPLACEMENT ‐                      ‐                      ‐                      ‐                      82,000             ‐                   W110#3344: 3/4 TON TRUCK REPLACEMENT ‐                      ‐                      ‐                      ‐                      35,500             ‐                   W111METER SVC TRUCK REPLACEMENT ‐                      ‐                      ‐                      ‐                      47,000             ‐                   W112RESIDUALS HANDLING STUDY 200,000             ‐                      ‐                      ‐                      ‐                    ‐                   Current CIP Requests268    Project # Project Name FY2022 FY2023 FY2024 FY2025 FY2026 UnscheduledW113TRACKED SKID LOADER ‐                      ‐                      150,000             ‐                      ‐                    ‐                   W114WTP TANK MIXERS ‐                      ‐                      ‐                      ‐                      120,000           ‐                   W115HYALITE INTAKE REHAB ‐                      ‐                      ‐                      ‐                      100,000           ‐                   W116REPLCE SCADA  VEHICLE ‐                      ‐                      ‐                      ‐                      40,000             ‐                   W117W/S SYSTEM CONTROLS UPGRADE 35,000                ‐                      ‐                      ‐                      ‐                    ‐                   W118WATER SUPPLY MGMT TOOL 60,000                ‐                      ‐                      ‐                      ‐                    ‐                   WC02  METER SOFTWARE SUBSCRIPTION    36,000                36,000                36,000                36,000                36,000             ‐                   WIF40SOURDOUGH TRANSMISSION PH2 680,000             ‐                      ‐                      ‐                      ‐                    ‐                   WIF59WESTERN TRANSMISSION MAIN ‐                      ‐                      ‐                      ‐                      400,000           ‐                   WWW1WHEELED EXCAVATOR ‐                      ‐                      ‐                      ‐                      ‐                    155,000          Fiscal Year totals 5,005,500         7,932,757         9,937,816         2,827,206         4,675,500       7,155,000      Project # Project Name FY2022 FY2023 FY2024 FY2025 UnscheduledW03   ANNUAL WATER PIPE REPLACEMENT 25,000                25,000                25,000                25,000                ‐                   W04‐22WATER PIPE REPLACEMENT PROGRAM ‐ CONSTRUCTION 1,200,000          ‐                      ‐                      ‐                      ‐                   W04‐23WATER PIPE REPLACEMENT PROGRAM ‐ CONSTRUCTION ‐                      1,200,000          ‐                      ‐                      ‐                   W04‐24WATER PIPE REPLACEMENT PROGRAM ‐ CONSTRUCTION ‐                      ‐                      1,200,000          ‐                      ‐                   W04‐25WATER PIPE REPLACEMENT PROGRAM ‐ CONSTRUCTION ‐                      ‐                      ‐                      1,200,000          ‐                   W49   REPLACE #3078 ‐ 2002 1/2 TON CHEVY PICKUP          27,000                ‐                      ‐                      ‐                      ‐                   W56   WTP FACILITY REPAIR & REPLACEMENT   40,000                40,000                40,000                40,000                ‐                   W57   WTP FACILITY ENGINEERING & OPTIMIZATION      30,000                30,000                30,000                30,000                ‐                   W69   WATER SYSTEM CONDITION ASSESSMENT           100,000             ‐                      100,000             ‐                      200,000          W71   PRV PHASE 2 ‐ AUTOMATION & INSTRUMENTATION UPGRADES ‐                      ‐                      6,710,000          ‐                      ‐                   W72   PRV PHASE I ‐ MECHANICAL & STRUCTURAL UPGRADES    1,750,000          ‐                      ‐                      ‐                      ‐                   W79   HYALITE DAM & RESERVOIR OPTIMIZATION IMPROVEMENTS  ‐                      4,000,000          ‐                      ‐                      ‐                   W88   LYMAN TANK & TRANMISSION MAIN CONSTRUCTION      ‐                      10,000,000        ‐                      ‐                      ‐                   W90   TOTAL ORGANIC CARBON ANALYZER ‐                      30,000                ‐                      ‐                      ‐                   W93   3/4 TON FORD 4 WHEEL DRIVE REPLACEMENT  ‐                      ‐                      60,000                ‐                      ‐                   W97REPLACE 1 TON TRUCK ‐                      ‐                      53,000                ‐                      ‐                   W98REPLACE 1 TON TRUCK ‐                      ‐                      ‐                      53,000                ‐                   W100REPLACE #3605 GMC CANYON ‐                      ‐                      ‐                      45,000                ‐                   W101WTP TANK OUTLET MONITOR ‐                      ‐                      ‐                      100,000             ‐                   W102REPLACE BACKHOE 1772 ‐                      142,054             ‐                      ‐                      ‐                   W103REPLACE DUMP TRUCK 3157 ‐                      132,203             ‐                      ‐                   W104REPLACE BACKHOE 3293 ‐                      ‐                      146,316             ‐                      ‐                   W105REPLACE BACKHOE 3419 ‐                      ‐                      ‐                      150,706             ‐                   W106SCADA  MASTER PLAN 75,000                ‐                      ‐                      ‐                      ‐                   WC02  METER SOFTWARE SUBSCRIPTION    36,000                36,000                36,000                36,000                ‐                   WWW1WHEELED EXCAVATOR ‐                      ‐                      ‐                      ‐                      155,000          GF346FACILITY CONDITION INVENTORY ‐                      ‐                      ‐                      3,900                  ‐                   Fiscal Year totals 3,283,000         15,635,257       8,400,316         1,683,606         355,000         Current CIP RequestsPrior Year CIP Requests269   WATER FUND DETAIL BACKGROUND This enterprise fund revenue source are rate fees charged to water users. We estimate water rates dedicated to capital will need to increase by at least 3%  bringing the portion of Water Utility revenues that support capital to 31% in order to fund this capital plan.  A full rate‐study and analysis is currently underway.   $7,990,070 $8,398,899 $9,646,160 $9,281,821 $10,157,888 $9,396,171 $9,852,377 $9,666,883  $‐ $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000FY14 FY15 FY16 FY17 FY18 FY19 FY20  5 yr avgFY16‐ FY20Water Fund Revenue270    CAPITAL PLAN SUMMARY Numerous items have been adjusted or added based on current condition assessments and projections; including Water Pipe Replacements projects of $1,200,000 annually. Four projects require borrowing in the 5‐year horizon totaling over $20 million (W71, W79, and W88.). The largest project planned is Lyman Tank and Transmission Main (W88) scheduled for design in in FY23 and FY24. This project is to construct a new 5MG storage tank at Lyman. This would decommission the 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, and 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  Water  Treatment  plant  and  Water  Operations  has  replacement vehicles and equipment throughout the plan. Some larger equipment added this year are scheduled in FY23‐FY25 including replacing three back hoes (W102, W104 & W105) and a dump truck (W103).   The Water Conservation Division has  WC02: Meter Software Subscription, $36,000 annually.  This is for the Dropcountr water use portal. The Dropcountr water use portal alerts customers to water leaks and inefficient usage, provides customers with the ability to track their water use, and compares use to efficient neighbors and unique efficiency goals specific to each customer’s property.  This project relates to Strategic Plan priorities 1.1 (outreach), 1.2 (community engagement), and 6.1.a (clean water supplies).     271   WATER IMPACT FEE FUND FINANCIAL SUMMARY  Financial Summary Current YearFY21 FY22 FY23 FY24 FY25 FY26 UnscheduledProjected Beginning Reserve Balance Dedicated to CIP 1,423,506$      (830,980)$           (911,174)$        (225,624)$           459,316$         1,558,299$      ‐$                        Plus:  Impact Fee Revenues Dedicated to CIP 1,965,831$      2,024,806$         2,085,550$      2,148,117$         2,212,560$      2,278,937$      ‐$                        Plus:  Loan for Well Field WIF32  7,500,000$       Plus:  Loan for Sourdough Transmission Main, PH 2  WIF40 4,320,000$       Less:  Carryover FY20Capital Projects (6,979,026)$          Less: Debt payments (WIF03 WIF 32, and WIF40) (600,000)$           (600,000)$        (1,113,177)$        (1,113,577)$     (1,113,577)$       Less:  Scheduled CIP Project Costs (1,561,291)$     (1,505,000)$        (8,300,000)$     (350,000)$           ‐$                ‐                          (42,500,000)$       Projected Year‐End Cash Dedicated to CIP (830,980)$        (911,174)$           (225,624)$        459,316$            1,558,299$      2,723,659$      Assumptions Made for Revenue Estimates Current YearFY21 FY22 FY23 FY24 FY25 FY26Estimated Annual Water Impact Fee Revenues 1,965,831$         1,965,831$              2,024,806$         2,085,550$             2,148,117$          2,212,560$            Estimated Annual Increase 0.0% 3% 3% 3% 3% 3%Total Estimated Revenues 1,965,831$         2,024,806$              2,085,550$         2,148,117$             2,212,560$          2,278,937$          Current Revenues Dedicated to CIP % 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%  Plus:  Increase Dedicated to Water Capacity Expansion CIP 0.0%0.0% 0.0% 0.0% 0.0% 0.0%  Total % Dedicated to CIP 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%Total Estimated Revenues Dedicated to CIP 1,965,831$         2,024,806$              2,085,550$         2,148,117$             2,212,560$          2,278,937$          ProjectedProjectedCURRENT$(1,505,000)$(8,300,000)$(350,000)$‐‐$(42,500,000)FY21 FY22 FY23 FY24 FY25 FY26 UNSCHEDULEDWATER IMPACT FEE PROJECTS 272   WATER IMPACT FEE FUND PROJECT SUMMARY   Project # Project Name FY2022 FY2023 FY2024 FY2025 FY2026 UnscheduledWIF28 5126 WEST SOURDOUGH RESERVOIR 1 ‐ SITING         350,000         ‐                 ‐                 ‐                 ‐                 ‐                WIF32 GROUNDWATER WELL FIELD AND TRANSMISSION CONSTRUCTION‐                 7,500,000      ‐                 ‐                 ‐                 ‐                WIF37 SOURDOUGH CANYON NATURAL STORAGE ‐ PLANNING & DESIGN ‐                 ‐                 150,000         ‐                 ‐                 ‐                WIF40SOURDOUGH TRANSMISSION PH2 1,000,000      ‐                 ‐                 ‐                WIF51SOURDOUGH CANYON NATURAL STORAGE      ‐                 ‐                 ‐                 ‐                 ‐                 10,000,000  WIF52WATER MAIN COTTONWOOD ROAD BETWEEN OAK TO BAXTER  ‐                 400,000         ‐                 ‐                 ‐                 ‐                WIF54PRV OVERSIZING‐ NELSON MDW 155,000         ‐                 ‐                 ‐                 ‐                WIF55BILLINGS CLINIC WATER MAIN ‐                 200,000         ‐                 ‐                 ‐                WIF56BLACKWOOD GROVES WATER MAIN ‐                 200,000         ‐                 ‐                 ‐                WIF57NW CROSSING WATER MAIN ‐                 ‐                 200,000         ‐                 ‐                WIF59WESTERN TRANSMISSION MAIN ‐                 ‐                 24,000,000  WIF60W SOURDOUGH RESERVOIR ‐                 ‐                 ‐                 ‐                 ‐                 8,500,000     Fiscal Year totals  1,505,000     8,300,000     350,000        ‐                 ‐                 42,500,000 Project # Project Name FY2022 FY2023 FY2024 FY2025 UnscheduledWIF28 5126 WEST SOURDOUGH RESERVOIR 1 ‐ SITING         350,000         ‐                 ‐                 ‐                 ‐                WIF32 GROUNDWATER WELL FIELD AND TRANSMISSION CONSTRUCTION7,500,000      ‐                 ‐                 ‐                 ‐                WIF37 SOURDOUGH CANYON NATURAL STORAGE ‐ PLANNING & DESIGN ‐                 ‐                 150,000         ‐                 ‐                WIF51SOURDOUGH CANYON NATURAL STORAGE      ‐                 ‐                 ‐                 ‐                 10,000,000  WIF52WATER MAIN COTTONWOOD ROAD BETWEEN OAK TO BAXTER  ‐                 400,000         ‐                 ‐                 ‐                Fiscal Year totals  7,850,000     400,000        150,000        ‐                 10,000,000 Prior Year CIP RequestsCurrent CIP Requests273   WATER IMPACT FEE FUND DETAIL BACKGROUND This enterprise fund revenue source is impact fees. Revenue estimates for Water Impact Fees have been updated with the 5‐year average collection amount, detailed on the following page.   Revenues have grown on average by 6 % per year, over the past 5 years.  For the CIP, we have used the 5‐year Average collection, plus 3% growth each year from FY22 to FY25.   $1,663,000.00 $2,262,000.00 $1,885,123.00 $2,757,565.00 $2,042,324.00 $2,061,504.00 2,201,703.20  $‐ $500,000.00 $1,000,000.00 $1,500,000.00 $2,000,000.00 $2,500,000.00 $3,000,000.002015 2016 2017 2018 2019 2020 AverageFY16‐20Water Impact Fee Revenues274   CAPITAL PLAN SUMMARY WIF32 Groundwater Well Field and Transmission Construction ‐ Water right permitting and mitigation plan; purchase of mitigation water rights; construction of aquifer  recharge  or  other  mitigation  infrastructure;  acquisition  of  land  for  well  field  site;  construction  of  wells,  power,  power  backup, instrumentation and controls, SCADA, control building and site improvements; and transmission main construction to tie ground water supply into  the  existing  system.  This  is  critical  for  meeting  long‐range  water  supply  needs  and  enhancing  overall  water  supply  resiliency  and redundancy. It enhances connectivity by providing a redundant water supply source in the event of Sourdough WTP outage. The project highlighted above aids in our efforts towards the Strategic Plan 6.1 a Watershed Management.   A significant amount of borrowing has been incurred for Projects WIF03, and WIF 40 and more will be incurred with WIF32.  Because of the uncertainty of the revenue stream, the Water Utility will need to borrow via revenue bonds and be reimbursed by the Water Impact Fee Fund.  There may be rate‐requirements to support this borrowing which were included as part of our more recent Water rate study.  The estimated borrowing is outlined in the table below:   Debt‐ Description Project # FY2022 FY2023 FY2024 FY2025 FY2026Loan Debt Service ‐ WTP 5.3MG Water Storage Reservoir (WIF03)WIF14         600,000          600,000  600,000                 600,000          600,000 Debt Service for Borrowing ‐ Transmission Main (WIF40)WIF45         513,177          513,577          513,577 600,000         600,000         1,113,177      1,113,577      1,113,577     Estimated Debt Schedule 275   WASTEWATER FUND FINANCIAL SUMMARY  Financial Summary Current YearFY21 FY22 FY23 FY24 FY25 FY26 UnscheduledProjected Beginning Reserve Balance Dedicated to CIP 4,206,066$      192,337$            746,505$         1,107,980$      858,749$         1,554,756$     ‐$                   Plus:  Wastewater Revenues Dedicated to CIP 2,431,231$      2,504,168$         2,579,293$      2,656,672$      2,736,372$      2,818,463$     ‐$                   Plus:  SID Riverside Annexation (Estimated)  Less:  FY20 Carryover Capital (3,409,960)$      Less:  Scheduled CIP Project Costs (3,035,000)$     (1,950,000)$        (2,217,818)$     (2,905,903)$     (2,040,365)$     (1,720,900)$    (50,155,000)$ Projected Year‐End Cash Dedicated to CIP 192,337$         746,505$            1,107,980$      858,749$         1,554,756$      2,652,319$     Assumptions Made for Revenue Estimates Current YearFY21 FY22 FY23 FY24 FY25 FY26Estimated Annual Wastewater Revenues 9,724,924$         9,724,924$              10,016,672$       10,317,172$       10,626,687$       10,945,488$        Estimated Annual Increase 0.0% 3% 3% 3% 3% 3%Total Estimated Revenues 9,724,924$         10,016,672$           10,317,172$       10,626,687$       10,945,488$       11,273,853$      Current Revenues Dedicated to CIP % 25.0% 25.0% 25.0% 25.0% 25.0% 25.0%  Plus:  Increase Dedicated to CIP 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%  Total % Dedicated to CIP 25.0% 25.0% 25.0% 25.0% 25.0% 25.0%Total Estimated Revenues Dedicated to CIP 2,431,231$         2,504,168$              2,579,293$         2,656,672$         2,736,372$         2,818,463$        ProjectedProjectedCURRENT$(1,950,000)$(2,217,818)$(2,905,903)$(2,040,365)$(1,720,900)$(50,155,000)FY21 FY22 FY23 FY24 FY25 FY26 UNSCHEDULEDWASTEWATER FUND PROJECTS & EQUIPMENT 276   WASTEWATER FUND PROJECT SUMMARY  Project # Project Name FY2022 FY2023 FY2024 FY2025 FY2026 UnscheduledWW07  ANNUAL WASTEWATER PIPE REPLACEMENT PROGRAM‐DESIGN25,000            25,000            25,000            25,000            25,000            ‐                                  WW08  WASTEWATER PIPE REPLACEMENT PROGRAM‐CONSTRUCTION 1,000,000       1,000,000       1,000,000       1,000,000       1,000,000       ‐                                  WW69  SMALL WORKS PROJECTS      120,000          120,000          120,000          120,000          120,000          ‐                                  WW70  WRF FACILITY ENGINEERING & OPTIMIZATION   60,000            60,000            60,000            60,000            60,000            ‐                                  WW83UFAT GRAVITY THICKENER DR ‐                  400,000          ‐                  ‐                  ‐                  ‐                                  WW92  DEWATER PUMPS REPLACEMENT ‐                  ‐                  ‐                  150,000          ‐                                  WW97DIGESTER #4 ‐                  ‐                  1,300,000       ‐                  ‐                  ‐                                  WW100REPLACE BACKHOE 2683 ‐                  125,000          ‐                  ‐                  ‐                  ‐                                  WW101REPLACE SEWER JETTER ‐                  327,818          ‐                  ‐                  ‐                  ‐                                  WW102SEWER BYPASS PUMP ‐                  50,000            ‐                  ‐                  ‐                  ‐                                  WW103REPLACE DUMP TRUCK 3415 ‐                  ‐                  ‐                  208,250          ‐                  ‐                                  WW104REPLACE SEWER TV VAN ‐                  ‐                  290,903          ‐                  ‐                  ‐                                  WW105REPLACE VACTOR ‐                  ‐                  ‐                  527,115          ‐                  ‐                                  WW108SOLIDS PIPE RENOVATION ‐                  ‐                  ‐                  100,000          ‐                  ‐                                  WW109GODWIN BYPASS PUMP ‐                  ‐                  ‐                  ‐                  50,000            ‐                                  WW110SCREWPRESS 425,000          ‐                  ‐                  ‐                  ‐                  ‐                                  WW111E GALLATIN STREAMBANK ERO 100,000          ‐                  ‐                  ‐                  ‐                  ‐                                  WW112E GALLATIN RIVER DATA COL 60,000            60,000            60,000            ‐                  ‐                  ‐                                  WW113SKID STEER LOADER REPLACEMENT ‐                  ‐                  ‐                  ‐                  65,900            ‐                                  WW114KENWORTH DUMP TRUCK ‐                  ‐                  ‐                  ‐                  214,500          ‐                                  WW1153/4 TON PICKUP REPLACEMENT #3232 ‐                  ‐                  ‐                  ‐                  35,500            ‐                                  WWIF49WRF CAPACITY & NUTRIENT ‐                  ‐                  ‐                  ‐                  ‐                  50,000,000                    WWIF50 JOINT MSU/DEQ PILOT 50,000            50,000            50,000            ‐                  ‐                  ‐                                  WWW1WHEELED EXCAVATOR ‐                  ‐                  ‐                  ‐                  ‐                  155,000                         W106SCADA PLAN UPDATE 75,000            ‐                  ‐                  ‐                  ‐                  ‐                                  W117W/S SYSTEM CONTROLS UPGRADE 35,000            ‐                  ‐                  ‐                  ‐                                  Fiscal Year totals  1,950,000      2,217,818      2,905,903      2,040,365      1,720,900      50,155,000                   Current CIP Requests277    Project # Project Name FY2022 FY2023 FY2024 FY2025 UnscheduledWW07  ANNUAL WASTEWATER PIPE REPLACEMENT PROGRAM‐DESIGN25,000            25,000            25,000            25,000            ‐                 WW08  WASTEWATER PIPE REPLACEMENT PROGRAM‐CONSTRUCTION 1,000,000       1,000,000       1,000,000       1,000,000       ‐                 WW69  SMALL WORKS PROJECTS      120,000          120,000          120,000          120,000          ‐                 WW70  WRF FACILITY ENGINEERING & OPTIMIZATION   60,000            60,000            60,000            60,000            ‐                 WW83UFAT GRAVITY THICKENER DR ‐                  400,000          ‐                  ‐                  ‐                 WW92  DEWATER PUMPS REPLACEMENT 150,000          ‐                  ‐                  ‐                 WW97DIGESTER #4 ‐                  ‐                  ‐                  1,300,000       ‐                 WW100REPLACE BACKHOE 2683 ‐                  125,000          ‐                  ‐                  ‐                 WW101REPLACE SEWER JETTER ‐                  327,818          ‐                  ‐                  ‐                 WW102SEWER BYPASS PUMP ‐                  50,000            ‐                  ‐                  ‐                 WW103REPLACE DUMP TRUCK 3415 ‐                  ‐                  ‐                  140,254          ‐                 WW104REPLACE SEWER TV VAN ‐                  ‐                  290,903          ‐                  ‐                 WW105REPLACE VACTOR ‐                  ‐                  ‐                  527,115          ‐                 WWIF49WRF CAPACITY & NUTRIENT ‐                  ‐                  ‐                  ‐                  UNKNOWNWWW1WHEELED EXCAVATOR ‐                  ‐                  ‐                  ‐                  155,000         W106SCADA PLAN UPDATE 75,000            ‐                  ‐                  ‐                  ‐                 Fiscal Year totals  1,430,000      2,107,818      1,495,903      3,172,369      155,000        Prior Year CIP Requests278   WASTEWATER FUND DETAIL BACKGROUND This enterprise fund revenue source are rate fees charged to users. We estimate wastewater rates dedicated to capital will need to increase by at least 3% bringing the portion of Wastewater Utility revenues that support capital of 25% in order to fund this capital plan.  A full rate‐study and analysis is currently underway.   $7,990,070 $8,398,899 $9,646,160 $8,566,893 $8,876,017 $9,336,007 $9,441,674 $9,173,350  $‐ $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000FY14 FY15 FY16 FY17 FY18 FY19 FY20  5 yr avgFY16‐20Wastewater Fund Revenue279    CAPITAL PLAN SUMMARY The plan has several recurring items, such as WW08 Wastewater Pipe Replacements, WW69 Small works projects, and WW70 WRF Facility Engine Optimization; have been scheduled based on current needs for approximately $1 million a year.  Wastewater Operations has replacement vehicles and equipment throughout the plan to the plan. Some larger equipment added this year are scheduled in FY23‐FY25 including replacing a back hoe (WW100), a Sewer Jetter (WW101), Replacing a sewer van (WW104) and replacing Vactor (WW105).  At the Water Reclamation WW83 UFAT Gravity Thickener DR is a replacement of a deteriorated gravity thickener, which is crucial part of the solids treatment process that operate continuously. New to the plan in the fifth year (FY25) is WW97 Digester #4 which would construct a new digester would add redundancy to the facility.  280   WASTEWATER IMPACT FEE FUND FINANCIAL SUMMARY  Financial Summary Current YearFY21 FY22 FY23 FY24 FY25 FY26 UnscheduledProjected Beginning Reserve Balance Dedicated to CIP 3,638,187$      4,068,727$         4,739,560$      4,257,003$      2,122,457$       3,237,360$      ‐$                   Plus:  Impact Fee Revenues Dedicated to CIP 1,508,452$      1,553,706$         1,600,317$      1,648,326$      1,697,776$       1,748,709$      ‐$                   Plus:  Financing WIF203,000,000$        Plus: Funding from FY20 Carry forward financing 11,700,000$     Less:  Carryover FY20 Capital Projects (12,021,269)$    Less: Debt payments (WWIF11, 24,38) (231,643)$        (582,873)$           (582,873)$        (582,873)$        (582,873)$         (582,873)$         Less:  Scheduled CIP Project Costs (525,000)$        (300,000)$           (1,500,000)$     (3,200,000)$     ‐$                  (5,000,000)$    (20,000,000)$ Projected Year‐End Cash Dedicated to CIP 4,068,727$      4,739,560$         4,257,003$      2,122,457$      3,237,360$       2,403,196$      Assumptions Made for Revenue Estimates Current YearFY21 FY22 FY23 FY24 FY25 FY26Estimated Annual Wastewater Impact Fee Revenues 1,508,452$         1,508,452$              1,553,706$         1,600,317$         1,648,326$          1,697,776$           Estimated Annual Increase 0.0% 3% 3% 3% 3% 3%Total Estimated Revenues 1,508,452$         1,553,706$              1,600,317$         1,648,326$         1,697,776$          1,748,709$         Current Revenues Dedicated to CIP % 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%  Plus:  Increase Dedicated to Wastewater Capacity Expansion CIP 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%  Total % Dedicated to CIP 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%Total Estimated Revenues Dedicated to CIP 1,508,452$         1,553,706$              1,600,317$         1,648,326$         1,697,776$          1,748,709$         ProjectedProjectedCURRENT$(300,000)$(1,500,000)$(3,200,000)$‐$(5,000,000)$(20,000,000)FY21 FY22 FY23 FY24 FY25 FY26 UNSCHEDULEDWASTEWATER IMPACT FEE PROJECTS 281    WASTEWATER IMPACT FEE FUND PROJECT SUMMARY   Project # Project Name FY2022 FY2023 FY2024 FY2025 FY2026 UnscheduledWWIF20NORTH  FRONTAGE ROAD INTERCEPTOR        ‐                 ‐                 ‐                 ‐                 3,000,000     ‐                        WWIF22DAVIS‐FOWLER INTERCEPTOR  ‐                 1,250,000     ‐                 ‐                 ‐                 ‐                        WWIF44WRF INTERCEPTOR           ‐                 50,000           500,000         ‐                 ‐                WWIF45BIOTRAIN #1 RETRO FIT  300,000         ‐                 2,500,000     ‐                 ‐                 ‐                        WWIF46DOWNTOWN SEWER MAIN UPGRADES    ‐                 ‐                 ‐                 ‐                 ‐                 3,000,000            WWIF48HIDDEN VALLEY LIFT STATION   ‐                 ‐                 ‐                 ‐                 ‐                 7,000,000            WWIF49WRF CAPACITY & NUTRIENT UPGRADES     ‐                 ‐                 ‐                 ‐                 ‐                 10,000,000          WWIF52BLACKWOOD GROVES SEWER ‐                 200,000         ‐                 ‐                 ‐                 ‐                        WWIF53COTTONWOOD RD SEWER CAPACITY ‐                 ‐                 ‐                 ‐                 2,000,000     ‐                        WWIF54NW CROSSING SEWER OVERSIZE ‐                 ‐                 200,000         ‐                 ‐                 ‐                        Fiscal Year totals 300,000        1,500,000    3,200,000    ‐                 5,000,000    20,000,000         Project # Project Name FY2022 FY2023 FY2024 FY2025 UnscheduledWWIF20NORTH  FRONTAGE ROAD INTERCEPTOR        ‐                 2,800,000     ‐                 ‐                 ‐                WWIF22DAVIS‐FOWLER INTERCEPTOR  ‐                 1,250,000     ‐                 ‐                 ‐                WWIF35BABCOCK SANITARY SEWER UPGRADE         ‐                 ‐                 ‐                 ‐                 245,000        WWIF44WRF INTERCEPTOR           ‐                 50,000           500,000         ‐                WWIF45BIOTRAIN #1 RETRO FIT  300,000         ‐                 2,000,000     ‐                 ‐                WWIF46DOWNTOWN SEWER MAIN UPGRADES    ‐                 ‐                 ‐                 ‐                 3,000,000    WWIF48HIDDEN VALLEY LIFT STATION   ‐                 ‐                 ‐                 ‐                 7,000,000    WWIF49WRF CAPACITY & NUTRIENT UPGRADES     ‐                 ‐                 ‐                 ‐                 10,000,000  Fiscal Year totals 300,000        4,100,000    2,500,000    ‐                 20,245,000 Prior Year CIP RequestsCurrent CIP Requests282   WASTEWATER IMPACT FEE FUND DETAIL BACKGROUND This enterprise fund revenue source is impact fees. Revenue estimates for Wastewater Impact Fees have been updated with the 5‐year average collection amount, detailed on the following page.  Revenues have grown on average by 4.62% per year, over the past 5 years.  For the CIP, we have used the 5‐year Average collection, plus 3% growth each year from FY22 to FY26.     $1,052,000.00 $1,232,889.00 $1,121,780.00 $1,810,489.00 $1,109,180.00 $1,294,476.00 $1,313,762.80  $‐ $200,000.00 $400,000.00 $600,000.00 $800,000.00 $1,000,000.00 $1,200,000.00 $1,400,000.00 $1,600,000.00 $1,800,000.00 $2,000,000.002015 2016 2017 2018 2019 2020 Average FY16‐20Wastewater Impact Fee Revenues283   CAPITAL PLAN SUMMARY The next major project for the plan is WWIF 20 the North Frontage Road interceptor scheduled in FY26, which will replace the road’s interceptor between Springhill RD and Bridger Dr. Portions of the current interceptor are at or very near capacity. This project will directly increase collection capacity in the southeast  and  east  part  of  town.  WWIF44  the  Water  Reclamation  Facility  (WRF)  Interceptor  with construction done in FY24 and will expand capacity upgrading from a thirty‐inch outfall to a 48‐inch main.   Scheduled in FY24 is WWIF45 Biotrain #1 Retro Fit that will increase nutrient (total nitrogen and total phosphorous) removal treatment capacity of the WRF.  The retrofit will modify the reactor basin into a 5‐stage bardenpho reactor similar to existing Biotrains 2 & 3.  The retrofit helps the WRF maintain its current nutrient effluent performance as the city continues to grow. In other words, as our wastewater load increases with growth, we need additional bioreactor capacity to maintain current nutrient effluent performance.   The projects highlighted above aid in our efforts towards the Strategic Plan 4.3 b Increase Capacity of Sewer Pipes to Accommodate Development Projects.    A significant amount of borrowing has been incurred for the Davis Lane Lift Station, Norton East Ranch Interception and the Front Street Interceptor.  Due to the uncertainty of the revenue stream, the Wastewater Utility will need to borrow via revenue bonds and be reimbursed by the Wastewater Impact Fee Fund.  There may be rate‐requirements to support this borrowing, which were included in the most recent Wastewater Rate Study.  The estimated borrowing it outlined in the table below:  Debt‐ Description FY2022 FY2023 FY2024 FY2025 FY2026Davis Lane Lift Station/ Norton East Ranch Debt Service (WWIF33 & WWIF38)        478,821          478,821          478,821          478,821          478,821 Front Street Interceptor Debt Service (WWIF40)104,052                 104,052          104,052         104,052          104,052 Total Estimated Debt Service Payment  $     582,873   $     582,873   $     582,873   $     582,873   $     582,873 Estimated Debt Schedule 284   STREET MAINTENANCE FUND FINANCIAL SUMMARY  Financial Summary Current YearFY21 FY22 FY23 FY24 FY25 FY26 UnscheduledProjected Beginning Reserve Balance Dedicated to CIP 1,102,009$      391,024$            258,120$         773,535$       1,287,242$     1,684,342$     Plus:  Street Mtc Revenues Dedicated to CIP 2,330,355$      2,241,135$         2,147,415$      2,119,707$    2,162,101$     2,205,343$   ‐$                 Plus:  Gas Tax 450,000$         600,000$            600,000$         600,000$       600,000$        600,000$        Less:  Carryover FY20 Capital Projects (804,840)$         Less:  Scheduled CIP Project Costs (2,686,500)$     (2,974,039)$        (2,232,000)$     (2,206,000)$   (2,365,000)$    (2,736,000)$   (325,000)$  Projected Year‐End Cash Dedicated to CIP 391,024$         258,120$            773,535$         1,287,242$    1,684,342$     1,753,685$    (325,000)$  Assumptions are made for Revenue Estimates Current YearFY21 FY22 FY23 FY24 FY25 FY26Estimated Undesignated Annual Street Mtc Revenues 6,658,156$         6,658,156$              6,791,319$         6,927,146$       7,065,688$        7,207,002$        Estimated Annual Increase ‐ Attributed to Annexations 2% 2% 2% 2%2%  Annual Increase in pavement maintenance  0% 0% 0% 0% 0%Total Estimated Revenues 6,658,156$         6,791,319$              6,927,146$         7,065,688$       7,207,002$        7,351,142$      Current Revenues Dedicated to CIP % 35.0% 35.0% 33.0% 31.0% 30.0% 30.0%  Plus:  Increase Dedicated to CIP 0.0% ‐2.0% ‐2.0% ‐1.0% 0.0% 0.0%  Total % Dedicated to CIP 35.0% 33.0% 31.0% 30.0% 30.0% 30.0%Total Estimated Revenues Dedicated to CIP 2,330,355$         2,241,135$              2,147,415$         2,119,707$       2,162,101$        2,205,343$      ProjectedProjectedCURRENT$(2,974,039)$(2,232,000)$(2,206,000)$(2,365,000)$(2,736,000)$(325,000)FY21 FY22 FY23 FY24 FY25 FY26 UNSCHEDULEDSTREET MAINTENANCE PROJECTS & EQUIPMENT 285   STREET MAINTENANCE FUND PROJECT SUMMARY    Project # Project Name FY2022 FY2023 FY2024 FY2025 FY2026 UnscheduledSTR20 Annual Bike Path Improvement 50,000                     50,000                     50,000                     50,000                     50,000                   ‐                        STR22 Grader Lease 60,000                     60,000                     60,000                     60,000                     65,000                   ‐                        STR30 Annual Median & Boulevard 70,000                     75,000                     80,000                     85,000                     90,000                   ‐                        STR34 Sweepers                  100,000                   100,000                   100,000                   100,000                   100,000                ‐                        STR40 Dump Truck  Plow Sander   ‐                           210,000                   ‐                           ‐                           230,000                ‐                        STR49 Sanders 27,000                     27,000                     27,000                     30,000                     31,000                   ‐                        STR58 Tandem Axle Dump Truck    250,000                   ‐                           260,000                   ‐                           270,000                ‐                        STR71 Maintenance & Rehabilitation (Mill & Overlay) 913,329                   1,035,000               495,000                   980,000                   950,000                ‐                        STR75 Annual Pedestrian Ramp Repair 100,000                   100,000                   100,000                   100,000                   100,000                ‐                        STR84 Plug In Electric Work Truck 60,000                     ‐                           70,000                     ‐                           70,000                   ‐                        STR90 Streets Chip Seal         767,460                   205,000                   784,000                   420,000                   450,000                ‐                        STR92 Oak St Median Landscaping & irrigation (Davis to Ferguson) 60,000                     60,000                     60,000                     ‐                           ‐                         ‐                        STR93 Snow Blower ‐                           110,000                   ‐                           ‐                           130,000                ‐                        STR94 Mastic Patch Machine ‐                           ‐                           70,000                     ‐                           ‐                         ‐                        STR100REPLACE #1438‐LIGHT DUTY  45,000                     ‐                           ‐                           ‐                           ‐                         ‐                        STR101REPLACE #3484‐LIGHT DUTY  40,000                     ‐                           ‐                           ‐                           ‐                         ‐                        STR102Tandem Axle Dump Truck with Plows & Sanders 260,000                   ‐                           ‐                           ‐                           ‐                         ‐                        STR103Hawk Signal at New BHS ‐                           ‐                           ‐                           ‐                           150,000                ‐                        STR104Bridger Creek Stabilization 50,000                     50,000                     ‐                           ‐                           ‐                        STR106Asphalt Roller ‐                           ‐                           ‐                           100,000                   ‐                         ‐                        STR107Pavement Marking Striper ‐                           ‐                           ‐                           37,000                     ‐                         ‐                        STR109Toolcat Utility Vehicle 65,000                     ‐                           ‐                           65,000                     ‐                         ‐                        STR110Portable Emulsion Tank ‐                           ‐                           ‐                           38,000                     ‐                         ‐                        STR111Paint Truck ‐                           ‐                           ‐                           ‐                           ‐                         250,000               STR112Spray Patch Truck ‐                           ‐                           ‐                           250,000                   ‐                         ‐                        STR113Snow Storage Drainage 56,250                     ‐                           ‐                           ‐                           ‐                        STR114MAG Chloride Containment ‐                           ‐                           ‐                           ‐                           ‐                         75,000                  STR115Cottonwood Median Landscape ‐                           100,000                   ‐                           ‐                           ‐                         ‐                        STR116Annual Bike Path Improvement ‐                           25,000                     25,000                     25,000                     25,000                   ‐                        STR117Annual Sidewalk Fund ‐                           25,000                     25,000                     25,000                     25,000                   ‐                        Fiscal Year totals  2,974,039              2,232,000              2,206,000              2,365,000              2,736,000            325,000               Current CIP Requests286   Project # Project Name FY2022 FY2023 FY2024 FY2025 UnscheduledSTR20 Annual Bike Path Improvement 50,000                     50,000                     50,000                     50,000                     ‐                        STR22 Grader Lease 60,000                     60,000                     60,000                     60,000                     ‐                        STR30 Annual Median & Boulevard 70,000                     75,000                     80,000                     85,000                     ‐                        STR34 Sweepers                  100,000                   100,000                   100,000                   100,000                   ‐                        STR40 Dump Truck  Plow Sander   ‐                           210,000                   ‐                           ‐                           ‐                        STR49 Sanders 27,000                     27,000                     27,000                     ‐                           ‐                        STR58 Tandem Axle Dump Truck    250,000                   ‐                           ‐                           ‐                        STR71 Maintenance & Rehabilitation (Mill & Overlay) 913,329                   1,035,000               495,000                   980,000                   ‐                        STR75 Annual Pedestrian Ramp Repair 100,000                   100,000                   100,000                   100,000                   ‐                        STR84 Plug In Electric Work Truck 60,000                     ‐                           ‐                           ‐                           ‐                        STR90 Streets Chip Seal         767,460                   205,000                   784,000                   420,000                   ‐                        STR92 Oak St Median Landscaping & irrigation (Davis to Ferguson) 60,000                     60,000                     60,000                     ‐                           ‐                        STR93 Snow Blower ‐                           ‐                           110,000                   ‐                           ‐                        STR94 Mastic Patch Machine ‐                           ‐                           70,000                     ‐                           ‐                        STR100REPLACE #1438‐LIGHT DUTY  45,000                     ‐                           ‐                           ‐                           ‐                        STR101REPLACE #3484‐LIGHT DUTY  40,000                     ‐                           ‐                           ‐                           ‐                        STR102Tandem Axle Dump Truck with Plows & Sanders 260,000                   ‐                           ‐                           ‐                           ‐                        STR103Hawk Signal at New BHS ‐                           ‐                           ‐                           110,000                   ‐                        STR104Bridger Creek Stabilization ‐                           ‐                           ‐                           ‐                           50,000                  STR106Asphalt Roller ‐                           ‐                           ‐                           100,000                   ‐                        STR107Pavement Marking Striper ‐                           ‐                           ‐                           37,000                     ‐                        STR109Toolcat Utility Vehicle ‐                           ‐                           ‐                           65,000                     ‐                        STR110Portable Emulsion Tank ‐                           ‐                           ‐                           38,000                     ‐                        STR111Paint Truck ‐                           ‐                           ‐                           ‐                           250,000               STR112Spray Patch Truck ‐                           ‐                           ‐                           250,000                   ‐                        Fiscal Year totals  2,802,789              1,922,000              1,936,000              2,395,000              300,000               Prior Year CIP Requests287   STREET MAINTENANCE FUND DETAIL BACKGROUND The Streets Maintenance fund is special revenue fund that relies on assessments for revenue generation for street maintenance and reconstruction.  The last couple of years the Street Maintenance fund budgets increased amounts of pavement maintenance capital projects, and the addition of Streets workers, which make up the large portion of the increased expenditures. Over the past five fiscal years, the assessment has been increased to help fund the road maintenance. For the plan going forward we have estimated a small increase of 2% a year:  $6,791,319 $6,927,146 $7,065,688 $7,207,002 $7,351,142  $6,500,000 $6,600,000 $6,700,000 $6,800,000 $6,900,000 $7,000,000 $7,100,000 $7,200,000 $7,300,000 $7,400,000FY22 FY23 FY24 FY25 FY26Total Estimated Revenues288   CAPITAL PLAN SUMMARY Significant increases in Pavement Maintenance projects over the next 5 years are scheduled  including  mill  and  overlay  as  well  as  chip  seal  projects  just  under $1,000,000 annually and maintenance and rehabilitation projects for the next 2 years  is  just  under  $1,000,000.    Routine  replacement  of  equipment  such  as graders, sweepers, trucks, plows, etc. in the normal course of street maintenance are included. Several replacement vehicles and equipment were added to the fifth year of the plan.  In addition, every year the Street Maintenance fund has allocation of $50,000 for bike path improvements (STR20) and some additional funding have been included in STR116 of $25,000 for Bike paths and STR117 of $25,000 for sidewalks aids in our efforts towards the Strategic Plan 4.5 a Enhance Non‐motorized Transportation.  289   STORM WATER FUND FINANCIAL SUMMARY  Financial Summary Current YearFY21 FY22 FY23 FY24 FY25 FY26 UnscheduledProjected Beginning Reserve Balance Dedicated to CIP 1,089,390$       192,113$            34,892$           169,642$        351,391$       285,568$          Plus:  Storm Water Utility Fees Dedicated to Capital 668,982$          802,779$            867,001$         936,361$        1,011,270$    1,122,509$       Less:  FY20 Carryover Capital (866,259)$          Less:  Scheduled CIP Project Costs (700,000)$         (960,000)$           (732,250)$        (754,612)$       (1,077,093)$   (1,348,812)$   (85,000)$         Projected Year‐End Cash Dedicated to CIP 192,113$          34,892$              169,642$         351,391$        285,568$       59,266$         Assumptions Made for Revenue Estimates Current YearFY21 FY22 FY23 FY24 FY25 FY26Estimated Annual Storm Water Utility Revenue 1,486,627$           1,486,627$              1,605,557$         1,734,002$        1,872,722$       2,022,540$         Estimated Annual Increase ‐ Attributed to Growth 3% 3% 3% 3% 3%  Estimated Annual Increase ‐ Rate Increase 5% 5% 5% 5% 8%Total Estimated Revenues 1,486,627$           1,605,557$              1,734,002$         1,872,722$        2,022,540$       2,245,019$       Current Revenues Dedicated to CIP % 45.0% 45.0% 50.0% 50.0% 50.0% 50.0%  Plus:  Increase Dedicated to Capital 0.0% 5.0% 0.0% 0.0% 0.0% 0.0%  Total % Dedicated to CIP 45.0% 50.0% 50.0% 50.0% 50.0% 50.0%Total Estimated Revenues Dedicated to CIP 668,982$              802,779$                 867,001$            936,361$           1,011,270$       1,122,509$       ProjectedProjected$(700,000)$(960,000)$(732,250)$(754,612)$(1,077,093)$(1,348,812)$(85,000)FY21 FY22 FY23 FY24 FY25 FY26 UNSCHEDULEDSTORM WATER PROJECTS 290   STORM WATER FUND PROJECT SUMMARY     Project # Project Name FY2022 FY2023 FY2024 FY2025 FY2026 UnscheduledSTDM04, 07, 10 ,15  HISTORIC PIPE REPLACE PRG 280,000               310,000               530,000               735,000               767,115              ‐                      STDM05, 08, 11, 16ANNUAL UNPLANNED PIPE REH 45,000                 47,250                 49,612                 52,093                 54,697                ‐                      STDM06N 9TH DITCH REHAB         ‐                       125,000               ‐                       ‐                       ‐                       ‐                      STDM09MIDDLE CREEK DITCH REHAB  ‐                       ‐                       175,000               ‐                       ‐                       ‐                      STOP03STORMWATER VEHICLE 35,000                 ‐                       ‐                       ‐                       ‐                       ‐                      STOP04PIPE INSPECTION VAN ‐                       ‐                       ‐                       290,000               ‐                       ‐                      STOP05STREET SWEEPER 250,000               ‐                       ‐                       ‐                       ‐                       ‐                      STOP06STORMWATER VEHICLE ‐                       ‐                       ‐                       ‐                       ‐                       35,000                STOP07STORMWATER SVC VEHICLE ‐                       ‐                       ‐                       ‐                       ‐                       50,000                STOP08VACUUM & JETTING TRUCK ‐                       ‐                       ‐                       ‐                       527,000               ‐                      STOS01SEDIMENT DISP FAC RD RPR  50,000                 ‐                       ‐                       ‐                       ‐                       ‐                      STRH01DOWNTOWN MECH STORM PH3   300,000               ‐                       ‐                       ‐                       ‐                       ‐                      STRH02DOWNTOWN MECH STORM PH4   ‐                       250,000               ‐                       ‐                       ‐                       ‐                      Fiscal Year totals  960,000               732,250               754,612               1,077,093            1,348,812            85,000                Current CIP Requests291   Project # Project Name FY2022 FY2023 FY2024 FY2025 UnscheduledSTDM04, 07, 10   HISTORIC PIPE REPLACE PRG 325,000              560,000              530,000              475,000              ‐                      STDM05, 08, 11ANNUAL UNPLANNED PIPE REH 45,000                 45,000                 45,000                 45,000                ‐                      STDM06N 9TH DITCH REHAB         ‐                      125,000               ‐                       ‐                       ‐                      STDM09MIDDLE CREEK DITCH REHAB  ‐                       ‐                      175,000               ‐                       ‐                      STOP03STORMWATER VEHICLE 35,000                 ‐                       ‐                       ‐                       ‐                      STOP04PIPE INSPECTION VAN ‐                       ‐                       ‐                      250,000               ‐                      STOP06STORMWATER VEHICLE ‐                       ‐                       ‐                       ‐                       35,000                STOP07STORMWATER SVC VEHICLE ‐                       ‐                       ‐                       ‐                       50,000                STOP08VACUUM & JETTING TRUCK ‐                       ‐                       ‐                       ‐                       520,000              STOS01SEDIMENT DISP FAC RD RPR  50,000                 ‐                       ‐                       ‐                       ‐                      STRH02DOWNTOWN MECH STORM PH4   250,000               ‐                       ‐                       ‐                       ‐                      Fiscal Year totals  705,000              730,000              750,000              770,000               605,000              Prior YearCIP Requests292   STORM WATER FUND DETAIL BACKGROUND The City's Stormwater Fund is an enterprise fund that collects revenue primarily through monthly stormwater service charges based on the total impervious area contained within individual lots. Over the past five years, the Fund’s revenue changes have occurred due to sustained community growth and rate increases.  Staff is basing the FY22‐26 revenue estimates on annual customer growth of 3% per year and an estimated 2% rate increase to keep up with inflation. Actual revenues should grow as more property is annexed and developed, and the slight increase of rates occurs, if approved.       $943,621 $1,293,941 $1,324,463 $1,349,678 $1,429,449 $1,268,230  $‐ $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,0002016 First year full rate20172018 2019 2020 Average FY16‐ FY20StormWater  Revenue293   CAPITAL PLAN SUMMARY Staff has developed the FY22‐26 Stormwater Fund CIP to remain focused on achieving the goals and level‐of‐service established by the Commission in 2015, including rehabilitating historical storm sewers, improving Bozeman Creek’s water quality, and maintaining City‐owned stormwater assets. All projects included in this CIP work to achieve the established goals. Variations from prior year CIPs include the addition of numerous equipment replacements and adjustments to existing project budgets to account for construction inflation. Also, two previously approved planning projects are ongoing and may result in a reprioritization and/or addition of new projects in the FY23‐27 CIP. The projects include a Facility Plan Update (12 years since last completed) and a Stormwater Rate Study (never previously completed). Staff plans to present the results of the plans to the Commission once  complete and receive direction regarding their contained recommendation s. Image 1: Street flooding, resulting from capacity limited historical storm sewers.  Image  2:  Resident  fishing  the  East  Gallatin  River,  just  downstream  from  its confluence with Bozeman Creek. 294