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HomeMy WebLinkAboutCIP Project Report 2018 to 2022 Fiscal Years 2018-2022 Capital Improvements Program 1 2 City of Bozeman, Montana Adopted Capital Improvements Program For Fiscal Years 2018-2022 Presented And Adopted during Public Meetings held November 2016 – February 2017 City Commission Carson Taylor, Mayor Cynthia Andrus, Deputy Mayor Jeff Krauss, Commissioner Chris Mehl, Commissioner I-Ho Pomeroy, Commissioner Chris Kukulski, City Manager Anna Rosenberry, Assistant City Manager Robin Crough, City Clerk 3 4 Contents CITY OF BOZEMAN - Vision, Mission, and Goals ..................................................................... 7 Adopted Work Plan – Adopted at the Commission Meeting held April 11, 2011 .................... 8 What is a Capital Improvement Program (CIP) and Why Adopt One? .................................... 9 Definition of Capital Improvement: ......................................................................................... 9 The City’s Charter Requirements ............................................................................................ 9 Municipal Code Requirements ............................................................................................. 10 State Law Requirements ........................................................................................................ 10 City’s CIP Process—Calendar ............................................................................................... 11 City’s CIP Process – Ranking Criteria ................................................................................... 11 General Fund Criteria ....................................................................................................... 12 Our Current Facilities and their Condition: ......................................................................... 113 Level of Service (LOS) Standards ......................................................................................... 113 Policies for the Physical Development of our Community ................................................... 113 Our Community’s Ability to Pay for Planned Improvements ................................................ 113 SUMMARY……………………………………………………………………………......................... 15 ARTERIAL AND COLLECTOR DISTRICT……………………………………………………………. 17 BUILDING INSPECTION CIP………………………………………………………………………….. 51 COMMUNITY DEVELOPMENT CIP …………………………………………………………………..55 FIRE EQUIPMENT & CAPITAL FUND CIP…………………………………………………………….63 FIRE IMPACT FEE CIP………………………………………………………………………………….71 FORESTRY-TREE MAINTENANCE DISTRICT CIP…………………………………………………..77 GENERAL FUND CIP……………………………………………………………………………………85 LIBRARY DEPRECIATION FUND CIP………………………………………………………………. 161 PARKING CIP…………………………………………………………………………………………..171 SOLID WASTE FUND CIP……………………………………………………………………………..187 STORM WATER FUND CIP…………………………………………………………………………...199 5 STREET & CURB RECONSTRUCTIONS……………………………………………………………...227 STREET IMPACT FEE CIP …………………………………………………………………………….249 STREET MAINTENANCE DISTRICT CIP.…………………………………………………………... 299 VEHICLE MAINTENANCE FUND CIP ……………………………………………………………....337 WASTEWATER FUND CIP…………………………………………………………………………….339 WASTEWATER IMPACT FEE CIP……………………………………………………………………375 WATER FUND CIP……………………………………………………………………………………..385 WATER IMPACT FEE CIP……………………………………………………………………………. 441 6 CITY OF BOZEMAN - Vision, Mission, and Goals Vision: Bozeman, Montana: The most livable place. Mission: To enhance the quality of life through excellence in public service. Goals: 1. Encourage and promote opportunities for citizenship. 2. Provide and communicate quality customer service. 3. Build a strong team of staff, elected officials and citizens. 4. Anticipate future service demands and resource deficiencies and be proactive in addressing them. 5. Develop a visually appealing and culturally rich community. 6. Commit to a strong financial position. 7. Provide excellent and equitable public services which are responsive to the community within available resources. 7 City of Bozeman 2016-2017 Priorities On February 29, 2016, the City Commission adopted the following items as their top priorities for staff to focus on accomplishing in the coming year. Adopted Priorities: 1. Joint Law & Justice Center 2. Story Mill Landfill 3. Unified Development Code Rewrite 4. Vision & Strategic Plan 5. 2017 Legislative Agenda 6. Parks & Maintenance District 7. Broadband Expansion 8. Impact Fee Update 8 What is a Capital Improvement Program (CIP) and Why Adopt One? 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 that capital deferrals, and their impact on the community, are fully vetted. Definition of Capital Improvement: The CIP includes any planned expenditure of $10,000 or greater, that results in the acquisition of an asset with a useful life of 1 year or more. There are 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 the software projects as a capital outlay purchase, although a “service” type solution may actually be chosen during the bidding/proposal process. The City’s Charter Requirements 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; 9 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. Municipal Code Requirements Because the City has engaged in a Capital Improvement Program process for more than two decades, it has come to be relied upon as an important part of our annual budgeting process. Customarily adopted before the budget development process begins, Capital Improvement items form the basis of department budget requests. In addition, the Municipal Code allows for the “re-appropriation” of prior year budget amounts for Capital Improvement Plan items that have been budgeted but not completed. Bozeman Municipal Code §2.06.160(C) – BUDGET ADMINISTRATION AND OVERSIGHT C. Through the annual appropriation resolution each year, the city commission will authorize and re-appropriate the unexpended balance of capital improvement program items and building repair and maintenance items previously budgeted which have not been completed. State Law Requirements In addition to our local requirements for an annual 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): 7-6-1602. Calculation of impact fees -- documentation required -- ordinance or resolution -- requirements for impact fees. (1) For each public facility for which an impact fee is imposed, the governmental entity shall prepare and approve a service area report. (2) The service area report is a written analysis that must: … (k) have a component of the budget of the governmental entity that: (i) schedules construction of public facility capital improvements to serve projected growth; (ii) projects costs of the capital improvements; (iii) allocates collected impact fees for construction of the capital improvements; and 10 (iv) covers at least a 5-year period and is reviewed and updated at least every 2 years City’s CIP Process—Calendar Each year, we begin the process of updating our Capital Improvements Plan in September. The process is completed when the Commission adopts a final budget with capital items approved, usually in the following August. September: • Departments make requests for new CIP items. • Staff reviews existing CIP projects and makes note of any changes. October/November: • 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. November/December: • 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. January: • Adopted CIP is integrated into City Manager’s Recommended Budget for ensuing fiscal year. June: • Commission, via adopting a final budget, appropriates dollars for CIP projects for the fiscal year. City’s CIP Process – Ranking Criteria Prior to 2008, the City had not formally adopted criteria upon which the Capital Improvement Plan projects would be ranked or rated for funding approval. It was often unclear to city staff and members of the public as to what the important elements or factors for funding were. In the fall of 2008, for preparation of the Fiscal Year 2010-2014 CIP, we developed criteria used to score the capital projects and equipment in the General Fund. Because the General Fund contains, by far, the largest quantity and diversity of projects requested, we believed that specific expressed criteria could be helpful in making decisions for the plan. The Criteria were approved by the Commission, and have been used since that time. 11 General Fund Criteria Criteria Rating Notes Project Score 1. Level of Service Up to 20 pts 20 - Corrects a health or safety hazard or prevents a critical breakdown of an existing city facility or equipment. 15 - Repairs, rehabilitates, or replaces physically deteriorated or functionally obsolete existing city facility or equipment. 10 - Brings an area up to the basic level of service as identified in an adopted city wide plan. 5 – Expands an approved City service. 0 – Other. 2. Operating Budget Impact Up to 10 pts 10 - Provides a significant decrease in city operating and/or maintenance expenses. 5 – Has a neutral or small impact on operating and/or maintenance expenses. 0 – Provides a significant increase in city operating requirements. 3. Service Area Up to 10 pts 10 – Direct Benefit to entire city. 5 – Direct benefit to roughly half city or indirect benefit to entire city. 2 – Direct benefit to small area of the city or indirect benefit to several areas. 4. Departmental Priority Up to 10 pts 10 – Critical to Department’s Mission 7 – High 3 – Moderate 0 – Questionable/Very Difficult to Complete 5. Commission Work Plan Up to 10 pts 10 – Identified project in Adopted Commission Work Plan 5 – Contributes to an identified project in the Adopted Commission Work Plan. 0 – Not identified in Adopted Commission Work Plan. 6. Municipal Climate Protection (Municipal Climate Action Plan – MCAP) Up to 5 pts 5 – Is recommended by MCAP and will accomplish a stated MCAP goal. 3 – Will assist in meeting MCAP goal. 0 – No relation to MCAP. 7. Seasonal Use Up to 5 pts 5 – Year Round. 3 – Six to Eleven months per year. 1 – Five or fewer months per year. TOTAL Up to 70 pts. 12 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. 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 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 13 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. Any tax levy increase must be approved by the City’s voters, and maximum debt levels are established by state law. In November 2007, the City of Bozeman voters approved a 4 mill perpetual levy to establish a Fire Equipment and Capital Replacement fund. This fund was added to the CIP plan, and funds our needs to replace fire engines, our ladder truck, and other capital improvements to fire stations. In the summer of 2015, the city successfully created a city-wide 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. 14 SU M M A R Y  ‐   AL L  FU N D S .  Am e n d e d Ca p i t a l  Im p r o v e m e n t  Pl a n   FY 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 TO T A L   SC H E D U L E D   PR O J E C T S Unscheduled Ar t e r i a l  an d  Co l l e c t o r  Di s t r i c t 3, 9 3 4 , 3 4 5 $                   1, 0 9 0 , 4 2 1 $           2, 9 0 0 , 0 0 0 $         82 5 , 0 0 0 $                 75 0 , 0 0 0 $                   9, 4 9 9 , 7 6 6 $             13,464,146 $                         Bu i l d i n g  In s p e c t i o n  Fu n d ‐ $                                         20 9 , 3 5 4 $                 ‐ $                                 ‐ $                                   ‐ $                                     20 9 , 3 5 4 $                   325,000 $                                     Co m m u n i t y  De v e l o p m e n t 10 0 , 0 0 0 $                         29 2 , 2 1 5 $                 28 , 0 0 0 $                   10 , 8 0 0 $                     ‐ $                                     43 1 , 0 1 5 $                   ‐ $                                                     Fi r e  Eq u i p m e n t  & Ca p i t a l  Re p l a c e m e n t 5 3 0 , 5 0 0 $                         25 0 , 0 0 0 $                 25 0 , 0 0 0 $               ‐ $                                   ‐ $                                     1, 0 3 0 , 5 0 0 $             2,660,500 $                               Fi r e  Im p a c t  Fe e 50 , 0 0 0 $                             ‐ $                                 ‐ $                                 ‐ $                                   ‐ $                                     50 , 0 0 0 $                       4,600,000 $                               Fo r e s t r y 57 , 0 0 0 $                             10 5 , 0 0 0 $                 28 , 0 0 0 $                   ‐ $                                   ‐ $                                     19 0 , 0 0 0 $                   210,000 $                                     Ge n e r a l  Fu n d   1, 9 6 5 , 4 9 6 $                   2, 0 1 6 , 8 6 0 $           1, 3 0 2 , 0 8 5 $         87 0 , 0 0 0 $                 18 , 9 2 3 , 7 0 0 $       25 , 0 7 8 , 1 4 1 $       10,320,183 $                         Li b r a r y  De p r e c i a t i o n 90 , 0 0 0 $                             25 0 , 0 0 0 $                 ‐ $                                 ‐ $                                   ‐ $                                     34 0 , 0 0 0 $                   ‐ $                                                     Pa r k i n g 29 0 , 0 0 0 $                         40 0 , 7 7 9 $                 31 0 , 0 0 0 $               28 0 , 0 0 0 $                 45 , 0 0 0 $                       1, 3 2 5 , 7 7 9 $             2,310,000 $                               So l i d  Wa s t e  Co l l e c t i o n  & Re c y c l i n g 43 0 , 0 0 0 $                         30 0 , 0 0 0 $                 56 0 , 0 0 0 $               23 8 , 0 0 0 $                 25 0 , 0 0 0 $                   1, 7 7 8 , 0 0 0 $             ‐ $                                                     St o r m  Wa t e r  Ut i l i t y    65 0 , 0 0 0 $                         65 0 , 0 0 0 $                 65 0 , 0 0 0 $               65 0 , 0 0 0 $                 65 0 , 0 0 0 $                   3, 2 5 0 , 0 0 0 $             125,000 $                                     St r e e t  & Cu r b  Re c o n s t r u c t i o n s 2, 1 7 8 , 3 7 5 $                   1, 5 7 4 , 6 2 5 $           59 5 , 5 0 0 $               54 3 , 0 0 0 $                 74 2 , 5 0 0 $                   5, 6 3 4 , 0 0 0 $             13,157,375 $                         St r e e t  Im p a c t  Fe e 11 , 9 2 0 , 0 4 9 $             2, 3 4 0 , 4 2 1 $           6, 9 0 0 , 0 0 0 $         2, 3 2 5 , 0 0 0 $           1, 0 0 0 , 0 0 0 $             24 , 4 8 5 , 4 7 0 $       36,236,584 $                         St r e e t  Ma i n t e n a n c e  Di s t r i c t 2, 3 7 8 , 9 0 0 $                   1, 7 4 8 , 5 0 0 $           1, 9 7 7 , 1 0 0 $         2, 4 0 2 , 5 0 0 $           2, 1 4 6 , 7 8 9 $             10 , 6 5 3 , 7 8 9 $       3,401,210 $                               Ve h i c l e  Ma i n t e n a n c e ‐ $                                         ‐ $                                 ‐ $                                 ‐ $                                   ‐ $                                     ‐ $                                     ‐ $                                                     Wa s t e w a t e r  Fu n d 2, 7 0 2 , 5 0 0 $                   1, 6 6 9 , 8 7 0 $           1, 2 7 7 , 5 0 0 $         1, 1 8 2 , 5 0 0 $           1, 6 0 2 , 5 0 0 $             8, 4 3 4 , 8 7 0 $             16,034,333 $                         Wa s t e w a t e r  Im p a c t  Fe e 1, 4 4 0 , 0 0 0 $                   2, 9 8 5 , 0 0 0 $           6, 0 9 0 , 0 0 0 $         80 0 , 0 0 0 $                 80 0 , 0 0 0 $                   12 , 1 1 5 , 0 0 0 $       6,018,035 $                               Wa t e r  Fu n d 3, 5 1 7 , 2 0 0 $                   4, 6 4 1 , 9 2 0 $           2, 0 6 2 , 4 8 0 $         8, 8 3 6 , 6 0 0 $           10 , 3 6 3 , 4 0 0 $       29 , 4 2 1 , 6 0 0 $       3,464,439 $                               Wa t e r  Im p a c t  Fe e 3, 7 9 0 , 0 0 0 $                   1, 9 8 6 , 0 1 0 $           14 , 1 4 5 , 7 2 9 $     6, 7 0 5 , 0 0 0 $           2, 2 4 5 , 0 0 0 $             28 , 8 7 1 , 7 3 9 $       164,590,604 $                     To t a l 36 , 0 2 4 , 3 6 5 $             22 , 5 1 0 , 9 7 5 $     39 , 0 7 6 , 3 9 4 $     25 , 6 6 8 , 4 0 0 $       39 , 5 1 8 , 8 8 9 $       16 2 , 7 9 9 , 0 2 3 $   276,917,409 $                     Sc h e d u l e d  Pr o j e c t s $3 6 , 0 2 4 , 3 6 5   $2 2 , 5 1 0 , 9 7 5   $3 9 , 0 7 6 , 3 9 4   $2 5 , 6 6 8 , 4 0 0   $3 9 , 5 1 8 , 8 8 9   $1 6 2 , 7 9 9 , 0 2 3   $276,917,409   $0 $5 0 , 0 0 0 , 0 0 0 $1 0 0 , 0 0 0 , 0 0 0 $1 5 0 , 0 0 0 , 0 0 0 $2 0 0 , 0 0 0 , 0 0 0 $2 5 0 , 0 0 0 , 0 0 0 $3 0 0 , 0 0 0 , 0 0 0 FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY 2 2 TO T A L  SC H E D U L E D PR O J E C T S Unscheduled Su m m a r y  ‐ Al l  Pr o j e c t s  & Eq u i p m e n t 15 16 Ar t e r i a l  & Co l l e c t o r  Di s t r i c t  Fu n d   Ca p i t a l  Im p r o v e m e n t  Pl a n   Fi n a n c i a l  Su m m a r y Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 Unscheduled Pr o j e c t e d  Be g i n n i n g  Re s e r v e  Ba l a n c e  De d i c a t e d  to  CI P 1, 0 0 5 , 6 0 0 $           1, 0 7 0 , 6 0 0 $                   (7 8 3 , 2 4 5 ) $               24 8 , 4 4 4 $               (4 8 7 , 0 0 4 ) $           895,839 $                     Pl u s :    As s e s s m e n t  Re v e n u e s  De d i c a t e d  to  CI P 1, 0 9 5 , 0 0 0 $           2, 0 8 0 , 5 0 0 $                   2, 1 2 2 , 1 1 0 $           2, 1 6 4 , 5 5 2 $         2, 2 0 7 , 8 4 3 $       2, 2 5 2 , 0 0 0 $           ‐$                          Le s s :    Sc h e d u l e d  CI P  Pr o j e c t  Co s t s (1 , 0 3 0 , 0 0 0 ) $         (3 , 9 3 4 , 3 4 5 ) $                 (1 , 0 9 0 , 4 2 1 ) $         (2 , 9 0 0 , 0 0 0 ) $       (8 2 5 , 0 0 0 ) $           (7 5 0 , 0 0 0 ) $               (13,464,146)$     Pr o j e c t e d  Ye a r ‐En d  Ca s h  De d i c a t e d  to  CI P 1, 0 7 0 , 6 0 0 $           (7 8 3 , 2 4 5 ) $                       24 8 , 4 4 4 $                 (4 8 7 , 0 0 4 ) $             89 5 , 8 3 9 $             2, 3 9 7 , 8 4 0 $           (13,464,146)$     Be g i n n i n g  Ba l a n c e  of  Pa y b a c k  Im p r o v e m e n t s : ‐ $                                                 ‐ $                                                           (2 , 5 4 4 , 6 6 6 . 0 0 ) $         (2 , 6 7 7 , 6 6 6 ) $                   (2 , 6 7 7 , 6 6 6 ) $              (3 , 1 7 7 , 6 6 6 ) $                     (3,177,666)$            SIF 0 3 6  ‐   Pa y b a c k  Di s t r i c t ‐ $                                                 (1 , 2 7 8 , 0 0 0 ) $                               ‐ $                                                      SIF 0 4 6  ‐   Ga l l a t i n  Co u n t y  SI D (6 0 0 , 0 0 0 ) $                                          SIF 0 7 3  ‐   Pa y b a c k  Di s t r i c t (404,000)$               SIF 0 7 6  ‐   Pa y b a c k  Di s t r i c t (5 0 0 , 0 0 0 ) $                           SIF 0 8 0  ‐   Ga l l a t i n  Co u n t y  SI D (3 3 3 , 3 3 3 ) $                                          SIF 0 8 0  ‐   Pa y b a c k  Di s t r i c t (3 3 3 , 3 3 3 ) $                                          SIF 1 0 5  ‐   Pa y b a c k  Di s t r i c t (1,240,000)$            SIF 1 0 9  ‐   Ga l l a t i n  Co u n t y  Pa y b a c k / S I D (1 3 3 , 0 0 0 ) $                                SIF 1 1 3  ‐   Pa y b a c k  Di s t r i c t (2 , 0 0 0 , 0 0 0 ) $                        SIF 1 1 7  ‐   Pa y b a c k  Di s t r i c t (2 2 5 , 0 0 0 ) $                      En d i n g  Ba l a n c e  of  Pa y b a c k  Im p r o v e m e n t s : ‐ $                                                 (2 , 5 4 4 , 6 6 6 ) $                               (2 , 6 7 7 , 6 6 6 ) $                     (2 , 6 7 7 , 6 6 6 ) $                   (3 , 1 7 7 , 6 6 6 ) $              (3 , 1 7 7 , 6 6 6 ) $                     (4,821,666)$       A ss u m p t i o n s  Ma d e  fo r  Re v e n u e  Es t i m a t e s : Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY 2 2 Es t i m a t e d  An n u a l  As s e s s m e n t  Re v e n u e s 56 5 , 0 0 0 $                     1, 0 9 5 , 0 0 0 $                       2, 0 8 0 , 5 0 0 $               2, 1 2 2 , 1 1 0 $             2, 1 6 4 , 5 5 2 $          2, 2 0 7 , 8 4 3 $                  Es t i m a t e d  An n u a l  In c r e a s e 95 . 0 % 90 % 2% 2% 2% 2% To t a l  Es t i m a t e d  Re v e n u e s 1, 0 9 5 , 0 0 0 $               2, 0 8 0 , 5 0 0 $                       2, 1 2 2 , 1 1 0 $               2, 1 6 4 , 5 5 2 $             2, 2 0 7 , 8 4 3 $          2, 2 5 2 , 0 0 0 $               Cu r r e n t  Re v e n u e s  De d i c a t e d  to  CI P  % 10 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 %    Pl u s :    In c r e a s e  De d i c a t e d  to  CI P 0. 0 % 0. 0 % 0.0 % 0. 0 % 0 . 0 % 0.0%    To t a l  % De d i c a t e d  to  CI 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  Es t i m a t e d  Re v e n u e s  De d i c a t e d  to  CI P 1, 0 9 5 , 0 0 0 $               2, 0 8 0 , 5 0 0 $                       2, 1 2 2 , 1 1 0 $               2, 1 6 4 , 5 5 2 $             2, 2 0 7 , 8 4 3 $          2, 2 5 2 , 0 0 0 $               Pr o j e c t e d Pr o j e c t e d CU R R E N T 14 , 0 0 0 , 0 0 0 9, 0 0 0 , 0 0 0 4, 0 0 0 , 0 0 0 FY 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 U n s c h e d u l e d Ar t e r i a l  & Co l l e c t o r  Pr o j e c t s   17 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 Ar t e r i a l  & Co l l e c t o r   St r e e t s SI F 0 3 6 ST R E E T  IF CO T T O N W O O D  (B A B C O C K  TO   DU R S T O N )  ‐   CO N S T R U C T I O N * $1 , 2 7 8 , 0 0 0 SI F 0 3 9 ST R E E T  IF FE R G U S O N  & DU R S T O N  (I N T E R S E C T I O N )  ‐   CO N S T R U C T I O N $4 5 1 , 2 4 4 SI F 0 4 6 ST R E E T  IF OA K  (N E W  HO L L A N D  TO  FE R G U S O N )  ‐   CO N S T R U C T I O N * $6 0 0 , 0 0 0 SI F 0 5 7 ST R E E T  IF OA K  (F L A N D E R S  MI L L  TO  RY U N S O N   WA Y )  ‐   CO N S T R U C T I O N $500,000 SI F 0 5 8 ST R E E T  IF OA K  & N  27 T H  (I N T E R S E C T I O N )  ‐   CO N S T R U C T I O N $122,146 SI F 0 6 1 ST R E E T  IF OA K  & FE R G U S O N  (I N T E R S E C T I O N )  ‐   SI G N A L  CO N S T R U C T I O N $2 6 9 , 0 6 6 SI F 0 6 2 ST R E E T  IF DU R S T O N  (F O W L E R  TO  FE R G U S O N )  ‐   CO N S T R U C T I O N $7 5 7 , 4 2 1 SI F 0 6 3 ST R E E T  IF FO W L E R  & BA B C O C K  (I N T E R S E C T I O N )  ‐   CO N S T R U C T I O N $400,000 SI F 0 7 3 ST R E E T  IF FO W L E R  & DU R S T O N  (I N T E R S E C T I O N )  ‐   SI G N A L  CO N S T R U C T I O N * $404,000 SI F 0 7 4 ST R E E T  IF OA K  & DA V I S  (I N T E R S E C T I O N )  ‐   RO U N D A B O U T  CO N S T R U C T I O N $3 5 2 , 3 0 2 SI F 0 7 6 ST R E E T  IF FO W L E R  CO N N E C T I O N  (H U F F I N E  TO   OA K )  ‐   DE 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 0 ST R E E T  IF FE R G U S O N  (B A X T E R  TO  OA K )  ‐   CO N S T R U C T I O N * $6 6 6 , 6 6 6 SI F 0 8 6 ST R E E T  IF BA X T E R  & CO T T O N W O O D   (I N T E R S E C T I O N )  ‐   CO N S T R U C T I O N $500,000 SI F 0 9 8 ST R E E T  IF OA K  & CO T T O N W O O D  (I N T E R S E C T I O N )  ‐   RO U N D A B O U T  CO N S T R U C T I O N $548,000 SI F 1 0 4 ST R E E T  IF CO T T O N W O O D  & BA B C O C K   (I N T E R S E C T I O N )  ‐   SI G N A L  CO N S T R U C T I O N $2 8 7 , 0 6 7 SI F 1 0 5 ST R E E T  IF CO T T O N W O O D  (D U R S T O N  TO  OA K )  ‐   CO N S T R U C T I O N * $1,240,000 SI F 1 0 8 ST R E E T  IF S  3R D  AN D  GR A F  ‐   SI G N A L  CO N S T R U C T I O N $2 0 0 , 0 0 0 18 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 SI F 1 0 9 ST R E E T  IF OA K  (R O U S E  TH R O U G H  CA N N E R Y   DI S T R I C T )  ‐   CO 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  IF MA N L E Y  & GR I F F I N  (I N T E R S E C T I O N )  ‐   CO N S T R U C T I O N $4 0 0 , 0 0 0 SI F 1 1 1 ST R E E T  IF HI G H L A N D  (M A I N  TO  KA G Y )  ‐   CO N S T R U C T I O N  & DE S I G N * $5,000,000 SI F 1 1 2 ST R E E T  IF HI G H L A N D  & MA I N  IN T E R S E C T I O N   IM P R O V E M E N T S $3 0 , 0 0 0 SI F 1 1 3 ST R E E T  IF GR I F F I N  (7 T H  TO  RO 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 ST R E E T  IF FO W L E R  CO N N E C T I O N  (H U F F I N E  TO   OA K )  ‐   CO N S T R U C T I O N * $3,750,000 SI F 1 1 5 ST R E E T  IF CO L L E G E  (1 1 T H  TO  19 T H )  ‐   CO N S T R U C T I O N $550,000 SI F 1 1 6 ST R E E T  IF BR I D G E R  DR  & ST O R Y  MI L L  RD   (I N T E R S E C T I O N )  ‐   CO N S T R U C T I O N $200,000 SI F 1 1 7 ST R E E T  IF ST O R Y  MI L L  (G R I F F I N  TO  BR I D G E R )  ‐   CO N S T R U C T I O N * $2 2 5 , 0 0 0 SI F 1 1 8 ST R E E T  IF BA B C O C K  (1 1 T H  AV E  TO  19 T H  AV E )  ‐   CO N S T R U C T I O N * $750,000 SI F 1 2 1 ST R E E T  IF BA X T E R  & DA V I S  (I N T E R S E C T I O N )  ‐   CO N S T R U C T I O N $5 0 0 , 0 0 0 SI F 1 2 5 ST R E E T  IF CO L L E G E  (1 1 T H  TO  19 T H )  ‐   DE S I G N $1 0 0 , 0 0 0 SI F 1 3 4 ST R E E T  IF OA K  (C O T T O N W O O D  TO  FL A N D E R S   MI L L )  ‐   CO N S T R U C T I O N $250,000 Su m m a r y  f or    Ar t e r i a l  & Co l l e c t o r  St r e e t s  (30  it e m s ) To t a l s  by  ye a r : $8 2 5 , 0 0 0 $ 7 5 0 , 0 0 0 $3 , 9 3 4 , 3 4 5 $13,464,146 FY 2 1 FY22 FY 1 8 Unscheduled FY 2 0 $2 , 9 0 0 , 0 0 0 $1 , 0 9 0 , 4 2 1 FY 1 9 19 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF036 DEPARTMENT STREET IF PROJECT NAME Cottonwood (Babcock to Durston) - Construction* FY18 $1,278,000 FY19 Unscheduled DESCRIPTION OF PROJECT The project consists of finishing Cottonwood Road from Babcock to Durston to a five lane urban arterial standard. Describe the criticality (i.e., importance) of this project to the operation: 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 is also failing in this section because of heavy traffic and subbase degradation. Failure to complete this section will likely result in large maintenance expenses. How is capacity affected by this project: This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Cottonwood 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. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan is attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: Cottonwood corridor street improvements, intersection improvements at Cottonwood and Babcock and Cottonwood and Durston. ALTERNATIVES CONSIDERED SID, payback district, incremental construction by adjacent development. 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. Added maintenance costs are expected if this project is not completed within the next 2-3 years. FUNDING SOURCES This project is funded by Street Impact Fees ($1,278,000) and the Arterial & Collector District ($1,278,000). 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 $1,278,000). New Replacement Equipment Project FY20 FY21 FY22 20 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF039 DEPARTMENT STREET IF PROJECT NAME Ferguson & Durston (Intersection) - Construction FY18 $451,244 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of a roundabout at the intersection of Ferguson and Durston Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This intersection is currently 4-way stop controlled. Replacing it with a roundabout will greatly increase it's capacity. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity that is affected. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. Are there other affected projects: The Ferguson Road Improvement project. 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 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 ($1,804,976) and the Arterial & Collector District ($451,244). New Replacement Equipment Project FY20 FY21 FY22 21 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF046 DEPARTMENT STREET IF PROJECT NAME Oak (New Holland to Ferguson) - Construction* FY18 $600,000 FY19 Unscheduled DESCRIPTION OF PROJECT Complete To 5-Lane Arterial Standard Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan is attained. Are there other affected projects: Oak Street Cottonwood to Ferguson, Intersection improvements at Oak and Ferguson and Oak and Fowler. 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 will be funded by Street Impact Fees ($1,400,000) and Arterial & Collector District financing for local improvements attributed to Gallatin County - creation of Special Improvement District ($600,000). The Special Improvement District will re-pay the Arterial & Collector District Fund. New Replacement Equipment Project FY20 FY21 FY22 22 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF057 DEPARTMENT STREET IF PROJECT NAME Oak (Flanders Mill to Ryunson Way) - Construction FY18 FY19 Unscheduled $500,000 DESCRIPTION OF PROJECT This project is the completion of the street segment of Oak St, from Flanders Mill to Ryunson Way, to a five-lane urban principal arterial standard. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by constructing new segments of arterial roadway and by adding additional lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Completes an important east-west link between Ferguson and Cottonwood. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan is attained. How is this project leveraged with other stakeholders/projects/funds: A payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 ($1,000,000) 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 FY20 FY21 FY22 23 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF058 DEPARTMENT STREET IF PROJECT NAME Oak & N 27th (Intersection) - Construction FY18 FY19 Unscheduled $122,146 DESCRIPTION OF PROJECT Installation of a signal at the intersection of Oak and N 27th. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This intersection is currently 2-way stop controlled. Replacing it with a signal will greatly increase it's capacity. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity that is affected. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. Are there other affected projects: 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 ($488,584) and the Arterial & Collector District ($122,146). New Replacement Equipment Project FY20 FY21 FY22 24 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF061 DEPARTMENT STREET IF PROJECT NAME Oak & Ferguson (Intersection) - Signal Construction FY18 $269,066 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of a signal at the intersection of Oak and Ferguson. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: Development which is currently occurring as well as projects which already have approval make it clear that this intersection will no longer meet the city's LOS standard. Installation of a signal at this intersection will increase it's capacity and assist in improving the LOS at nearby intersections. How is connectivity affected by this project: Facilitates the extension of Oak Street to the west of Ferguson Road where it currently does not exist, and will eventually make the connection with Cottonwood Road. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. Are there other affected projects: Oak Street projects and Ferguson Road projects are affected. 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 ($1,076,265) and Arterial & Collector District ($269,066). New Replacement Equipment Project FY20 FY21 FY22 25 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF062 DEPARTMENT STREET IF PROJECT NAME Durston (Fowler to Ferguson) - Construction FY18 FY19 $757,421 Unscheduled DESCRIPTION OF PROJECT Complete Durston Rd, from Cottonwood to Fowler, to a three-lane urban minor arterial standard Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project directly increase capacity by adding additional lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity that is affected. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan is attained. How is this project leveraged with other stakeholders/projects/funds: A payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 FY20 FY21 FY22 26 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF063 DEPARTMENT STREET IF PROJECT NAME Fowler & Babcock (Intersection) - Construction FY18 FY19 Unscheduled $400,000 DESCRIPTION OF PROJECT Install a traffic signal, roundabout, or other adequate traffic control device at the intersection of Fowler and Babcock. Describe the criticality (i.e., importance) of this project to the operation: Peak hour level of service for northbound traffic is degrading due to lack of north-south connectivity in the network. How is capacity affected by this project: This intersection is currently 1-way stop controlled. Replacing it with a signal or roundabout will greatly increase it's capacity. How is connectivity affected by this project: East-west connectivity already exists at this location. North-south connectivity is still lacking. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 FY20 FY21 FY22 27 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF073 DEPARTMENT STREET IF PROJECT NAME Fowler & Durston (Intersection) - Signal Construction* FY18 FY19 Unscheduled $404,000 DESCRIPTION OF PROJECT Install a signal at the intersection of Fowler and Durston Describe the criticality (i.e., importance) of this project to the operation: Current LOS is acceptable. How is capacity affected by this project: This intersection is currently 1- way stop controlled. Replacing it with a signal or roundabout will greatly increase it's capacity. How is connectivity affected by this project: East-west connectivity already exists at this location. North-south connectivity is still lacking. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. Are there other affected projects: 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 important 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 FY20 FY21 FY22 28 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF074 DEPARTMENT STREET IF PROJECT NAME Oak & Davis (Intersection) - Roundabout Construction FY18 $352,302 FY19 Unscheduled DESCRIPTION OF PROJECT Install a roundabout at the intersection of Oak and Davis. Describe the criticality (i.e., importance) of this project to the operation: Peak hour level of service for northbound traffic is degrading due to lack of north-south connectivity in the network. Geometric deficiencies will be addressed. How is capacity affected by this project: This intersection is currently 1-way stop controlled. Replacing it with a roundabout will greatly increase it's capacity. How is connectivity affected by this project: East-west connectivity already exists at this location. North-south connectivity is still lacking. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. Are there other affected projects: Oak Street corridor improvements and Fowler corridor improvements. ALTERNATIVES CONSIDERED Accept the current geometry and level of service. 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 ($1,409,206) and the Arterial & Collector District ($352,302). New Replacement Equipment Project FY20 FY21 FY22 29 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF076 DEPARTMENT STREET IF PROJECT NAME Fowler Connection (Huffine to Oak) - Design (Includes 3 Intersections)* FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Design Fowler from Huffine to Oak to an urban minor arterial standard, including three intersections. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project directly increase capacity by adding additional travel lanes, dedicated bike lanes and sidewalks and making improvements to the intersections. How is connectivity affected by this project: This project completes an important north-south connection on the west side of town. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 FY20 FY21 $500,000 FY22 30 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF080 DEPARTMENT STREET IF PROJECT NAME Ferguson (Baxter to Oak) - Construction* FY18 $666,666 FY19 Unscheduled DESCRIPTION OF PROJECT Complete Ferguson from Baxter to Oak to a two lane urban collector standard with bike lanes, curb and gutter, boulevards, parking and sidewalks. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by constructing a new roadway which includes dedicated bike lanes and sidewalks. How is connectivity affected by this project: Completes an important north-south link between Baxter and Oak. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan is attained. How is this project leveraged with other stakeholders/projects/funds: A payback District or SID may be created to leverage other stakeholders. Are there other affected projects: Intersection of Ferguson and Oak. 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 ($333,333), Gallatin County ($333,333), and a developer contribution ($333,333). This budget assumes that A&C funds will be used to cover the both the County portion and the developer contribution, both to be paid back with SID or payback agreement. New Replacement Equipment Project FY20 FY21 FY22 31 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF086 DEPARTMENT STREET IF PROJECT NAME Baxter & Cottonwood (Intersection) - Construction FY18 FY19 Unscheduled $500,000 DESCRIPTION OF PROJECT Improve the intersection at Baxter and Cottonwood. Describe the criticality (i.e., importance) of this project to the operation: Current LOS is acceptable. How is capacity affected by this project: This intersection is currently 1- way stop controlled. Replacing it with a signal or roundabout will greatly increase it's capacity. How is connectivity affected by this project: East-west connectivity already exists at this location. North-south connectivity is still lacking. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. Are there other affected projects: 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 FY20 FY21 FY22 32 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF098 DEPARTMENT STREET IF PROJECT NAME Oak & Cottonwood (Intersection) - Roundabout Construction FY18 FY19 Unscheduled $548,000 DESCRIPTION OF PROJECT Installation of a roundabout at the intersection of Oak and Cottonwood. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: 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). How is connectivity affected by this project: This improvement will complete an important north-south connection on Cottonwood. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. Are there other affected projects: Cottonwood Road Improvements, 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 the Arterial & Collector District ($548,000). New Replacement Equipment Project FY20 FY21 FY22 33 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF104 DEPARTMENT STREET IF PROJECT NAME Cottonwood & Babcock (Intersection) - Signal Construction FY18 $287,067 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of a traffic signal at the intersection of Cottonwood and Babcock. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This intersection is currently 2-way stop controlled. Replacing it with a signal will greatly increase it's capacity. How is connectivity affected by this project: Connectivity exists at this location, it is capacity which is being increased. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. Are there other affected projects: Cottonwood corridor improvement projects. 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, 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 ($1,148,269) and the Arterial & Collector District ($287,067). New Replacement Equipment Project FY20 FY21 FY22 34 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF105 DEPARTMENT STREET IF PROJECT NAME Cottonwood (Durston to Oak) - Construction* FY18 FY19 Unscheduled $1,240,000 DESCRIPTION OF PROJECT Complete the construction of Cottonwood Road from Durston Road to Oak Street to a five-lane urban arterial standard. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: 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. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan is attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 This project is funded by Street Impact Fees ($1,240,000) and the Arterial & Collector District ($1,240,000). A dev105elopment 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 $1,240,000). New Replacement Equipment Project FY20 FY21 FY22 35 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF108 DEPARTMENT STREET IF PROJECT NAME S 3rd and Graf - Signal Construction FY18 FY19 $200,000 Unscheduled DESCRIPTION OF PROJECT Signal construction at S 3rd and Graf Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This is currently a stop controlled intersection. Installation of a roundabout will directly increase capacity. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC). Are there other affected projects: Graf Street corridor improvements. 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 ($800,000) and the Arterial & Collector District ($200,000). New Replacement Equipment Project FY20 FY21 FY22 36 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF109 DEPARTMENT STREET IF PROJECT NAME Oak (Rouse through Cannery District) - Construction* FY18 FY19 $133,000 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. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project directly increase capacity by adding additional lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity that is affected. What safety or risk measures are mitigated with this project: Left turn traffic safety will be improved upon installation of left turn lanes. Pedestrian safety will be improved. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan is attained. How is this project leveraged with other stakeholders/projects/funds: 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. Are there other affected projects: 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 Cannery District 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 FY20 FY21 FY22 37 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF110 DEPARTMENT STREET IF PROJECT NAME Manley & Griffin (Intersection) - Construction FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Intersection control at Manley & Griffin Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This intersection is currently 1-way stop controlled. Replacing it with a signal will greatly increase it's capacity. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 FY20 $400,000 FY21 FY22 38 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF111 DEPARTMENT STREET IF PROJECT NAME Highland (Main to Kagy) - Construction & Design* FY18 FY19 Unscheduled $5,000,000 DESCRIPTION OF PROJECT Upgrade Highland, from Main to Kagy. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project directly increase capacity by adding additional lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity that is affected.What regulations or standards are attained with this project: Conformance with the Transportation Master Plan is attained. How is this project leveraged with other stakeholders/projects/funds: A payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 FY20 FY21 FY22 39 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF112 DEPARTMENT STREET IF PROJECT NAME Highland & Main Intersection Improvements FY18 $30,000 FY19 Unscheduled DESCRIPTION OF PROJECT Improve intersection control at Highland & Main Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: Adding additional phases and improving geometry will increase capacity for deficient movements at this intersection. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: Highland Boulevard corridor improvements. 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 Street Impact Fees ($150,000), Arterial & Collector District ($30,000) New Replacement Equipment Project FY20 FY21 FY22 40 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF113 DEPARTMENT STREET IF PROJECT NAME Griffin (7th to Rouse) - Construction* FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Construct W Griffin corridor improvements from N. 7th to Rouse to an urban minor arterial standard Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: Designed improvements will improve LOS at the key intersections and will increase capacity in the corridor as a whole. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: Intersection improvements at Griffin and 7th and Griffin and Rouse. ALTERNATIVES CONSIDERED Accept the current level of service (do nothing). 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 ($3,000,000) 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 FY20 $2,000,000 FY21 FY22 41 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF114 DEPARTMENT STREET IF PROJECT NAME Fowler Connection (Huffine to Oak) - Construction* FY18 FY19 Unscheduled $3,750,000 DESCRIPTION OF PROJECT Complete the section of Fowler from Huffine to Oak Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: Allows for extension of Fowler Avenue, which will directly increase capacity. How is connectivity affected by this project: Extends an important north-south corridor on the west side of the city. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 may be created to reimburse the Arterial & Collector District for any local improvements. New Replacement Equipment Project FY20 FY21 FY22 42 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF115 DEPARTMENT STREET IF PROJECT NAME College (11th to 19th) - Construction FY18 FY19 Unscheduled $550,000 DESCRIPTION OF PROJECT Complete College, from 19th to 11th, to a principal arterial standard. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks and by improving intersection LOS. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: Urban funds could be used on this section of College. Are there other affected projects: Intersections of College/11th and College/8th. ALTERNATIVES CONSIDERED Accept the current configuration 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 None FUNDING SOURCES 50% Street Impact Fees & 50% Arterial & Collector District. New Replacement Equipment Project FY20 FY21 FY22 43 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF116 DEPARTMENT STREET IF PROJECT NAME Bridger Dr & Story Mill Rd (Intersection) - Construction FY18 FY19 Unscheduled $200,000 DESCRIPTION OF PROJECT Intersection design at Bridger and Story Mill Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: Adding additional phases and improving geometry will increase capacity for deficient movements at this intersection. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan are attained. Are there other affected projects: 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 ($800,000) and the Arterial & Collector District ($200,000). New Replacement Equipment Project FY20 FY21 FY22 44 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF117 DEPARTMENT STREET IF PROJECT NAME Story Mill (Griffin to Bridger) - Construction* FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Improve Story Mill from Griffin to Bridger Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project directly increases capacity by adding additional travel lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 ($225,000) and the Arterial & Collector District ($225,000). An Sid or payback district may be created to recover the local share. New Replacement Equipment Project FY20 FY21 $225,000 FY22 45 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF118 DEPARTMENT STREET IF PROJECT NAME Babcock (11th Ave to 19th Ave) - Construction* FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Improve Babcock from 11th to 19th) Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: 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 FY20 FY21 FY22 $750,000 46 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF121 DEPARTMENT STREET IF PROJECT NAME Baxter & Davis (Intersection) - Construction FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Install a roundabout at Baxter & Davis Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This intersection is currently 4-way stop controlled. Replacing it with a roundabout will greatly increase it's capacity. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity that is affected. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan and Level of Service Standard is attained. Are there other affected projects: 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 FY20 $500,000 FY21 FY22 47 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF125 DEPARTMENT STREET IF PROJECT NAME College (11th to 19th) - Design FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Design College, from 19th to 11th, to a principal arterial standard. Evaluate upgrading 11th to an Arterial Collector (from a local street). Including adding bike lanes, pedestrian crossings and removing parking. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks and by improving intersection LOS. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: Urban funds could be used on this section of College. Are there other affected projects: Intersections of College/11th and College/8th. ALTERNATIVES CONSIDERED Accept the current configuration 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 50% Street Impact Fees & 50% Arterial & Collector District. New Replacement Equipment Project FY20 FY21 $100,000 FY22 48 CIP Project Fund Arterial & Collector Streets PROJECT NUMBER SIF134 DEPARTMENT STREET IF PROJECT NAME Oak (Cottonwood to Flanders Mill) - Construction FY18 FY19 Unscheduled $250,000 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. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by constructing new segments of arterial roadway and by adding additional lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Completes an important east-west link between Ferguson and Cottonwood. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan is attained. How is this project leveraged with other stakeholders/projects/funds: A payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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), Arterial & Collector District of $250,000 for the local share adjacent to the City park, and an additional $250,000 from School District #7. New Replacement Equipment Project FY20 FY21 FY22 49 50 Bu i l d i n g  In s p e c t i o n  Fu n d Ca p i t a l  Im p r o v e m e n t  Pl a n Fi n a n c i a l  Su m m a r y Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 U n s c h e d u l e d Pr o j e c t e d  Be g i n n i n g  Re s e r v e  Ba l a n c e  De d i c a t e d  to  CI P 20 0 , 0 0 0 $                     17 9 , 5 0 0 $                       19 2 , 1 0 0 $               (4 , 0 2 4 ) $             9, 8 6 8 $                   24,454 $           Pl u s :    Bu i l d i n g  In s p e c t i o n  Re v e n u e s  De d i c a t e d  to  CI P 12 , 0 0 0 $                           12 , 6 0 0 $                           13 , 2 3 0 $                   13 , 8 9 2 $            14 , 5 8 6 $               15,315 $       ‐$                  Le s s :    Sc h e d u l e d  CI P  Pr o j e c t  Co s t s (3 2 , 5 0 0 ) $                       (2 0 9 , 3 5 4 ) $             (325,000)$     Pr o j e c t e d  Ye a r ‐En d  Ca s h  De d i c a t e d  to  CI P 17 9 , 5 0 0 $                     19 2 , 1 0 0 $                       (4 , 0 2 4 ) $                     9, 8 6 8 $                  24 , 4 5 4 $               39,769 $        As s u m p t i o n s  Ma d e  fo r  Re v e n u e  Es t i m a t e s : Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 Es t i m a t e d  An n u a l  Bu i l d i n g  In s p e c t i o n  Re v e n u e s 2, 0 0 0 , 0 0 0 $                     2, 0 0 0 , 0 0 0 $                       2, 1 0 0 , 0 0 0 $               2, 2 0 5 , 0 0 0 $     2, 3 1 5 , 2 5 0 $         2,431,013 $          Es t i m a t e d  Gr o w t h  in  Re v e n u e s ‐                                                  5% 5% 5% 5% 5% To t a l  Es t i m a t e d  Re v e n u e s 2, 0 0 0 , 0 0 0 $                     2, 1 0 0 , 0 0 0 $                       2, 2 0 5 , 0 0 0 $               2, 3 1 5 , 2 5 0 $     2, 4 3 1 , 0 1 3 $         2,552,563 $       Cu r r e n t  Re v e n u e s  De d i c a t e d  to  CI P  % 0. 6 % 0. 6 % 0. 6 % 0 . 6 % 0 . 6 % 0 . 6 %    Pl u s :    In c r e a s e  De d i c a t e d  to  Ca p i t a l  Im p r o v e m e n t s  % 0. 0 % 0. 0 % 0. 0 % 0 . 0 % 0 . 0 % 0 . 0 %    To t a l  % De d i c a t e d  to  CI P 0. 6 % 0. 6 % 0. 6 % 0 . 6 % 0 . 6 % 0 . 6 % To t a l  Es t i m a t e d  Re v e n u e s  De d i c a t e d  to  CI P 12 , 0 0 0 $                                 12 , 6 0 0 $                                 13 , 2 3 0 $                         13 , 8 9 2 $                 14 , 5 8 6 $                   15,315 $                   Pr o j e c t e d Pr o j e c t e d CU R R E N T 35 0 , 0 0 0 30 0 , 0 0 0 25 0 , 0 0 0 20 0 , 0 0 0 15 0 , 0 0 0 10 0 , 0 0 0 50 , 0 0 0 0 Bu i l d i n g  In s p e c t i o n  Pr o j e c t s  & Eq u i p m e n t B i l d i It i R 51 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 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  IN S P ST A F F  VE H I C L E  ‐   RE 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  BU I L D I N G   RE C O N F I G U R A T I O N  ‐   PH A S E  2 $2 0 9 , 3 5 4 $2 0 9 , 3 5 4 $325,000 Su m m a r y  f or    Bu i l d i n g  In s p ec t i o n  (2  it e m s ) To t a l s  by  ye a r : $325,000 FY 2 1 FY22 FY 1 8 Unscheduled FY 2 0 $2 0 9 , 3 5 4 FY 1 9 52 CIP Project Fund Building Inspection PROJECT NUMBER BI01 DEPARTMENT BUILDING INSPECTION PROJECT NAME STAFF VEHICLE - REPLACEMENTS FY18 FY19 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 FY20 FY21 FY22 53 CIP Project Fund Building Inspection PROJECT NUMBER GF199 DEPARTMENT BUILDING INSPECTION PROJECT NAME PROFESSIONAL BUILDING RECONFIGURATION - Phase 2 FY18 FY19 $209,354 Unscheduled DESCRIPTION OF PROJECT The City is responding to growth by adding staff to meet the increased demand for services in our community. We have also reorganized divisions (Community Development) and created other divisions (Stormwater) to improve efficiency and better serve our community. In order to accommodate this grow, we need to remodel the Stiff Building. In FY16 the City Commission approved a Phase 1 of the remodel that will provide a better use of existing space by relocating certain functions to the basement and reclaiming unused square footage. Approval of Phase II would allow the consolidation of Community Development (Planning and Building) together on one floor and the consolidation of Public Works Services (Engineering, GIS and Stormwater) together on another floor. This will allow better coordination of staff and better service to our public. Phase 1 is anticipated to be completed late spring of 2016. ALTERNATIVES CONSIDERED Continue to operate as we are today ADVANTAGES OF APPROVAL Community Development would be able to consolidate its operations and services to allow for an integrated customer-focused service delivery model. It will also provide Public Works with the ability to collocate its services in the Stiff Building. Finally it will help the City to take a planned and efficient approach to building utilization and service optimization. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No additional operating costs anticipated for building reconfiguration. FUNDING SOURCES Building Inspection, Community Development, General Fund, Parking, Water New Replacement Equipment Project FY20 FY21 FY22 54 Co m m u n i t y  De v e l o p m e n t  Fu n d Ca p i t a l  Im p r o v e m e n t  Pl a n Fi n a n c i a l  Su m m a r y Cu r r e n t  Ye a r FY 1 7 F Y 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 U n s c h e d u l e d Pr o j e c t e d  Be g i n n i n g  Re s e r v e  Ba l a n c e  De d i c a t e d  to  CI P 2 0 6 , 0 0 0 $         14 1 , 8 8 4 $               12 0 , 4 6 5 $           (9 1 , 5 9 8 ) $             (3 7 , 8 4 2 ) $         34 , 7 4 9 $            Pl u s :    Lo n g  Ra n g e  Pl a n n i n g  Re s t r i c t e d  Ca s h 58 , 9 4 8 $                  Pl u s :    Co n s e r v a t i o n  Ov e r l a y  Re s t r i c t e d  Ca s h 53 , 7 0 2 $                  Pl u s :    En t r y w a y  Co r r i d o r  Re s t r i c t e d  Ca s h 19 , 6 8 7 $                  Pl u s :    Te c h n o l o g y  Re s t r i c t e d  Ca s h 3, 5 4 7 $                      Pl u s :    Pl a n n i n g  Re v e n u e s  De d i c a t e d  to  CI P ‐ $                           78 , 5 8 1 $                     80 , 1 5 3 $                 81 , 7 5 6 $                 83 , 3 9 1 $            85 , 0 5 9 $            Pl u s :    Ge n e r a l  Fu n d / O t h e r  Co n t r i b u t i o n    Le s s :    Sc h e d u l e d  CI P  Pr o j e c t  Co s t s (2 0 0 , 0 0 0 ) $       (1 0 0 , 0 0 0 ) $             (2 9 2 , 2 1 5 ) $         (2 8 , 0 0 0 ) $             (1 0 , 8 0 0 ) $         ‐ $                           ‐$               Pr o j e c t e d  Ye a r ‐En d  Ca s h  De d i c a t e d  to  CI P 14 1 , 8 8 4 $         12 0 , 4 6 5 $               (9 1 , 5 9 8 ) $             (3 7 , 8 4 2 ) $             34 , 7 4 9 $            11 9 , 8 0 7 $          As s u m p t i o n s  Ma d e  fo r  Re v e n u e  Es t i m a t e s : Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 Es t i m a t e d  An n u a l  Co m m u n i t y  De v e l o p m e n t  Re v e n u e s 1, 0 5 5 , 3 4 4 $         1, 0 5 5 , 3 4 4 $               1, 0 7 6 , 4 5 1 $           1, 0 9 7 , 9 8 0 $         1, 1 1 9 , 9 3 9 $     1, 1 4 2 , 3 3 8 $          (E x c l u d e s  in t e r f u n d  tr a n s f e r s )    Es t i m a t e d  Gr o w t h  in  Re v e n u e s ‐                                       2% 2% 2% 2% 2% To t a l  Es t i m a t e d  Re v e n u e s 1, 0 5 5 , 3 4 4 $         1, 0 7 6 , 4 5 1 $               1, 0 9 7 , 9 8 0 $           1, 1 1 9 , 9 3 9 $         1, 1 4 2 , 3 3 8 $     1, 1 6 5 , 1 8 5 $       Cu r r e n t  Re v e n u e s  De d i c a t e d  to  CI P  % 7. 3 % 7. 3 % 7 . 3 % 7 . 3 % 7 . 3 % 7 . 3 %    Pl u s :    In c r e a s e  De d i c a t e d  to  Ca p i t a l  Im p r o v e m e n t s  % 0. 0 % 0. 0 % 0 . 0 % 0 . 0 % 0 . 0 % 0 . 0 %    To t a l  % De d i c a t e d  to  CI P 7. 3 % 7. 3 % 7 . 3 % 7 . 3 % 7 . 3 % 7 . 3 % To t a l  Es t i m a t e d  Re v e n u e s  De d i c a t e d  to  CI P 77 , 0 4 0 $                   78 , 5 8 1 $                         80 , 1 5 3 $                     81 , 7 5 6 $                   83 , 3 9 1 $               85 , 0 5 9 $                   Pr o j e c t e d Pr o j e c t e d CU R R E N T 35 0 , 0 0 0 30 0 , 0 0 0 25 0 , 0 0 0 20 0 , 0 0 0 15 0 , 0 0 0 10 0 , 0 0 0 50 , 0 0 0 0 Co m m u n i t y  De v e l o p m e n t  Pr o j e c t s  &  Eq u i p m e n t 55 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 Co m m u n i t y   De v e l o p m e n t CD 0 1 CO M M U N I T Y  D VE H I C L E  RE P L A C E M E N T $2 8 , 0 0 0 CD 0 2 CO M M U N I T Y   DE V E L O P M E N T CO M M U N I T Y  PL A N / G R O W T H  PO L I C Y   UP D A T E $1 0 0 , 0 0 0 CD 0 3 CO M M U N I T Y  D CO M P U T E R  HA 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  RE 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  BU I L D I N G   RE C O N F I G U R A T I O N  ‐   PH A S E  2 $2 5 7 , 2 1 5 Su m m a r y  f or    Co m m u n i t y  De v e l o p me n t  (5  it e m s ) To t a l s  by  ye a r : $1 0 , 8 0 0 $1 0 0 , 0 0 0 FY 2 1 FY22 FY 1 8 Unscheduled FY 2 0 $2 8 , 0 0 0 $2 9 2 , 2 1 5 FY 1 9 56 CIP Project Fund Community Development PROJECT NUMBER CD01 DEPARTMENT COMMUNITY DEVELOPMENT PROJECT NAME VEHICLE REPLACEMENT FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Replacement of the current vehicle, a 2003 Honda CRV purchased in 2005 (asset # 3283). The vehicle is used by Planning Staff for site visits to projects, posting notices on-site, in-town meetings, and driving to meetings or conferences within Montana and other department activities (WL01-WL32) . Replacement would be with a fuel efficient medium size vehicle, possibly a hybrid. Anticipated upcoming maintenance cost of approximately $1,000 for repairs to make dash lights operational. *Previous Year Plans, this item was number: GF064 ALTERNATIVES CONSIDERED Continue to operate the existing vehicles with increasing maintenance costs. ADVANTAGES OF APPROVAL Provide functional transportation with reduced maintenance costs. Because of the age of the existing vehicle, maintenance costs are likely to increase to keep it functional. Recent repairs include power windows and routine maintenance. The vehicle needs numerous minor repairs, including dashboard lights, that continue to be deferred. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Annual Operating and Maintenance Costs: No new costs are expected as maintenance is already performed on the existing vehicle. However, maintenance and repair costs are anticipated to increase due to the age of the vehicle. FUNDING SOURCES Community Development Fund New Replacement Equipment Project FY20 $28,000 FY21 FY22 57 CIP Project Fund Community Development PROJECT NUMBER CD02 DEPARTMENT COMMUNITY DEVELOPMENT PROJECT NAME COMMUNITY PLAN/GROWTH POLICY UPDATE FY18 $100,000 FY19 Unscheduled DESCRIPTION OF PROJECT This is the second-year of funding for the development of the Growth Policy (aka Community Plan). Previous plans have projected forward based on primarily local population and land use data. However, the economy is very different today and changes nationally and locally are happening quickly. We need a market analysis to look at what is under-served in Bozeman commercially/industrially, where trends are headed nationwide, and how Bozeman fits into the larger trade area. Outlying communities can now support their own services which used to be provided by Bozeman, e.g. medical care and shopping. Our industrial lands are positioned to old economy infrastructure, e.g. rail. What kind of industry do we want (coordinate with Econ Dev plan), what does it need for land and infrastructure, and where do we put it to support industry? Regardless of any other action, access to land is a limiting factor. We need to begin to identify substantial expansion areas for industrial and commercial spaces. There is a substantial change in demographics happening with rapid aging, deferred onset of household formation, and smaller households. This is not matching well with the housing stock in the area. The myth of the rural west continues to hold on even though most of the population of Gallatin County has been urbanized for over 20 years. The perception of Bozeman as a “rich” place is directly countered by the high level of poverty. In order to allow for constructive conversations and allow elected officials to make informed decisions, we need better insights on our population: is poverty based on students with low incomes, retirees on fixed incomes, and/or working households with low wages? New policies should be based on current data and projections for the future which will require extensive research and analysis. Another cost as part of the project will be continued public engagement. Our best practices of the past have resulted in a very small percentage of the population participating in decisions that will affect the future of the community. We plan to build on the public outreach for the Strategic Plan: and, we are seeking funding to use programs such as mySidewalk/Mindmixer, On line City Hall, and/or Metroquest to allow electronic participation in the process to reach out to a larger portion of the community and different segments of the community. ALTERNATIVES CONSIDERED None. This update was directed by the City Commission during consideration of status of plan during FY 2015. In addition, Montana requires that the plan be assessed every five years to determine the need for an update. ADVANTAGES OF APPROVAL This project, at this time, would be able to benefit from the upcoming Strategic Plan process the city is planning to undertake. By utilizing results of public outreach, the growth policy update will take less time and cost less. In addition, the growth policy update will include the gathering and analysis of data such as demographics, residential and commercial square footage absorption rates, job growth, and other economic and demographic data that will support the development of the new Economic Development Plan. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Plan will be updated/re-evaluated in 5 years. Potential future costs that may be associated with implementation of policies incorporated within the plan which in the past has included subarea plans or neighborhood plans. FUNDING SOURCES Community Development Restricted Cash Accounts, Community Development Fund, General Fund New Replacement Equipment Project FY20 FY21 FY22 58 CIP Project Fund Community Development PROJECT NUMBER CD03 DEPARTMENT COMMUNITY DEVELOPMENT PROJECT NAME COMPUTER HARDWARE FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Replace computer hardware; replacements planned for years FY18 and FY20 did not meet the CIP capital threshold and will be included in budget requests for those years. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Keeping computer hardware current diminishes the need for service calls and also facilitates the production of planning review by ensuring computers are able to run effective updated software. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED IT support, software updates FUNDING SOURCES Community Development Fund New Replacement Equipment Project FY20 FY21 $10,800 FY22 59 CIP Project Fund Community Development PROJECT NUMBER CD05 DEPARTMENT COMMUNITY DEVELOPMENT PROJECT NAME Copier Replacement FY18 FY19 $35,000 Unscheduled DESCRIPTION OF PROJECT Replace combination copier/scanner. This is an essential primary work tool for Community Development for production of staff reports, intake of applications, and many other daily duties. The coper is shared with Public Works. The anticipated service life for this type of equipment under the use conditions and loads is five years of less. Mechanical failure are becoming more common with the existing machine. ALTERNATIVES CONSIDERED A lease may be an alternative. Experience with leasing has not been particularly positive. Efforts to continue with increasing maintenance may extend service life some but there are associated costs financially and with lost productivity during breakdowns. Given the level of time sensitive deadlines for the department substantial and frequent down times are not acceptable. ADVANTAGES OF APPROVAL Enable departments to continue to produce and process applications and materials. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No additional expenses are anticipated. Standard operating expenses are included in the annual budgets and are not anticipated to change substantially. FUNDING SOURCES General fund, planning fund New Replacement Equipment Project FY20 FY21 FY22 60 CIP Project Fund Community Development PROJECT NUMBER GF199 DEPARTMENT COMMUNITY DEVELOPMENT PROJECT NAME PROFESSIONAL BUILDING RECONFIGURATION - Phase 2 FY18 FY19 $257,215 Unscheduled DESCRIPTION OF PROJECT The City is responding to growth by adding staff to meet the increased demand for services in our community. We have also reorganized divisions (Community Development) and created other divisions (Stormwater) to improve efficiency and better serve our community. In order to accommodate this grow, we need to remodel the Stiff Building. In FY16 the City Commission approved a Phase 1 of the remodel that will provide a better use of existing space by relocating certain functions to the basement and reclaiming unused square footage. Approval of Phase II would allow the consolidation of Community Development (Planning and Building) together on one floor and the consolidation of Public Works Services (Engineering, GIS and Stormwater) together on another floor. This will allow better coordination of staff and better service to our public. Phase 1 is anticipated to be completed late spring of 2016. ALTERNATIVES CONSIDERED Continue to operate as we are today ADVANTAGES OF APPROVAL Community Development would be able to consolidate its operations and services to allow for an integrated customer-focused service delivery model. It will also provide Public Works with the ability to collocate its services in the Stiff Building. Finally it will help the City to take a planned and efficient approach to building utilization and service optimization. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No additional operating costs anticipated for building reconfiguration. FUNDING SOURCES Building Inspection, Community Development, General Fund, Parking, Water New Replacement Equipment Project FY20 FY21 FY22 61 62 Fi r e  Eq u i p m e n t  & Ca p i t a l  Re p l a c e m e n t Ca p i t a l  Im p r o v e m e n t  Pl a n Fi n a n c i a l  Su m m a r y Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 FY 2 1 FY22 Unscheduled Pr o j e c t e d  Be g i n n i n g  Re s e r v e  Ba l a n c e  De d i c a t e d  to  CI P 67 5 , 7 0 0 $                 1, 0 2 8 , 8 8 1 $                   86 6 , 4 0 0 $                 99 5 , 4 6 0 $               1, 1 3 2 , 1 0 0 $                 1,526,474 $              Pl u s :    De d i c a t e d  Ta x  Re v e n u e s  4  Mi l l s 35 3 , 1 8 1 $                 36 8 , 0 1 9 $                         37 9 , 0 6 0 $                 38 6 , 6 4 1 $               39 4 , 3 7 4 $                         402,261 $              ‐$     Pl u s :    An t i c i p a t e d  Gr a n t  Re v e n u e ‐ $      Le s s :    Sc h e d u l e d  CI P  Pr o j e c t  Co s t s ‐ $   (5 3 0 , 5 0 0 ) $                     (2 5 0 , 0 0 0 ) $             (2 5 0 , 0 0 0 ) $             (2,660,500)$  Pr o j e c t e d  Ye a r ‐En d  Ca s h  De d i c a t e d  to  CI P 1, 0 2 8 , 8 8 1 $           86 6 , 4 0 0 $                         99 5 , 4 6 0 $                 1, 1 3 2 , 1 0 0 $         1, 5 2 6 , 4 7 4 $                 1,928,735 $           As s u m p t i o n s  Ma d e  fo r  Re v e n u e  Es t i m a t e s : Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY22 Es t i m a t e d  An n u a l  Ta x  Re v e n u e s 35 7 , 3 0 0 $                     35 7 , 3 0 0 $                             36 8 , 0 1 9 $                     37 9 , 0 6 0 $                   38 6 , 6 4 1 $                             394,374 $                    Es t i m a t e d  An n u a l  In c r e a s e 3% 3% 2% 2% 2% To t a l  Es t i m a t e d  Re v e n u e s 35 7 , 3 0 0 $                     36 8 , 0 1 9 $                             37 9 , 0 6 0 $                     38 6 , 6 4 1 $                   39 4 , 3 7 4 $                             402,261 $                 Cu r r e n t  Re v e n u e s  De d i c a t e d  to  CI P  % 10 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 10 0 . 0 % 100.0%    Pl u s :    In c r e a s e  De d i c a t e d  to  CI P 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0.0%    To t a l  % De d i c a t e d  to  CI P 10 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 10 0 . 0 % 100.0% To t a l  Es t i m a t e d  Re v e n u e s  De d i c a t e d  to  CI P 35 7 , 3 0 0 $                     36 8 , 0 1 9 $                             37 9 , 0 6 0 $                     38 6 , 6 4 1 $                   39 4 , 3 7 4 $                             402,261 $                 Pr o j e c t e d Pr o j e c t e d 3, 0 0 0 , 0 0 0 2, 5 0 0 , 0 0 0 2, 0 0 0 , 0 0 0 1, 5 0 0 , 0 0 0 1, 0 0 0 , 0 0 0 50 0 , 0 0 0 0 Fi r e  Eq u i p m e n t  & Ca p i t a l  Re p l a c e m e n t s 63 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 Fi r e  Eq 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  RE P L A C E M E N T  PR O G R A M $2 5 0 , 0 0 0 $2 5 0 , 0 0 0 FE 0 7 FI R E LI G H T  DU T Y  VE H I C L E  RE P L A C E M E N T S $1 3 0 , 0 0 0 FE 0 8 FI R E FI R E  ST A T I O N  #1  RE M O D E L $2,400,000 FE 1 0 FI R E SE L F ‐CO N T A I N E D  BR E A T H I N G  AP P A R A T U S   (S C B A )  RE P L A C E M E N T S $4 0 0 , 5 0 0 FE 1 1 FI R E BO I L E R  RE P L A C E M E N T  AT  FI R E  ST A T I O N   #1 $260,500 Su m m a r y  f or    Fi r e  E q ui p  & Ca p it a l  Re p la c e m e n t  (5  it e m s ) To t a l s  by  ye a r : $5 3 0 , 5 0 0 $2,660,500 FY 2 1 FY22 FY 1 8 Unscheduled FY 2 0 $2 5 0 , 0 0 0 $2 5 0 , 0 0 0 FY 1 9 64 CIP Project Fund Fire Equip & Capital Replacement PROJECT NUMBER FE06 DEPARTMENT FIRE PROJECT NAME Radio Replacement Program FY18 FY19 $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 FY20 $250,000 FY21 FY22 65 CIP Project Fund Fire Equip & Capital Replacement PROJECT NUMBER FE07 DEPARTMENT FIRE PROJECT NAME LIGHT DUTY VEHICLE REPLACEMENTS FY18 $130,000 FY19 Unscheduled DESCRIPTION OF PROJECT As of October 1, 2016 the Bozeman Fire Department has a fleet of light duty vehicles that consist of 9 total vehicles, 7 SUVs and 2 Pickups. The department currently has 8-day staff members who are assigned to these vehicles with the extra vehicle being utilized as a fire investigation and plow vehicle used for plowing operations at Fire Station 3 / Gallatin County Dispatch. 4 vehicles are for primary responders. Having mechanical issues or failures with these vehicles is unacceptable and creates gaps and failures in the department’s response and operational procedures. 4 vehicles fall into the non-essential category. These members are primarily day staff personnel. The Bozeman Fire Department is proposing to purchase two (2) new Ford Explorer Interceptors and one (1) new 3/4-ton pickup truck in FY-18 at a total cost of $130,000. This purchase would allow us to ensure that all 4 of our essential chief officer positions are in dependable and reliable vehicles and allow us to re-organize our remaining fleet for the other 4 staff positions. In approximately 7 years (FY-2025) we believe it would be time to replace the 4 vehicles that are assigned to our non-essential positions. At the same time our new FY-18 purchases, coupled with the Ford Explorer purchased in FY-16, would be at the halfway point of their life span with an estimated 56,000 – 63,000 miles and we would look to push these vehicles down to our non-essential positions and place our essential positions in new vehicles. This strategy allows for us to plan for a 14- year service life for a fire department vehicle and keep our essential staff in reliable equipment. This is a plan that we have modeled after our water department. ALTERNATIVES CONSIDERED Could continue to utilize existing vehicles longer, however, many of these vehicles are emergency response vehicles for the Fire Department and are not reliable for 24/7/365 use. ADVANTAGES OF APPROVAL The Department will have adequate, properly sized vehicles for emergency response and other operational functions. Leaves nothing unscheduled and is a $110,000 reduction from last years CIP plan. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Newer vehicles are expected to be more fuel efficient and reliable for 24/7 response. FUNDING SOURCES 100% Fire Equipment & Capital Replacement Fund New Replacement Equipment Project FY20 FY21 FY22 66 Fi r e D e p ar t m e n t L i g ht V e h i c l e R e p la c e m e n t s As s e t  # Cu r r e n t   Ma k e / F e a t u r e s Mo d e l  Yr Cu r r e n t   Mi l e a g e Re p l a c e m e n t FY 1 8 FY 1 9 FY 2 0 FY21 Unscheduled FY22 Cu r r e n t l y  As s i g n e d   to Un i t  # 30 7 6 Ch e v y  Su r b u r b a n 20 0 2 14 6 , 2 0 9 R e p l a c e  wi t h  a  4x 4 ,  SU V  st y l e ,  mi d ‐ si z e d ,  co d e ‐ca p a b l e  (l i g h t s  &  si r e n s )  ve h i c l e . $4 0 , 0 0 0 Fi r e  Ma r s h a l l F3 32 4 7 Ch e v y  Ta h o e 20 0 4 14 0 , 4 6 4 4 x 4 ,  SU V  st y l e ,  mi d ‐si z e d  ve h i c l e ,   wi t h  em e r g e n c y  li g h t i n g ,  ra d i o s ,   MD T . Em e r g e n c y   Ma n a g e m e n t  St a f f   Ca p t a i n F4 27 6 4 Ch e v y  Ta h o e 20 0 0 13 0 , 6 6 8 4 x 4 ,  SU V  st y l e ,  mi d ‐si z e d  ve h i c l e ,   wi t h  em e r g e n c y  li g h t i n g ,  ra d i o s ,   MD T . $4 0 , 0 0 0 Op e r a t i o n s  Ch i e f F2 31 5 3 Ch e y  Su b u r b a n 20 0 3 10 9 , 9 9 4 T o  be  re p l a c e d  wi t h  Fo r d   In t e r c e p t o r $5 0 , 0 0 0 Ba t a l l i o n  Ch i e f BC 1 33 3 2 Ch e v y  Ta h o e 20 0 7 71 , 5 3 0 4 x 4 ,  SU V  st y l e ,  mi d ‐si z e d  ve h i c l e ,   wi t h  em e r g e n c y  li g h t i n g ,  ra d i o s ,   MD T . Fi r e  In s p e c t o r F6 33 6 3 Do d g e  Du r a n g o 20 0 7 44 , 4 0 2 Fi r e  In s p e c t o r F7 32 7 5 Fo r d  F1 5 0 20 0 5 41 , 9 5 0 Pl o w i n g / F i r e   In v e s t i g a t i o n s / P r e v e nt i o n  Tr u c k U4 31 5 8 Ch e v y  Si l v e r a d o  ‐   Cr e w  Ca b 20 0 3 32 , 9 7 9 Tr a i n i n g  Of f i c e r F5 15 3 5 Fo r d  Tr u c k 19 9 3 17 , 9 7 9 Ha z m a t B1 38 1 6 Fo r d  In t e r c e p t o r 20 1 6 1, 5 2 4 Fi r e  Ch i e f F1 32 6 0 Tr a i l e r 20 0 4 Ha z m a t HM  T $1 3 0 , 0 0 0 To t a l s 67 CIP Project Fund Fire Equip & Capital Replacement PROJECT NUMBER FE08 DEPARTMENT FIRE PROJECT NAME FIRE STATION #1 REMODEL FY18 FY19 Unscheduled $2,400,000 DESCRIPTION OF PROJECT The purpose of this project is to address the structural deficiencies identified in a 2012 study completed by Nishkian Monks, and to expand and remodel the aging station. The remodel will increase the facility size and functionality and decrease maintenance costs and increase energy efficiency. We need additional office space for our fire inspectors and Battalion Chiefs, along with sleeping quarters for the Battalion Chief. We currently have common sleeping and restroom areas which does not allow for privacy or separation for members of opposite gender. The station remodel will include sleeping quarters, bathrooms, and living spaces for firefighters of either sex. All standard areas commonly found in modern stations will be included in this facility such as kitchen space, office space and physical training area. The remodel of this station should completed in conjunction with the boiler replacement as multiple walls will have to be opened up during the boiler replacement and replacement of aging windows and doors would help the efficiency of the new boiler. ALTERNATIVES CONSIDERED Continue with utilizing the existing station in its current condition. Cost of construction could be reduced via the use of some alternative structural stabilization materials but these plans would need to be evaluated to ensure they meet the city design criteria. An assessment of retrofitting and remodel cost should be weighed against new construction cost. ADVANTAGES OF APPROVAL This project would significantly improve the living conditions and operational functionality of the Station: It remedies the hazards identified in Nishkian Monks study, decreases ongoing maintenance costs compared to the existing facility, new construction will be “green” and more energy efficient, creates sleeping and office space for Battalion Chiefs and Fire Inspectors, separate and equal bath and sleeping facilities for employees of both genders, on-site physical fitness area. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Operating cost should maintain similar to what is currently budgeted. Although the facility will be getting larger, a more energy efficient facility will balance with the increase in size. FUNDING SOURCES Would be constructed concurrently with FE11 - Boiler Replacement at Fire Station #1. Total Cost, including Boiler, is $2.7 Million. Depending on features of the project, the Fire Equipment & Capital Replacement, and potentially Impact Fees, could be used to pay for this project. The department will seek grant money for this project again in FY-18 but this should not be considered a high probability as we did not qualify for grant funding in FY-17. New Replacement Equipment Project FY20 FY21 FY22 68 CIP Project Fund Fire Equip & Capital Replacement PROJECT NUMBER FE10 DEPARTMENT FIRE PROJECT NAME Self-Contained Breathing Apparatus (SCBA) Replacements FY18 $400,500 FY19 Unscheduled DESCRIPTION OF PROJECT The fire department currently owns 35 self-contained breathing apparatus (SCBA) manufactured by Dragger and purchased in 2008. SCBA can be broken down into two distinct pieces, the actual breathing apparatus itself and the air cylinder. The expected replacement cycle for SCBA apparatus is normally 10 to 12 years while the cylinders have a life span of 15 years. While the current SCBA are still 2 years away from their expected end of service life there are a number of reasons for requesting to replace these units ahead of schedule. We are seeing a reoccurring failure of what is known as the sentinel on the SCBA apparatus. The sentinel is the electronic brain that runs everything on the SCBA, thus any problem with it requires the SCBA be removed from service and sent out for repairs. Many of the sentinels are going bad for reasons that have not been determined by Dragger. They are not being damaged by crews due to use or exposure. The average cost to ship an SCBA to the factory for repair of a sentinel is $1500. We are requesting funds to purchase two high pressure air compressors for Fire Station 1 & 2, giving us the ability to safely and efficiently fill high pressure SCBAs in the future. ALTERNATIVES CONSIDERED The current SCBAs could be used for another two years before reaching their expected end of service life. The downside to this is we will need to incur the cost of hydrostatically testing the air cylinders in the upcoming budget cycle and will lose all potential resale value on the existing units. If the decision is made to continue with the use of the current SCBA we would need to repair any units currently out of service. ADVANTAGES OF APPROVAL Firefighters use SCBA’s to enter hazardous atmospheres in all aspects of their jobs; firefighting, confined space entry, and hazmat response. The health and safety of our personnel, as well as the ability of our fire department to perform its function, is greatly dependent on these units. The new SCBA units are safer than current units as they are certified for chemical, biological, and radiological emergencies. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED The department spends about $5,000 annually on SCBA maintenance. Yearly checks and certification is required regardless of SCBA age although maintenance costs would decline with new units as replacement parts would not be needed. FUNDING SOURCES 100% Fire Equipment & Capital Replacement Fund New Replacement Equipment Project FY20 FY21 FY22 69 CIP Project Fund Fire Equip & Capital Replacement PROJECT NUMBER FE11 DEPARTMENT FIRE PROJECT NAME BOILER REPLACEMENT AT FIRE STATION #1 FY18 FY19 Unscheduled $260,500 DESCRIPTION OF PROJECT This project is most ideally timed with the Station #1 Remodel in the Fire Equipment Capital Replacement Fund. The old steam boiler at Fire Station #1 has reached the end of its useful cycle. The fact that the unit is no longer serving the old City Hall means that is working even less efficient because it is now oversized. The condition of the system's pipes were found to be severely corroded and in poor condition. An engineer was hired to size the boiler for servicing only Fire Station #1 and to assess other features of the 1964 vintage system. Three options were proposed to upgrade the system for both building comfort and energy efficiency, with two of those options being viable solutions. Option 3 proposed in the study, a variable refrigerant volume system, is the most efficient and has the best payback and would be the best option for the newly remodeled fire station. This project significantly effects building occupant comfort/quality (PM05) and potentially generates emergency and non-emergency repairs (PM01-3). Costs are from the 2011 study and could be outdated. Further discussion about this replacement and the fire station 1 remodel need to occur in the next 12 months to fine tune this project. ALTERNATIVES CONSIDERED Replacement of the current boiler with another steam boiler is an option but would require the opening of multiple walls throughout the building to replace the older steam lines. Three options were reviewed and a summary report for each option was included in the analysis done by the engineer, CTA Engineers. The project includes boiler replacement, distribution line replacement, and changing out the old pneumatic controls with a digital control system. This information allows for proper sizing of the boiler. It’s best to replace the boiler as part of the planned improvements for the building if the renovation is going to be done in the near future. ADVANTAGES OF APPROVAL The proposed option will better address the variable heating needs of the building – work areas, living areas, and fire bays. The proposed system is designed for the current configuration of the building and could be supplemented to handle the additional square footage proposed when the dorm area of the station is increased. The proposed system is in line with the Municipal Climate Action Plan. Planning for the replacement of the current boiler prior to failure of the unit will be most cost effective. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED The recommended system would result in an approximate $9,000 per year in energy savings at current utility rates. The payback would be about 28 years. FUNDING SOURCES Fire Equipment and Capital Replacement New Replacement Equipment Project FY20 FY21 FY22 70 Fi r e  Im p a c t  Fe e   Ca p i t a l  Im p r o v e m e n t  Pl a n Fi n a n c i a l  Su m m a r y Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 Unscheduled Pr o j e c t e d  Be g i n n i n g  Re s e r v e  Ba l a n c e  De d i c a t e d  to  CI P 1, 2 5 9 , 6 0 1 $         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 $     3,057,844 $    ‐$                      Pl u s :    Im p a c t  Fe e  Re v e n u e s  De d i c a t e d  to  CI P 31 1 , 9 0 0 $               36 2 , 2 5 0 $                       38 0 , 3 6 3 $                 39 9 , 3 8 1 $             419,350 $           440,317 $       ‐$                      Pl u s :    FI F 0 7  En g i n e  #4  ‐   Vo t e r  Ap p r o v e d  Bo n d    Pl u s :    FI F 0 6  St a t i o n  #4  ‐   Vo t e r  Ap p r o v e d  Bo n d    Le s s :    Sc h e d u l e d  CI P  Pr o j e c t  Co s t s (2 5 , 0 0 0 ) $                 (5 0 , 0 0 0 ) $                         (4,600,000)$      Pr o j e c t e d  Ye a r ‐En d  Ca s h  De d i c a t e d  to  CI 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 $     As s u m p t i o n s  Ma d e  fo r  Re v e n u e  Es t i m a t e s : Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 FY 2 0 F Y 2 1 F Y 2 2 Es t i m a t e d  An n u a l  Fi r e  Im p a c t  Fe e  Re v e n u e s 31 1 , 9 7 3 $                     34 5 , 0 0 0 $                             36 2 , 2 5 0 $                     38 0 , 3 6 3 $                   399,381 $                 419,350 $              Es t i m a t e d  An n u a l  In c r e a s e 0. 0 % 5% 5% 5% 5%5% To t a l  Es t i m a t e d  Re v e n u e s 31 1 , 9 7 3 $                     36 2 , 2 5 0 $                             38 0 , 3 6 3 $                     39 9 , 3 8 1 $                   419,350 $                 440,317 $           Cu r r e n t  Re v e n u e s  De d i c a t e d  to  CI P  % 10 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 %    Pl u s :    In c r e a s e  De d i c a t e d  to  Fi r e  Ca p a c i t y  Ex p a n s i o n  CI P 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0 . 0 % 0.0%    To t a l  % De d i c a t e d  to  CI 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  Es t i m a t e d  Re v e n u e s  De d i c a t e d  to  CI P 31 1 , 9 7 3 $                     36 2 , 2 5 0 $                             38 0 , 3 6 3 $                     39 9 , 3 8 1 $                   419,350 $                 440,317 $           Pr o j e c t e d Pr o j e c t e d 5, 0 0 0 , 0 0 0 4, 5 0 0 , 0 0 0 4, 0 0 0 , 0 0 0 3, 5 0 0 , 0 0 0 3, 0 0 0 , 0 0 0 2, 5 0 0 , 0 0 0 2, 0 0 0 , 0 0 0 1, 5 0 0 , 0 0 0 1, 0 0 0 , 0 0 0 50 0 , 0 0 0 0 Fi r e  Im p a c t  Fe e  Pr o j e c t s   71 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 Im p a c t  Fe e s   Fi r e FI F 0 6 FI R E  IF FI R E  ST A T I O N  #4 $3,900,000 FI F 0 7 FI R E  IF FI R E  EN G I N E ,  ST A T I O N  #4 $700,000 FI F 0 8 FI R E  IF IM P A C T  FE E  ST U D Y  ‐   FI R E $5 0 , 0 0 0 $5 0 , 0 0 0 $4,600,000 Su m m a r y  f or    Im p ac t  Fe e s  Fi r e  (3  it e m s ) To t a l s  by  ye a r : $5 0 , 0 0 0 $4,600,000 FY 2 1 FY22 FY 1 8 Unscheduled FY 2 0 FY 1 9 72 CIP Project Fund Impact Fees Fire PROJECT NUMBER FIF06 DEPARTMENT FIRE IF PROJECT NAME FIRE STATION #4 FY18 FY19 Unscheduled $3,900,000 DESCRIPTION OF PROJECT This project was identified as a priority in the adopted 2006 Fire Protection Master Plan but should be better defined in the 2017 update as the city has changed a lot since 2006. While we won’t have the updates to the master plan for another 6-8 months we anticipate that it will recommend a fourth fire station in the next 5 years thus we are scheduling this in FY-22 for planning purposes. Once we have the Master Plan update back this section will need to be re-addressed before making additional plans. Portions of the City are located such that our response time exceeds four to six minutes for fire and medical emergencies. Land acquisition costs are not included in the proposed budget number. While the City currently owns the site on the southwest corner of 19th Avenue and Graf Street, which was identified as an ideal site for a station in 2006, that is subject to change with the 2016 Master Plan update. ALTERNATIVES CONSIDERED The budget number associated with this project is the same as the cost of Fire Station 3. A smaller station may be an option for this project and looking at building in areas where the city currently owns property could also reduce the cost of construction. Delaying the building of the station is an option but would require an understanding that some areas are going to be subject to longer than normal response times. Other options to be evaluated from 2017 Fire Protection Master Plan. 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 also 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, estimated at $1,600,000, including all crew personnel. FUNDING SOURCES 75% Fire Impact Fees ($2,925,000), 25% Voter Approved Bond ($975,000.) New Replacement Equipment Project FY20 FY21 FY22 73 CIP Project Fund Impact Fees Fire PROJECT NUMBER FIF07 DEPARTMENT FIRE IF PROJECT NAME FIRE ENGINE, STATION #4 FY18 FY19 Unscheduled $700,000 DESCRIPTION OF PROJECT This project is the purchase of an engine and accompanying equipment for use out of new Fire Station 4. It will be necessary to have this engine at the Station when it opens. There is an estimated 12 month lead time in delivery of this type of equipment, thus this would need to be ordered a year before the opening of Fire Station 4. This estimated cost is for the apparatus and the majority of the equipment needed for service delivery. ALTERNATIVES CONSIDERED It may be valuable for ISO purposes to evaluate the purchase of a quint apparatus which is a Fire Engine with a ladder mounted on it that is smaller than Ladder 1. We also could use the 2006 Pierce reserve engine at Station 4. This would leave city with only one reserve fire engine to cover for 4 front line apparatus, a 1989 Pierce. The 2006 Pierce could require updates to make the apparatus serviceable as front line apparatus, but it is already 11 years into its current service life. There is also the option to purchase a used piece of apparatus. ADVANTAGES OF APPROVAL Purchase of this unit will adequately equip Station #4 for fire and other emergency responses. 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, estimated at $30,000 per year. FUNDING SOURCES 75% Fire Impact Fees ($525,000), 25% Voter Approved Bond ($175,000). New Replacement Equipment Project FY20 FY21 FY22 74 CIP Project Fund Impact Fees Fire PROJECT NUMBER FIF08 DEPARTMENT FIRE IF PROJECT NAME IMPACT FEE STUDY - FIRE FY18 $50,000 FY19 Unscheduled DESCRIPTION OF PROJECT An update of our current Fire Impact Fee calculation should be completed. It will be most helpful to have this done after we make an update to our Fire Service Master Plan, which is expected to take place in FY17. ALTERNATIVES CONSIDERED None. Statute requires an update to this calculation. ADVANTAGES OF APPROVAL Compliance with state law; accuracy in the amount of fee being charged. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None. FUNDING SOURCES 100% Fire Impact Fees New Replacement Equipment Project FY20 FY21 FY22 75 76 Tr e e  Ma i n t e n a n c e  Fu n d   Ca p i t a l  Im p r o v e m e n t  Pl a n Fi n a n c i a l  Su m m a r y Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 UNSCHEDULED Pr o j e c t e d  Be g i n n i n g  Re s e r v e  Ba l a n c e  De d i c a t e d  to  CI P 15 9 , 0 0 0 $                 50 , 6 6 3 $                             29 , 5 6 8 $                     (3 0 , 1 0 1 ) $         (3,161) $                 61,578 $       ‐$                      Pl u s :    Tr e e  Mt c  Re v e n u e s  De d i c a t e d  to  CI P 26 , 6 6 3 $                     35 , 9 0 6 $                             45 , 3 3 1 $                     54 , 9 4 1 $              64,739 $               74,727 $       ‐$                       Le s s :    Sc h e d u l e d  CI P  Pr o j e c t  Co s t s (1 3 5 , 0 0 0 ) $             (5 7 , 0 0 0 ) $                           (1 0 5 , 0 0 0 ) $               (2 8 , 0 0 0 ) $         ‐$              (210,000)$         Pr o j e c t e d  Ye a r ‐En d  Ca s h  De d i c a t e d  to  CI P 50 , 6 6 3 $                     29 , 5 6 8 $                             (3 0 , 1 0 1 ) $                   (3 , 1 6 1 ) $               61,578 $               136,305 $     (210,000)$         As s u m p t i o n s  Ma d e  fo r  Re v e n u e  Es t i m a t e s : Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 Es t i m a t e d  An n u a l  Tr e e  Mt c  Re v e n u e s 59 2 , 5 0 0 $                     59 2 , 5 0 0 $                             59 8 , 4 2 5 $                     60 4 , 4 0 9 $             610,453 $               616,558 $            Es t i m a t e d  An n u a l  In c r e a s e  ‐   At t r i b u t e d  to  An n e x a t i o n s 1% 1% 1% 1%1% To t a l  Es t i m a t e d  Re v e n u e s 59 2 , 5 0 0 $                     59 8 , 4 2 5 $                             60 4 , 4 0 9 $                     61 0 , 4 5 3 $             616,558 $               622,723 $         Cu r r e n t  Re v e n u e s  De d i c a t e d  to  CI P  % 3. 2 % 4. 5 % 6. 0 % 7 . 5 % 9 . 0 % 1 0 . 5 %    Pl u s :    In c r e a s e  De d i c a t e d  to  CI P 1. 3 % 1. 5 % 1. 5 % 1 . 5 % 1 . 5 % 1 . 5 %    To t a l  % De d i c a t e d  to  CI P 4. 5 % 6. 0 % 7. 5 % 9 . 0 % 1 0 . 5 % 1 2 . 0 % To t a l  Es t i m a t e d  Re v e n u e s  De d i c a t e d  to  CI P 26 , 6 6 3 $                           35 , 9 0 6 $                                   45 , 3 3 1 $                         54 , 9 4 1 $                 64,739 $                   74,727 $           Pr o j e c t e d Pr o j e c t e d CU R R E N T 25 0 , 0 0 0 20 0 , 0 0 0 15 0 , 0 0 0 10 0 , 0 0 0 50 , 0 0 0 0 Tr e e  Ma i n t e n a n c e  Pr o j e c t s  & Eq u i p m e n t 77 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 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  VE H I C L E  RE 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  GR I N D E R $2 4 , 0 0 0 FO R 1 1 FO R E S T R Y LO G  LO A D E R  & TR U C K $1 0 5 , 0 0 0 FO R 1 2 FO R E S T R Y VE H I C L E  FO R  FO R E S T R Y  SU P E R I N T E N D E N T $3 3 , 0 0 0 FO R 1 3 FO R E S T R Y AE R I A L  LI F T  / BU C K L E T  TR U C K $210,000 $5 7 , 0 0 0 $1 0 5 , 0 0 0 $2 8 , 0 0 0 $210,000 Su m m a r y  f or    Tr e e  Ma i n t e n a n c e  Di s t r i c t  (5  it e m s ) To t a l s  by  ye a r : $5 7 , 0 0 0 $210,000 FY 2 1 FY22 FY 1 8 Unscheduled FY 2 0 $2 8 , 0 0 0 $1 0 5 , 0 0 0 FY 1 9 78 CIP Project Fund Tree Maintenance District PROJECT NUMBER FOR07 DEPARTMENT FORESTRY PROJECT NAME Forestry Vehicle Replacements FY18 FY19 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 FY20 $28,000 FY21 FY22 79 CIP Project Fund Tree Maintenance District PROJECT NUMBER FOR10 DEPARTMENT FORESTRY PROJECT NAME STUMP GRINDER FY18 $24,000 FY19 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 FY20 FY21 FY22 80 CIP Project Fund Tree Maintenance District PROJECT NUMBER FOR11 DEPARTMENT FORESTRY PROJECT NAME LOG LOADER & TRUCK FY18 FY19 $105,000 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 FY20 FY21 FY22 81 CIP Project Fund Tree Maintenance District PROJECT NUMBER FOR12 DEPARTMENT FORESTRY PROJECT NAME Vehicle for Forestry Superintendent FY18 $33,000 FY19 Unscheduled DESCRIPTION OF PROJECT ½ Ton pickup or suv for the Forestry superintendent. New position added in FY17 in support of the Urban Forestry Management Plan. ALTERNATIVES CONSIDERED Lease or purchase Toyota Prius hybrid ADVANTAGES OF APPROVAL As described in the Urban Forestry Plan. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Normal maintenance and upkeep. FUNDING SOURCES 100% Tree Maintenance District New Replacement Equipment Project FY20 FY21 FY22 82 CIP Project Fund Tree Maintenance District PROJECT NUMBER FOR13 DEPARTMENT FORESTRY PROJECT NAME Aerial Lift / Bucket Truck FY18 FY19 Unscheduled $210,000 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 FY20 FY21 FY22 83 84 Ge n e r a l  Fu n d   Ca p i t a l  Im p r o v e m e n t  Pl a n Fi n a n c i a l  Su m m a r y Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 Unscheduled Pr o j e c t e d  Be g i n n i n g  Ba l a n c e  De d i c a t e d  to  CI P 75 0 , 7 6 0 $                     ‐ $                                              29 2 , 0 7 1 $                    45 , 8 8 3 $                         (8 , 6 9 8 ) $                          38 5 , 6 3 1 $                       Plu s :   Ge n e r a l  Fu n d  Re v e n u e s  De d i c a t e d  to  CI P 87 2 , 8 2 1 $                            1, 0 2 6 , 1 7 2 $            1,1 8 2 , 5 0 4 $                 1, 1 9 4 , 3 2 9 $              1,2 0 6 , 2 7 2 $                 ‐$                 Plu s :   Ad d e d  Mi l l s  De d i c a t e d  to  GF  Ca p i t a l :    2  Mi l l s ‐ $                                              ‐ $                                    ‐ $                                     ‐ $                                    ‐ $                                       Plu s :   50 %  of  Ge n e r a l  Fu n d  Ca s h  Ca r r y o v e r  (e s t i m a t e d ) ‐ $                                              ‐ $                                    ‐ $                                     ‐ $                                    ‐ $                                       Plu s :   GF 2 3 1  ‐   Ce m .  Ir r i g a t i o n  Pr o j e c t  ‐   Re s e r v e  Us e d  fo r  Gr a n t  Ma t c h 20 0 , 0 0 0 $                            20 0 , 0 0 0 $                    Plu s :   GF 2 8 2  ‐   Pu r c h a s e  of  Pr o p e r t y  Ad j a c e n t  to  Ci t y  Ha l l ,  Re s e r v e  Us e d 56 0 , 0 0 0 $                            Plu s :   GF 2 8 6  ‐   Ve t e r a n s  Ce m e t e r y  Pr o j e c t  ‐   Re s e r v e  Us e d 88 , 0 0 0 $                        40 , 0 0 0 $                         45 , 0 0 0 $                        Plu s :   GF 2 7 5  ‐   Fi b e r  Op t i c  Co n d u i t ,  Mi l l  Le v y  In c r e a s e  (~ 0 . 3  mi l l s ) 25 , 0 0 0 $                                25 , 0 0 0 $                        25 , 0 0 0 $                         25 , 0 0 0 $                        25,00 0 $                           Plu s :   GF 2 8 0  ‐   St o r y  Ma n s i o n  Se w e r  Re p a i r ,  fr o m  St o r y  Ma n s i o n  Fu n d 18 , 0 0 0 $                                Plu s :   GF 0 5 2  ‐   Po l i c e  No n ‐Pa t r o l  Ve h i c l e ,  fr o m  Do n a t i o n 18 , 0 0 0 $                                Plu s :   Bo n d  Is s u e :    In d o o r / O u t d o o r  Aq u a t i c s  Fa c i l i t y   16 , 5 0 0 , 0 0 0 $           Plu s :   Sw i m  Ce n t e r / B o g e r t  Bo n d  Is s u e  (w i t h  Aq u a t i c s  Fa c i l i t y  qu e s t i o n )   1, 4 0 2 , 0 0 0 $                 Plu s :   In t e r c a p  Lo a n  ‐   GF 2 6 6    St o r y  Mi l l  Pa r k  Ce n t e r  Im p s . 18 8 , 5 0 0 $                            Plu s :   In t e r c a p  Lo a n  ‐   GF 2 0 6 ,  GF 2 5 4    Br o n k e n  & Ro s e  Pa r k  Im p s . 37 5 , 2 4 6 $                            Plu s :   In t e r c a p  Lo a n  ‐   GF 2 6 0 ,  GF 2 6 1  Sp o r t s  Co m p l e x  Im p s . 43 1 , 5 0 0 $                    Plu s :  GF 2 5 7  ‐   Do n a t i o n  fr o m  Ba r a c u d a  Sw i m  Te a m 50 , 0 0 0 $                         Le s s :    Sc h e d u l e d  CI P  Pr o j e c t  Co s t s (8 0 0 , 7 6 0 ) $                   (1 , 9 6 5 , 4 9 6 ) $                    (2 , 0 1 6 , 8 6 0 ) $          (1 , 3 0 2 , 0 8 5 ) $             (8 7 0 , 0 0 0 ) $                  (1 8 , 9 2 3 , 7 0 0 ) $         (10,320,183)$         Pr o j e c t e d  Ye a r ‐En d  Ca s h  De d i c a t e d  to  CI P ‐ $                                     29 2 , 0 7 1 $                            45 , 8 8 3 $                        (8 , 6 9 8 ) $                           38 5 , 6 3 1 $                    59 5 , 2 0 3 $                        As s u m p t i o n s  Ma d e  fo r  Re v e n u e  Es t i m a t e s : FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY 2 2 Es t i m a t e d  An n u a l  Ge n e r a l  Fu n d  Re v e n u e s 28 , 3 5 4 , 7 4 6 $         28 , 3 5 4 , 7 4 6 $                28 , 6 3 8 , 2 9 3 $      28 , 9 2 4 , 6 7 6 $           29 , 2 1 3 , 9 2 3 $        29 , 5 0 6 , 0 6 2 $              Es t i m a t e d  Gr o w t h  in  Ge n e r a l  Fu n d  Re v e n u e s 1% 1% 1% 1% 1% To t a l  Es t i m a t e d  Ge n e r a l  Fu n d  Re v e n u e s 28 , 3 5 4 , 7 4 6 $         28 , 6 3 8 , 2 9 3 $                28 , 9 2 4 , 6 7 6 $      29 , 2 1 3 , 9 2 3 $           29 , 5 0 6 , 0 6 2 $        29 , 8 0 1 , 1 2 3 $           Cu r r e n t  Re v e n u e s  De d i c a t e d  to  CI P  % 2. 6 % 2. 6 % 3. 0 % 3. 5 % 4. 0 % 4.0 %    Pl u s :    In c r e a s e  De d i c a t e d  to  Ca p i t a l  Im p r o v e m e n t s  % 0. 4 % 0. 5 % 0. 5 % 0. 0 % 0.0%    To t a l  % De d i c a t e d  to  CI P 3. 0 % 3. 5 % 4. 0 % 4. 0 % 4.0% To t a l  Es t i m a t e d  Re v e n u e s  De d i c a t e d  to  CI P 87 2 , 8 2 1 $                          1, 0 2 6 , 1 7 2 $            1,1 8 2 , 5 0 4 $               1, 1 9 4 , 3 2 9 $            1,2 0 6 , 2 7 2 $               Pr o j e c t e d Pr o j e c t e d CU R R E N T 20 , 0 0 0 , 0 0 0 18 , 0 0 0 , 0 0 0 16 , 0 0 0 , 0 0 0 14 , 0 0 0 , 0 0 0 12 , 0 0 0 , 0 0 0 10 , 0 0 0 , 0 0 0 8,0 0 0 , 0 0 0 6,0 0 0 , 0 0 0 4,0 0 0 , 0 0 0 2,0 0 0 , 0 0 0 0 Ge n e r a l  Fu n d    Pr o j e c t s  & Eq u i p m e n t 85 PR O J . DE P A R T M E N T PR O J E C T  NA M E FY 1 8 Unscheduled FY22 RA T I N G FY 1 9 FY 2 0 FY21 CI P  PR O J E C T  FU N D : Ge n e r a l  Fu n d So r t e d  by  De p a r t m e n t  an d  Ra t i n g GF 2 3 1 CE M E T E R Y CE M E T E R Y  IR R I G A T I O N  PR O J E C T $2 0 0 , 0 0 0 44 $2 0 0 , 0 0 0 GF 0 8 3 CE M E T E R Y BA C K H O E 42 $1 1 0 , 0 0 0 GF 1 1 6 CE M E T E R Y CE M E T E R Y  VE H I C L E  RE P L A C E M E N T S 34 $4 5 , 0 0 0 GF 2 6 8 CE M E T E R Y SO U T H W E S T  MO N T A N A  VE T E R A N ' S  CE M E T E R Y $360,000 34 $8 8 , 0 0 0 $4 0 , 0 0 0 $4 5 , 0 0 0 GF 2 5 2 CE M E T E R Y CE M E T E R Y  CO L U M B A R I U M $5 0 , 0 0 0 32 $5 5 , 0 0 0 GF 0 1 0 CE M E T E R Y CE M E T E R Y  MO W E R  RE P L A C E M E N T S $1 6 , 0 0 0 25 $1 6 , 0 0 0 $1 6 , 0 0 0 GF 2 7 5 EC O N O M I C  DE V E FI B E R  OP T I C  CO N D U I T  AN D  VA U L T S $25,000 $2 5 , 0 0 0 $25,000 29 $2 5 , 0 0 0 $2 5 , 0 0 0 $2 5 , 0 0 0 GF 2 4 5 FA C I L I T Y  ‐   CH EN E R G Y  PR O J E C T S  – CI T Y  HA L L 43 $7 5 , 0 0 0 GF 1 0 3 FA C I L I T Y  ‐   CH AM E R I C A N ' S  WI T H  DI S A B I L I T I E S  AC T  (A D A )   CO M P L I A N C E  IM P R O V E M E N T S $10,000 $1 0 , 0 0 0 42 $1 0 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 GF 2 7 2 FA C I L I T Y  ‐   CH SI T E  SE C U R I T Y  UP G R A D E  ‐   BU I L D I N G  LO C K S $1 5 , 0 0 0 37 $1 5 , 0 0 0 $1 5 , 0 0 0 $1 5 , 0 0 0 GF 2 4 1 FA C I L I T Y  ‐   CH RE P L A C E M E N T  OF  CI T Y  HA L L  AC  CO N D E N S I N G  UN I T  –  RO O F  TO P 36 $5 0 , 0 0 0 GF 2 7 4 FA C I L I T Y  ‐   CH CI T Y  HA L L  ‐   BO Z E M A N  CR E E K  BR I D G E  IM P R O V E M E N T S $2 5 , 0 0 0 35 GF 2 1 9 FA C I L I T Y  ‐   CH AD D I T I O N  TO  CI T Y  HA L L ,  CO N S O L I D A T I O N  OF  SE R V I C E S $5,500,000 28 GF 2 7 1 FA C I L I T Y  ‐   CH CI T Y  HA L L  NE W  PA R K I N G  LO T $250,000 23 GF 2 7 3 FA C I L I T Y  ‐   PR O F PR O F E S S I O N A L  BU I L D I N G  ‐   EL E C T R I C A L  UP G R A D E $7 5 , 0 0 0 50 GF 0 0 1 FA C I L I T Y  ‐   PR O F PR O F E S S I O N A L  BU I L D I N G  EL E V A T O R  RE P L A C E M E N T $66,600 33 GF 1 9 9 FA C I L I T Y  ‐   PR O F PR O F E S S I O N A L  BU I L D I N G  RE C O N F I G U R A T I O N  ‐   PH A S E  2 27 $3 5 , 7 7 9 GF 1 5 7 FA C I L I T Y  ‐   SC SE N I O R  CE N T E R  EL E V A T O R $68,000 37 GF 2 0 3 FA C I L I T Y  ‐   SC BO Z E M A N  SE N I O R  SO C I A L  CE N T E R  EX T E R I O R  EN V E L O P E   IM P R O V E M E N T S . $6 4 , 7 5 0 32 PW 0 1  ‐   S FA C I L I T Y  ‐   SH SH O P S  FA C I L I T Y  EX P A N S I O N  PL A N 38 $1 0 , 0 0 0 86 PR O J . DE P A R T M E N T PR O J E C T  NA M E FY 1 8 Unscheduled FY22 RA T I N G FY 1 9 FY 2 0 FY21 GF 2 8 2 FA C I L I T Y ‐CH PU R C H A S E  OF  PR O P E R T Y  AD J A C E N T  TO  CI T Y  HA L L $5 6 0 , 0 0 0 21 GF 2 2 7 FI N A N C E ER P  RE P L A C E M E N T  / UP G R A D E  "S U N G A R D   RE P L A C E M E N T  / UP G R A D E " $333,333 50 GF 2 2 4 FI N A N C E SU N G A R D  AN A L Y T I C S  NO W  CO G N O S  BI  (B U S I N E S S   IN T E L L I G E N C E )  WE B ‐BA S E D  RE P O R T I N G  SU I T E 37 $3 4 , 3 4 0 GF 0 8 0 I. T . RE M O T E  CL O S E T  SW I T C H E S ,  RO U T E R  AN D  WI R E L E S S  AP   RE P L A C E M E N T $40,000 $4 0 , 0 0 0 50 $4 0 , 0 0 0 $4 0 , 0 0 0 $4 0 , 0 0 0 GF 2 6 5 I. T . GE N E R A L  FU N D  SE R V E R  RE P L A C E M E N T 50 $4 0 , 0 0 0 $3 6 , 0 0 0 GF 1 9 6 I. T . RO O F T O P  CO O L I N G  UN I T  FO R  TH E  PR O F E S S I O N A L   BU I L D I N G  DA T A  CE N T E R $20,000 47 GF 2 2 9 I. T . IS C S I  ST O R A G E  RE P L A C E M E N T 47 $4 0 , 0 0 0 GF 0 6 2 I. T . PE R S O N A L  CO M P U T E R  (P C )  RE P L A C E M E N T $50,000 $4 3 , 0 0 0 45 $4 8 , 0 0 0 $5 5 , 0 0 0 $5 7 , 0 0 0 GF 2 3 3 I. T . VE H I C L E  RE P L A C E M E N T $99,000 38 GF 2 6 3 I. T . PO L I C E  VI D E O  EV I D E N C E  ST O R A G E  AN D  BA C K U P $40,000 $5 0 , 0 0 0 32 GF 1 9 9 I. T . PR O F E S S I O N A L  BU I L D I N G  RE C O N F I G U R A T I O N  ‐   PH A S E  2 27 $1 3 1 , 5 8 1 GF 1 1 5 PA R K S PA R K  VE H I C L E  RE P L A C E M E N T S $105,000 63 $4 5 , 0 0 0 $3 0 , 0 0 0 GF 2 6 0 PA R K S SP O R T S  CO M P L E X  ‐   CO N S T R U C T I O N  OF  'P R O J E C T   RE L A T E D '  CO T T O N W O O D  RO A D  AR E A  WA T E R  &  WA S T E W A T E R  IM P R O V E M E N T S 45 $3 6 4 , 0 0 0 GF 2 6 1 PA R K S SP O R T S  CO M P L E X  ‐     CO N S T R U C T I O N  OF  'P R O J E C T   RE L A T E D '    OA K  ST R E E T  AR E A  WA T E R  IM P R O V E M E N T S 45 $6 7 , 5 0 0 GF 0 3 4 PA R K S LA R G E  DE C K  MO W E R $58,000 43 $9 0 , 0 0 0 $5 8 , 0 0 0 GF 2 7 8 PA R K S GR I F F I N  AT  ST O R Y  MI L L  PA R K  RO A D  IM P R O V E M E N T  ‐   .2 6  MI L E $260,000 42 GF 2 7 9 PA R K S ST O R Y  MI L L  RO A D  IM P R O V E M E N T  ‐   .1 7  MI L E $170,000 42 GF 2 8 0 PA R K S ST O R Y  MA N S I O N  SE W E R  RE P A I R $1 8 , 0 0 0 42 GF 2 8 1 PA R K S BO Z E M A N  PO N D  PA R K  & AA S H E I M  BA L L F I E L D S  RO A D   EX P A N S I O N  ‐   .1 7  MI L E  & .0 9  MI L E $260,000 42 GF 2 5 4 PA R K S 25 T H  ST R E E T  FR O M  OA K  TO  TS C H A C H E $2 8 7 , 0 0 0 40 87 PR O J . DE P A R T M E N T PR O J E C T  NA M E FY 1 8 Unscheduled FY22 RA T I N G FY 1 9 FY 2 0 FY21 PW 0 3 PA R K S VE H I C L E  MA I N T E N A N C E  BU I L D I N G  DE S I G N  & ST O R A G E   CO N S T R U C T I O N 38 $5 0 , 0 0 0 GF 0 3 1 PA R K S PA R K  IM P R O V E M E N T  GR A N T S $150,000 37 $1 5 0 , 0 0 0 GF 0 8 4 PA R K S PA R K S  RE S T R O O M  UP G R A D E S $3 2 , 0 0 0 $470,000 37 $8 0 , 0 0 0 GF 0 9 2 PA R K S PL A Y G R O U N D  EQ U I P M E N T 37 $7 0 , 0 0 0 $8 0 , 0 0 0 GF 1 9 0 PA R K S 4 ‐WH E E L E R  AT V  RE P L A C E M E N T $14,000 37 GF 2 0 5 PA R K S PR O S T  PL A N  UP D A T E 35 $1 0 0 , 0 0 0 GF 2 5 0 PA R K S SP L A S H  PA D S $195,700 $180,250 35 GF 2 5 3 PA R K S TU R F  SW E E P E R $3 8 , 0 0 0 35 GF 2 7 0 PA R K S SN O W  PL O W I N G  VE H I C L E $75,000 28 $7 0 , 0 0 0 GF 1 0 8 PA R K S PA R K  SI D E W A L K  RE P L A C E M E N T S $208,000 27 GF 2 0 6 PA R K S BR O N K E N  PA R K  PA T H W A Y $8 8 , 2 4 6 27 GF 1 4 8 PA R K S BM X  PA R K I N G  LO T $85,000 25 GF 1 9 1 PA R K S UP G R A D E  SO F T B A L L  CO M P L E X  LI G H T I N G $825,000 22 GF 1 9 5 PA R K S AE R A T O R 19 $3 2 , 0 0 0 GF 1 6 5 PO L I C E PA T R O L  MO T O R C Y C L E  RE P L A C E M E N T S $30,000 66 $3 0 , 0 0 0 GF 0 5 3 PO L I C E PA T R O L  VE H I C L E  RE P L A C E M E N T $195,000 $1 2 2 , 0 0 0 $661,000 63 $1 2 4 , 0 0 0 $1 8 9 , 0 0 0 $1 9 2 , 0 0 0 GF 1 6 6 PO L I C E PO R T A B L E  RA D I O  RE P L A C E M E N T S 57 $2 5 0 , 0 0 0 $2 5 0 , 0 0 0 GF 2 6 2 PO L I C E PO L I C E  K9 $17,000 47 GF 2 3 5 PO L I C E EV I D E N C E  BA R  CO D I N G  SY S T E M $11,000 45 GF 0 5 2 PO L I C E PO L I C E  ‐   NO N ‐PA T R O L  VE H I C L E S $20,000 $1 8 , 0 0 0 $465,000 38 GF 1 4 0 RE C R E A T I O N LI N D L E Y  CE N T E R  PA R K I N G  LO T  RE N O V A T I O N 47 $5 2 , 0 0 0 GF 1 3 7 RE C R E A T I O N SW I M  CE N T E R  ‐   FA C I L I T Y  RE P A I R S  AN D  RE P L A C E M E N T S $947,000 45 GF 0 5 6 RE C R E A T I O N DE S I G N  & CO N S T R U C T  IN D O O R / O U T D O O R  FA M I L Y   AQ U A T I C S  CE N T E R $16,500,000 44 $1 0 0 , 0 0 0 GF 2 3 8 RE C R E A T I O N BO G E R T  PO O L  RE N O V A T I O N $455,000 40 GF 2 0 9 RE C R E A T I O N LI N D L E Y  CE N T E R  FU L L  UP G R A D E :  RE S T R O O M S ,   WI N D O W S ,  SI D I N G ,  KI T C H E N ,  RO O F ,  FL O O R I N G 38 $2 1 7 , 7 4 5 88 PR O J . DE P A R T M E N T PR O J E C T  NA M E FY 1 8 Unscheduled FY22 RA T I N G FY 1 9 FY 2 0 FY21 GF 2 6 6 RE C R E A T I O N ST O R Y  MI L L  CO M M U N I T Y  CE N T E R  UP G R A D E :  HV A C ,   EL E C T R I C A L ,  FI R E  PR O T E C T I O N $1 8 8 , 5 0 0 37 Su m m a r y  fo r    Ge n e r a l  Fu n d  (6 6  it e m s ) To t a l s  by  ye a r : $1 , 9 6 5 , 4 9 6 $ 2 , 0 1 6 , 8 6 0 $ 1 , 3 0 2 , 0 8 5 $8 7 0 , 0 0 0 $10,320,183 FY 1 8 FY 1 9 FY 2 0 FY 2 1 Unscheduled FY22 $18,923,700 89 CIP Project Fund General Fund PROJECT NUMBER GF001 DEPARTMENT FACILITY - PROF PROJECT NAME PROFESSIONAL BUILDING ELEVATOR REPLACEMENT FY18 FY19 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 General Fund Project and Equipment Scoring TOTAL RATING:33 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):2 DEPARTMENT PRIORITY (Up to 10):3 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 90 CIP Project Fund General Fund PROJECT NUMBER GF010 DEPARTMENT CEMETERY PROJECT NAME CEMETERY MOWER REPLACEMENTS FY18 $16,000 FY19 $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. 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 General Fund Project and Equipment Scoring TOTAL RATING:25 LEVEL OF SERVICE (Up to 20):5 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):2 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):3 FY20 $16,000 FY21 FY22 91 CIP Project Fund General Fund PROJECT NUMBER GF031 DEPARTMENT PARKS PROJECT NAME PARK IMPROVEMENT GRANTS FY18 FY19 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. For FY20, parks department is interested in partnering with a local group for a Pickleball courts construction project. 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 General Fund Project and Equipment Scoring TOTAL RATING:37 LEVEL OF SERVICE (Up to 20):10 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):7 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):3 FY20 $150,000 FY21 $150,000 FY22 92 CIP Project Fund General Fund PROJECT NUMBER GF034 DEPARTMENT PARKS PROJECT NAME LARGE DECK MOWER FY18 FY19 $90,000 Unscheduled $58,000 DESCRIPTION OF PROJECT The mower request in FY18 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, slated to open in 2018. All of which are on the City’s west side. The City currently maintains over 150 acres of Formal Turf in the parks system. ALTERNATIVES CONSIDERED Continue to repair as break downs occur, Replace mowers as they breakdown, Lease mowers on a 3 - year 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 General Fund Project and Equipment Scoring TOTAL RATING:43 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):10 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):3 FY20 FY21 $58,000 FY22 93 CIP Project Fund General Fund PROJECT NUMBER GF052 DEPARTMENT POLICE PROJECT NAME POLICE - NON-PATROL VEHICLES FY18 $18,000 FY19 Unscheduled $465,000 DESCRIPTION OF PROJECT The police department has unmarked (non-patrol) 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 with higher mileage vehicles nearing the end of their useful life. Decisions on when to rotate these vehicles is usually high miles and track history of maintenance concerns. The FY18 vehicle is for a new detective position that will currently be using a car with 121,000 miles on it that is beginning to have some maintenance concerns. This car will have an estimated 130,000 miles at the time of replacement. The FY22 vehicle is to replace a Blazer that is not ideal for police operation, has already shown maintenance concerns, and currently has 65,000 miles with an estimated 100,000 at time of replacement. The $465,000 unscheduled amount represents non-patrol (unmarked) vehicles that will need replacing after FY23. ALTERNATIVES CONSIDERED Adopt the Water Fund Capital Improvement Plan (CIP) for Fiscal Years 2018-2022. ADVANTAGES OF APPROVAL This plan involves two replacements over 5 year period and will provide a means to respond and control major events and investigation of violent and complex crimes. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES General Fund; Use of Police Donation to replace a vehicle in FY18. New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:38 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):5 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):5 FY20 FY21 $20,000 FY22 94 CIP Project Fund General Fund PROJECT NUMBER GF053 DEPARTMENT POLICE PROJECT NAME PATROL VEHICLE REPLACEMENT FY18 $122,000 FY19 $124,000 Unscheduled $661,000 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 FY17 of $61,000 per vehicle and anticipated increases in FY18 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 11 patrol vehicles will need replacement after FY23. 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 General Fund Project and Equipment Scoring TOTAL RATING:63 LEVEL OF SERVICE (Up to 20):20 OPERATING BUDGET IMPACT (Up to10):10 SERVICE AREA (Up to 10):10 DEPARTMENT PRIORITY (Up to 10):10 COMMISSION WORKPLAN (Up to 10):5 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):5 FY20 $189,000 FY21 $192,000 $195,000 FY22 95 Po l i c e V e h i c l e D e t a i l s Pr o j e c t   Nu m b e r Cu r r e n t   Mi l e a g e As s e t  # Ma k e FY 1 8 FY 1 9 Un s c h e d u l e dNotes FY 2 0 FY 2 1 FY 2 2 GF 0 5 2 12 2 , 0 0 0 31 3 8 02  Ch e v y  Im p a l a $1 8 , 0 0 0 Mileage  Oct16 12 5 , 0 0 0 16 1 7 89  Fo r d  Tr u c k $0 Mileage  Oct16 11 9 , 0 0 0 29 7 9 01  Ch e v y  Im p a l a $0 Mileage  Oct16 15 7 , 0 0 0 32 8 0 05  Ch e v y  Im p a l a $0 Mileage  Oct16 10 5 , 0 0 0 26 9 6 99  Do d g e  Da k o t a $0 Mileage  Oct16 11 2 , 0 0 0 32 7 4 01  Do d g e  Du r a n g $0 Mileage  Oct16 35 , 0 0 0 37 2 4 04  Ch e v y  Su b u r b a $0 Mileage  Oct16 10 6 , 0 0 0 34 8 0 08  Ch e v y  Up l a n d e $0 Mileage  Oct16 37 , 0 0 0 37 6 0 07  To y o t a  Si e n n a $0 Mileage  Oct16 35 , 0 0 0 36 7 9 10  Ch e v y  Im p a l a $2 0 , 0 0 0 Mileage  Oct16 37 , 0 0 0 37 3 9 13  Ch e v y  Im p a l a $2 0 , 0 0 0 Mileage  Oct16 39 , 0 0 0 36 8 0 11  Ch e v y  Im p a l a $2 0 , 0 0 0 Mileage  Oct16 41 , 0 0 0 33 8 1 08  Ch e v y  Im p a l a $2 0 , 0 0 0 Mileage  Oct16 49 , 0 0 0 36 7 8 10  Ch e v y  Ma l i b u $2 0 , 0 0 0 Mileage  Oct16 55 , 0 0 0 33 8 3 08  Ch e v y  Im p a l a $2 0 , 0 0 0 Mileage  Oct16 52 , 0 0 0 33 8 4 08  Ch e v y  Im p a l a $2 0 , 0 0 0 Mileage  Oct16 44 , 0 0 0 36 7 7 10  Ch e v y  Ma l i b u $2 0 , 0 0 0 Mileage  Oct16 13 0 , 0 0 0 32 3 0 04  Do d g e  Da k o t a $2 0 , 0 0 0 Mileage  Oct16 66 , 0 0 0 31 5 1 03  Ch e v y  Im p a l a $2 0 , 0 0 0 Mileage  Oct16 63 , 0 0 0 34 3 8 08  Ch e v y  Im p a l a $2 0 , 0 0 0 Mileage  Oct16 60 , 0 0 0 34 4 3 08  Ch e v y  Im p a l a $2 0 , 0 0 0 Mileage  Oct16 55 , 0 0 0 34 4 5 08  Ch e v y  Im p a l a $2 0 , 0 0 0 Mileage  Oct16 84 , 0 0 0 33 7 4 06  Fo r d  Ex p l o r e r $2 0 , 0 0 0 Mileage  Oct16 43 , 0 0 0 36 8 1 10  Fo r d  Es c a p e $2 0 , 0 0 0 Mileage  Oct16 83 , 0 0 0 33 8 2 08  Ch e v y  Im p a l a $2 0 , 0 0 0 Mileage  Oct16 75 , 0 0 0 31 4 0 09  Ch e v y  Im p a l a $2 0 , 0 0 0 Mileage  Oct16 96 Pr o j e c t   Nu m b e r Cu r r e n t   Mi l e a g e As s e t  # Ma k e FY 1 8 FY 1 9 Un s c h e d u l e dNotes FY 2 0 FY 2 1 FY 2 2 GF 0 5 2 6, 0 0 0 37 9 0 15  GM C  Si e r r a $3 0 , 0 0 0 Mileage  Oct16 0 17  Fo r d  In t e r c e p t $5 5 , 0 0 0 Mileage  Oct16 64 , 0 0 0 33 6 8 07  Ch e v y  Tr a i l b l a z Mileage  Oct16 $2 0 , 0 0 0 . 0 0 GF 0 5 3 88 , 0 0 0 35 9 0 11  Ch e v y  Im p a l a $6 1 , 0 0 0 Mileage  Oct  16 90 , 0 0 0 35 8 9 11  Ch e v y  Im p a l a $6 1 , 0 0 0 Mileage  Oct  16 69 , 0 0 0 34 9 9 09  Ch e v y  Im p a l a $6 2 , 0 0 0 Mileage  Oct  16 68 , 0 0 0 36 2 7 12  Ch e v y  Im p a l a $6 2 , 0 0 0 Mileage  Oct  16 54 , 0 0 0 36 2 8 12  Ch e v y  Im p a l a Mileage  Oct  16 $6 3 , 0 0 0 57 , 0 0 0 35 9 5 11  Ch e v y  Im p a l a Mileage  Oct  16 $6 3 , 0 0 0 59 , 0 0 0 36 3 0 12  Ch e v y  Im p a l a Mileage  Oct  16 $6 3 , 0 0 0 88 , 8 0 6 33 7 0 07  Ch e v y  Im p a l a Mileage  Oct  16 27 , 0 0 0 37 4 2 15  Fo r d  In t e r c e p t $6 6 , 0 0 0 Mileage  Oct  16 32 , 0 0 0 36 6 1 13  Ch e v y  Im p a l a $6 6 , 0 0 0 Mileage  Oct  16 22 , 0 0 0 37 4 0 15  Fo r d  In t e r c e p t $6 6 , 0 0 0 Mileage  Oct  16 22 , 0 0 0 37 4 1 15  Fo r d  In t e r c e p t $6 6 , 0 0 0 Mileage  Oct  16 10 , 0 0 0 40 3 7 16  Fo r  In t e r c e p t o r $6 6 , 0 0 0 Mileage  Oct  16 8, 0 0 0 40 3 8 16  Fo r d  In t e r c e p t $6 6 , 0 0 0 Mileage  Oct16 4, 0 0 0 40 3 9 16  Fo r d  In t e r c e p t $6 6 , 0 0 0 Mileage  Oct16 27 , 0 0 0 36 6 0 13  Ch e v y  Ta h o e $6 6 , 0 0 0 Mileage  Oct  16  – K9 45 , 0 0 0 36 9 7 14  Fo r d  In t e r c e p t Mileage  Oct  16 $6 5 , 0 0 0 . 0 0 40 , 0 0 0 36 5 9 13  Ch e v y  Im p a l a Mileage  Oct  16 $6 5 , 0 0 0 . 0 0 37 , 0 0 0 36 9 9 14  Fo r d  In t e r c e p t Mileage  Oct  16 $6 5 , 0 0 0 . 0 0 44 , 0 0 0 36 9 8 14  Fo r d  In t e r c e p t Mileage  Oct  16 $6 4 , 0 0 0 45 , 0 0 0 36 3 1 12  Ch e v y  Ta h o e Mileage  Oct  16  – K9 $6 4 , 0 0 0 40 , 0 0 0 36 9 6 14  Fo r d  In t e r c e p t Mileage  Oct  16 $6 4 , 0 0 0 $1 4 0 , 0 0 0 $ 1 2 4 , 0 0 0 $ 1 8 9 , 0 0 0 $ 1 9 2 , 0 0 0 $9 5 3 , 0 0 0 To t a l s $2 1 5 , 0 0 0 97 CIP Project Fund General Fund PROJECT NUMBER GF056 DEPARTMENT RECREATION PROJECT NAME DESIGN & CONSTRUCT INDOOR/OUTDOOR FAMILY AQUATICS CENTER FY18 FY19 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 General Fund Project and Equipment Scoring TOTAL RATING:44 LEVEL OF SERVICE (Up to 20):10 OPERATING BUDGET IMPACT (Up to10):0 SERVICE AREA (Up to 10):10 DEPARTMENT PRIORITY (Up to 10):8 COMMISSION WORKPLAN (Up to 10):8 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):5 FY20 FY21 $100,000 $16,500,000 FY22 98 CIP Project Fund General Fund PROJECT NUMBER GF062 DEPARTMENT I.T. PROJECT NAME PERSONAL COMPUTER (PC) REPLACEMENT FY18 $43,000 FY19 $48,000 Unscheduled DESCRIPTION OF PROJECT This is a general item for replacement of personal computers and Servers for General Fund related jobs and services. (Enterprise and Special Revenue fund services pay for their own pc’s and servers.) As of FY17, Personal Computers moved to a 5 year rotation before rotation. 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 General Fund Project and Equipment Scoring TOTAL RATING:45 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):7 SERVICE AREA (Up to 10):8 DEPARTMENT PRIORITY (Up to 10):10 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 $55,000 FY21 $57,000 $50,000 FY22 99 CIP Project Fund General Fund PROJECT NUMBER GF080 DEPARTMENT I.T. PROJECT NAME REMOTE CLOSET SWITCHES, ROUTER AND WIRELESS AP REPLACEMENT FY18 $40,000 FY19 $40,000 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 General Fund Project and Equipment Scoring TOTAL RATING:50 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):10 SERVICE AREA (Up to 10):10 DEPARTMENT PRIORITY (Up to 10):10 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 $40,000 FY21 $40,000 $40,000 FY22 100 CIP Project Fund General Fund PROJECT NUMBER GF083 DEPARTMENT CEMETERY PROJECT NAME BACKHOE FY18 FY19 Unscheduled DESCRIPTION OF PROJECT This piece of equipment would replace the current cemetery backhoe (2001- 2969 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 General Fund Project and Equipment Scoring TOTAL RATING:42 LEVEL OF SERVICE (Up to 20):20 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):2 DEPARTMENT PRIORITY (Up to 10):10 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 $110,000 FY21 FY22 101 CIP Project Fund General Fund PROJECT NUMBER GF084 DEPARTMENT PARKS PROJECT NAME PARKS RESTROOM UPGRADES FY18 $32,000 FY19 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) in FY 21; Beall Park ($40,000)and a new addition, 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 General Fund Project and Equipment Scoring TOTAL RATING:37 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 $80,000 FY22 102 CIP Project Fund General Fund PROJECT NUMBER GF092 DEPARTMENT PARKS PROJECT NAME PLAYGROUND EQUIPMENT FY18 FY19 $70,000 Unscheduled 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. 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 18 HOA- maintained playgrounds with monthly inspections and recommendations. Since last year, new playgrounds have been constructed at The Lakes at Valley West, Meadow Creek Park (formerly known as Ainsworth Park), Legends, and the Bozeman Pond expansion. 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 General Fund Project and Equipment Scoring TOTAL RATING:37 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):2 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):5 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):3 FY20 $80,000 FY21 FY22 103 CIP Project Fund General Fund PROJECT NUMBER GF103 DEPARTMENT FACILITY - CH PROJECT NAME AMERICAN'S WITH DISABILITIES ACT (ADA) COMPLIANCE IMPROVEMENTS FY18 $10,000 FY19 $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 General Fund Project and Equipment Scoring TOTAL RATING:42 LEVEL OF SERVICE (Up to 20):20 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 $10,000 FY21 $10,000 $10,000 FY22 104 CIP Project Fund General Fund PROJECT NUMBER GF108 DEPARTMENT PARKS PROJECT NAME PARK SIDEWALK REPLACEMENTS FY18 FY19 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 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 General Fund Project and Equipment Scoring TOTAL RATING:27 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):2 DEPARTMENT PRIORITY (Up to 10):0 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 $208,000 FY22 105 CIP Project Fund General Fund PROJECT NUMBER GF115 DEPARTMENT PARKS PROJECT NAME PARK VEHICLE REPLACEMENTS FY18 FY19 $45,000 Unscheduled $105,000 DESCRIPTION OF PROJECT Parks Department utilizes vehicles for mowing, fertilization, irrigation, inspections, snow plowing and repairs of the city parks, comprising over 150 acres of formal turf and 220 acres of natural parkland. All vehicles are utilized until service related down- time for equipment and staff become problematic or safety is compromised. FY19 represents a one ton 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 #3,018. The unscheduled is for continued replacement of aging fleet vehicles which include an additional 1-ton, a hybrid car and an additional ½ ton. A detailed listing of the replacement plan, with vehicle mileage, has been sent to Finance. Mileage updated October 2016. 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 - $3,276 per vehicle. FUNDING SOURCES 100% General Fund New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:63 LEVEL OF SERVICE (Up to 20):20 OPERATING BUDGET IMPACT (Up to10):10 SERVICE AREA (Up to 10):10 DEPARTMENT PRIORITY (Up to 10):10 COMMISSION WORKPLAN (Up to 10):5 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):5 FY20 $30,000 FY21 FY22 106 Pa r k s V e h i c l e R e p l a c e m e n t s - D e t a i l s Pr o j e c t   Nu m b e r As s e t  # Ma k e Mo d e l   Yr Cu r r e n t   Mi l e a g e FY 1 8 FY 1 9 Unscheduled Notes FY 2 0 FY 2 1 FY 2 2 GF 1 1 5 32 5 1 DO D G E 20 0 1 19 9 , 3 8 2 $30,000 10/2016MILEAGE 26 9 1 FO R D 19 9 0 19 9 , 1 6 5 10/2016MILEAGE 25 0 3 Ye l l o w J e e p P l o w C J - 5 19 7 6 19 7 , 0 6 5 $0 Wa t e r T r u c k w i t h l i g h t 19 4 , 3 7 0 $0 16 0 8 FO R D 19 8 6 18 7 , 8 6 1 $30,000 10/2016MILEAGE 55 6 1 FO R D 19 9 7 18 7 , 3 8 6 10/2016MILEAGE 32 5 2 CH E V Y 1 / 2 T O N 19 9 9 16 7 , 7 2 7 10/2016MILEAGE 16 9 1 DO D G E 19 8 5 16 5 , 9 1 2 $30,000 10/2016MILEAGE 24 9 JE E P 19 7 8 16 1 , 8 2 5 10/2016MILEAGE 49 7 LO A D S T E R D U M P 19 7 6 14 5 , 4 1 8 10/2016MILEAGE 26 6 5 FO R D E X P L O R E R 19 9 6 14 2 , 9 1 3 10/2016MILEAGE 13 7 3 DO D G E 19 9 1 14 1 , 4 1 9 10/2016MILEAGE $3 0 , 0 0 0 31 1 6 FO R D R A N G E R 19 9 8 12 9 , 2 1 6 10/2016MILEAGE 31 6 1 FO R D 1 T O N W / P U P 20 0 0 12 2 , 1 7 3 10/2016MILEAGE 31 6 0 FO R D 3 T O N 20 0 0 11 9 , 9 8 5 10/2016MILEAGE 19 9 9 CH E V R O L E T 19 9 6 11 6 , 4 0 8 10/2016MILEAGE 31 1 7 Bl u e D o d g e 1 5 0 0 R a m 19 9 8 11 1 , 7 4 1 $0 25 3 0 Em i l y ' s T r u c k C h e v y 3 19 9 7 10 5 , 0 3 8 $0 35 0 3 GM C ( W H I T E ) 20 1 0 79 , 4 1 4 10/2016MILEAGE 53 9 2 Bl u e J e e p P l o w 76 , 9 4 5 $0 30 2 2 DO D G E 3 / 4 T O N 20 0 1 66 , 4 9 2 $15,000 10/2016MILEAGE 107 Pr o j e c t   Nu m b e r As s e t  # Ma k e Mo d e l   Yr Cu r r e n t   Mi l e a g e FY 1 8 FY 1 9 Unscheduled Notes FY 2 0 FY 2 1 FY 2 2 GF 1 1 5 35 0 2 GM C ( W H I T E ) 20 1 0 62 , 0 7 2 10/2016MILEAGE 36 2 4 GM C P I C K U P 20 1 2 37 , 9 2 7 10/2016MILEAGE 30 2 3 DO D G E 1 T O N W / D 20 0 1 37 , 6 9 7 $4 5 , 0 0 0 10/2016MILEAGE 33 2 7 GM C 3 / 4 T O N ( M O W 20 0 6 28 , 8 6 7 10/2016MILEAGE 34 4 9 GM C 1 T O N D U M P 20 0 8 25 , 5 3 5 10/2016MILEAGE 37 6 7 GM C P I C K U P 20 1 5 11 , 2 0 3 10/2016MILEAGE $4 5 , 0 0 0 $ 3 0 , 0 0 0 $ 0 $105,000 To t a l s 108 CIP Project Fund General Fund PROJECT NUMBER GF116 DEPARTMENT CEMETERY PROJECT NAME CEMETERY VEHICLE REPLACEMENTS FY18 FY19 $45,000 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, *41,155 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 11/2016. 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 General Fund Project and Equipment Scoring TOTAL RATING:34 LEVEL OF SERVICE (Up to 20):10 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):2 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):5 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 109 CIP Project Fund General Fund PROJECT NUMBER GF137 DEPARTMENT RECREATION PROJECT NAME SWIM CENTER - FACILITY REPAIRS AND REPLACEMENTS FY18 FY19 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/$150,000; deck tile replacement/$142,000; removal of ceiling tiles and grid and basic cosmetic improvements $120,000; HVAC unit replacement/$360,000; resurface pool/$140,000; and replacement of front furnace $35,000. 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. Our energy consumption is currently being analyzed to determine the cost savings associated with an HVAC system designed for any aquatic environment. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No additional annual operating and maintenance costs FUNDING SOURCES Bond New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:45 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):7 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):3 COMMISSION WORKPLAN (Up to 10):7 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):5 FY20 FY21 $947,000 FY22 110 CIP Project Fund General Fund PROJECT NUMBER GF140 DEPARTMENT RECREATION PROJECT NAME LINDLEY CENTER PARKING LOT RENOVATION FY18 FY19 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 General Fund Project and Equipment Scoring TOTAL RATING:47 LEVEL OF SERVICE (Up to 20):13 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):10 DEPARTMENT PRIORITY (Up to 10):9 COMMISSION WORKPLAN (Up to 10):5 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 $52,000 FY22 111 CIP Project Fund General Fund PROJECT NUMBER GF148 DEPARTMENT PARKS PROJECT NAME BMX PARKING LOT FY18 FY19 Unscheduled $85,000 DESCRIPTION OF PROJECT Installation of parking lot at Westlake BMX park, for which a design plan was completed in 2008. ALTERNATIVES CONSIDERED Do not install a parking lot ADVANTAGES OF APPROVAL Also access for 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 General Fund Project and Equipment Scoring TOTAL RATING:25 LEVEL OF SERVICE (Up to 20):10 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):2 DEPARTMENT PRIORITY (Up to 10):3 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 112 CIP Project Fund General Fund PROJECT NUMBER GF157 DEPARTMENT FACILITY - SC PROJECT NAME SENIOR CENTER ELEVATOR FY18 FY19 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 General Fund Project and Equipment Scoring TOTAL RATING:37 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):7 SERVICE AREA (Up to 10):2 DEPARTMENT PRIORITY (Up to 10):5 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):5 FY20 FY21 $68,000 FY22 113 CIP Project Fund General Fund PROJECT NUMBER GF165 DEPARTMENT POLICE PROJECT NAME PATROL MOTORCYCLE REPLACEMENTS FY18 FY19 Unscheduled $30,000 DESCRIPTION OF PROJECT Originally in FY15, we identified the need to trade in 3 higher mileage motorcycles for 2 new motorcycles for our traffic division, at a total end-price of $60,000. Authorization was given to purchase one of the two motorcycles, which resulted in trading in two 2003 Harley Motorcycles for one new Harley motorcycle. We are moving this replacement to FY21, as we currently are only fielding one trained motorcycle officer. If fully trained and operationally ready to deploy 2nd patrol motorcycle, we will trade in a 2002 Harley Davidson Motorcycle for a new motorcycle. With trade in value and re-use of the police radio, the total cost will be $30,000. The end result of this purchase will leave the department with 2 new primary patrol motorcycles fully outfitted. 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. 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 General Fund Project and Equipment Scoring TOTAL RATING:66 LEVEL OF SERVICE (Up to 20):20 OPERATING BUDGET IMPACT (Up to10):10 SERVICE AREA (Up to 10):10 DEPARTMENT PRIORITY (Up to 10):10 COMMISSION WORKPLAN (Up to 10):10 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):3 FY20 FY21 $30,000 FY22 114 CIP Project Fund General Fund PROJECT NUMBER GF166 DEPARTMENT POLICE PROJECT NAME PORTABLE RADIO REPLACEMENTS FY18 FY19 $250,000 Unscheduled DESCRIPTION OF PROJECT The department 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. These costs are based on 78 portable radios at $6,000 per radio and 39 mobile radios at $5,500 per radio. ALTERNATIVES CONSIDERED Regardless of the infrastructure improvements, the existing radios are 10 years old and beginning to reach the end of their effectiveness. Additionally, the existing radios are not dual-band and will not operate with a planned move to VHF/encrypted operations as part of infrastructure improvement plans. Some phasing of purchases could be done with a focus on patrol officers / patrol cars / remaining emergency responders over a maximum 3 year period. 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 General Fund Project and Equipment Scoring TOTAL RATING:57 LEVEL OF SERVICE (Up to 20):20 OPERATING BUDGET IMPACT (Up to10):10 SERVICE AREA (Up to 10):10 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):5 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 $250,000 FY21 FY22 115 CIP Project Fund General Fund PROJECT NUMBER GF190 DEPARTMENT PARKS PROJECT NAME 4-WHEELER ATV REPLACEMENT FY18 FY19 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 General Fund Project and Equipment Scoring TOTAL RATING:37 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 116 CIP Project Fund General Fund PROJECT NUMBER GF191 DEPARTMENT PARKS PROJECT NAME UPGRADE SOFTBALL COMPLEX LIGHTING FY18 FY19 Unscheduled $825,000 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 and this is the only way to make the lights Dark Skies Compliant. 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 General Fund Project and Equipment Scoring TOTAL RATING:22 LEVEL OF SERVICE (Up to 20):10 OPERATING BUDGET IMPACT (Up to10):6 SERVICE AREA (Up to 10):2 DEPARTMENT PRIORITY (Up to 10):0 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):1 FY20 FY21 FY22 117 CIP Project Fund General Fund PROJECT NUMBER GF195 DEPARTMENT PARKS PROJECT NAME AERATOR FY18 FY19 $32,000 Unscheduled DESCRIPTION OF PROJECT An additional aerator into Parks and Recreation inventory of turf equipment. 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. (Adam Bronken Sports Complex and Oak Springs Park) The Toro Pro-Core aerator is efficient, productive and coincides with water conservation efforts and safe playing athletic fields. ALTERNATIVES CONSIDERED Continue to operate with one aerator. ADVANTAGES OF APPROVAL Proactively and aggressively aerate parks and sports fields within the City to create safer and healthier turf that uses less water. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES 100% General Fund New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:19 LEVEL OF SERVICE (Up to 20):5 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):3 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):1 FY20 FY21 FY22 118 CIP Project Fund General Fund PROJECT NUMBER GF196 DEPARTMENT I.T. PROJECT NAME ROOFTOP COOLING UNIT FOR THE PROFESSIONAL BUILDING DATA CENTER FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Replacement of the current APC cooling system in the professional building - dedicated to the Data Center. &nbsp;When the current unit fails, we will need to replace it ASAP. The current until is more than 10 years old and has been relaible in the recent past. ALTERNATIVES CONSIDERED Keep using the current 10 year old system and spend $6,000 to replace bearings. ADVANTAGES OF APPROVAL We would have a system that is properly sized for the room and heat load. The new system would be more energy efficient. We will use the old system as a backup system in the event the new system is down for repairs. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED 1 Year warranty out of the gate with roughly $100 per year for Freon replacement and maintenance. Repairs and issues beyond basic maintenance after the first year would have to be paid at that time. FUNDING SOURCES General Fund New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:47 LEVEL OF SERVICE (Up to 20):20 OPERATING BUDGET IMPACT (Up to10):7 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):5 FY20 FY21 $20,000 FY22 119 CIP Project Fund General Fund PROJECT NUMBER GF199 DEPARTMENT I.T. PROJECT NAME PROFESSIONAL BUILDING RECONFIGURATION - Phase 2 FY18 FY19 $131,581 Unscheduled DESCRIPTION OF PROJECT The City is responding to growth by adding staff to meet the increased demand for services in our community. We have also reorganized divisions (Community Development) and created other divisions (Stormwater) to improve efficiency and better serve our community. In order to accommodate this grow, we need to remodel the Stiff Building. In FY16 the City Commission approved a Phase 1 of the remodel that will provide a better use of existing space by relocating certain functions to the basement and reclaiming unused square footage. Approval of Phase II would allow the consolidation of Community Development (Planning and Building) together on one floor and the consolidation of Public Works Services (Engineering, GIS and Stormwater) together on another floor. This will allow better coordination of staff and better service to our public. Phase 1 is anticipated to be completed late spring of 2016. ALTERNATIVES CONSIDERED Continue to operate as we are today ADVANTAGES OF APPROVAL Community Development would be able to consolidate its operations and services to allow for an integrated customer-focused service delivery model. It will also provide Public Works with the ability to collocate its services in the Stiff Building. Finally it will help the City to take a planned and efficient approach to building utilization and service optimization. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No additional operating costs anticipated for building reconfiguration. FUNDING SOURCES Building Inspection, Community Development, General Fund, Parking, Water New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:27 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):0 SERVICE AREA (Up to 10):2 DEPARTMENT PRIORITY (Up to 10):5 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 120 CIP Project Fund General Fund PROJECT NUMBER GF199 DEPARTMENT FACILITY - PROF PROJECT NAME PROFESSIONAL BUILDING RECONFIGURATION - Phase 2 FY18 FY19 $35,779 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, Parking, Water New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:27 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):0 SERVICE AREA (Up to 10):2 DEPARTMENT PRIORITY (Up to 10):5 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 121 CIP Project Fund General Fund PROJECT NUMBER GF203 DEPARTMENT FACILITY - SC PROJECT NAME BOZEMAN SENIOR SOCIAL CENTER EXTERIOR ENVELOPE IMPROVEMENTS. FY18 $64,750 FY19 Unscheduled DESCRIPTION OF PROJECT This project will replace portions of the building envelope of the Bozeman Senior Center that are in need of replacement due to the age and heavy use of the facility. Work will include the replacement of the rough board siding with cement-based clapboard siding. Additionally, new soffit and fascia will be installed where needed to keep birds from entering the attic. Gutter sections that are leaking and torn away will be replaced and rotting entrance columns on the northeast side will be replaced. There are also unprotected areas of the foundation where missing insulating foam is not providing moisture protection. ALTERNATIVES CONSIDERED It is most efficient and economical to do this work at the same time, but it could be phased. ADVANTAGES OF APPROVAL This is a highly utilized and important public resource. The building is over 30 years old and is showing its age. The roof and west side of the building envelope was replaced after the 2010 hail damage and this project will complete the restoration of the building envelope minus the windows. In addition to improving the overall appearance of the building, the new materials will have a longer life expectancy and protect the condition of the building. There has been some water leaking in through the windows in the basement and the new gutters will be set up so that the water from the roof does not drain into the window wells keeping the water from getting into the building. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED The completion of this project will reduce current maintenance costs. FUNDING SOURCES 100% General Fund New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:32 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):2 DEPARTMENT PRIORITY (Up to 10):5 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 122 CIP Project Fund General Fund PROJECT NUMBER GF205 DEPARTMENT PARKS PROJECT NAME PROST PLAN UPDATE FY18 FY19 $100,000 Unscheduled DESCRIPTION OF PROJECT Update the 2007 Parks Recreation Open Space Trail (PROST) Plan. The current plan is nearing 10 years old. Since adoption, the city has grown in size, new park properties have come into the system, and local demographics may 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 General Fund Project and Equipment Scoring TOTAL RATING:35 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):0 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):10 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 123 CIP Project Fund General Fund PROJECT NUMBER GF206 DEPARTMENT PARKS PROJECT NAME BRONKEN PARK PATHWAY FY18 $88,246 FY19 Unscheduled DESCRIPTION OF PROJECT Installation on new sidewalk for pedestrian traffic between Durston and Classical Way along Cottonwood Road. This project will align with the new sidewalk that is currently being constructed along Durston, spanning the entire length of Bronken Park. ALTERNATIVES CONSIDERED Do not construct the sidewalk. ADVANTAGES OF APPROVAL Safe pedestrian travel that for park and school users. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Plowing. FUNDING SOURCES General Fund. New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:27 LEVEL OF SERVICE (Up to 20):10 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):2 DEPARTMENT PRIORITY (Up to 10):5 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 124 CIP Project Fund General Fund PROJECT NUMBER GF209 DEPARTMENT RECREATION PROJECT NAME LINDLEY CENTER FULL UPGRADE: RESTROOMS, WINDOWS, SIDING, KITCHEN, ROOF, FLOO FY18 FY19 Unscheduled DESCRIPTION OF PROJECT This project is the combination of requests for upgrade of the Restrooms ($55,000), Window Replacement ($24,200), Siding Replacement ($26,400), Kitchen Upgrade ($55,000), East Roof Insulation ($26,400), Floor support ($13,970), Roof support ($16,775) . 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 General Fund Project and Equipment Scoring TOTAL RATING:38 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):5 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):5 FY20 $217,745 FY21 FY22 125 CIP Project Fund General Fund PROJECT NUMBER GF219 DEPARTMENT FACILITY - CH PROJECT NAME ADDITION TO CITY HALL, CONSOLIDATION OF SERVICES FY18 FY19 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 General Fund Project and Equipment Scoring TOTAL RATING:28 LEVEL OF SERVICE (Up to 20):12 OPERATING BUDGET IMPACT (Up to10):3 SERVICE AREA (Up to 10):2 DEPARTMENT PRIORITY (Up to 10):3 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 126 CIP Project Fund General Fund PROJECT NUMBER GF224 DEPARTMENT FINANCE PROJECT NAME SUNGARD ANALYTICS NOW COGNOS BI (BUSINESS INTELLIGENCE) WEB-BASED REPORTIN FY18 FY19 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 General Fund Project and Equipment Scoring TOTAL RATING:37 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 $34,340 FY21 FY22 127 CIP Project Fund General Fund PROJECT NUMBER GF227 DEPARTMENT FINANCE PROJECT NAME ERP REPLACEMENT / UPGRADE "SUNGARD REPLACEMENT / UPGRADE" FY18 FY19 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. 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 General Fund Project and Equipment Scoring TOTAL RATING:50 LEVEL OF SERVICE (Up to 20):20 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):10 DEPARTMENT PRIORITY (Up to 10):10 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 128 CIP Project Fund General Fund PROJECT NUMBER GF229 DEPARTMENT I.T. PROJECT NAME ISCSI STORAGE REPLACEMENT FY18 FY19 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 and not have warranty. 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 General Fund Project and Equipment Scoring TOTAL RATING:47 LEVEL OF SERVICE (Up to 20):20 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):7 DEPARTMENT PRIORITY (Up to 10):10 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 $40,000 FY21 FY22 129 CIP Project Fund General Fund PROJECT NUMBER GF231 DEPARTMENT CEMETERY PROJECT NAME CEMETERY IRRIGATION PROJECT FY18 $200,000 FY19 $200,000 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 16: Phase I Monitoring and Pre-Design Feasibility Analysis: • Historic Flows of Sourdough Creek to measure reliability • Ditch survey to understand overflow and flooding issues • Headgate assessment and repair/replace • Cost assessment for City to operate and maintain diversion works, pump and screen • Haggerty Fields Extension. 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. Reduces numbers of seasonal workers required to be hired by Parks Department and 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 FUNDING SOURCES General Fund. *If awarded, grant funding through the Bureau of Reclamation’s WaterSMART Program would offset total project costs. New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:44 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):10 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):3 COMMISSION WORKPLAN (Up to 10):5 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):3 FY20 FY21 FY22 130 CIP Project Fund General Fund PROJECT NUMBER GF233 DEPARTMENT I.T. PROJECT NAME VEHICLE REPLACEMENT FY18 FY19 Unscheduled $99,000 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 105K 1999 Jeep Cherokee with 73K 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 General Fund Project and Equipment Scoring TOTAL RATING:38 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):5 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 131 IT Ve h i c l e De t a i l s Pr o j e c t   Nu m b e r As s e t  # Ma k e Cu r r e n t   Mi l e a g e FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY 2 2 Un s c h e d u l e d No t e s GF 2 3 3 17 8 4 '9 5  Do d g e  Da k o t a 67 , 0 0 0 $2 3 , 0 0 0 If  ou r  cu r r e n t  vehicle  is  still   ru n n i n g  we l l  an d  maintenance   co s t s  ar e  no t  high  we  would   ke e p  it  beyond  2020 GF 2 3 3 26 9 7 '9 9  Je e p  Ch e r o k e e 73 , 0 0 0 $2 3 , 0 0 0 GF 2 3 3 27 0 7 '9 9  Do d g e  Da k o t a 10 5 , 0 0 0 $3 0 , 0 0 0 GF 2 3 3 32 7 3 '0 5  Ch e v y  Co l o r a d o 38 , 0 0 0 $2 3 , 0 0 0 To t a l s $9 9 , 0 0 0 We d n e s d a y ,  De c e m b e r  07 ,  20 1 6 Pa g e  1  of  1 132 CIP Project Fund General Fund PROJECT NUMBER GF235 DEPARTMENT POLICE PROJECT NAME EVIDENCE BAR CODING SYSTEM FY18 FY19 Unscheduled $11,000 DESCRIPTION OF PROJECT This evidence barcode system is a mix of software and hardware that provides a secure and efficient method of entering, tracking and managing evidence. This system includes the bar code reader, label printer, labels, software and software licenses, initial training and 1st year of maintenance to handle the existing 10,000+ items of evidence and input and control of evidence gathered from this point forward. This barcode system is an essential addition to a new facility that integrates technology with design improvements and improve overall efficiency of the evidence process. ALTERNATIVES CONSIDERED Can continue with existing process which is not efficient and is difficult to use for conducting inventories and audit processes and involves increased staff time. This plan includes coordination with Gallatin County to pay for 50% of this need and only if this is not resolved by formal bond issue passing by City and Gallatin County citizens in November 2016. ADVANTAGES OF APPROVAL Improved integrity of evidence control for prosecution, to minimize existing staff time and to improve overall management of all property held as evidence. Extremely important with potential move to a new facility in FY18/FY19, if approved. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED $2,500 ANNUAL MAINTENANCE FEE FUNDING SOURCES General Fund New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:45 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):10 COMMISSION WORKPLAN (Up to 10):5 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 133 CIP Project Fund General Fund PROJECT NUMBER GF238 DEPARTMENT RECREATION PROJECT NAME BOGERT POOL RENOVATION FY18 FY19 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 General Fund Project and Equipment Scoring TOTAL RATING:40 LEVEL OF SERVICE (Up to 20):20 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):3 FY20 FY21 $455,000 FY22 134 CIP Project Fund General Fund PROJECT NUMBER GF241 DEPARTMENT FACILITY - CH PROJECT NAME Replacement of City Hall AC Condensing Unit – Roof Top FY18 FY19 $50,000 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 General Fund Project and Equipment Scoring TOTAL RATING:36 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):5 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):3 FY20 FY21 FY22 135 CIP Project Fund General Fund PROJECT NUMBER GF245 DEPARTMENT FACILITY - CH PROJECT NAME Energy Projects – City Hall FY18 FY19 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 General Fund Project and Equipment Scoring TOTAL RATING:43 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):3 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):5 FY20 FY21 $75,000 FY22 136 CIP Project Fund General Fund PROJECT NUMBER GF250 DEPARTMENT PARKS PROJECT NAME Splash Pads FY18 FY19 Unscheduled $180,250 DESCRIPTION OF PROJECT There are two proposed Splash Pad Projects: 1, The installation of a Splash Pad at the Sports Park (Baxter Road), estimated cost $195,700 2. The installation of an Interactive Water Feature at Story Mill Community Park, estimated cost $180,250. 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 General Fund Project and Equipment Scoring TOTAL RATING:35 LEVEL OF SERVICE (Up to 20):8 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):7 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):5 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):3 FY20 FY21 $195,700 FY22 137 CIP Project Fund General Fund PROJECT NUMBER GF252 DEPARTMENT CEMETERY PROJECT NAME CEMETERY COLUMBARIUM FY18 $50,000 FY19 Unscheduled DESCRIPTION OF PROJECT Adding two (eighty niche each) columbariums to the Sunset Hills Cemetery with the first one scheduled FY18. These additional columbariums would be installed within the same area as the existing columbariums. Currently, the second columbarium is approximately 80% 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 General Fund Project and Equipment Scoring TOTAL RATING:32 LEVEL OF SERVICE (Up to 20):5 OPERATING BUDGET IMPACT (Up to10):7 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):5 FY20 FY21 $55,000 FY22 138 CIP Project Fund General Fund PROJECT NUMBER GF253 DEPARTMENT PARKS PROJECT NAME Turf Sweeper FY18 $38,000 FY19 Unscheduled DESCRIPTION OF PROJECT Sweeper for turf that pulverizes aeration cores, sweeps excess grass and leaves, verticuts and flail mows as well. Also has hydraulic dumping capacity. ALTERNATIVES CONSIDERED Continue to use the Toro sweeper until it is done ADVANTAGES OF APPROVAL True 4-in 1 machine that keeps parks and fields free of debris and excess material that could smother the grass. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Fuel for the tractor FUNDING SOURCES General Fund New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:35 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):3 FY20 FY21 FY22 139 CIP Project Fund General Fund PROJECT NUMBER GF254 DEPARTMENT PARKS PROJECT NAME 25th street from Oak to Tschache FY18 $287,000 FY19 Unscheduled DESCRIPTION OF PROJECT Extend 25th street from Oak street to Tschache street along the western border of Rose Park. ALTERNATIVES CONSIDERED Do not build the street or instead build a 10 foot shared use asphalt path in its place. ADVANTAGES OF APPROVAL Coincides with the Transportation plan; increased vehicular flow; ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Increased costs for snow plowing and street sweeping FUNDING SOURCES General Fund, with any necessary paybacks from adjacent property developers. New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:40 LEVEL OF SERVICE (Up to 20):10 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):10 DEPARTMENT PRIORITY (Up to 10):5 COMMISSION WORKPLAN (Up to 10):5 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 140 CIP Project Fund General Fund PROJECT NUMBER GF260 DEPARTMENT PARKS PROJECT NAME SPORTS COMPLEX - CONSTRUCTION OF 'PROJECT RELATED' COTTONWOOD ROAD AREA FY18 FY19 $364,000 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 General Fund Project and Equipment Scoring TOTAL RATING:45 LEVEL OF SERVICE (Up to 20):10 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):10 COMMISSION WORKPLAN (Up to 10):10 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 141 CIP Project Fund General Fund PROJECT NUMBER GF261 DEPARTMENT PARKS PROJECT NAME SPORTS COMPLEX - CONSTRUCTION OF 'PROJECT RELATED' OAK STREET AREA WATER IM FY18 FY19 $67,500 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. 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), Oak Street. We estimate that the Bond Funding will not be sufficient to cover the Oak Street (or Cottonwood road) improvements. The project- related portions of the Oak Street area street improvements will be built with Arterial Collector District dollars. Associated water-line improvements will need to be paid for by 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 General Fund Project and Equipment Scoring TOTAL RATING:45 LEVEL OF SERVICE (Up to 20):10 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):10 COMMISSION WORKPLAN (Up to 10):10 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 142 CIP Project Fund General Fund PROJECT NUMBER GF262 DEPARTMENT POLICE PROJECT NAME POLICE K9 FY18 FY19 Unscheduled $17,000 DESCRIPTION OF PROJECT Police K9 (canine dogs) are an instrumental tool for police operations. The department has two trained K9 teams (handler and dog) for operations that provide assistance with drug interdiction, search ability for suspect s 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 7-8 years where the dog is healthy and capable of serving. In FY17, one of two dogs deployed has reached that useful operational timeline, while the remaining K9 has another 5 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 Alternative funding is being pursued to limit or even eliminate this cost. Two K9 teams are the minimum needed to sustain public safety operations. 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 K9 each year are part of existing budget considerations. This item has not historically been place in CP, but as the costs of full purchase has risen, this in now being added. FUNDING SOURCES General Fund New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:47 LEVEL OF SERVICE (Up to 20):20 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):7 DEPARTMENT PRIORITY (Up to 10):10 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 143 CIP Project Fund General Fund PROJECT NUMBER GF263 DEPARTMENT I.T. PROJECT NAME Police Video Evidence Storage and Backup FY18 $50,000 FY19 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 General Fund Project and Equipment Scoring TOTAL RATING:32 LEVEL OF SERVICE (Up to 20):5 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):10 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 $40,000 FY22 144 CIP Project Fund General Fund PROJECT NUMBER GF265 DEPARTMENT I.T. PROJECT NAME GENERAL FUND SERVER REPLACEMENT FY18 FY19 $40,000 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 General Fund Project and Equipment Scoring TOTAL RATING:50 LEVEL OF SERVICE (Up to 20):20 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):10 DEPARTMENT PRIORITY (Up to 10):10 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 $36,000 FY22 145 CIP Project Fund General Fund PROJECT NUMBER GF266 DEPARTMENT RECREATION PROJECT NAME STORY MILL COMMUNITY CENTER UPGRADE: HVAC, ELECTRICAL, FIRE PROTECTION FY18 $188,500 FY19 Unscheduled DESCRIPTION OF PROJECT This project will make the necessary improvements to the following systems: HVAC, Electrical, and Fire Protection due to the renovation and change in use of the existing Story Mill Community Center interior space to accommodate five full time Parks and Recreation Department staff offices and a Recreation Leader work space to accommodate up to 11 part item Recreation Division staff members. Architectural fees included. ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL Bringing the new office space up to code, occupant safety, and occupant comfort. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Routine maintenance. FUNDING SOURCES General Fund New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:37 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 146 CIP Project Fund General Fund PROJECT NUMBER GF268 DEPARTMENT CEMETERY PROJECT NAME Southwest Montana Veteran's Cemetery FY18 FY19 $88,000 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 General Fund Project and Equipment Scoring TOTAL RATING:34 LEVEL OF SERVICE (Up to 20):5 OPERATING BUDGET IMPACT (Up to10):2 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):10 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 $40,000 FY21 $45,000 FY22 147 CIP Project Fund General Fund PROJECT NUMBER GF270 DEPARTMENT PARKS PROJECT NAME Snow Plowing Vehicle FY18 FY19 $70,000 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 17 miles of sidewalks and three 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 General Fund Project and Equipment Scoring TOTAL RATING:28 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):1 FY20 FY21 FY22 148 CIP Project Fund General Fund PROJECT NUMBER GF271 DEPARTMENT FACILITY - CH PROJECT NAME City Hall New Parking Lot FY18 FY19 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 General Fund Project and Equipment Scoring TOTAL RATING:23 LEVEL OF SERVICE (Up to 20):5 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):3 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 149 CIP Project Fund General Fund PROJECT NUMBER GF272 DEPARTMENT FACILITY - CH PROJECT NAME Site Security upgrade - Building Locks FY18 $15,000 FY19 $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 General Fund Project and Equipment Scoring TOTAL RATING:37 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):2 DEPARTMENT PRIORITY (Up to 10):10 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 $15,000 FY21 $15,000 FY22 150 CIP Project Fund General Fund PROJECT NUMBER GF273 DEPARTMENT FACILITY - PROF PROJECT NAME Professional Building - Electrical Upgrade FY18 $75,000 FY19 Unscheduled DESCRIPTION OF PROJECT The current main electrical distribution gear is original to the building, due to the age of he electrical equipment it has very limited upgradability as our electrical load increase with this building. An electrical system evaluation is currently underway that will provide the support details required to make any necessary upgrades to the electrical distribution system. ALTERNATIVES CONSIDERED Do nothing and run the risk in the event of a major failure. The electrical gear is at the age that replacement parts might not be available. ADVANTAGES OF APPROVAL The age of the electrical distribution gear means that it is difficult or impossible to get any required replacement parts in the event of a major failure. The IT servers in this building support public safety operations and need to be upgradable and dependable as City's operations continue to grow. One of the main distribution panels is a single phase panel that has been wired to be functioning as a 3 phase panel. By today's National Electrical Codes, this in not a recommended practice. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED N/A FUNDING SOURCES General Fund New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:50 LEVEL OF SERVICE (Up to 20):20 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):10 DEPARTMENT PRIORITY (Up to 10):10 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 151 CIP Project Fund General Fund PROJECT NUMBER GF274 DEPARTMENT FACILITY - CH PROJECT NAME City Hall - Bozeman Creek Bridge Improvements FY18 $25,000 FY19 Unscheduled DESCRIPTION OF PROJECT Creek bank erosion around the City Hall pedestrian bridge needs to be fortified to reduce the risk of a catastrophic failure that could impact the operation of the bridge along with access to City Hall. In recent years the bank has eroded back a couple of feet which has impacted the irrigation system, bridge abutments, and sidewalk dirt compaction. ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL If the erosion from Bozeman Creek is not stopped, it will impact the main East sidewalk to City Hall and could cause major structural bridge safety concerns. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED N/A FUNDING SOURCES General Fund New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:35 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):3 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 152 CIP Project Fund General Fund PROJECT NUMBER GF275 DEPARTMENT ECONOMIC DEVELOPMENT PROJECT NAME Fiber Optic Conduit and Vaults FY18 $25,000 FY19 $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 General Fund Project and Equipment Scoring TOTAL RATING:29 LEVEL OF SERVICE (Up to 20):5 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):2 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):7 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):3 FY20 $25,000 FY21 $25,000 $25,000 FY22 153 CIP Project Fund General Fund PROJECT NUMBER GF278 DEPARTMENT PARKS PROJECT NAME Griffin at Story Mill Park road improvement - .26 mile FY18 FY19 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 General Fund Project and Equipment Scoring TOTAL RATING:42 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):5 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 154 CIP Project Fund General Fund PROJECT NUMBER GF279 DEPARTMENT PARKS PROJECT NAME Story Mill Road Improvement - .17 mile FY18 FY19 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 General Fund Project and Equipment Scoring TOTAL RATING:42 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):5 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 155 CIP Project Fund General Fund PROJECT NUMBER GF280 DEPARTMENT PARKS PROJECT NAME Story Mansion sewer repair FY18 $18,000 FY19 Unscheduled DESCRIPTION OF PROJECT The service line from the sewer main to the mansion is in need of repairs. The sewer is frequently backing up into the facility. ALTERNATIVES CONSIDERED Do not repair. Continue to clean-up and maintain. ADVANTAGES OF APPROVAL Will fix a significant operational problem for this rented facility ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED This repair will yield lower operational costs for maintenance. FUNDING SOURCES General Fund or Story Mansion Special Revenue Fund New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:42 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):5 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 156 CIP Project Fund General Fund PROJECT NUMBER GF281 DEPARTMENT PARKS PROJECT NAME Bozeman Pond Park & Aasheim ballfields road expansion - .17 mile & .09 mile FY18 FY19 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 General Fund Project and Equipment Scoring TOTAL RATING:42 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):5 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 157 CIP Project Fund General Fund PROJECT NUMBER GF282 DEPARTMENT FACILITY-CH PROJECT NAME Purchase of Property Adjacent to City Hall FY18 $560,000 FY19 Unscheduled DESCRIPTION OF PROJECT Purchase property adjacent to existing City Hall for future use. ALTERNATIVES CONSIDERED Do not purchase property. ADVANTAGES OF APPROVAL ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Dependant on the immediate and long term uses of the property. FUNDING SOURCES General Fund New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:21 LEVEL OF SERVICE (Up to 20):5 OPERATING BUDGET IMPACT (Up to10):5 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):3 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):0 FREQUENCY OF USE (Up to 5):3 FY20 FY21 FY22 158 CIP Project Fund General Fund PROJECT NUMBER PW01 - SH DEPARTMENT FACILITY - SH PROJECT NAME SHOPS FACILITY EXPANSION PLAN FY18 FY19 $10,000 Unscheduled DESCRIPTION OF PROJECT The construction of the new Vehicle Maintenance Shop at the Lower Yards on Rouse Avenue in FY10/FY11 was Phase I in expanding and improving our ability to service equipment, store vehicles, and provide work space for Public Works, Parks, and Facility services. Questions remain about the long-term plan for construction, location, and expansion for: Streets, Sign & Signal, Forestry, Water/Sewer Operations, Solid Waste Collection & Recycling, Facilities, and Parks & Cemetery departments. This project would develop a master plan. ALTERNATIVES CONSIDERED Most of the reconfiguration for the existing buildings is now complete. Also the improvements for the Laurel Glen building are complete and that building is being used for Water/Sewer operations. This work would assess future needs for the departments at the current Shop location at 814 N. Bozeman. We could also determine whether there is space for additions at both the 814 N. Bozeman location and the new Vehicle Maintenance building site at 1812 N. Rouse. ADVANTAGES OF APPROVAL ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES From related divisions: General Fund 20% ($10,000), Water Fund 20% ($10,000), Wastewater Fund 20% ($10,000), Street Maintenance Fund 20% ($10,000), Solid Waste Fund 20% ($10,000). New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:38 LEVEL OF SERVICE (Up to 20):15 OPERATING BUDGET IMPACT (Up to10):3 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):7 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 159 CIP Project Fund General Fund PROJECT NUMBER PW03 DEPARTMENT PARKS PROJECT NAME Vehicle Maintenance Building Design & Storage Construction FY18 FY19 $50,000 Unscheduled DESCRIPTION OF PROJECT Design and construct vehicle storage Describe the criticality (i.e., importance) of this project to the operation: Having equipment, especially winter equipment, inside and ready to go extends the life, produces less emissions by not having to warm up and shortens response time. Which infrastructure assets are maintained by this equipment: All of our rolling stock and equipment. How is efficiency improved with this equipment: The difference in getting in a motor grader that is parked inside vs. one that is parked outside in -20 degree weather is enormous. Equipment stays in better shape. Much less wear and tear on drivetrain and hydraulics. Easily adds an hour of productivity to every shift. What are the implications of deferring the purchase of this equipment: Equipment continues to degrade from the sun and exposure. How is this project leveraged with other stakeholders/projects/funds: By being located next to existing city property, we could t t h lt ii fl ALTERNATIVES CONSIDERED Not build and only use for outdoor storage. ADVANTAGES OF APPROVAL Large inside storage for several departments. Equipment would be located next to current Vehicle Maintenance Shop. Good access onto Rouse and Griffin. Early morning shift equipment could be stored here so as not to disturb the neighbors in this mostly zoned Industrial area. With this building, Streets could switch to producing our own brine solution for pre wet of the sand. We wouldn't have to use mag chloride which is about 4-5 times more expensive than salt brine. Gallatin County has expressed interest in buying brine from us. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Normal building maintenance. Possibly heat with waste oil from the Shops. Possibly heat with wood chips from Forestry. FUNDING SOURCES This project totals $200,000. It will be split evenly 4 ways: Water Fund ($50,000), Wastewater Fund ($50,000), Street Maintenance ($50,000), and Parks ($50,000). New Replacement Equipment Project General Fund Project and Equipment Scoring TOTAL RATING:38 LEVEL OF SERVICE (Up to 20):10 OPERATING BUDGET IMPACT (Up to10):10 SERVICE AREA (Up to 10):5 DEPARTMENT PRIORITY (Up to 10):5 COMMISSION WORKPLAN (Up to 10):0 ADOPTED CLIMATE PLAN (Up to 5):3 FREQUENCY OF USE (Up to 5):5 FY20 FY21 FY22 160 Li b r a r y  De p r e c i a t i o n  Re s e r v e  Fu n d   Ca p i t a l  Im p r o v e m e n t  Pl a n Fi n a n c i a l  Su m m a r y Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 Unscheduled Pr o j e c t e d  Be g i n n i n g  Re s e r v e  Ba l a n c e  De d i c a t e d  to  CI P 2 5 9 , 0 0 0 $               20 9 , 0 0 0 $                       15 7 , 3 5 7 $                 (5 3 , 5 1 8 ) $               (1 3 , 6 1 2 ) $                 27,093 $                Pl u s :    Es t i m a t e d  An n u a l  Un s p e n t  Ap p r o p r i a t i o n s 38 , 3 5 7 $                           39 , 1 2 4 $                     39 , 9 0 7 $                   40,705 $                     41,519 $           ‐$                        Pl u s :    Li b r a r y  Fo u n d a t i o n  fo r  Bo o k m o b i l e    Le s s :    Sc h e d u l e d  CI P  Pr o j e c t  Co s t s (5 0 , 0 0 0 ) $                 (9 0 , 0 0 0 ) $                         (2 5 0 , 0 0 0 ) $               ‐ $                               ‐ $                                 ‐$                  ‐$                     Pr o j e c t e d  Ye a r ‐En d  Ca s h  De d i c a t e d  to  CI P 20 9 , 0 0 0 $               15 7 , 3 5 7 $                       (5 3 , 5 1 8 ) $                   (1 3 , 6 1 2 ) $               27,093 $                     68,612 $             As s u m p t i o n s  Ma d e  fo r  Re v e n u e  Es t i m a t e s : FY 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 Es t i m a t e d  An n u a l  Li b r a r y  Bu d g e t 1, 9 6 0 , 0 0 0 $             2, 0 1 8 , 8 0 0 $                     2, 0 5 9 , 1 7 6 $             2, 1 0 0 , 3 6 0 $           2, 1 4 2 , 3 6 7 $             2,185,214 $         Es t i m a t e d  Am o u n t  of  Bu d g e t  le f t  Un u s e d 0. 3 % 1. 9 % 1. 9 % 1. 9 % 1.9%1.9% Es t i m a t e d  An n u a l  Un s p e n t  Ap p r o p r i a t i o n s 5, 8 8 0 $                             38 , 3 5 7 $                                 39 , 1 2 4 $                         39 , 9 0 7 $                       40,705 $                         41,519 $               Cu r r e n t  Bu d g e t  Am o u n t  De d i c a t e d  to  CI P  % 10 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 %    Pl u s :    In c r e a s e  De d i c a t e d  to  Ca p i t a l  Im p r o v e m e n t s  % 0. 0 % 0. 0 % 0. 0 % 0.0%0.0%    To t a l  % De d i c a t e d  to  CI P 10 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % To t a l  Es t i m a t e d  Re v e n u e s  De d i c a t e d  to  CI P 38 , 3 5 7 $                                 39 , 1 2 4 $                         39 , 9 0 7 $                       40,705 $                         41,519 $               Pr o j e c t e d Pr o j e c t e d CU R R E N T 30 0 , 0 0 0 25 0 , 0 0 0 20 0 , 0 0 0 15 0 , 0 0 0 10 0 , 0 0 0 50 , 0 0 0 0 Li b r a r y  De p r e c i a t i o n  Fu n d  Pr o j e c t s  & Eq u i p m e n t 161 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 LI B 1 2 LI B R A R Y PE D E S T R I A N  AC C E S S  ‐   LI B R A R Y  PA R K I N G   LO T $3 0 , 0 0 0 LI B 1 3 LI B R A R Y RE C O N F I G U R A T I O N  OF  EX I S T I N G   BU I L D I N G  SP A C E LI B 1 4 LI B R A R Y IM P L E M E N T A T I O N  OF  LA N D S C A P E   MA S T E R  PL A N LI B 2 0 LI B R A R Y SE C U R I T Y  SY S T E M  FO R  TH E  LI B R A R Y  ‐   CO S T  UN K N O W N ,  AN T I C I P A T E D  FO R  FY 1 8 LI B 2 1 Li b r a r y TA S K  CH A I R S  FO R  PU B L I C  AN D  ST A F F $2 0 , 0 0 0 LI B 2 2 LI B R A R Y NE W  CA R P E T  FO R  TH E  PU B L I C  AR E A  OF   TH E  LI B R A R Y . $2 3 0 , 0 0 0 LI B 2 3 LI B R A R Y 2  CO P I E R S :  CH I L D R E N ' S  DE P T  AN D  ST A F F   WO R K R O O M $2 0 , 0 0 0 LI B 2 4 LI B R A R Y (2 )  SE L F ‐CH E C K  KI O S K  FO R  MA I N  AN D   SE C O N D  FL O O $4 0 , 0 0 0 Su m m a r y  f or    Li b r a r y  De p re c i a t i o n  Re s e r v e  (8  it e m s ) To t a l s  by  ye a r : $9 0 , 0 0 0 FY 2 1 FY22 FY 1 8 Unscheduled FY 2 0 $2 5 0 , 0 0 0 FY 1 9 162 CIP Project Fund Library Depreciation Reserve PROJECT NUMBER LIB12 DEPARTMENT LIBRARY PROJECT NAME PEDESTRIAN ACCESS - LIBRARY PARKING LOT FY18 $30,000 FY19 Unscheduled DESCRIPTION OF PROJECT Re-design and construction of pedestrian-friendly features in the Library Parking lot. Patrons parking on the west side of the parking lot have to cross through vehicle traffic and around curbing/medians to access the Library entrance. In addition, proposed renovations of the old Harrington Building adjacent to the Library have included adding a pedestrian pathway, crossing from Wallace to the Library parking lot. This improvement to pedestrian access to the parking lot is expected to have consequences for how many people will be crossing through this heavily used lot. Accessability requirements for line-of-travel and the need to navigate the existing curbs are a concern. Some parking spaces may have to be eliminated. A revised site plan has been completed by WTI with estimated construction costs for Phase I of $50,000 and Phase II at $30,000 – Downtown TIF participating in an amount of TBD, with the balance coming from the Library Depreciation Reserve. The Library Foundation will also participate by providing the funds needed for changes to the landscaping. ALTERNATIVES CONSIDERED Leave parking lot configuration the way it is - without a pedestrian path from Wallace. ADVANTAGES OF APPROVAL Improved safety for pedestrians trying to access the Library or cross the library property. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None. FUNDING SOURCES Library Depreciation Reserve - with possible contribution from the Downtown Tax Increment District. New Replacement Equipment Project FY20 FY21 FY22 163 CIP Project Fund Library Depreciation Reserve PROJECT NUMBER LIB13 DEPARTMENT LIBRARY PROJECT NAME RECONFIGURATION OF EXISTING BUILDING SPACE FY18 FY19 Unscheduled DESCRIPTION OF PROJECT The Library’s Strategic Plan for 2013-2017 includes reviewing current Library space usage and ensuring that we are using it as efficiently and effectively as possible. We are working with local architect, Rob Pertzborn, (funded by the Foundation) to see what options we have for possibly reconfiguring some of our existing space, i.e. the Computer Training Lab and the Foundation offices. The Strategic Plan also calls for more space that can be used by local businesspeople and patrons for planning and creative purposes. We have begun meeting with the architect but no decisions have been made and the project is still in initial phases, so no dollar amount has been determined yet. ALTERNATIVES CONSIDERED Leaving the interior space utilization as it currently exists. ADVANTAGES OF APPROVAL The Library’s two public meeting rooms are booked months in advance, so people ask the Library staff for quiet space to have small meetings frequently. One of our goals is to have a public work space that would include a 3-D printer and other materials conducive to creativity. That could only be accomplished by making some changes to the current space configuration, and would answer the requests from the public. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES Library Depreciation Reserve New Replacement Equipment Project FY20 FY21 FY22 164 CIP Project Fund Library Depreciation Reserve PROJECT NUMBER LIB14 DEPARTMENT LIBRARY PROJECT NAME IMPLEMENTATION OF LANDSCAPE MASTER PLAN FY18 FY19 Unscheduled DESCRIPTION OF PROJECT The Library currently has no completed Grounds Master Plan; although there are plans for the installation of memorial benches and trees. We want to work with a landscape architect to develop a plan that will replace high-maintenance plants with low- maintenance, drought-resistant plantings that will enhance the Library’s grounds and maintain the Library’s appearance as a community jewel. This would also complement the landscaping that has been done by the owners of the Harrington building on south Wallace, adjacent to the Library’s west property line, and accommodate any upgrades to the parking lot that would be made this year (LIB12). Because the project is in the initial phases, there is no estimate of cost yet. ALTERNATIVES CONSIDERED Maintain the current grounds appearance. ADVANTAGES OF APPROVAL The Library staff gets regular complaints and comments from our customers regarding the weeds in the ‘dog bones” of the parking lot, and the sometimes unkempt flower beds and grounds. City Facilities staff do their best to keep the grounds mowed but weeding the current rocky spaces is almost impossible due to their design. The current plantings are high-maintenance and time-intensive, which makes keeping them healthy and attractive very difficult. We would like to keep the Library’s appearance up and remain a place that community members are proud of; a landscaping master plan will help us do that. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES Library Depreciation Reserve New Replacement Equipment Project FY20 FY21 FY22 165 CIP Project Fund Library Depreciation Reserve PROJECT NUMBER LIB20 DEPARTMENT LIBRARY PROJECT NAME Security System for the Library - cost unknown, anticipated for FY18 FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of a security system with cameras for the Library’s interior, lobby, and exterior. This will be an agenda item for discussion during an upcoming Library Board meeting. ALTERNATIVES CONSIDERED Continue without security system ADVANTAGES OF APPROVAL Increased safety of Library customers and staff; increased security for the many thousands of dollars of materials, equipment and art in the Library. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES Library Depreciation Fund New Replacement Equipment Project FY20 FY21 FY22 166 CIP Project Fund Library Depreciation Reserve PROJECT NUMBER LIB21 DEPARTMENT Library PROJECT NAME Task chairs for public and staff FY18 $20,000 FY19 Unscheduled DESCRIPTION OF PROJECT Purchase 75 task chairs to replace worn out public and staff chairs that were purchased ten years ago and have been in constant use since then. ALTERNATIVES CONSIDERED Continue to use chairs that are currently in use until they disintegrate. ADVANTAGES OF APPROVAL Ensure comfort and safety of the staff and patrons in need of appropriate seating. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES Library Depreciation Fund New Replacement Equipment Project FY20 FY21 FY22 167 CIP Project Fund Library Depreciation Reserve PROJECT NUMBER LIB22 DEPARTMENT LIBRARY PROJECT NAME New carpet for the public area of the Library. FY18 FY19 $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 FY20 FY21 FY22 168 CIP Project Fund Library Depreciation Reserve PROJECT NUMBER LIB23 DEPARTMENT LIBRARY PROJECT NAME 2 copiers: Children's Dept and staff workroom FY18 FY19 $20,000 Unscheduled DESCRIPTION OF PROJECT Place a small color copier in the Children's Department and replace the aging black & white printer in the staff workroom until it quits. 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. A new color printer in the staff workroom will help Library staff complete work efficiently. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES Library Depreciation Fund New Replacement Equipment Project FY20 FY21 FY22 169 CIP Project Fund Library Depreciation Reserve PROJECT NUMBER LIB24 DEPARTMENT LIBRARY PROJECT NAME (2) Self-check kiosk for Main and Second floo FY18 $40,000 FY19 Unscheduled DESCRIPTION OF PROJECT We need to put a self-check kiosk on the second floor to accommodate people who want to check their materials out themselves and leave, rather than waiting in line to use the self-check machines on the first floor. This is in response to numerous patron requests. It will lessen the burden on circulation staff and serve the patrons more efficiently. ALTERNATIVES CONSIDERED Continue to have no self-check machines upstairs and send everyone to the first floor Circulation desk or two kiosks. ADVANTAGES OF APPROVAL Less dependence on Library staff and greater efficiency for Library patrons. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES Library Depreciation Fund New Replacement Equipment Project FY20 FY21 FY22 170 Pa r k i n g  Fu n d Ca p i t a l  Im p r o v e m e n t  Pl a n Fi n a n c i a l  Su m m a r y Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 Unscheduled Pr o j e c t e d  Be g i n n i n g  Ba l a n c e  De d i c a t e d  to  CI P 16 6 , 6 1 6 $               17 6 , 6 1 6 $                       19 0 , 7 1 6 $               14 6 , 2 4 2 $               17 4 , 8 6 2 $           12 5 , 9 1 4 $              Ca s h  In  Lie u  of  Pa r k i n g    Pl u s :    Pa r k i n g  Re v e n u e s  De d i c a t e d  to  Ca p i t a l ‐ $                                 44 , 1 0 0 $                           46 , 3 0 5 $                   48 , 6 2 0 $                51 , 0 5 1 $               53 , 6 0 4 $               ‐$                          Pl u s :    Do w n t o w n  TI F  In t e r e s t  Co n t r i b u t i o n 10 , 0 0 0 $                   10 , 0 0 0 $                           10 , 0 0 0 $                   10 , 0 0 0 $                 10 , 0 0 0 $               10 , 0 0 0 $                  Pl u s :    TI F  Co n t r i b u t i o n  fo r  pa r k i n g  lo t  re d e s i g n  an d  im p r o v . ‐ $                                 25 0 , 0 0 0 $                       30 0 , 0 0 0 $               28 0 , 0 0 0 $              17 0 , 0 0 0 $              Pl u s :    Ad d i t i o n a l  TI F  Co n t r i b u t i o n  Re q u e s t ‐ $                             ‐ $                                Le s s :   Sc h e d u l e d  CI P  Co s t s  (a d j u s t e d ) ‐ $                                 (2 9 0 , 0 0 0 ) $                   (4 0 0 , 7 7 9 ) $           (3 1 0 , 0 0 0 ) $          (2 8 0 , 0 0 0 ) $         (4 5 , 0 0 0 ) $             (2,310,000)$          Pr o j e c t e d  Ye a r ‐En d  Ca s h  De d i c a t e d  to  CI P 17 6 , 6 1 6 $               19 0 , 7 1 6 $                       14 6 , 2 4 2 $               17 4 , 8 6 2 $               12 5 , 9 1 4 $           14 4 , 5 1 7 $           As s u m p t i o n s  Ma d e  fo r  Re v e n u e  Es t i m a t e s : Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 FY 2 0 F Y 2 1 F Y 2 2 Es t i m a t e d  An n u a l  Pa r k i n g  Fu n d  Re v e n u e s 70 0 , 0 0 0 $                     70 0 , 0 0 0 $                            73 5 , 0 0 0 $                    77 1 , 7 5 0 $                  81 0 , 3 3 8 $                 85 0 , 8 5 4 $                    Es t i m a t e d  Gr o w t h  in  Re v e n u e s ‐                                            5% 5% 5% 5% 5% To t a l  Es t i m a t e d  Re v e n u e s 70 0 , 0 0 0 $                     73 5 , 0 0 0 $                            77 1 , 7 5 0 $                    81 0 , 3 3 8 $                  85 0 , 8 5 4 $                 89 3 , 3 9 7 $                 Cu r r e n t  Re v e n u e s  De d i c a t e d  to  CI P  % 0. 0 % 0. 0 % 6. 0 % 6. 0 % 6 . 0 % 6 . 0 %    Pl u s :    In c r e a s e  De d i c a t e d  to  Ca p i t a l  Im p r o v e m e n t s  % 0. 0 % 6. 0 % 0. 0 % 0. 0 % 0 . 0 % 0 . 0 %    To t a l  % De d i c a t e d  to  CI P 0. 0 % 6. 0 % 6. 0 % 6. 0 % 6 . 0 % 6 . 0 % To t a l  Es t i m a t e d  Re v e n u e s  De d i c a t e d  to  Ca p i t a l ‐ $                                     44 , 1 0 0 $                              46 , 3 0 5 $                      48 , 6 2 0 $                    51 , 0 5 1 $                   53 , 6 0 4 $                   Pr o j e c t e d Pr o j e c t e d CU R R E N T 2,5 0 0 , 0 0 0 2,2 5 0 , 0 0 0 2,0 0 0 , 0 0 0 1,7 5 0 , 0 0 0 1,5 0 0 , 0 0 0 1,2 5 0 , 0 0 0 1,0 0 0 , 0 0 0 75 0 , 0 0 0 50 0 , 0 0 0 25 0 , 0 0 0 0 Pa r k i n g  Fu n d  Ca p i t a l  Pr o j e c t s   171 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 Pa r k i n g  Fu n d GF 1 9 9 PA R K I N G PR O F E S S I O N A L  BU I L D I N G   RE C O N F I G U R A T I O N  ‐   PH A S E  2 $3 5 , 7 7 9 P0 0 1 PA R K I N G WI L L S O N  LO T  RE 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  PA R K I N G  LO T  HA R D W A R E  &  SO F T W A R E  SY S T E M S $1 5 , 0 0 0 $1 5 , 0 0 0 $1 5 , 0 0 0 $15,000 P0 1 2 PA R K I N G AR M O R Y  LO T  RE D E S I G N  AN D   IM P R O V E M E N T S $2 5 0 , 0 0 0 P0 1 3 PA R K I N G BL A C K  (C A R N E G I E )  LO T  RE D E S I G N  &  IM P R O V E M E N T S $410,000 P0 1 4 PA R K I N G PA R K I N G  GA R A G E  CR A C K  MA I N T E N A N C E   AN D  RE P A I R $5 , 0 0 0 $0 $5 , 0 0 0 $2 0 , 0 0 0 $5 , 0 0 0 $20,000 P0 1 5 PA R K I N G PA R K I N G  GA R A G E  RO O F  PR O J E C T $400,000 P0 1 6 PA R K I N G PU R C H A S E  OF  PR O P E R T Y  FO R  FU T U R E   PA R K I N G  FA C I L I T I E S  IN  TH E  DO W N T O W N   PA R K I N G  DI S T R I C T . $1,500,000 P0 1 7 PA R K I N G RO U S E  PA R K I N G  LO T  RE ‐DE S I G N  AN 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  VE H I C L E  LE A S E S $1 0 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 $10,000 P0 2 1 PA R K I N G PO R T A B L E  RA D I O  RE P L A C E M E N T $2 0 , 0 0 0 P0 2 2 PA R K I N G PA R K I N G  GA R A G E  AN D  CI T A T I O N   EQ U I P M E N T $2 5 0 , 0 0 0 P0 2 3 PA R K I N G PA R K I N G  GA R A G E  SE C U R I T Y  CA M E R A S $2 5 , 0 0 0 Su m m a r y  f or    Pa r k i n g  Fu n d  (13  it e m s ) To t a l s  by  ye a r : $2 8 0 , 0 0 0 $ 4 5 , 0 0 0 $2 9 0 , 0 0 0 $2,310,000 FY 2 1 FY22 FY 1 8 Unscheduled FY 2 0 $3 1 0 , 0 0 0 $4 0 0 , 7 7 9 FY 1 9 172 CIP Project Fund Parking Fund PROJECT NUMBER GF199 DEPARTMENT PARKING PROJECT NAME PROFESSIONAL BUILDING RECONFIGURATION - Phase 2 FY18 FY19 $35,779 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, Parking, Water New Replacement Equipment Project FY20 FY21 FY22 173 CIP Project Fund Parking Fund PROJECT NUMBER P001 DEPARTMENT PARKING PROJECT NAME Willson Lot Redesign FY18 FY19 $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 FY20 FY21 FY22 174 CIP Project Fund Parking Fund PROJECT NUMBER P004 DEPARTMENT PARKING PROJECT NAME Surface Parking Lot Hardware & Software Systems FY18 FY19 $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 FY20 $15,000 FY21 $15,000 FY22 $15,000 175 CIP Project Fund Parking Fund PROJECT NUMBER P012 DEPARTMENT PARKING PROJECT NAME Armory Lot Redesign and Improvements FY18 FY19 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 FY20 FY21 $250,000 FY22 176 CIP Project Fund Parking Fund PROJECT NUMBER P013 DEPARTMENT PARKING PROJECT NAME Black (Carnegie) Lot Redesign & Improvements FY18 FY19 Unscheduled $410,000 DESCRIPTION OF PROJECT Improve the parking lot with layout, set-backs, landscaping, signage, lighting, sidewalks, and required storm water treatment infrastructure. This site may provide an important location for a regional underground storm water retention and treatment system under the parking surface. 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 Contribution. Potential for Stormwater program funding. New Replacement Equipment Project FY20 FY21 FY22 177 CIP Project Fund Parking Fund PROJECT NUMBER P014 DEPARTMENT PARKING PROJECT NAME Parking Garage Crack Maintenance and Repair FY18 $5,000 FY19 $20,000 Unscheduled $0 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 FY20 $5,000 FY21 $5,000 FY22 $20,000 178 CIP Project Fund Parking Fund PROJECT NUMBER P015 DEPARTMENT PARKING PROJECT NAME Parking Garage Roof Project FY18 FY19 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 FY20 FY21 FY22 179 CIP Project Fund Parking Fund PROJECT NUMBER P016 DEPARTMENT PARKING PROJECT NAME Purchase of property for future parking facilities in the Downtown Parking District. FY18 FY19 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 FY20 FY21 FY22 180 CIP Project Fund Parking Fund PROJECT NUMBER P017 DEPARTMENT PARKING PROJECT NAME Rouse Parking Lot Re-design and Improvements FY18 FY19 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 FY20 $280,000 FY21 FY22 181 CIP Project Fund Parking Fund PROJECT NUMBER P020 DEPARTMENT PARKING PROJECT NAME Parking Vehicle Leases FY18 $10,000 FY19 $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/mp. 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 FY20 $10,000 FY21 $10,000 FY22 $10,000 182 CIP Project Fund Parking Fund PROJECT NUMBER P021 DEPARTMENT PARKING PROJECT NAME Portable Radio Replacement FY18 FY19 $20,000 Unscheduled DESCRIPTION OF PROJECT This replacement project is dependent on the technology determination for the City’s police and fire departments. We recommend using the same platform (digital trunked) as police and fire, and the cost of the units will be similar to those specified for that system. ALTERNATIVES CONSIDERED Continue the use of the current portables to the point of failure. Purchase less expensive models. ADVANTAGES OF APPROVAL These portable radios are the primary means of emergency communications with 9-1-1 and police units. Providing the Parking Enforcement Officers with reliable push-to-talk communications improves safety and efficiency of staff by ensuring they are in immediate contact should they need help themselves or need to report an emergency during their patrols. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Routine maintenance and battery replacements. FUNDING SOURCES Parking Fund New Replacement Equipment Project FY20 FY21 FY22 183 CIP Project Fund Parking Fund PROJECT NUMBER P022 DEPARTMENT PARKING PROJECT NAME Parking Garage and Citation Equipment FY18 $250,000 FY19 Unscheduled DESCRIPTION OF PROJECT The parking garage equipment (barrier gates, card readers, ticket machines and pay stations) were purchased and installed in 2008. As the parking garage is not staffed, this equipment must be highly reliable and operate with limited staff intervention. Too often breakdowns strand parking customers in the garage until the gates are forced open, driven through, or are opened manually by staff. These malfunctions anger customers and diminish trust in the facility and of local government operations in general. Additionally, hotels using the garage for parking are requesting equipment to provide validation tickets for their customers. Our current system does not allow this capability in an affordable package. New technology and user interfaces will improve reliability and customer experience and allow for increased revenue through more reliable equipment operation and enforcement. The Parking Commission reordered the priorities previously listed in the CIP to accommodate tax increment funding and fund the replacement of the garage equipment and citation software (thought to be a software as service purchase). ALTERNATIVES CONSIDERED Continue to use the current equipment and interfaces. ADVANTAGES OF APPROVAL Parking customers will experience improved payment options and reliability in the operation of the garage. Garage revenue will increase as the gates will operate more regularly. Staff will spend less time repairing equipment and responding to calls for malfunctioning gates and payment machines. Public trust in the garage and parking operations will most likely improve while equipment damage and vandalism will likely decrease. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Standard maintenance agreements FUNDING SOURCES Parking Fund, TIF New Replacement Equipment Project FY20 FY21 FY22 184 CIP Project Fund Parking Fund PROJECT NUMBER P023 DEPARTMENT PARKING PROJECT NAME Parking Garage Security Cameras FY18 $25,000 FY19 Unscheduled DESCRIPTION OF PROJECT Presently Bridger Park has two video cameras coving the exit gates on Mendenhall and Black Streets. The cameras, while high quality, do not provide adequate security of the garage. It has been the plan to install additional cameras in key locations, but we have been limited by the speed of our internet connection. The installation of fiber in the garage has provided the needed bandwidth to install additional cameras to provide security on all levels and the stairwells. ALTERNATIVES CONSIDERED Continue to monitor only the exit gates. ADVANTAGES OF APPROVAL Increased security. We anticipate the installation of additional cameras will provide an important deterrence and will help the police to identify vehicles and those who choose to commit acts of vandalism and other criminal behavior. We may also receive additional reimbursements form the courts for damaged equipment if the parties responsible can be identified. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Maintenance for vandalized cameras and equipment. FUNDING SOURCES Parking Fund New Replacement Equipment Project FY20 FY21 FY22 185 186 So l i d  Wa s t e  Co l l e c t i o n  & Re c y c l i n g Ca p i t a l  Im p r o v e m e n t  Pl a n Fi n a n c i a l  Su m m a r y Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 Unscheduled Pr o j e c t e d  Be g i n n i n g  Re s e r v e  Ba l a n c e  De d i c a t e d  to  CI P 14 5 , 0 0 0 $                               31 , 7 1 0 $                           60 , 2 5 6 $                   24 1 , 7 2 9 $        187,275 $         480,099 $     ‐$                   Pl u s :    Re v e n u e s  De d i c a t e d  to  CI P 43 6 , 7 1 0 $                               45 8 , 5 4 6 $                       48 1 , 4 7 3 $               50 5 , 5 4 7 $        530,824 $         557,365 $     ‐$                   Le s s :    Ca r r y o v e r  Ca p i t a l  fr o m  FY 1 6 (4 4 0 , 0 0 0 ) $                                Le s s :    Sc h e d u l e d  CI P  Pr o j e c t  Co s t s (1 1 0 , 0 0 0 ) $                             (4 3 0 , 0 0 0 ) $                     (3 0 0 , 0 0 0 ) $               (5 6 0 , 0 0 0 ) $     (238,000) $       (250,000)$    Pr o j e c t e d  Ye a r ‐En d  Ca s h  De d i c a t e d  to  CI P 31 , 7 1 0 $                                     60 , 2 5 6 $                           24 1 , 7 2 9 $               18 7 , 2 7 5 $        480,099 $         787,465 $     ‐$                As s u m p t i o n s  Ma d e  fo r  Re v e n u e  Es t i m a t e s : Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 Es t i m a t e d  An n u a l  Re v e n u e s 3, 3 5 9 , 3 0 9 $                               3, 3 5 9 , 3 0 9 $                     3, 5 2 7 , 2 7 4 $             3, 7 0 3 , 6 3 8 $     3,888,820 $       4,083,261 $        Es t i m a t e d  An n u a l  In c r e a s e  in  Re v e n u e s    ‐   5. 0 % 5. 0 % 5 . 0 % 5 . 0 % 5 . 0 % To t a l  Es t i m a t e d  Re v e n u e s 3, 3 5 9 , 3 0 9 $                               3, 5 2 7 , 2 7 4 $                     3, 7 0 3 , 6 3 8 $             3, 8 8 8 , 8 2 0 $     4,083,261 $       4,287,424 $     Cu r r e n t  Re v e n u e s  De d i c a t e d  to  CI P  % 13 . 0 % 13 . 0 % 1 3 . 0 % 1 3 . 0 % 1 3 . 0 % 1 3 . 0 %    Pl u s :    In c r e a s e  De d i c a t e d  to  CI P 0. 0 % 0. 0 % 0. 0 % 0 . 0 % 0 . 0 % 0 . 0 %    To t a l  % De d i c a t e d  to  CI P 13 . 0 % 13 . 0 % 1 3 . 0 % 1 3 . 0 % 1 3 . 0 % 1 3 . 0 % To t a l  Es t i m a t e d  Re v e n u e s  De d i c a t e d  to  CI P 43 6 , 7 1 0 $                                     45 8 , 5 4 6 $                             48 1 , 4 7 3 $                   50 5 , 5 4 7 $           530,824 $               557,365 $        No t e :    20 1 2  Ra t e  St u d y  id e n t i f i e s  $3 6 7 , 0 0 0  in  total  annual   de p r e c i a t i o n  ex p e n s e . Pr o j e c t e d Pr o j e c t e d CU R R E N T 60 0 , 0 0 0 50 0 , 0 0 0 40 0 , 0 0 0 30 0 , 0 0 0 20 0 , 0 0 0 10 0 , 0 0 0 0 So l i d  Wa s t e  Pr o j e c t s  & Eq u i p m e n t   187 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 So l i d  Wa s t e SW 3 2 CO L L E C T I O N FR O N T  LO A D  TR U C K  RE 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  LO A D  TR U C K  ‐   NE W  (A D D I T I O N A L   RO U T E ) $2 9 0 , 0 0 0 SW 3 8 CO L L E C T I O N SI D E  LO A D  TR U C K  RE P L A C E M E N T  OF   AS S E T  #3 3 6 7 $3 0 0 , 0 0 0 SW 4 2 CO L L E C T I O N ST O R A G E  BU I L D I N G $1 3 0 , 0 0 0 SW 4 5 CO L L E C T I O N TO T E  DE L I V E R Y  TR 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  TR U C K $2 0 0 , 0 0 0 SW 4 9 CO L L E C T I O N SI D E  LO A D  TR U C K  ‐   RE P L A C E M E N T  OF   AS S E T  #3 4 5 2 $3 0 0 , 0 0 0 $2 3 8 , 0 0 0 $4 3 0 , 0 0 0 $3 0 0 , 0 0 0 $5 6 0 , 0 0 0 So l i d  Wa s t e SW 4 7 SO L I D  WA S T E SO L I D  WA S T E  RA T E  ST U D Y $50,000 SW 4 8 SO L I D  WA S T E TR O M M E L  SC R E E N $200,000 $250,000 Su m m a r y  f or    So l i d  Wa s t e  (9  it e m s ) To t a l s  by  ye a r : $2 3 8 , 0 0 0 $ 2 5 0 , 0 0 0 $4 3 0 , 0 0 0 FY 2 1 FY22 FY 1 8 Unscheduled FY 2 0 $5 6 0 , 0 0 0 $3 0 0 , 0 0 0 FY 1 9 188 CIP Project Fund Solid Waste PROJECT NUMBER SW32 DEPARTMENT COLLECTION PROJECT NAME Front Load Truck Replacement FY18 FY19 Unscheduled DESCRIPTION OF PROJECT This truck is a replacement for an existing front-load truck currently collecting residential and commercial refuse. Describe the criticality (i.e., importance) of this project to the operation: This equipment is critical to the operation of the Solid Waste Division. Customer depend on refuse removal on their collection day How is efficiency improved with this equipment: Efficiency is improved with this equipment on the chassis side with increased fuel efficiency and emission reductions What is the impact (i.e., scope-of-use) for this equipment: This equipment will be used in the collection of refuse for Bozeman customers. ALTERNATIVES CONSIDERED Leasing a front-load truck. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: We will be forced to use existing equipment longer leading to higher repair costs and longer downtime of trucks not on route. Can lead to declining customer confidence resulting in loosing customer accounts. 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 FY20 $270,000 FY21 FY22 189 CIP Project Fund Solid Waste PROJECT NUMBER SW36 DEPARTMENT COLLECTION PROJECT NAME Side Load Truck - New (Additional Route) FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Side Load Truck - New (Additional Route) Describe the criticality (i.e., importance) of this project to the operation: This equipment is critical to the operation of the Solid Waste Division. Customers depend on refuse removal on their collection day How is efficiency improved with this equipment: 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. What is the impact (i.e., scope-of-use) for this equipment: This equipment will be used in the collection of refuse for Bozeman customers ALTERNATIVES CONSIDERED Leasing a side-load truck ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: We will be forced to use existing equipment longer leading to higher repair costs and longer downtime of trucks not on route. Can lead to declining customer confidence resulting in loosing customer accounts. 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 FY20 $290,000 FY21 FY22 190 CIP Project Fund Solid Waste PROJECT NUMBER SW38 DEPARTMENT COLLECTION PROJECT NAME Side Load Truck Replacement of Asset #3367 FY18 FY19 $300,000 Unscheduled DESCRIPTION OF PROJECT This truck is a replacement for an existing side-load truck currently collecting residential refuse. Describe the criticality (i.e., importance) of this project to the operation: This equipment is critical to the operation of the Solid Waste Division. Customer depend on refuse removal on their collection day. How is efficiency improved with this equipment: 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 ergonomics with joystick controls and better packer function options. What is the impact (i.e., scope-of-use) for this equipment: This equipment will be used in the collection of refuse for Bozeman customers ALTERNATIVES CONSIDERED Leasing a side-load truck ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: We will be forced to use existing equipment longer leading to higher repair costs and longer downtime of trucks not on route. Can lead to declining customer confidence resulting in loosing customer accounts. 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 FY20 FY21 FY22 191 CIP Project Fund Solid Waste PROJECT NUMBER SW42 DEPARTMENT COLLECTION PROJECT NAME Storage Building FY18 $130,000 FY19 Unscheduled DESCRIPTION OF PROJECT Solid Waste Storage Building Describe the criticality (i.e., importance) of this project to the operation: Allows us to store containers indoors out of Sunlight, container can be left in stack form and be assembled as needed. We have about 2,000 containers in stock. Also house all the repair items such as lids, wheels for each size for totes and dumpsters. ALTERNATIVES CONSIDERED Continue to store items outside ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: We continue to work outdoors in poor weather conditions to assemble 600 totes as they are off loaded. If totes are not assembled quickly, it becomes impossible to pull them apart, as the totes are stacked together. Protect equipment from the elements of weather; All of our containers can be stored inside, not collecting water, exposure to sun and be less visible to adjacent properties. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Operating costs, electricity for lights = < $1,000/ year FUNDING SOURCES 100% Solid Waste Fund New Replacement Equipment Project FY20 FY21 FY22 192 CIP Project Fund Solid Waste PROJECT NUMBER SW45 DEPARTMENT COLLECTION PROJECT NAME Tote Delivery Truck FY18 FY19 Unscheduled DESCRIPTION OF PROJECT This truck is a replacement for an existing tote delivery truck Describe the criticality (i.e., importance) of this project to the operation: 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. What is the impact (i.e., scope-of-use) for this equipment: Used for the tote management of Solid Waste customers ALTERNATIVES CONSIDERED Leasing a truck ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Will have an significant impact on the daily operation of the Solid Waste Division. The Solid Waste Division 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 FY20 FY21 $38,000 FY22 193 CIP Project Fund Solid Waste PROJECT NUMBER SW46 DEPARTMENT COLLECTION PROJECT NAME Grapple Truck FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Truck with articulating arm with clam shells that will pick up large items and place into dump box Describe the criticality (i.e., importance) of this project to the operation: Work can still be done by hand, increasing risk of back injury . How is efficiency improved with this equipment: Efficiency is accomplished thru our work comp rates. What is the impact (i.e., scope-of-use) for this equipment: This equipment will be used in the collection of bulky item and brush removal. ALTERNATIVES CONSIDERED Leasing a grapple truck ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: We continue to collect these large items by hand. 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 FY20 FY21 $200,000 FY22 194 CIP Project Fund Solid Waste PROJECT NUMBER SW47 DEPARTMENT SOLID WASTE PROJECT NAME Solid Waste Rate Study FY18 FY19 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 Customers will be appropriately charged for their garbage and recycling services. 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 FY20 FY21 FY22 $50,000 195 CIP Project Fund Solid Waste PROJECT NUMBER SW48 DEPARTMENT SOLID WASTE PROJECT NAME Trommel Screen FY18 FY19 Unscheduled DESCRIPTION OF PROJECT A screen that can separate out garbage from finished compost and separate the size of compost. Describe the criticality (i.e., importance) of this project to the operation: This is the final stage of the composting process. How is efficiency improved with this equipment: Currently we do not have the ability to accomplish this task. ALTERNATIVES CONSIDERED Rental of this equipment is not available ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: We continue to stockpile. The Solid Waste Division 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 FY20 FY21 FY22 $200,000 196 CIP Project Fund Solid Waste PROJECT NUMBER SW49 DEPARTMENT COLLECTION PROJECT NAME Side Load Truck - Replacement of Asset #3452 FY18 $300,000 FY19 Unscheduled DESCRIPTION OF PROJECT Side Load Truck - Replacement of Asset #3452 Describe the criticality (i.e., importance) of this project to the operation: This equipment is critical to the operation of the Solid Waste Division. Customers depend on refuse removal on their collection day. How is efficiency improved with this equipment: 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 ergonomics with joystick controls and better packer function options. What is the impact (i.e., scope-of-use) for this equipment: This equipment will be used in the collection of refuse for Bozeman customers ALTERNATIVES CONSIDERED Leasing a side-load truck ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: We will be forced to use existing equipment longer leading to higher repair costs and longer downtime of trucks not on route. Can lead to declining customer confidence resulting in loosing customer accounts. 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 FY20 FY21 FY22 197 198 St o r m  Wa t e r  Ut i l i t y      Ca p i t a l  Im p r o v e m e n t  Pl a n Fi n a n c i a l  Su m m a r y Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 Unscheduled Pr o j e c t e d  Be g i n n i n g  Re s e r v e  Ba l a n c e  De d i c a t e d  to  CI P 48 9 , 0 0 0 $                                             37 5 , 9 0 1 $                           33 2 , 0 5 7 $                 30 6 , 3 9 8 $                 299,469 $               311,832 $              Pl u s :    St o r m  Wa t e r  Ut i l i t y  Fe e s  De d i c a t e d  to  Ca p i t a l 58 8 , 5 0 1 $                                             60 6 , 1 5 6 $                           62 4 , 3 4 1 $                 64 3 , 0 7 1 $                 662,363 $               682,234 $                 Le s s :    FY 1 6  Ca r r y o v e r  Ca p i t a l (1 5 1 , 6 0 0 ) $                                            Le s s :    Sc h e d u l e d  CI P  Pr o j e c t  Co s t s (5 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) $           (650,000)$        (125,000)$           Pr o j e c t e d  Ye a r ‐En d  Ca s h  De d i c a t e d  to  CI P 37 5 , 9 0 1 $                                           33 2 , 0 5 7 $                         30 6 , 3 9 8 $               29 9 , 4 6 9 $               311,832 $             344,066 $        (125,000)$           As s u m p t i o n s  Ma d e  fo r  Re v e n u e  Es t i m a t e s : Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 FY 2 0 FY21 FY22 Es t i m a t e d  An n u a l  St o r m  Wa t e r  Ut i l i t y  Re v e n u e 1, 3 0 7 , 7 8 0 $                                             1, 3 0 7 , 7 8 0 $                         1, 3 4 7 , 0 1 3 $               1, 3 8 7 , 4 2 4 $             1,429,047 $           1,471,918 $           Es t i m a t e d  An n u a l  In c r e a s e  ‐   At t r i b u t e d  to  Gr o w t h 3% 3% 3% 3%3%    Es t i m a t e d  An n u a l  In c r e a s e  ‐   Ra t e  In c r e a s e 0% 0% 0% 0%0% To t a l  Es t i m a t e d  Re v e n u e s 1, 3 0 7 , 7 8 0 $                                             1, 3 4 7 , 0 1 3 $                         1, 3 8 7 , 4 2 4 $               1, 4 2 9 , 0 4 7 $             1,471,918 $           1,516,075 $        Cu r r e n t  Re v e n u e s  De d i c a t e d  to  CI P  % 45 . 0 % 45 . 0 % 4 5 . 0 % 4 5 . 0 % 4 5 . 0 % 4 5 . 0 %    Pl u s :    In c r e a s e  De d i c a t e d  to  Ca p i t a l 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0 . 0 % 0.0%    To t a l  % De d i c a t e d  to  CI P 45 . 0 % 45 . 0 % 4 5 . 0 % 4 5 . 0 % 4 5 . 0 % 4 5 . 0 % To t a l  Es t i m a t e d  Re v e n u e s  De d i c a t e d  to  CI P 58 8 , 5 0 1 $                                                   60 6 , 1 5 6 $                               62 4 , 3 4 1 $                     64 3 , 0 7 1 $                   662,363 $                 682,234 $            Pr o j e c t e d Pr o j e c t e d 70 0 , 0 0 0 60 0 , 0 0 0 50 0 , 0 0 0 40 0 , 0 0 0 30 0 , 0 0 0 20 0 , 0 0 0 10 0 , 0 0 0 0 FY 1 7 F Y 1 8 F Y 1 9 F Y 2 0 F Y 2 1 F Y 2 2 U n s c h e d u l e d St o r m  Wa t e r  Pr o j e c t s   199 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 St o r m  Wa t e r   Fu n d ST R M 0 4 ST O R M W A T E R AN N U A L  ST O R M W A T E R  PI P E   RE H A B I L I T A T I O N  AN D  DR A I N A G E   PR O J E C T  DE S I G N $2 5 , 0 0 0 $2 5 , 0 0 0 $2 5 , 0 0 0 $2 5 , 0 0 0 $25,000 ST R M 1 0 ST O R M W A T E R AN N U A L  ST O R M W A T E R  SY S T E M   EN H A N C E M E N T  PR O J E C T  DE S I G N $2 5 , 0 0 0 $2 5 , 0 0 0 $2 5 , 0 0 0 $2 5 , 0 0 0 $25,000 ST R M 1 3 ST O R M W A T E R AN N U A L  PI P E  RE H A B I L I T A T I O N S  AN D   DR A I N A G E  PR O J E C T S $3 2 5 , 0 0 0 $1 0 5 , 0 0 0 $1 7 5 , 0 0 0 $1 7 5 , 0 0 0 $325,000 ST R M 2 0 ST O R M W A T E R ST O R M W A T E R  SY S T E M  EN H A N C E M E N T   PR O G R A M  ‐   S  BL A C K  AN D  E  CL E V E L A N D $1 0 0 , 0 0 0 ST R M 2 1 ST O R M W A T E R ST O R M W A T E R  SY S T E M  EN H A N C E M E N T   PR O G R A M  ‐   S  BO Z E M A N  AN D  E   CL E V E L A N D   $7 5 , 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  TV  VA N  RE 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 ST O R M W A T E R  SY S T E M  EN H A N C E M E N T   PR O G R A M  ‐   N  9T H  AN D  W  VI L L A R D $1 0 0 , 0 0 0 ST R M 3 2 ST O R M W A T E R ST O R M W A T E R  SY S T E M  EN H A N C E M E N T   PR O G R A M  ‐   LA N G H O R  AN D  WE S T R I D G E $7 5 , 0 0 0 ST R M 3 3 ST O R M W A T E R ST O R M W A T E R  SY S T E M  EN H A N C E M E N T   PR O G R A M  ‐   N  11 T H  AN D  W  KO C H $75,000 ST R M 3 4 ST O R M W A T E R ST O R M W A T E R  SY S T E M  EN H A N C E M E N T   PR O G R A M  ‐   N  RO U S E  AN D  E  PE A C H $7 5 , 0 0 0 ST R M 3 6 ST O R M W A T E R ST O R M W A T E R  SY S T E M  EN H A N C E M E N T   PR O G R A M  ‐   11 T H  AN D  DI C K E R S O N   $50,000 ST R M 3 7 ST O R M W A T E R ST O R M W A T E R  SY S T E M  EN H A N C E M E N T   PR O G R A M  ‐   WE S T  RI D G E $7 5 , 0 0 0 ST R M 3 8 ST O R M W A T E R ST O R M W A T E R  SY S T E M  EN H A N C E M E N T   PR O G R A M  ‐   PE A C H  AN D  4T H $1 0 0 , 0 0 0 ST R M 3 9 ST O R M W A T E R ST O R M W A T E R  SY S T E M  EN H A N C E M E N T   PR O G R A M  ‐   MA I N  AN D  BO Z E M A N $7 5 , 0 0 0 ST R M 4 0 ST O R M W A T E R ST O R M W A T E R  SY S T E M  EN H A N C E M E N T   PR O G R A M  ‐   MA I N  AN D  BL A C K $7 5 , 0 0 0 ST R M 4 1 ST O R M W A T E R ST O R M W A T E R  SY S T E M  EN H A N C E M E N T   PR O G R A M  ‐   MA I N  AN D  RO U S E $7 5 , 0 0 0 ST R M 4 2 ST O R M W A T E R ST O R M W A T E R  SY S T E M  EN H A N C E M E N T   PR O G R A M  ‐   MA S O N  AN D  TR A C Y $2 5 , 0 0 0 200 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 ST R M 4 3 ST O R M W A T E R ST O R M W A T E R  DI G I T A L  UN I V E R S A L   CA M E R A  ‐   DU C $7 0 , 0 0 0 ST R M 4 4 ST O R M W A T E R ST O R M W A T E R  SY S T E M  EN H A N C E M E N T   PR O G R A M  ‐   MA I N  AN D  WI L L S O N $7 5 , 0 0 0 ST R M 4 5 ST O R M W A T E R ST O R M W A T E R  SY S T E M  EN H A N C E M E N T   PR O G R A M  ‐   MA I N  AN D  3R D $7 5 , 0 0 0 ST R M 4 6 ST O R M W A T E R ST O R M W A T E R  SY S T E M  EN H A N C E M E N T   PR O G R A M  ‐   MA I N  AN D  GR A N D $7 5 , 0 0 0 ST R M 4 7 ST O R M W A T E R ST O R M W A T E R  SY S T E M  EN H A N C E M E N T   PR O G R A M  ‐   MA I N  AN D  TR A C Y $7 5 , 0 0 0 ST R M 4 8 ST O R M W A T E R AN N U A L  PE D E S T R I A N  RA M P   RE P L A C E M E N T  PR O G R A M $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 $100,000 ST R M 4 9 ST O R M W A T E R ST O R M W A T E R  SY S T E M  EN H A N C E M E N T   PR O G R A M  ‐   11 T H  AN D  AL D E R S O N $50,000 $6 5 0 , 0 0 0 $650,000 $6 5 0 , 0 0 0 $6 5 0 , 0 0 0 $6 5 0 , 0 0 0 $125,000 Su m m a r y  f or    St o r m  Wa t e r  Fu n d  (24  it e m s ) To t a l s  by  ye a r : $6 5 0 , 0 0 0 $ 6 5 0 , 0 0 0 $6 5 0 , 0 0 0 $125,000 FY 2 1 FY22 FY 1 8 Unscheduled FY 2 0 $6 5 0 , 0 0 0 $6 5 0 , 0 0 0 FY 1 9 201 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM04 DEPARTMENT STORMWATER PROJECT NAME Annual Stormwater Pipe Rehabilitation and Drainage Project Design FY18 $25,000 FY19 $25,000 Unscheduled DESCRIPTION OF PROJECT The hiring of a qualified firm to complete engineering design for scheduled pipe rehabilitation and drainage projects. Describe the criticality (i.e., importance) of this project to the operation: Allows staff to complete projects on time by having the discretion to assign design work to external consultants when internal engineering services are not available. How is this project leveraged with other stakeholders/projects/funds: Design work is combined with other Public Work projects when possible, such as road reconstructions and utility replacements. ALTERNATIVES CONSIDERED Internal engineering staff complete design work when available. ADVANTAGES OF APPROVAL Professional design and timely completion of scheduled pipe and drainage projects. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED N/A FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 $25,000 FY21 $25,000 FY22 $25,000 202 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM10 DEPARTMENT STORMWATER PROJECT NAME Annual Stormwater System Enhancement Project Design FY18 $25,000 FY19 $25,000 Unscheduled DESCRIPTION OF PROJECT The hiring of a qualified firm to complete engineering design for scheduled system enhancement projects. Describe the criticality (i.e., importance) of this project to the operation: Allows staff to complete projects on time by having the discretion to assign design work to external consultants when internal engineering services are not available. How is this project leveraged with other stakeholders/projects/funds: Design work is combined with other Public Work projects when possible, such as road reconstructions and utility replacements. ALTERNATIVES CONSIDERED Internal engineering staff complete design work. ADVANTAGES OF APPROVAL Professional design and timely completion of scheduled system enhancement projects. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED N/A FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 $25,000 FY21 $25,000 FY22 $25,000 203 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM13 DEPARTMENT STORMWATER PROJECT NAME Annual Pipe Rehabilitations and Drainage Projects FY18 $105,000 FY19 $175,000 Unscheduled DESCRIPTION OF PROJECT The hiring of a contractor to complete infrastructure repairs and improvement projects, increasing the stormwater system's structural integrity and conveyance capacity. Describe the criticality (i.e., importance) of this project to the operation: Allows staff to focus on the operation and maintenance of the stormwater system. How is capacity affected by this project: The capacity of the stormwater system will be increased through the upsizing of pipes. What safety or risk measures are mitigated with this project: Decreased likelihood of road failure, flooding, environmental degradation, and a drop in level-of-service to rate payers. How is this project leveraged with other stakeholders/projects/funds: Funds may be saved and accumulated over a multi-year period or joined with other water/sewer pipe rehabilitation projects. A determination on how to allocate funds will occur annually during the CIP process. ALTERNATIVES CONSIDERED City staff complete pipe rehabilitation and drainage projects, reducing the resources applied towards system maintenance. ADVANTAGES OF APPROVAL Proactive approach to the repair and replacement of stormwater infrastructure that has or is likely to fail, increasing system efficiency and customer service. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED N/A FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 $175,000 FY21 $325,000 FY22 $325,000 204 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM20 DEPARTMENT STORMWATER PROJECT NAME Stormwater System Enhancement Program - S Black And E Cleveland FY18 FY19 $100,000 Unscheduled DESCRIPTION OF PROJECT Installation of an in-line stormwater sediment, trash, and oil separation unit Describe the criticality (i.e., importance) of this project to the operation: Treatment unit is an industry standard practice and the best suited treatment option given the drainage area's size, land use, and pollutants of concern. What safety or risk measures are mitigated with this project: Decreased pollutant loading into Bozeman Creek, reducing liabilities associated with environmental non-compliance, community health, and aquatic ecosystem degradation. What regulations or standards are attained with this project: Measurable step toward the City's goal of delisting Bozeman Creek from the Montana DEQ's list of impaired waterbodies. Also, the project will be credited under the City's MS4 Discharge Permit, which requires the implementation of practices, programs, and technologies that reduce local waterway degradation caused by stormwater. ALTERNATIVES CONSIDERED Continued discharge of untreated stormwater into Bozeman Creek. ADVANTAGES OF APPROVAL Provides stormwater treatment and permit compliance ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Semi-annual maintenance completed by crews using existing equipment. The workflow includes the vacuuming and disposal of settled debris, pollutants, and trash, which takes approx. 1-hour to complete per unit. FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 FY21 FY22 205 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM21 DEPARTMENT STORMWATER PROJECT NAME Stormwater System Enhancement Program - S Bozeman And E Cleveland FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of an in-line stormwater sediment, trash, and oil separation unit Describe the criticality (i.e., importance) of this project to the operation: Treatment unit is an industry standard practice and the best suited treatment option given the drainage area's size, land use, and pollutants of concern. What safety or risk measures are mitigated with this project: Decreased pollutant loading into Bozeman Creek, reducing liabilities associated with environmental non-compliance, community health, and aquatic ecosystem degradation. What regulations or standards are attained with this project: Measurable step toward the City's goal of delisting Bozeman Creek from the Montana DEQ's list of impaired waterbodies. Also, the project will be credited under the City's MS4 Discharge Permit, which requires the implementation of practices, programs, and technologies that reduce local waterway degradation caused by stormwater. ALTERNATIVES CONSIDERED Continued discharge of untreated stormwater into Bozeman Creek. ADVANTAGES OF APPROVAL Provides stormwater treatment and permit compliance ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Semi-annual maintenance completed by crews using existing equipment. The workflow includes the vacuuming and disposal of settled debris, pollutants, and trash, which takes approx. 1-hour to complete per unit. FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 $75,000 FY21 FY22 206 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM26 DEPARTMENT STORMWATER PROJECT NAME Stormwater TV Van Refurbishment FY18 FY19 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. Describe the criticality (i.e., importance) of this project to the operation: This equipment is critical in assessing structural failures in the City's underground stormwater system. Which infrastructure assets are maintained by this equipment: Stormwater InfrastructureHow is efficiency improved with this equipment: Allows the City to identify troubled areas and allocate resources to fix. What is the impact (i.e., scope-of-use) for this equipment: Significantly improves operation efficiency, budget allocation, and project planning. What are the implications of deferring the purchase of this equipment: Existing equipment breaks down and is not functional. 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 FY20 FY21 FY22 207 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM31 DEPARTMENT STORMWATER PROJECT NAME Stormwater System Enhancement Program - N 9th And W Villard FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of an in-line stormwater sediment, trash, and oil separation unit Describe the criticality (i.e., importance) of this project to the operation: Treatment unit is an industry standard practice and the best suited treatment option given the drainage area's size, land use, and pollutants of concern. What safety or risk measures are mitigated with this project: Decreased pollutant loading into Bozeman Creek, reducing liabilities associated with environmental non-compliance, community health, and aquatic ecosystem degradation. What regulations or standards are attained with this project: Measurable step toward the City's goal of delisting Bozeman Creek from the Montana DEQ's list of impaired waterbodies. Also, the project will be credited under the City's MS4 Discharge Permit, which requires the implementation of practices, programs, and technologies that reduce local waterway degradation caused by stormwater. ALTERNATIVES CONSIDERED Continued discharge of untreated stormwater into Bozeman Creek. ADVANTAGES OF APPROVAL Provides stormwater treatment and permit compliance ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Semi-annual maintenance completed by crews using existing equipment. The workflow includes the vacuuming and disposal of settled debris, pollutants, and trash, which takes approx. 1-hour to complete per unit. FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 $100,000 FY21 FY22 208 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM32 DEPARTMENT STORMWATER PROJECT NAME Stormwater System Enhancement Program - Langhor And Westridge FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of an in-line stormwater sediment, trash, and oil separation unit Describe the criticality (i.e., importance) of this project to the operation: Treatment unit is an industry standard practice and the best suited treatment option given the drainage area's size, land use, and pollutants of concern. What safety or risk measures are mitigated with this project: Decreased pollutant loading into Bozeman Creek, reducing liabilities associated with environmental non-compliance, community health, and aquatic ecosystem degradation. What regulations or standards are attained with this project: Measurable step toward the City's goal of delisting Bozeman Creek from the Montana DEQ's list of impaired waterbodies. Also, the project will be credited under the City's MS4 Discharge Permit, which requires the implementation of practices, programs, and technologies that reduce local waterway degradation caused by stormwater. ALTERNATIVES CONSIDERED Continued discharge of untreated stormwater into Bozeman Creek. ADVANTAGES OF APPROVAL Provides stormwater treatment and permit compliance ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Provides stormwater treatment and permit compliance FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 $75,000 FY21 FY22 209 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM33 DEPARTMENT STORMWATER PROJECT NAME Stormwater System Enhancement Program - N 11th And W Koch FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of an in-line stormwater sediment, trash, and oil separation unit Describe the criticality (i.e., importance) of this project to the operation: Treatment unit is an industry standard practice and the best suited treatment option given the drainage area's size, land use, and pollutants of concern. What safety or risk measures are mitigated with this project: Decreased pollutant loading into Bozeman Creek, reducing liabilities associated with environmental non-compliance, community health, and aquatic ecosystem degradation. What regulations or standards are attained with this project: Measurable step toward the City's goal of delisting Bozeman Creek from the Montana DEQ's list of impaired waterbodies. Also, the project will be credited under the City's MS4 Discharge Permit, which requires the implementation of practices, programs, and technologies that reduce local waterway degradation caused by stormwater. ALTERNATIVES CONSIDERED Continued discharge of untreated stormwater into Bozeman Creek. ADVANTAGES OF APPROVAL Provides stormwater treatment and permit compliance ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Provides stormwater treatment and permit compliance FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 FY21 FY22 $75,000 210 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM34 DEPARTMENT STORMWATER PROJECT NAME Stormwater System Enhancement Program - N Rouse And E Peach FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of an in-line stormwater sediment, trash, and oil separation unit Describe the criticality (i.e., importance) of this project to the operation: Treatment unit is an industry standard practice and the best suited treatment option given the drainage area's size, land use, and pollutants of concern. What safety or risk measures are mitigated with this project: Decreased pollutant loading into Bozeman Creek, reducing liabilities associated with environmental non-compliance, community health, and aquatic ecosystem degradation. What regulations or standards are attained with this project: Measurable step toward the City's goal of delisting Bozeman Creek from the Montana DEQ's list of impaired waterbodies. Also, the project will be credited under the City's MS4 Discharge Permit, which requires the implementation of practices, programs, and technologies that reduce local waterway degradation caused by stormwater. ALTERNATIVES CONSIDERED Continued discharge of untreated stormwater into Bozeman Creek. ADVANTAGES OF APPROVAL Provides stormwater treatment and permit compliance ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Semi-annual maintenance completed by crews using existing equipment. The workflow includes the vacuuming and disposal of settled debris, pollutants, and trash, which takes approx. 1-hour to complete per unit. FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 $75,000 FY21 FY22 211 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM36 DEPARTMENT STORMWATER PROJECT NAME Stormwater System Enhancement Program - 11th and Dickerson FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of an in-line stormwater sediment, trash, and oil separation unit Describe the criticality (i.e., importance) of this project to the operation: Treatment unit is an industry standard practice and the best suited treatment option given the drainage area's size, land use, and pollutants of concern. What safety or risk measures are mitigated with this project: Decreased pollutant loading into Bozeman Creek, reducing liabilities associated with environmental non-compliance, community health, and aquatic ecosystem degradation. What regulations or standards are attained with this project: Measurable step toward the City's goal of delisting Bozeman Creek from the Montana DEQ's list of impaired waterbodies. Also, the project will be credited under the City's MS4 Discharge Permit, which requires the implementation of practices, programs, and technologies that reduce local waterway degradation caused by stormwater. ALTERNATIVES CONSIDERED Continued discharge of untreated stormwater into Bozeman Creek. ADVANTAGES OF APPROVAL Provides stormwater treatment and permit compliance ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Provides stormwater treatment and permit compliance FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 FY21 FY22 $50,000 212 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM37 DEPARTMENT STORMWATER PROJECT NAME Stormwater System Enhancement Program - West ridge FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of an in-line stormwater sediment, trash, and oil separation unit Describe the criticality (i.e., importance) of this project to the operation: Treatment unit is an industry standard practice and the best suited treatment option given the drainage area's size, land use, and pollutants of concern. What safety or risk measures are mitigated with this project: Decreased pollutant loading into Bozeman Creek, reducing liabilities associated with environmental non-compliance, community health, and aquatic ecosystem degradation. What regulations or standards are attained with this project: Measurable step toward the City's goal of delisting Bozeman Creek from the Montana DEQ's list of impaired waterbodies. Also, the project will be credited under the City's MS4 Discharge Permit, which requires the implementation of practices, programs, and technologies that reduce local waterway degradation caused by stormwater. ALTERNATIVES CONSIDERED Continued discharge of untreated stormwater into Bozeman Creek. ADVANTAGES OF APPROVAL Provides stormwater treatment and permit compliance ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Provides stormwater treatment and permit compliance FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 FY21 $75,000 FY22 213 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM38 DEPARTMENT STORMWATER PROJECT NAME Stormwater System Enhancement Program - Peach and 4th FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of an in-line stormwater sediment, trash, and oil separation unit Describe the criticality (i.e., importance) of this project to the operation: Treatment unit is an industry standard practice and the best suited treatment option given the drainage area's size, land use, and pollutants of concern. What safety or risk measures are mitigated with this project: Decreased pollutant loading into Bozeman Creek, reducing liabilities associated with environmental non-compliance, community health, and aquatic ecosystem degradation. What regulations or standards are attained with this project: Measurable step toward the City's goal of delisting Bozeman Creek from the Montana DEQ's list of impaired waterbodies. Also, the project will be credited under the City's MS4 Discharge Permit, which requires the implementation of practices, programs, and technologies that reduce local waterway degradation caused by stormwater. ALTERNATIVES CONSIDERED Continued discharge of untreated stormwater into Bozeman Creek. ADVANTAGES OF APPROVAL Provides stormwater treatment and permit compliance ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Provides stormwater treatment and permit compliance FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 FY21 $100,000 FY22 214 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM39 DEPARTMENT STORMWATER PROJECT NAME Stormwater System Enhancement Program - Main and Bozeman FY18 FY19 $75,000 Unscheduled DESCRIPTION OF PROJECT Installation of an in-line stormwater sediment, trash, and oil separation unit Describe the criticality (i.e., importance) of this project to the operation: Treatment unit is an industry standard practice and the best suited treatment option given the drainage area's size, land use, and pollutants of concern. What safety or risk measures are mitigated with this project: Decreased pollutant loading into Bozeman Creek, reducing liabilities associated with environmental non-compliance, community health, and aquatic ecosystem degradation. What regulations or standards are attained with this project: Measurable step toward the City's goal of delisting Bozeman Creek from the Montana DEQ's list of impaired waterbodies. Also, the project will be credited under the City's MS4 Discharge Permit, which requires the implementation of practices, programs, and technologies that reduce local waterway degradation caused by stormwater. ALTERNATIVES CONSIDERED Continued discharge of untreated stormwater into Bozeman Creek. ADVANTAGES OF APPROVAL Provides stormwater treatment and permit compliance ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Semi-annual maintenance completed by crews using existing equipment. The workflow includes the vacuuming and disposal of settled debris, pollutants, and trash, which takes approx. 1-hour to complete per unit. FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 FY21 FY22 215 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM40 DEPARTMENT STORMWATER PROJECT NAME Stormwater System Enhancement Program - Main and Black FY18 FY19 $75,000 Unscheduled DESCRIPTION OF PROJECT Installation of an in-line stormwater sediment, trash, and oil separation unit Describe the criticality (i.e., importance) of this project to the operation: Treatment unit is an industry standard practice and the best suited treatment option given the drainage area's size, land use, and pollutants of concern. What safety or risk measures are mitigated with this project: Decreased pollutant loading into Bozeman Creek, reducing liabilities associated with environmental non-compliance, community health, and aquatic ecosystem degradation. What regulations or standards are attained with this project: Measurable step toward the City's goal of delisting Bozeman Creek from the Montana DEQ's list of impaired waterbodies. Also, the project will be credited under the City's MS4 Discharge Permit, which requires the implementation of practices, programs, and technologies that reduce local waterway degradation caused by stormwater. ALTERNATIVES CONSIDERED Continued discharge of untreated stormwater into Bozeman Creek. ADVANTAGES OF APPROVAL Provides stormwater treatment and permit compliance ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Semi-annual maintenance completed by crews using existing equipment. The workflow includes the vacuuming and disposal of settled debris, pollutants, and trash, which takes approx. 1-hour to complete per unit. FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 FY21 FY22 216 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM41 DEPARTMENT STORMWATER PROJECT NAME Stormwater System Enhancement Program - Main and Rouse FY18 FY19 $75,000 Unscheduled DESCRIPTION OF PROJECT Installation of an in-line stormwater sediment, trash, and oil separation unit Describe the criticality (i.e., importance) of this project to the operation: Treatment unit is an industry standard practice and the best suited treatment option given the drainage area's size, land use, and pollutants of concern. What safety or risk measures are mitigated with this project: Decreased pollutant loading into Bozeman Creek, reducing liabilities associated with environmental non-compliance, community health, and aquatic ecosystem degradation. What regulations or standards are attained with this project: Measurable step toward the City's goal of delisting Bozeman Creek from the Montana DEQ's list of impaired waterbodies. Also, the project will be credited under the City's MS4 Discharge Permit, which requires the implementation of practices, programs, and technologies that reduce local waterway degradation caused by stormwater. ALTERNATIVES CONSIDERED Continued discharge of untreated stormwater into Bozeman Creek. ADVANTAGES OF APPROVAL Provides stormwater treatment and permit compliance ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Semi-annual maintenance completed by crews using existing equipment. The workflow includes the vacuuming and disposal of settled debris, pollutants, and trash, which takes approx. 1-hour to complete per unit. FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 FY21 FY22 217 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM42 DEPARTMENT STORMWATER PROJECT NAME Stormwater System Enhancement Program - Mason and Tracy FY18 $25,000 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of an in-line stormwater sediment, trash, and oil separation unit Describe the criticality (i.e., importance) of this project to the operation: Treatment unit is an industry standard practice and the best suited treatment option given the drainage area's size, land use, and pollutants of concern. What safety or risk measures are mitigated with this project: Decreased pollutant loading into Bozeman Creek, reducing liabilities associated with environmental non-compliance, community health, and aquatic ecosystem degradation. What regulations or standards are attained with this project: Measurable step toward the City's goal of delisting Bozeman Creek from the Montana DEQ's list of impaired waterbodies. Also, the project will be credited under the City's MS4 Discharge Permit, which requires the implementation of practices, programs, and technologies that reduce local waterway degradation caused by stormwater. ALTERNATIVES CONSIDERED Continued discharge of untreated stormwater into Bozeman Creek. ADVANTAGES OF APPROVAL Provides stormwater treatment and permit compliance ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Provides stormwater treatment and permit compliance FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 FY21 FY22 218 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM43 DEPARTMENT STORMWATER PROJECT NAME Stormwater Digital Universal Camera - DUC FY18 $70,000 FY19 Unscheduled DESCRIPTION OF PROJECT Stormwater Digital Universal Camera Describe the criticality (i.e., importance) of this project to the operation: This camera is critical to accessing the condition of the sewer main along with the Pipeline Assessment program we use. Our goal is to inspect the entire collection system once every 5 years. Which infrastructure assets are maintained by this equipment: The Digital Universal Camera (DUC) is a semi-autonomous, high resolution digital CCTV side scanning camera designed for rapid and detailed condition assessment of our wastewater system. How is efficiency improved with this equipment: This camera allows us to TV the main non-stop will allows us to increase the amount of pipe we TV in a day up to 5 to 10 times more than the traditional stop and go method that we now use. What are the implications of deferring the purchase of this equipment: As we gain more miles of main every year we will have to adjust our goal of every main being televised once every five years to six or seven with the current stop and go technology we use. How is this project leveraged with other stakeholders/projects/funds: The condition assessment of our mains is critical in determining the priority of sewer main replacement. ALTERNATIVES CONSIDERED Continue to use the stop and go method (SAG) and take longer to TV the mains. We have a goal to TV the entire system every 5 years, this is getting harder to do with the increasing growth of our collection system. ADVANTAGES OF APPROVAL This camera allows us to TV the main non-stop will allows us to increase the amount of pipe we TV in a day up to 5 to 10 times more than the traditional stop and go method that we now use. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Placing electronic equipment in raw sewage is hard to predict costs I believe there will be little or no more costs than our present camera. FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 FY21 FY22 219 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM44 DEPARTMENT STORMWATER PROJECT NAME Stormwater System Enhancement Program - Main and Willson FY18 $75,000 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of an in-line stormwater sediment, trash, and oil separation unit Describe the criticality (i.e., importance) of this project to the operation: Treatment unit is an industry standard practice and the best suited treatment option given the drainage area's size, land use, and pollutants of concern. What safety or risk measures are mitigated with this project: Decreased pollutant loading into Bozeman Creek, reducing liabilities associated with environmental non-compliance, community health, and aquatic ecosystem degradation. What regulations or standards are attained with this project: Measurable step toward the City's goal of delisting Bozeman Creek from the Montana DEQ's list of impaired waterbodies. Also, the project will be credited under the City's MS4 Discharge Permit, which requires the implementation of practices, programs, and technologies that reduce local waterway degradation caused by stormwater. ALTERNATIVES CONSIDERED Continued discharge of untreated stormwater into Bozeman Creek. ADVANTAGES OF APPROVAL Provides stormwater treatment and permit compliance ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Semi-annual maintenance completed by crews using existing equipment. The workflow includes the vacuuming and disposal of settled debris, pollutants, and trash, which takes approx. 1-hour to complete per unit. FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 FY21 FY22 220 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM45 DEPARTMENT STORMWATER PROJECT NAME Stormwater System Enhancement Program - Main and 3rd FY18 $75,000 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of an in-line stormwater sediment, trash, and oil separation unit Describe the criticality (i.e., importance) of this project to the operation: Treatment unit is an industry standard practice and the best suited treatment option given the drainage area's size, land use, and pollutants of concern. What safety or risk measures are mitigated with this project: Decreased pollutant loading into Bozeman Creek, reducing liabilities associated with environmental non-compliance, community health, and aquatic ecosystem degradation. What regulations or standards are attained with this project: Measurable step toward the City's goal of delisting Bozeman Creek from the Montana DEQ's list of impaired waterbodies. Also, the project will be credited under the City's MS4 Discharge Permit, which requires the implementation of practices, programs, and technologies that reduce local waterway degradation caused by stormwater. ALTERNATIVES CONSIDERED Continued discharge of untreated stormwater into Bozeman Creek. ADVANTAGES OF APPROVAL Provides stormwater treatment and permit compliance ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Semi-annual maintenance completed by crews using existing equipment. The workflow includes the vacuuming and disposal of settled debris, pollutants, and trash, which takes approx. 1-hour to complete per unit. FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 FY21 FY22 221 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM46 DEPARTMENT STORMWATER PROJECT NAME Stormwater System Enhancement Program - Main and Grand FY18 $75,000 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of an in-line stormwater sediment, trash, and oil separation unit Describe the criticality (i.e., importance) of this project to the operation: Treatment unit is an industry standard practice and the best suited treatment option given the drainage area's size, land use, and pollutants of concern. What safety or risk measures are mitigated with this project: Decreased pollutant loading into Bozeman Creek, reducing liabilities associated with environmental non-compliance, community health, and aquatic ecosystem degradation. What regulations or standards are attained with this project: Measurable step toward the City's goal of delisting Bozeman Creek from the Montana DEQ's list of impaired waterbodies. Also, the project will be credited under the City's MS4 Discharge Permit, which requires the implementation of practices, programs, and technologies that reduce local waterway degradation caused by stormwater. ALTERNATIVES CONSIDERED Continued discharge of untreated stormwater into Bozeman Creek. ADVANTAGES OF APPROVAL Provides stormwater treatment and permit compliance ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Semi-annual maintenance completed by crews using existing equipment. The workflow includes the vacuuming and disposal of settled debris, pollutants, and trash, which takes approx. 1-hour to complete per unit. FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 FY21 FY22 222 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM47 DEPARTMENT STORMWATER PROJECT NAME Stormwater System Enhancement Program - Main and Tracy FY18 $75,000 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of an in-line stormwater sediment, trash, and oil separation unit Describe the criticality (i.e., importance) of this project to the operation: Treatment unit is an industry standard practice and the best suited treatment option given the drainage area's size, land use, and pollutants of concern. What safety or risk measures are mitigated with this project: Decreased pollutant loading into Bozeman Creek, reducing liabilities associated with environmental non-compliance, community health, and aquatic ecosystem degradation. What regulations or standards are attained with this project: Measurable step toward the City's goal of delisting Bozeman Creek from the Montana DEQ's list of impaired waterbodies. Also, the project will be credited under the City's MS4 Discharge Permit, which requires the implementation of practices, programs, and technologies that reduce local waterway degradation caused by stormwater. ALTERNATIVES CONSIDERED Continued discharge of untreated stormwater into Bozeman Creek. ADVANTAGES OF APPROVAL Provides stormwater treatment and permit compliance ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Semi-annual maintenance completed by crews using existing equipment. The workflow includes the vacuuming and disposal of settled debris, pollutants, and trash, which takes approx. 1-hour to complete per unit. FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 FY21 FY22 223 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM48 DEPARTMENT STORMWATER PROJECT NAME Annual Pedestrian Ramp Replacement Program FY18 $100,000 FY19 $100,000 Unscheduled DESCRIPTION OF PROJECT This annual program provides funding to continue upgrading pedestrian ramps to ADA compliance How is connectivity affected by this project: A curb/pedestrian ramp provides an accessible route that people with disabilities can use to safely transition from a roadway to a curbed sidewalk and vice versa. What safety or risk measures are mitigated with this project: Without access to properly developed ramps onto sidewalks, people with disabilities are forced to risk their personal safety by traveling in the street. What regulations or standards are attained with this project: Upgrading CoB pedestrian 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). How is this project leveraged with other stakeholders/projects/funds: The cost of this project will be 1/2 street maintenance fund and 1/2 stormwater fund. Cost split is appropriate because typically pedestrian ramp improvements also require replacement of stormwater inlets and catch basins. 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 FY20 $100,000 FY21 $100,000 FY22 $100,000 224 CIP Project Fund Storm Water Fund PROJECT NUMBER STRM49 DEPARTMENT STORMWATER PROJECT NAME Stormwater System Enhancement Program - 11th and Alderson FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of an in-line stormwater sediment, trash, and oil separation unit Describe the criticality (i.e., importance) of this project to the operation: Treatment unit is an industry standard practice and the best suited treatment option given the drainage area's size, land use, and pollutants of concern. What safety or risk measures are mitigated with this project: Decreased pollutant loading into Bozeman Creek, reducing liabilities associated with environmental non-compliance, community health, and aquatic ecosystem degradation. What regulations or standards are attained with this project: Measurable step toward the City's goal of delisting Bozeman Creek from the Montana DEQ's list of impaired waterbodies. Also, the project will be credited under the City's MS4 Discharge Permit, which requires the implementation of practices, programs, and technologies that reduce local waterway degradation caused by stormwater. ALTERNATIVES CONSIDERED Continued discharge of untreated stormwater into Bozeman Creek. ADVANTAGES OF APPROVAL Provides stormwater treatment and permit compliance ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Provides stormwater treatment and permit compliance FUNDING SOURCES Stormwater Fund New Replacement Equipment Project FY20 FY21 FY22 $50,000 225 226 St r e e t  an d  Cu r b  Re c o n s t r u c t i o n s   Fu n d  50 4 Ca p i t a l  Im p r o v e m e n t  Pl a n Fi n a n c i a l  Su m m a r y Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 Unscheduled Pr o j e c t e d  Be g i n n i n g  Re s e r v e  Ba l a n c e  De d i c a t e d  to  CI P 74 , 2 0 9 $                   (6 5 3 , 6 3 7 ) $                     (4 1 6 , 2 3 8 ) $             (6 0 2 , 5 3 8 ) $           (6 7 , 0 9 9 ) $             375,300 $                  Pl u s :    St r e e t  Ma i n t e n a n c e  As s e s s m e n t s  De d i c a t e d   67 3 , 7 7 3 $               70 0 , 9 9 3 $                       71 5 , 0 1 3 $               72 9 , 3 1 3 $             74 3 , 8 9 9 $           758,777 $                  Pl u s :    SI D  fo r  We s t  Ol i v e  ‐   SC R 0 3  ‐   15 % 23 6 , 7 5 6 $                  Pl u s :    SI D  fo r  So u t h  Gr a n d  ‐   SC R 0 4  ‐  75 % 1, 5 8 8 , 7 8 1 $                    Pl u s :    SI D  fo r  We s t  Li n c o l n  ‐   SC R 2 0  ‐   75 % 12 6 , 0 0 0 $                          Pl u s :    SI D  fo r  So u t h  Tr a c y  ‐   SC R 0 9  ‐   50 % 67 3 , 3 1 3 $                  Pl u s :    SI D  fo r  So u t h  Bl a c k  ‐   SC R 0 8  ‐   75 % 40 1 , 6 2 5 $                Pl u s :    SI D  fo r  No r t h  Tr a c y  ‐   SC R 1 0  ‐   50 % 24 1 , 5 0 0 $              Pl u s :    SI D  fo r  No r t h  17 t h  ‐   SC R 1 6  ‐  75 % 511,875 $                Le s s :    Sc h e d u l e d  CI P  Pr o j e c t  Co s t s (1 , 6 3 8 , 3 7 5 ) $     (2 , 1 7 8 , 3 7 5 ) $             (1 , 5 7 4 , 6 2 5 ) $     (5 9 5 , 5 0 0 ) $           (5 4 3 , 0 0 0 ) $         (742,500) $           (13,157,375)$     Pr o j e c t e d  Ye a r ‐En d  Ca s h  De d i c a t e d  to  CI P (6 5 3 , 6 3 7 ) $             (4 1 6 , 2 3 8 ) $                     (6 0 2 , 5 3 8 ) $             (6 7 , 0 9 9 ) $               37 5 , 3 0 0 $           903,452 $               As s u m p t i o n s  Ma d e  fo r  Re v e n u e  Es t i m a t e s : Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 FY 2 0 F Y 2 1 F Y 2 2 To t a l  Es t i m a t e d  An n u a l  St r e e t  As s e s s m e n t  Re v e n u e 4, 3 4 6 , 9 2 0 $               4, 4 3 3 , 8 5 8 $                       4, 5 2 2 , 5 3 6 $               4, 6 1 2 , 9 8 6 $            4, 7 0 5 , 2 4 6 $           4,799,351 $                Es t i m a t e d  An n u a l  In c r e a s e  ‐   At t r i b u t e d  to  An n e x a t i o n s 2% 2% 2% 2% 2% To t a l  Es t i m a t e d  Re v e n u e s 4, 3 4 6 , 9 2 0 $               4, 5 2 2 , 5 3 6 $                       4, 6 1 2 , 9 8 6 $               4, 7 0 5 , 2 4 6 $            4, 7 9 9 , 3 5 1 $           4,895,338 $             Cu r r e n t  Re v e n u e s  De d i c a t e d  to  St r e e t  & Cu r b  CI P  % 15 . 5 % 15 . 5 % 1 5 . 5 % 1 5 . 5 % 1 5 . 5 % 1 5 . 5 %    Pl u s :   In c r e a s e  De d i c a t e d  to  Re c o n s t r u c t i o n  & Cu r b s 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0 . 0 % 0.0%   To t a l  % De d i c a t e d  to  CI P 15 . 5 % 15 . 5 % 1 5 . 5 % 1 5 . 5 % 1 5 . 5 % 1 5 . 5 % To t a l  Es t i m a t e d  Re v e n u e s  De d i c a t e d  to  CI P 67 3 , 7 7 3 $                     70 0 , 9 9 3 $                             71 5 , 0 1 3 $                     72 9 , 3 1 3 $                  74 3 , 8 9 9 $                 758,777 $                   Pr o j e c t e d Pr o j e c t e d CU R R E N T 14 , 0 0 0 , 0 0 0 12 , 0 0 0 , 0 0 0 10 , 0 0 0 , 0 0 0 8, 0 0 0 , 0 0 0 6, 0 0 0 , 0 0 0 4, 0 0 0 , 0 0 0 2, 0 0 0 , 0 0 0 0 St r e e t  Re c o n s t r u c t i o n  Pr o j e c t s   227 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 St r e e t  & Cu r b   Re p l a c e m e n t  Fu n d SC R 0 1 EN G I N E E R I N G AN N U A L  CU R B  RE P L A C E M E N T  &  CO N C R E T E  RE P A I R  PR O G R A M $6 0 , 0 0 0 $6 0 , 0 0 0 $6 0 , 0 0 0 $6 0 , 0 0 0 $60,000 SC R 0 3 EN G I N E E R I N G W  OL I V E  (8 T H  TO  TR A C Y )  ‐   DE S I G N  AN D   CO N S T R U C T I O N $1,441,125 SC R 0 4 EN G I N E E R I N G S  GR A N D  (O L I V E  TO  HA Y E S )  ‐   DE S I G N  AN D   CO N S T R U C T I O N $2 , 1 1 8 , 3 7 5 SC R 0 5 EN G I N E E R I N G N  GR A N D  (M E N D E N H A L  TO  PE A C H )  ‐   DE S I G N  AN D  CO N S T R U C T I O N $989,625 SC R 0 7 EN G I N E E R I N G S  3R D  (O L I V E  TO  CL E V E L A N D )  ‐   DE S I G N   AN D  CO N S T R U C T I O N $1,548,750 SC R 0 8 EN G I N E E R I N G S  BL A C K  (C O L L E G E  TO  S  CU L ‐DE ‐SA C )  ‐   DE S I G N  AN D  CO N S T R U C T I O N $5 3 5 , 5 0 0 SC R 0 9 EN G I N E E R I N G S  TR A C Y  (B A B C O C K  TO  CO L L E G E )  ‐   DE S I G N  AN D  CO N S T R U C T I O N $1 , 3 4 6 , 6 2 5 SC R 1 0 EN G I N E E R I N G N  TR A C Y  (V I L L A R D  TO  PE A C H )  ‐   DE S I G N   AN D  CO N S T R U C T I O N $4 8 3 , 0 0 0 SC R 1 1 EN G I N E E R I N G S  4T H  AV E  (C O L L E G E  TO  BA B C O C K )  ‐   DE S I G N  AN D  CO N S T R U C T I O N $1,295,000 SC R 1 2 EN G I N E E R I N G W  KO C H  (8 T H  TO  TR A C Y )  ‐   DE S I G N  AN D   CO N S T R U C T I O N $1,438,500 SC R 1 3 EN G I N E E R I N G S  6T H  (B A B C O C K  TO  CL E V E L A N D )  ‐   DE S I G N  AN D  CO N S T R U C T I O N $1,758,750 SC R 1 4 EN G I N E E R I N G S  5T H  (O L I V E  TO  HA Y E S )  ‐   DE S I G N  AN D   CO N S T R U C T I O N $2,121,000 SC R 1 5 EN G I N E E R I N G W  HA R R I S O N  (T R A C Y  TO  6T H )  ‐   DE S I G N   AN D  CO N S T R U C T I O N $1,084,125 SC R 1 6 EN G I N E E R I N G N  17 T H  (D U R S T O N  TO  EN D )  ‐   DE S I G N  AN D   CO N S T R U C T I O N $682,500 SC R 1 7 EN G I N E E R I N G W  CO L L E G E  (8 T H  TO  11 T H )  ‐   DE S I G N  AN D   CO N S T R U C T I O N $530,250 SC R 1 8 EN G I N E E R I N G LI N D L E Y  (K O C H  TO  OL I V E )  ‐   DE S I G N  AN D   CO N S T R U C T I O N $420,000 SC R 1 9 EN G I N E E R I N G DA V I S  (C H U R C H  TO  PL U M )  ‐   DE S I G N  AN D   CO N S T R U C T I O N $530,250 228 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 SC R 2 0 EN G I N E E R I N G W  LI N C O L N  (G R A N D  TO  WI L S O N )  ‐   DE S I G N  AN D  CO N S T R U C T I O N $1 6 8 , 0 0 0 Su m m a r y  f or    St r e e t  & Cu r b  Re p la c e m e n t  Fu n d  (18  it e m s ) To t a l s  by  ye a r : $5 4 3 , 0 0 0 $ 7 4 2 , 5 0 0 $2 , 1 7 8 , 3 7 5 $13,157,375 FY 2 1 FY22 FY 1 8 Unscheduled FY 2 0 $5 9 5 , 5 0 0 $1 , 5 7 4 , 6 2 5 FY 1 9 229 CIP Project Fund Street & Curb Replacement Fund PROJECT NUMBER SCR01 DEPARTMENT ENGINEERING PROJECT NAME Annual Curb Replacement & Concrete Repair Program FY18 $60,000 FY19 $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. Describe the criticality (i.e., importance) of this project to the operation: Medium How is capacity affected by this project: Control of stormwater is improved, facilitates better street sweeping What safety or risk measures are mitigated with this project: Broken curbs can be hazardous to vehicle tires What regulations or standards are attained with this project: Replacing dilapidated curbs to meet current standards How is this project leveraged with other stakeholders/projects/funds: 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 FY20 $60,000 FY21 $60,000 FY22 $60,000 230 CIP Project Fund Street & Curb Replacement Fund PROJECT NUMBER SCR03 DEPARTMENT ENGINEERING PROJECT NAME W Olive (8th to Tracy) - Design and Construction FY18 FY19 Unscheduled $1,441,125 DESCRIPTION OF PROJECT Reconstruction of West Olive St from 8th to Tracy, including repairs to failed curbs and gutters Describe the criticality (i.e., importance) of this project to the operation: 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. What safety or risk measures are mitigated with this project: 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 build up. What regulations or standards are attained with this project: ADA compliance and MS4 permit compliance. How is this project leveraged with other stakeholders/projects/funds: 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. Are there other affected projects: This project will trigger water, sewer, and storm drain improvements projects within the reconstruction area. 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 FY20 FY21 FY22 231 CIP Project Fund Street & Curb Replacement Fund PROJECT NUMBER SCR04 DEPARTMENT ENGINEERING PROJECT NAME S Grand (Olive to Hayes) - Design and Construction FY18 $2,118,375 FY19 Unscheduled DESCRIPTION OF PROJECT Reconstruction of South Grand Street from Olive to Hayes, including repairs to failed curbs and gutters. Describe the criticality (i.e., importance) of this project to the operation: 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. What safety or risk measures are mitigated with this project: 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 other pavement irregularities. What regulations or standards are attained with this project: ADA compliance and MS4 permit compliance. How is this project leveraged with other stakeholders/projects/funds: For planning purposes, project estimates South Grand to function as a Local Street, which would require a 75% contribution from property owners via a Special Improvement District Assessment. Are there other affected projects: This project will trigger water, sewer, and storm drain improvements projects within the reconstruction area. 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 FY20 FY21 FY22 232 CIP Project Fund Street & Curb Replacement Fund PROJECT NUMBER SCR05 DEPARTMENT ENGINEERING PROJECT NAME N Grand (Mendenhal to Peach) - Design and Construction FY18 FY19 Unscheduled $989,625 DESCRIPTION OF PROJECT Reconstruction of North Grand from Mendenhal to Peach, including repairs to failed curbs and gutters. Describe the criticality (i.e., importance) of this project to the operation: 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. What safety or risk measures are mitigated with this project: 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 build up. What regulations or standards are attained with this project: ADA compliance and MS4 permit compliance. How is this project leveraged with other stakeholders/projects/funds: For planning purposes, project estimates North Grand will function as a Local Street, which would require a 75% contribution from property owners via a Special Improvement District Assessment. Are there other affected projects: This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. 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 FY20 FY21 FY22 233 CIP Project Fund Street & Curb Replacement Fund PROJECT NUMBER SCR07 DEPARTMENT ENGINEERING PROJECT NAME S 3rd (Olive to Cleveland) - Design and Construction FY18 FY19 Unscheduled $1,548,750 DESCRIPTION OF PROJECT Reconstruction of South 3rd Ave from Olive to Cleveland, including repairs to failed curbs and gutters. Describe the criticality (i.e., importance) of this project to the operation: 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. What safety or risk measures are mitigated with this project: 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 build up. What regulations or standards are attained with this project: ADA compliance and MS4 permit compliance. How is this project leveraged with other stakeholders/projects/funds: 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. Are there other affected projects: This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. 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 FY20 FY21 FY22 234 CIP Project Fund Street & Curb Replacement Fund PROJECT NUMBER SCR08 DEPARTMENT ENGINEERING PROJECT NAME S Black (College to S Cul-De-Sac) - Design and Construction FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Reconstruction of South Black from College to the Cul-de-Sac, including repairs to failed curb and gutters. Describe the criticality (i.e., importance) of this project to the operation: 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. What safety or risk measures are mitigated with this project: 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 other pavement irregularities. What regulations or standards are attained with this project: ADA compliance and MS4 permit compliance. How is this project leveraged with other stakeholders/projects/funds: For planning purposes, project estimates South Black to function as a Local Street, which would require a 75% contribution from property owners via a Special Improvement District Assessment. Are there other affected projects: This project will trigger water, sewer, and storm drain improvements projects within the reconstruction area. 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 FY20 $535,500 FY21 FY22 235 CIP Project Fund Street & Curb Replacement Fund PROJECT NUMBER SCR09 DEPARTMENT ENGINEERING PROJECT NAME S Tracy (Babcock to College) - Design and Construction FY18 FY19 $1,346,625 Unscheduled DESCRIPTION OF PROJECT Reconstruction of South Tracy Street from Babcock to College, including repairs to failed curbs and gutters. Describe the criticality (i.e., importance) of this project to the operation: 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. What safety or risk measures are mitigated with this project: 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 build up. What regulations or standards are attained with this project: ADA compliance and MS4 permit compliance. How is this project leveraged with other stakeholders/projects/funds: For planning purposes, project estimates South Tracy to function as a Minor Collector, which would require a 50% contribution from property owners via a Special Improvement District Assessment. Are there other affected projects: This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. 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 FY20 FY21 FY22 236 CIP Project Fund Street & Curb Replacement Fund PROJECT NUMBER SCR10 DEPARTMENT ENGINEERING PROJECT NAME N Tracy (Villard to Peach) - Design and Construction FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Reconstruction of North Tracy Street from Villard to Peach, including repairs to failed curbs and gutters. Describe the criticality (i.e., importance) of this project to the operation: This project will decrease street maintenance costs, increase public safety and improve the condition of our public streets. What safety or risk measures are mitigated with this project: 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 other pavement irregularities. What regulations or standards are attained with this project: ADA compliance and MS4 permit compliance. How is this project leveraged with other stakeholders/projects/funds: 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. Are there other affected projects: This project will trigger water, sewer, and storm drain improvements projects within the reconstruction area. 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 FY20 FY21 $483,000 FY22 237 CIP Project Fund Street & Curb Replacement Fund PROJECT NUMBER SCR11 DEPARTMENT ENGINEERING PROJECT NAME S 4th Ave (College to Babcock) - Design and Construction FY18 FY19 Unscheduled $1,295,000 DESCRIPTION OF PROJECT Reconstruction of South 4th Ave from College to Babcock, including repairs to failed curbs and gutters. Describe the criticality (i.e., importance) of this project to the operation: 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. What safety or risk measures are mitigated with this project: 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 build up. What regulations or standards are attained with this project: ADA compliance and MS4 permit compliance How is this project leveraged with other stakeholders/projects/funds: For planning purposes, project estimates South 4th to function as a Local Street, which would require a 75% contribution from property owners via a Special Improvement District Assessment. Are there other affected projects: This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. 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 FY20 FY21 FY22 238 CIP Project Fund Street & Curb Replacement Fund PROJECT NUMBER SCR12 DEPARTMENT ENGINEERING PROJECT NAME W Koch (8th to Tracy) - Design and Construction FY18 FY19 Unscheduled $1,438,500 DESCRIPTION OF PROJECT Reconstruction of West Koch Street from 8th to Tracy, including repairs to failed curbs and gutters. Describe the criticality (i.e., importance) of this project to the operation: 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. What safety or risk measures are mitigated with this project: 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 build up. What regulations or standards are attained with this project: ADA compliance and MS4 permit compliance. How is this project leveraged with other stakeholders/projects/funds: 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. Are there other affected projects: This project will trigger water, sewer, and storm drain improvements projects within the reconstruction area. 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 FY20 FY21 FY22 239 CIP Project Fund Street & Curb Replacement Fund PROJECT NUMBER SCR13 DEPARTMENT ENGINEERING PROJECT NAME S 6th (Babcock to Cleveland) - Design and Construction FY18 FY19 Unscheduled $1,758,750 DESCRIPTION OF PROJECT Reconstruction of South 6th Ave from Babcock to Cleveland, including repairs to failed curbs and gutters. Describe the criticality (i.e., importance) of this project to the operation: 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. What safety or risk measures are mitigated with this project: 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 build up. What regulations or standards are attained with this project: ADA compliance and MS4 permit compliance. How is this project leveraged with other stakeholders/projects/funds: For planning purposes, project estimates South 6th to function as a Local Street, which would require a 75% contribution from property owners via a Special Improvement District Assessment. Are there other affected projects: This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. 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 FY20 FY21 FY22 240 CIP Project Fund Street & Curb Replacement Fund PROJECT NUMBER SCR14 DEPARTMENT ENGINEERING PROJECT NAME S 5th (Olive to Hayes) - Design and Construction FY18 FY19 Unscheduled $2,121,000 DESCRIPTION OF PROJECT Reconstruction of South 5th Ave from Olive to Hayes, including repairs to failed curbs and gutters. Describe the criticality (i.e., importance) of this project to the operation: 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. What safety or risk measures are mitigated with this project: 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 build up. What regulations or standards are attained with this project: ADA compliance and MS4 permit compliance. How is this project leveraged with other stakeholders/projects/funds: 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. Are there other affected projects: This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. ALTERNATIVES CONSIDERED 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 FY20 FY21 FY22 241 CIP Project Fund Street & Curb Replacement Fund PROJECT NUMBER SCR15 DEPARTMENT ENGINEERING PROJECT NAME W Harrison (Tracy to 6th) - Design and Construction FY18 FY19 Unscheduled $1,084,125 DESCRIPTION OF PROJECT Reconstruction of West Harrison from Tracy to 6th, including repairs to failed curbs and gutters. Describe the criticality (i.e., importance) of this project to the operation: 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. What safety or risk measures are mitigated with this project: 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 build up. What regulations or standards are attained with this project: ADA compliance and MS4 permit compliance. How is this project leveraged with other stakeholders/projects/funds: For planning purposes, project estimates West Harrison to function as a Local Street, which would require a 75% contribution from property owners via a Special Improvement District Assessment. Are there other affected projects: This project will trigger water, sewer, and storm drain improvements projects within the reconstruction area. 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 FY20 FY21 FY22 242 CIP Project Fund Street & Curb Replacement Fund PROJECT NUMBER SCR16 DEPARTMENT ENGINEERING PROJECT NAME N 17th (Durston to End) - Design and Construction FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Reconstruction of North 17th Ave from Durston to Waggon Wheel Trailer Park, including repairs to failed curbs and gutters. Describe the criticality (i.e., importance) of this project to the operation: 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. What safety or risk measures are mitigated with this project: 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 build up. What regulations or standards are attained with this project: ADA compliance and MS4 permit compliance. How is this project leveraged with other stakeholders/projects/funds: For planning purposes, project estimates North 17th to function as a Local Street, which would require a 75% contribution from property owners via a Special Improvement District Assessment. Are there other affected projects: This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. 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 FY20 FY21 FY22 $682,500 243 CIP Project Fund Street & Curb Replacement Fund PROJECT NUMBER SCR17 DEPARTMENT ENGINEERING PROJECT NAME W College (8th to 11th) - Design and Construction FY18 FY19 Unscheduled $530,250 DESCRIPTION OF PROJECT Reconstruction of West College from 8th to 11th, including repairs to failed curbs and gutters. Describe the criticality (i.e., importance) of this project to the operation: 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. What safety or risk measures are mitigated with this project: 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 build up. What regulations or standards are attained with this project: ADA compliance and MS4 permit compliance. How is this project leveraged with other stakeholders/projects/funds: For planning purposes, project estimates College to function as a Major Collector, which would require a 15% contribution from property owners via a Special Improvement District Assessment. Are there other affected projects: This project will trigger water, sewer, and storm drain improvements projects within the reconstruction area. 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 FY20 FY21 FY22 244 CIP Project Fund Street & Curb Replacement Fund PROJECT NUMBER SCR18 DEPARTMENT ENGINEERING PROJECT NAME Lindley (Koch to Olive) - Design and Construction FY18 FY19 Unscheduled $420,000 DESCRIPTION OF PROJECT Reconstruction of Lindley from Koch to Olive, including repairs to failed curbs and gutters Describe the criticality (i.e., importance) of this project to the operation: 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. What safety or risk measures are mitigated with this project: 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 build up. What regulations or standards are attained with this project: ADA compliance and MS4 permit compliance. How is this project leveraged with other stakeholders/projects/funds: For planning purposes, project estimates Lindley to function as a Local Street, which would require a 75% contribution from property owners via a Special Improvement District Assessment. Are there other affected projects: This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. 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 FY20 FY21 FY22 245 CIP Project Fund Street & Curb Replacement Fund PROJECT NUMBER SCR19 DEPARTMENT ENGINEERING PROJECT NAME Davis (Church to Plum) - Design and Construction FY18 FY19 Unscheduled $530,250 DESCRIPTION OF PROJECT Reconstruction of Davis from Church to Plum, including repairs to failed curbs and gutters Describe the criticality (i.e., importance) of this project to the operation: 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. What safety or risk measures are mitigated with this project: 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 build up. What regulations or standards are attained with this project: ADA compliance and MS4 permit compliance. How is this project leveraged with other stakeholders/projects/funds: 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. Are there other affected projects: This project will trigger water, sewer, and storm drain improvement projects within the reconstruction area. 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 FY20 FY21 FY22 246 CIP Project Fund Street & Curb Replacement Fund PROJECT NUMBER SCR20 DEPARTMENT ENGINEERING PROJECT NAME W Lincoln (Grand to Wilson) - Design and Construction FY18 FY19 $168,000 Unscheduled DESCRIPTION OF PROJECT Reconstruction of West Lincoln, from Grand to Wilson, including repairs to failed curbs and gutters. Describe the criticality (i.e., importance) of this project to the operation: 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. What safety or risk measures are mitigated with this project: 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 build up. What regulations or standards are attained with this project: ADA compliance and MS4 permit compliance. How is this project leveraged with other stakeholders/projects/funds: For planning purposes, project estimates Lincoln to function as a Local Street, which would require a 75% contribution from property owners via a Special Improvement District Assessment. Are there other affected projects: This project will trigger water, sewer, and storm drain improvements projects within the reconstruction area. 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 FY20 FY21 FY22 247 248 St r e e t  Im p a c t  Fe e Ca p i t a l  Im p r o v e m e n t  Pl a n   Fi n a n c i a l  Su m m a r y Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 FY 2 0 FY21 FY22 Unscheduled Pr o j e c t e d  Be g i n n i n g  Re s e r v e  Ba l a n c e  De d i c a t e d  to  CI P 13 , 1 7 2 , 0 0 0 $           8, 5 4 8 , 4 2 6 $                           (2 4 7 , 8 7 3 ) $                                 69 1 , 6 4 4 $                                   (2,764,422) $                     (1,473,291)$        Pl u s :    Im p a c t  Fe e  Re v e n u e s  De d i c a t e d  to  CI P 2, 3 8 8 , 9 0 1 $               3, 1 2 3 , 7 5 0 $                           3, 2 7 9 , 9 3 8 $                             3, 4 4 3 , 9 3 4 $                             3,616,131 $                       3,796,938 $      ‐$                          Pl u s :    Ur b a n  Fu n d s :      Le s s :    Ca r r y o v e r  FY 1 6  Ca p i t a l  Pr o j e c t s (2 , 0 6 7 , 0 0 0 ) $                Le s s :    Sc h e d u l e d  CI P  Pr o j e c t  Co s t s (4 , 9 4 5 , 4 7 5 ) $             (1 1 , 9 2 0 , 0 4 9 ) $                     (2 , 3 4 0 , 4 2 1 ) $                           (6 , 9 0 0 , 0 0 0 ) $                           (2,325,000) $                     (1,000,000)$    (36,236,584)$        Pr o j e c t e d  Ye a r ‐En d  Ca s h  De d i c a t e d  to  CI P 8, 5 4 8 , 4 2 6 $               (2 4 7 , 8 7 3 ) $                                 69 1 , 6 4 4 $                                     (2 , 7 6 4 , 4 2 2 ) $                           (1,473,291) $                     1,323,647 $      (36,236,584)$        Be g i n n i n g  Ba l a n c e  of  Pa y b a c k  Im p r o v e m e n t s : ‐ $                                                   (1 , 4 3 6 , 0 0 0 ) $                                       (1 , 4 3 6 , 0 0 0 ) $                                           (1 , 4 3 6 , 0 0 0 ) $                                        (1,436,000) $                                   (1,436,000)$                Gr a f  St r e e t  Pr o j e c t (1 , 4 3 6 , 0 0 0 ) $                              SIF 1 0 2  ‐   Pa y b a c k  Di s t r i c t      SIF 1 1 1  ‐   Pa y b a c k  Di s t r i c t      SIF 1 1 8  ‐   Pa y b a c k  Di s t r i c t      SIF 1 2 9  ‐   Pa y b a c k  Di s t r i c t En d i n g  Ba l a n c e  of  Pa y b a c k  Im p r o v e m e n t s : (1 , 4 3 6 , 0 0 0 ) $                         (1 , 4 3 6 , 0 0 0 ) $                                       (1 , 4 3 6 , 0 0 0 ) $                                           (1 , 4 3 6 , 0 0 0 ) $                                        (1,436,000) $                                   (1,436,000)$           As s u m p t i o n s  Ma d e  fo r  Re v e n u e  Es t i m a t e s : Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 FY 2 0 FY21 FY22 Es t i m a t e d  An n u a l  St r e e t  Im p a c t  Fe e  Re v e n u e s 2, 3 8 8 , 9 0 1 $                     2, 9 7 5 , 0 0 0 $                                 3,1 2 3 , 7 5 0 $                                   3, 2 7 9 , 9 3 8 $                                  3,443,93 4 $                             3,616,131 $            Es t i m a t e d  An n u a l  In c r e a s e 0. 0 % 5% 5% 5% 5%5% To t a l  Es t i m a t e d  Re v e n u e s 2, 3 8 8 , 9 0 1 $                     3, 1 2 3 , 7 5 0 $                                 3,2 7 9 , 9 3 8 $                                   3, 4 4 3 , 9 3 4 $                                  3,616,131 $                             3,796,93 8 $         Cu r r e n t  Re v e n u e s  De d i c a t e d  to  CI P  % 10 0 . 0 % 10 0 . 0 % 10 0 . 0 % 10 0 . 0 % 100.0 %100.0 %    Pl u s :    In c r e a s e  De d i c a t e d  to  St r e e t  Ca p a c i t y  Ex p a n s i o n  CI P 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0.0%0.0%    To t a l  % De d i c a t e d  to  CI P 10 0 . 0 % 10 0 . 0 % 10 0 . 0 % 10 0 . 0 % 100.0 %100.0 % To t a l  Es t i m a t e d  Re v e n u e s  De d i c a t e d  to  CI P 2, 3 8 8 , 9 0 1 $                     3, 1 2 3 , 7 5 0 $                                 3,2 7 9 , 9 3 8 $                                   3, 4 4 3 , 9 3 4 $                                  3,616,131 $                             3,796,93 8 $         *N o t e :  Th i s  sc h e d u l e  no  lo n g e r  co n t a i n s  th e  po r t i o n s  of  pr o j e c t  costs th a t  wi l l  be  pa i d  by  ot h e r  so u r c e s ,  wi t h  th e  ex c e p t i o n  of  Fe d e r a l Ur b a n  Fu n d s .      Se e  th e  "F u n d i n g  So u r c e s "  di s c u s s i o n  at  th e  bottom  of   ea c h  pr o j e c t  it e m  sh e e t .    Pr o j e c t e d Pr o j e c t e d CU R R E N T 45 , 0 0 0 , 0 0 0 40 , 0 0 0 , 0 0 0 35 , 0 0 0 , 0 0 0 30 , 0 0 0 , 0 0 0 25 , 0 0 0 , 0 0 0 20 , 0 0 0 , 0 0 0 15 , 0 0 0 , 0 0 0 10 , 0 0 0 , 0 0 0 5, 0 0 0 , 0 0 0 0 St r e e t  Im p a c t  Fe e  Pr o j e c t s   249 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 Im p a c t  Fe e s  St r e e t s SI F 0 0 1 ST R E E T  IF AN N U A L  RI G H T  OF  WA Y  AC Q U I S I T I O N $2 5 0 , 0 0 0 $2 5 0 , 0 0 0 $2 5 0 , 0 0 0 $2 5 0 , 0 0 0 $250,000 SI F 0 0 9 ST R E E T  IF KA G Y  (W I L L S O N  TO  19 T H )  ‐   CO N S T R U C T I O N $8,000,000 SI F 0 3 6 ST R E E T  IF CO T T O N W O O D  (B A B C O C K  TO   DU R S T O N )  ‐   CO N S T R U C T I O N $1 , 2 7 8 , 0 0 0 SI F 0 3 9 ST R E E T  IF FE R G U S O N  & DU R S T O N  (I N T E R S E C T I O N )  ‐   CO N S T R U C T I O N $1 , 8 0 4 , 9 7 6 SI F 0 4 6 ST R E E T  IF OA K  (N E W  HO L L A N D  TO  FE R G U S O N )  ‐   CO N S T R U C T I O N $1 , 4 0 0 , 0 0 0 SI F 0 5 7 ST R E E T  IF OA K  (F L A N D E R S  MI L L  TO  RY U N S O N   WA Y )  ‐   CO N S T R U C T I O N $1,000,000 SI F 0 5 8 ST R E E T  IF OA K  & N  27 T H  (I N T E R S E C T I O N )  ‐   CO N S T R U C T I O N $488,584 SI F 0 6 1 ST R E E T  IF OA K  & FE R G U S O N  (I N T E R S E C T I O N )  ‐   SI G N A L  CO N S T R U C T I O N $1 , 0 7 6 , 2 6 5 SI F 0 6 2 ST R E E T  IF DU R S T O N  (F O W L E R  TO  FE R G U S O N )  ‐   CO N S T R U C T I O N $7 5 7 , 4 2 1 SI F 0 6 3 ST R E E T  IF FO W L E R  & BA B C O C K  (I N T E R S E C T I O N )  ‐   CO N S T R U C T I O N $1,600,000 SI F 0 7 3 ST R E E T  IF FO W L E R  & DU R S T O N  (I N T E R S E C T I O N )  ‐   SI G N A L  CO N S T R U C T I O N $1,616,000 SI F 0 7 4 ST R E E T  IF OA K  & DA V I S  (I N T E R S E C T I O N )  ‐   RO U N D A B O U T  CO N S T R U C T I O N $1 , 4 0 9 , 2 0 6 SI F 0 7 6 ST R E E T  IF FO W L E R  CO N N E C T I O N  (H U F F I N E  TO   OA K )  ‐   DE 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 0 ST R E E T  IF FE R G U S O N  (B A X T E R  TO  OA K )  ‐   CO N S T R U C T I O N $3 3 3 , 3 3 3 SI F 0 8 6 ST R E E T  IF BA X T E R  & CO T T O N W O O D   (I N T E R S E C T I O N )  ‐   CO N S T R U C T I O N $2,000,000 SI F 0 9 8 ST R E E T  IF OA K  & CO T T O N W O O D  (I N T E R S E C T I O N )  ‐   RO U N D A B O U T  CO N S T R U C T I O N $2,192,000 SI F 1 0 2 ST R E E T  IF S  11 T H  AV E  (K A G Y  BL V D  TO  GR A F  ST   EX T E N S I O N )  ‐   CO N S T R U C T I O N * $1 , 6 0 0 , 0 0 0 250 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 SI F 1 0 4 ST R E E T  IF CO T T O N W O O D  & BA B C O C K   (I N T E R S E C T I O N )  ‐   SI G N A L  CO N S T R U C T I O N $1 , 1 4 8 , 2 6 9 SI F 1 0 5 ST R E E T  IF CO T T O N W O O D  (D U R S T O N  TO  OA K )  ‐   CO N S T R U C T I O N $1,240,000 SI F 1 0 6 ST R E E T  IF TR A N S P O R T A T I O N  DE M A N D   MA N A G E M E N T  CO N T R A C T $5 0 , 0 0 0 $5 0 , 0 0 0 SI F 1 0 8 ST R E E T  IF S  3R D  AN D  GR A F  ‐   SI G N A L  CO N S T R U C T I O N $8 0 0 , 0 0 0 SI F 1 0 9 ST R E E T  IF OA K  (R O U S E  TH R O U G H  CA N N E R Y   DI S T R I C T )  ‐   CO 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  IF MA N L E Y  & GR I F F I N  (I N T E R S E C T I O N )  ‐   CO 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  IF HI G H L A N D  (M A I N  TO  KA G Y )  ‐   CO N S T R U C T I O N  & DE S I G N * $5,000,000 SI F 1 1 2 ST R E E T  IF HI G H L A N D  & MA I N  IN T E R S E C T I O N   IM P R O V E M E N T S $1 2 0 , 0 0 0 SI F 1 1 3 ST R E E T  IF GR I F F I N  (7 T H  TO  RO U S E )  ‐   CO N S T R U C T I O N $3 , 0 0 0 , 0 0 0 SI F 1 1 4 ST R E E T  IF FO W L E R  CO N N E C T I O N  (H U F F I N E  TO   OA K )  ‐   CO N S T R U C T I O N $3,750,000 SI F 1 1 5 ST R E E T  IF CO L L E G E  (1 1 T H  TO  19 T H )  ‐   CO N S T R U C T I O N $550,000 SI F 1 1 6 ST R E E T  IF BR I D G E R  DR  & ST O R Y  MI L L  RD   (I N T E R S E C T I O N )  ‐   CO N S T R U C T I O N $800,000 SI F 1 1 7 ST R E E T  IF ST O R Y  MI L L  (G R I F F I N  TO  BR I D G E R )  ‐   CO N S T R U C T I O N $2 2 5 , 0 0 0 SI F 1 1 8 ST R E E T  IF BA B C O C K  (1 1 T H  AV E  TO  19 T H  AV E )  ‐   CO N S T R U C T I O N * $750,000 SI F 1 1 8 ST R E E T  IF BA B C O C K  (1 1 T H  AV E  TO  19 T H  AV E )  ‐   DE S I G N * $2 5 0 , 0 0 0 SI F 1 2 1 ST R E E T  IF BA X T E R  & DA V I S  (I N T E R S E C T I O N )  ‐   CO N S T R U C T I O N $2 , 0 0 0 , 0 0 0 SI F 1 2 2 ST R E E T  IF BA B C O C K  & FE R G U S O N  (I N T E R S E C T I O N )  ‐   CO N S T R U C T I O N $8 0 0 , 0 0 0 SI F 1 2 3 ST R E E T  IF BR I D G E R  DR  & ST O R Y  MI L L  RD   (I N T E R S E C T I O N )  ‐   DE S I G N * $200,000 SI F 1 2 5 ST R E E T  IF CO L L E G E  (1 1 T H  TO  19 T H )  ‐   DE S I G N $1 0 0 , 0 0 0 SI F 1 2 7 ST R E E T  IF FO W L E R  RI G H T  OF  WA Y  PU R C H A S E $1 , 0 0 0 , 0 0 0 251 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 SI F 1 2 8 ST R E E T  IF KA G Y  (W I L L S O N  TO  HI G H L A N D )  ‐   DE S I G N $500,000 SI F 1 2 9 ST R E E T  IF KA G Y  (W I L L S O N  TO  HI G H L A N D )  ‐   CO N S T R U C T I O N * $6,000,000 SI F 1 3 0 ST R E E T  IF KA G Y  (1 9 T H  TO  WI L L S O N )  IN T E R I M   IM P R O V E M E N T S $5 0 0 , 0 0 0 SI F 1 3 1 ST R E E T  IF S  3R D  AN D  GR A F  ‐   SI G N A L  DE S I G N $1 5 0 , 0 0 0 SI F 1 3 2 ST R E E T  IF ST O R Y  MI L L  (G R I F F I N  TO  BR 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  IF GR I F F I N  CO R R I D O R  DE S I G N $2 5 0 , 0 0 0 SI F 1 3 4 ST R E E T  IF OA K  (C O T T O N W O O D  TO  FL A N D E R S   MI L L )  ‐   CO N S T R U C T I O N $1,300,000 SI F 1 3 5 ST R E E T  IF OA K  (F E R G U S O N  TO  RY U N S O N  WA Y )  ‐   CO N S T R U C T I O N $1 0 0 , 0 0 0 Su m m a r y  f or    Im p ac t  Fe e s  St r e e t s  (45  it e m s ) To t a l s  by  ye a r : $2 , 3 2 5 , 0 0 0 $ 1 , 0 0 0 , 0 0 0 $1 1 , 9 2 0 , 0 4 9 $36,236,584 FY 2 1 FY22 FY 1 8 Unscheduled FY 2 0 $6 , 9 0 0 , 0 0 0 $2 , 3 4 0 , 4 2 1 FY 1 9 252 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF001 DEPARTMENT STREET IF PROJECT NAME Annual Right Of Way Acquisition FY18 $250,000 FY19 $250,000 Unscheduled DESCRIPTION OF PROJECT Annual allocation available for right-of-way purchases as they become available. Describe the criticality (i.e., importance) of this project to the operation: Purchasing additional right-of-way can be critical to expanding the capacity of streets in the city. How is capacity affected by this project: Additional right-of-way is directly related to capacity expansion. In all cases the only reason additional R/W is required is that the existing roadway is being expanded. How is connectivity affected by this project: Purchasing additional right-of-way may be critical to connecting elements of the transportation network. What regulations or standards are attained with this project: Conformance with the City Transportation Master Plan is obtained. How is this project leveraged with other stakeholders/projects/funds: Purchase of R/W is often a prerequisite for construction of the critical elements of the transportation network. Are there other affected projects: 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 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 100% Street Impact Fees New Replacement Equipment Project FY20 $250,000 FY21 $250,000 FY22 $250,000 253 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF009 DEPARTMENT STREET IF PROJECT NAME Kagy (Willson to 19th) - Construction FY18 FY19 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. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project directly increase capacity by adding additional travel lanes, dedicated bike lanes and sidewalks and making improvements to the intersections. How is connectivity affected by this project: 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. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. Are there other affected projects: 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 FY20 FY21 FY22 254 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF036 DEPARTMENT STREET IF PROJECT NAME Cottonwood (Babcock to Durston) - Construction FY18 $1,278,000 FY19 Unscheduled DESCRIPTION OF PROJECT The project consists of finishing Cottonwood Road from Babcock to Durston to a five lane urban arterial standard. Describe the criticality (i.e., importance) of this project to the operation: 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 is also failing in this section because of heavy traffic and subbase degradation. Failure to complete this section will likely result in large maintenance expenses. How is capacity affected by this project: This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Cottonwood 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. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan is attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: Cottonwood corridor street improvements, intersection improvements at Cottonwood and Babcock and Cottonwood and Durston. ALTERNATIVES CONSIDERED SID, payback district, incremental construction by adjacent development. 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. Added maintenance costs are expected if this project is not completed within the next 2-3 years. FUNDING SOURCES This project is funded by Street Impact Fees ($1,278,000) and the Arterial & Collector District ($1,278,000). 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 $1,278,000). New Replacement Equipment Project FY20 FY21 FY22 255 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF039 DEPARTMENT STREET IF PROJECT NAME Ferguson & Durston (Intersection) - Construction FY18 $1,804,976 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of a roundabout at the intersection of Ferguson and Durston Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This intersection is currently 4-way stop controlled. Replacing it with a roundabout will greatly increase it's capacity. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity that is affected. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. Are there other affected projects: The Ferguson Road Improvement project. 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 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 ($1,804,976) and the Arterial & Collector District ($451,244). New Replacement Equipment Project FY20 FY21 FY22 256 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF046 DEPARTMENT STREET IF PROJECT NAME Oak (New Holland to Ferguson) - Construction FY18 $1,400,000 FY19 Unscheduled DESCRIPTION OF PROJECT Complete To 5-Lane Arterial Standard Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan is attained. Are there other affected projects: Oak Street Cottonwood to Ferguson, Intersection improvements at Oak and Ferguson and Oak and Fowler. 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 will be funded by Street Impact Fees ($1,400,000) and Arterial & Collector District financing for local improvements attributed to Gallatin County - creation of Special Improvement District ($600,000). The Special Improvement District will re-pay the Arterial & Collector District Fund. New Replacement Equipment Project FY20 FY21 FY22 257 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF057 DEPARTMENT STREET IF PROJECT NAME Oak (Flanders Mill to Ryunson Way) - Construction FY18 FY19 Unscheduled $1,000,000 DESCRIPTION OF PROJECT This project is the completion of the street segment of Oak St, from Flanders Mill to Ryunson Way, to a five-lane urban principal arterial standard. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by constructing new segments of arterial roadway and by adding additional lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Completes an important east-west link between Ferguson and Cottonwood. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan is attained. How is this project leveraged with other stakeholders/projects/funds: A payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 ($1,000,000) 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 FY20 FY21 FY22 258 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF058 DEPARTMENT STREET IF PROJECT NAME Oak & N 27th (Intersection) - Construction FY18 FY19 Unscheduled $488,584 DESCRIPTION OF PROJECT Installation of a signal at the intersection of Oak and N 27th. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This intersection is currently 2-way stop controlled. Replacing it with a signal will greatly increase it's capacity. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity that is affected. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. Are there other affected projects: 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 ($488,584) and the Arterial & Collector District ($122,146). New Replacement Equipment Project FY20 FY21 FY22 259 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF061 DEPARTMENT STREET IF PROJECT NAME Oak & Ferguson (Intersection) - Signal Construction FY18 $1,076,265 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of a signal at the intersection of Oak and Ferguson. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: Development which is currently occurring as well as projects which already have approval make it clear that this intersection will no longer meet the city's LOS standard. Installation of a signal at this intersection will increase it's capacity and assist in improving the LOS at nearby intersections. How is connectivity affected by this project: Facilitates the extension of Oak Street to the west of Ferguson Road where it currently does not exist, and will eventually make the connection with Cottonwood Road. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. Are there other affected projects: Oak Street projects and Ferguson Road projects are affected.</div> 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 ($1,076,265) and Arterial & Collector District ($269,066). New Replacement Equipment Project FY20 FY21 FY22 260 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF062 DEPARTMENT STREET IF PROJECT NAME Durston (Fowler to Ferguson) - Construction FY18 FY19 $757,421 Unscheduled DESCRIPTION OF PROJECT Complete Durston Rd, from Cottonwood to Fowler, to a three-lane urban minor arterial standard Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project directly increase capacity by adding additional lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity that is affected. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan is attained. How is this project leveraged with other stakeholders/projects/funds: A payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 FY20 FY21 FY22 261 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF063 DEPARTMENT STREET IF PROJECT NAME Fowler & Babcock (Intersection) - Construction FY18 FY19 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. Describe the criticality (i.e., importance) of this project to the operation: Peak hour level of service for northbound traffic is degrading due to lack of north-south connectivity in the network. How is capacity affected by this project: This intersection is currently 1-way stop controlled. Replacing it with a signal or roundabout will greatly increase it's capacity. How is connectivity affected by this project: East-west connectivity already exists at this location. North-south connectivity is still lacking. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 FY20 FY21 FY22 262 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF073 DEPARTMENT STREET IF PROJECT NAME Fowler & Durston (Intersection) - Signal Construction FY18 FY19 Unscheduled $1,616,000 DESCRIPTION OF PROJECT Install a signal at the intersection of Fowler and Durston Describe the criticality (i.e., importance) of this project to the operation: Current LOS is acceptable. How is capacity affected by this project: This intersection is currently 1- way stop controlled. Replacing it with a signal or roundabout will greatly increase it's capacity. How is connectivity affected by this project: East-west connectivity already exists at this location. North-south connectivity is still lacking. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. Are there other affected projects: 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 important 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 FY20 FY21 FY22 263 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF074 DEPARTMENT STREET IF PROJECT NAME Oak & Davis (Intersection) - Roundabout Construction FY18 $1,409,206 FY19 Unscheduled DESCRIPTION OF PROJECT Install a roundabout at the intersection of Oak and Davis. Describe the criticality (i.e., importance) of this project to the operation: Peak hour level of service for northbound traffic is degrading due to lack of north-south connectivity in the network. Geometric deficiencies will be addressed. How is capacity affected by this project: This intersection is currently 1-way stop controlled. Replacing it with a roundabout will greatly increase it's capacity. How is connectivity affected by this project: East- west connectivity already exists at this location. North-south connectivity is still lacking. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. Are there other affected projects: Oak Street corridor improvements and Fowler corridor improvements. ALTERNATIVES CONSIDERED Accept the current geometry and level of service. 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 ($1,409,206) and the Arterial & Collector District ($352,302). New Replacement Equipment Project FY20 FY21 FY22 264 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF076 DEPARTMENT STREET IF PROJECT NAME Fowler Connection (Huffine to Oak) - Design (Includes 3 Intersections) FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Design Fowler from Huffine to Oak to an urban minor arterial standard, including three intersections. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project directly increase capacity by adding additional travel lanes, dedicated bike lanes and sidewalks and making improvements to the intersections. How is connectivity affected by this project: This project completes an important north-south connection on the west side of town. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 FY20 FY21 $500,000 FY22 265 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF080 DEPARTMENT STREET IF PROJECT NAME Ferguson (Baxter to Oak) - Construction FY18 $333,333 FY19 Unscheduled DESCRIPTION OF PROJECT Complete Ferguson from Baxter to Oak to a two lane urban collector standard with bike lanes, curb and gutter, boulevards, parking and sidewalks. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by constructing a new roadway which includes dedicated bike lanes and sidewalks. How is connectivity affected by this project: Completes an important north-south link between Baxter and Oak. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan is attained. How is this project leveraged with other stakeholders/projects/funds: A payback District or SID may be created to leverage other stakeholders. Are there other affected projects: Intersection of Ferguson and Oak. 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 ($333,333), Gallatin County ($333,333), and a developer contribution ($333,333). This budget assumes that A&C funds will be used to cover the both the County portion and the developer contribution, both to be paid back with SID or payback agreement. New Replacement Equipment Project FY20 FY21 FY22 266 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF086 DEPARTMENT STREET IF PROJECT NAME Baxter & Cottonwood (Intersection) - Construction FY18 FY19 Unscheduled $2,000,000 DESCRIPTION OF PROJECT Improve the intersection at Baxter and Cottonwood. Describe the criticality (i.e., importance) of this project to the operation: Current LOS is acceptable. How is capacity affected by this project: This intersection is currently 1-way stop controlled. Replacing it with a signal or roundabout will greatly increase it's capacity. How is connectivity affected by this project: East-west connectivity already exists at this location. North-south connectivity is still lacking. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. Are there other affected projects: 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 FY20 FY21 FY22 267 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF098 DEPARTMENT STREET IF PROJECT NAME Oak & Cottonwood (Intersection) - Roundabout Construction FY18 FY19 Unscheduled $2,192,000 DESCRIPTION OF PROJECT Installation of a roundabout at the intersection of Oak and Cottonwood. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: 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). How is connectivity affected by this project: This improvement will complete an important north-south connection on Cottonwood. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. Are there other affected projects: Cottonwood Road Improvements, 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 the Arterial & Collector District ($548,000). New Replacement Equipment Project FY20 FY21 FY22 268 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF102 DEPARTMENT STREET IF PROJECT NAME S 11th Ave (Kagy Blvd to Graf St Extension) - Construction* FY18 $1,600,000 FY19 Unscheduled DESCRIPTION OF PROJECT Complete S 11th, from Kagy to Graf, to an urban collector standard, including sidewalks, curb and gutter, and bike lanes. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by constructing a new roadway which includes dedicated bike lanes and sidewalks. How is connectivity affected by this project: Completes an important north-south connection south of Kagy. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: A payback District or SID may be created to leverage other stakeholders Are there other affected projects: Intersections of 11th and Kagy and 11th and Graf. 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. 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), with a portion reimbursed by a payback district for improvements that are related to adjacent properties. New Replacement Equipment Project FY20 FY21 FY22 269 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF104 DEPARTMENT STREET IF PROJECT NAME Cottonwood & Babcock (Intersection) - Signal Construction FY18 $1,148,269 FY19 Unscheduled DESCRIPTION OF PROJECT Installation of a traffic signal at the intersection of Cottonwood and Babcock. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This intersection is currently 2-way stop controlled. Replacing it with a signal will greatly increase it's capacity. How is connectivity affected by this project: Connectivity exists at this location, it is capacity which is being increased. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. Are there other affected projects: Cottonwood corridor improvement projects. 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, 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 ($1,148,269) and the Arterial & Collector District ($287,067). New Replacement Equipment Project FY20 FY21 FY22 270 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF105 DEPARTMENT STREET IF PROJECT NAME Cottonwood (Durston to Oak) - Construction FY18 FY19 Unscheduled $1,240,000 DESCRIPTION OF PROJECT Complete the construction of Cottonwood Road from Durston Road to Oak Street to a five-lane urban arterial standard. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: 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. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan is attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 This project is funded by Street Impact Fees ($1,240,000) and the Arterial & Collector District ($1,240,000). 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 $1,240,000). New Replacement Equipment Project FY20 FY21 FY22 271 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF106 DEPARTMENT STREET IF PROJECT NAME Transportation Demand Management Contract FY18 $50,000 FY19 $50,000 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. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: By reducing overall demand on the network How is this project leveraged with other stakeholders/projects/funds: 33% Impact Fee, 33% Montana State University, 33% Western Transportation Institute Are there other affected projects: This project has the potential to impact the network at large. 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 FY20 FY21 FY22 272 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF108 DEPARTMENT STREET IF PROJECT NAME S 3rd and Graf - Signal Construction FY18 FY19 $800,000 Unscheduled DESCRIPTION OF PROJECT Signal construction at S 3rd and Graf Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This is currently a stop controlled intersection. Installation of a roundabout will directly increase capacity. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC). Are there other affected projects: Graf Street corridor improvements. 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 ($800,000) and the Arterial & Collector District ($200,000). New Replacement Equipment Project FY20 FY21 FY22 273 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF109 DEPARTMENT STREET IF PROJECT NAME Oak (Rouse through Cannery District) - Construction FY18 FY19 $133,000 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. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project directly increase capacity by adding additional lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity that is affected. What safety or risk measures are mitigated with this project: Left turn traffic safety will be improved upon installation of left turn lanes. Pedestrian safety will be improved. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan is attained. How is this project leveraged with other stakeholders/projects/funds: 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. Are there other affected projects: 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 Cannery District 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 FY20 FY21 FY22 274 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF110 DEPARTMENT STREET IF PROJECT NAME Manley & Griffin (Intersection) - Construction FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Intersection control at Manley & Griffin Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This intersection is currently 1-way stop controlled. Replacing it with a signal will greatly increase it's capacity. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 FY20 $1,600,000 FY21 FY22 275 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF111 DEPARTMENT STREET IF PROJECT NAME Highland (Main to Kagy) - Construction & Design* FY18 FY19 Unscheduled $5,000,000 DESCRIPTION OF PROJECT Upgrade Highland, from Main to Kagy. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project directly increase capacity by adding additional lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity that is affected. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan is attained. How is this project leveraged with other stakeholders/projects/funds: A payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 FY20 FY21 FY22 276 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF112 DEPARTMENT STREET IF PROJECT NAME Highland & Main Intersection Improvements FY18 $120,000 FY19 Unscheduled DESCRIPTION OF PROJECT Improve intersection control at Highland & Main Describe the criticality (i.e., importance) of this project to the operation: 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 How is capacity affected by this project: Adding additional phases and improving geometry will increase capacity for deficient movements at this intersection. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: Highland Boulevard corridor improvements 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 100% Street Impact Fees New Replacement Equipment Project FY20 FY21 FY22 277 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF113 DEPARTMENT STREET IF PROJECT NAME Griffin (7th to Rouse) - Construction FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Construct W Griffin corridor improvements from N. 7th to Rouse to an urban minor arterial standard Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: Designed improvements will improve LOS at the key intersections and will increase capacity in the corridor as a whole. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: Intersection improvements at Griffin and 7th and Griffin and Rouse. ALTERNATIVES CONSIDERED Accept the current level of service (do nothing). 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 ($3,000,000) 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 FY20 $3,000,000 FY21 FY22 278 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF114 DEPARTMENT STREET IF PROJECT NAME Fowler Connection (Huffine to Oak) - Construction FY18 FY19 Unscheduled $3,750,000 DESCRIPTION OF PROJECT Complete the section of Fowler from Huffine to Oak Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: Allows for extension of Fowler Avenue, which will directly increase capacity. How is connectivity affected by this project: Extends an important north-south corridor on the west side of the city. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan are attained. Are there other affected projects: 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 FY20 FY21 FY22 279 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF115 DEPARTMENT STREET IF PROJECT NAME College (11th to 19th) - Construction FY18 FY19 Unscheduled $550,000 DESCRIPTION OF PROJECT Complete College, from 19th to 11th, to a principal arterial standard. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks and by improving intersection LOS How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: Urban funds could be used on this section of College. Are there other affected projects: Intersections of College/11th and College/8th. ALTERNATIVES CONSIDERED Accept the current configuration 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 None FUNDING SOURCES 50% Street Impact Fees & 50% Arterial & Collector District. New Replacement Equipment Project FY20 FY21 FY22 280 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF116 DEPARTMENT STREET IF PROJECT NAME Bridger Dr & Story Mill Rd (Intersection) - Construction FY18 FY19 Unscheduled $800,000 DESCRIPTION OF PROJECT Intersection control at Bridger and Story Mill. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: Adding additional phases and improving geometry will increase capacity for deficient movements at this intersection. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan are attained. Are there other affected projects: Story Mill, Griffin to Bridger Drive</div> 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 ($800,000) and the Arterial & Collector District ($200,000). New Replacement Equipment Project FY20 FY21 FY22 281 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF117 DEPARTMENT STREET IF PROJECT NAME Story Mill (Griffin to Bridger) - Construction FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Improve Story Mill from Griffin to Bridger Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project directly increases capacity by adding additional travel lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 ($225,000) and the Arterial & Collector District ($225,000). An SID or payback district may be created to recover the local share. New Replacement Equipment Project FY20 FY21 $225,000 FY22 282 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF118 DEPARTMENT STREET IF PROJECT NAME Babcock (11th Ave to 19th Ave) - Design* FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Design the Babcock (11th to 19th) street upgrade Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: 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 FY20 FY21 $250,000 FY22 283 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF118 DEPARTMENT STREET IF PROJECT NAME Babcock (11th Ave to 19th Ave) - Construction* FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Improve Babcock from 11th to 19th) Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded.What regulations or standards are attained with this project: Conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: 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 FY20 FY21 FY22 $750,000 284 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF121 DEPARTMENT STREET IF PROJECT NAME Baxter & Davis (Intersection) - Construction FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Install a roundabout at Baxter & Davis Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This intersection is currently 4-way stop controlled. Replacing it with a roundabout will greatly increase it's capacity. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity that is affected. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan and Level of Service Standard is attained. Are there other affected projects: 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 FY20 $2,000,000 FY21 FY22 285 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF122 DEPARTMENT STREET IF PROJECT NAME Babcock & Ferguson (Intersection) - Construction FY18 $800,000 FY19 Unscheduled DESCRIPTION OF PROJECT Install intersection improvements at Babcock & Ferguson Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This is currently a four-legged intersection with stop control on the Babcock Street approaches (east and west legs). Installation of a signal at this intersection will directly increase capacity. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. Are there other affected projects: Corridor improvements to Babcock and Ferguson. 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, 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 The total cost of this project is $1,000,000. This project is funded by Street Impact Fees ($800,000) and a developer contribution ($200,000). New Replacement Equipment Project FY20 FY21 FY22 286 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF123 DEPARTMENT STREET IF PROJECT NAME Bridger Dr & Story Mill Rd (Intersection) - Design* FY18 FY19 Unscheduled $200,000 DESCRIPTION OF PROJECT Intersection design at Bridger and Story Mill Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: Adding additional phases and improving geometry will increase capacity for deficient movements at this intersection. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan are attained. Are there other affected projects: 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 NA FUNDING SOURCES This project is funded by Street Impact Fees ($800,000) and the Arterial & Collector District ($200,000). An SID or payback district may be created to recover the local share. New Replacement Equipment Project FY20 FY21 FY22 287 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF125 DEPARTMENT STREET IF PROJECT NAME College (11th to 19th) - Design FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Design College, from 19th to 11th, to a principal arterial standard. Evaluate upgrading 11th to an Arterial Collector (from a local street). Including adding bike lanes, pedestrian crossings and removing parking. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks and by improving intersection LOS How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: Urban funds could be used on this section of College Are there other affected projects: Intersections of College/11th and College/8th. ALTERNATIVES CONSIDERED Accept the current configuration 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 50% Street Impact Fees & 50% Arterial & Collector District. New Replacement Equipment Project FY20 FY21 $100,000 FY22 288 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF127 DEPARTMENT STREET IF PROJECT NAME Fowler Right of Way Purchase FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Purchase the right of way on Fowler (Durston to Annie) Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: Allows for extension of Fowler Avenue, which will directly increase capacity. How is connectivity affected by this project: Extends an important north-south corridor on the west side of the city. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan are attained. Are there other affected projects: 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 FY20 FY21 $1,000,000 FY22 289 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF128 DEPARTMENT STREET IF PROJECT NAME Kagy (Willson to Highland) - Design FY18 FY19 Unscheduled $500,000 DESCRIPTION OF PROJECT Design Kagy, from Willson to Highland, including the intersections at Sourdough & Kagy and Highland & Kagy. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks and by improving intersection LOS. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 FY20 FY21 FY22 290 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF129 DEPARTMENT STREET IF PROJECT NAME Kagy (Willson to Highland) - Construction* FY18 FY19 Unscheduled $6,000,000 DESCRIPTION OF PROJECT Complete Kagy, from Willson to Highland, including the intersections at Sourdough & Kagy and Highland & Kagy. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by adding additional lanes, dedicated bike lanes and sidewalks and by improving intersection LOS. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 FY20 FY21 FY22 291 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF130 DEPARTMENT STREET IF PROJECT NAME Kagy (19th to Willson) Interim Improvements FY18 $500,000 FY19 Unscheduled DESCRIPTION OF PROJECT Intersection improvements at Kagy and 7th, Kagy and 11th and Kagy and 19th, minor geometric improvements such as Two Way Left Turn Lane (TWLTL). Describe the criticality (i.e., importance) of this project to the operation: The LOS on Kagy has degraded far beyond what is acceptable. Peak hour backups are now stretching across the entire corridor between 19th and Willson, affecting adjacent roadways and the overall performance of the network. How is capacity affected by this project: Improvements will improve LOS at the key intersections which will increase capacity. How is connectivity affected by this project: Connectivity already exists in this area, it is capacity that is being increased. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC). How is this project leveraged with other stakeholders/projects/funds: At the present time there is no viable way to leverage these funds with other stakeholders. Are there other affected projects: Kagy corridor improvements. ALTERNATIVES CONSIDERED Do nothing, wait until the full project can be funded. ADVANTAGES OF APPROVAL Will provide some improvement to capacity and LOS on Kagy until the full project can be built. 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 New Replacement Equipment Project FY20 FY21 FY22 292 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF131 DEPARTMENT STREET IF PROJECT NAME S 3rd and Graf - Signal Design FY18 $150,000 FY19 Unscheduled DESCRIPTION OF PROJECT Signal design at S 3rd and Graf Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This is currently a stop controlled intersection. Installation of a roundabout will directly increase capacity. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC). How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: Graf Street corridor improvements. 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 Design is 100% Impact fee eligible. New Replacement Equipment Project FY20 FY21 FY22 293 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF132 DEPARTMENT STREET IF PROJECT NAME Story Mill (Griffin to Bridger) - Design FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Story Mill design from Griffin to Bridger Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project directly increases capacity by adding additional travel lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 FY20 $50,000 FY21 FY22 294 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF133 DEPARTMENT STREET IF PROJECT NAME Griffin Corridor Design FY18 FY19 $250,000 Unscheduled DESCRIPTION OF PROJECT Design W Griffin corridor improvements from N. 7th to Rouse to an urban minor arterial standard Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: Designed improvements will improve LOS at the key intersections and will increase capacity in the corridor as a whole. How is connectivity affected by this project: Connectivity already exists at this location, it is capacity which is being expanded. What regulations or standards are attained with this project: The Level of Service (LOS) Standard (BMC) and conformance with the Transportation Master Plan are attained. How is this project leveraged with other stakeholders/projects/funds: A Payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 FY20 FY21 FY22 295 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF134 DEPARTMENT STREET IF PROJECT NAME Oak (Cottonwood to Flanders Mill) - Construction FY18 FY19 Unscheduled $1,300,000 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. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by constructing new segments of arterial roadway and by adding additional lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Completes an important east-west link between Ferguson and Cottonwood. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan is attained. How is this project leveraged with other stakeholders/projects/funds: A payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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), Arterial & Collector District of $250,000 for the local share adjacent to the City park, and an additional $250,000 from School District #7. New Replacement Equipment Project FY20 FY21 FY22 296 CIP Project Fund Impact Fees Streets PROJECT NUMBER SIF135 DEPARTMENT STREET IF PROJECT NAME Oak (Ferguson to Ryunson Way) - Construction FY18 FY19 $100,000 Unscheduled DESCRIPTION OF PROJECT This project is the completion of the street segment of Oak St, from Ferguson to Ryunson Way, to a five-lane urban principal arterial standard. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project increases capacity directly by constructing new segments of arterial roadway and by adding additional lanes, dedicated bike lanes and sidewalks. How is connectivity affected by this project: Completes an important east-west link between Ferguson and Cottonwood. What regulations or standards are attained with this project: Conformance with the Transportation Master Plan is attained. How is this project leveraged with other stakeholders/projects/funds: A payback District or SID may be created to leverage other stakeholders. Are there other affected projects: 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 ($100,000) and developer contribution. New Replacement Equipment Project FY20 FY21 FY22 297 298 St r e e t  Ma i n t e n a n c e  Di s t r i c t   Ca p i t a l  Im p r o v e m e n t  Pl a n Fi n a n c i a l  Su m m a r y Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 Unscheduled Pr o j e c t e d  Be g i n n i n g  Re s e r v e  Ba l a n c e  De d i c a t e d  to  CI P (4 8 1 , 0 1 4 ) $               (2 8 2 , 6 3 4 ) $                       (3 7 7 , 5 2 9 ) $               18 9 , 7 7 9 $             560,924 $               539,757 $           Pl u s :    St r e e t  Mt c  Re v e n u e s  De d i c a t e d  to  CI P 1, 1 0 1 , 9 4 4 $           1, 5 9 0 , 1 0 5 $                   1, 6 2 1 , 9 0 7 $           1, 6 5 4 , 3 4 6 $       1, 6 8 7 , 4 3 3 $         1,721,181 $    ‐$                      Pl u s :    Ga s  Ta x 69 3 , 9 3 6 $                 69 3 , 9 0 0 $                         69 3 , 9 0 0 $                 69 3 , 9 0 0 $             693,900 $               693,900 $            Le s s :    Sc h e d u l e d  CI P  Pr o j e c t  Co s t s (1 , 5 9 7 , 5 0 0 ) $         (2 , 3 7 8 , 9 0 0 ) $               (1 , 7 4 8 , 5 0 0 ) $       (1 , 9 7 7 , 1 0 0 ) $     (2 , 4 0 2 , 5 0 0 ) $       (2,146,789)$   (3,401,210)$     Pr o j e c t e d  Ye a r ‐En d  Ca s h  De d i c a t e d  to  CI P (2 8 2 , 6 3 4 ) $               (3 7 7 , 5 2 9 ) $                       18 9 , 7 7 9 $                 56 0 , 9 2 4 $             539,757 $               808,049 $        As s u m p t i o n s  Ma d e  fo r  Re v e n u e  Es t i m a t e s : Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 FY 2 0 FY21 FY22 Es t i m a t e d  Un d e s i g n a t e d  An n u a l  St r e e t  Mt c  Re v e n u e s 3, 6 7 3 , 1 4 7 $               3, 6 7 3 , 1 4 7 $                       4, 0 7 7 , 1 9 3 $               4, 1 5 8 , 7 3 7 $           4,241,912 $             4,326,75 0 $          Es t i m a t e d  An n u a l  In c r e a s e  ‐   At t r i b u t e d  to  An n e x a t i o n s ‐                                            2% 2% 2% 2%2%    An n u a l  In c r e a s e  in  Pa v e m e n t  Ma i n t e n a n c e ‐                                            9% 0% 0% 0%0% To t a l  Es t i m a t e d  Re v e n u e s 3, 6 7 3 , 1 4 7 $               4, 0 7 7 , 1 9 3 $                       4, 1 5 8 , 7 3 7 $               4, 2 4 1 , 9 1 2 $           4,326,75 0 $             4,413,285 $       Cu r r e n t  Re v e n u e s  De d i c a t e d  to  CI P  % 20 . 0 % 30 . 0 % 3 9 . 0 % 3 9 . 0 % 3 9 . 0 % 3 9 . 0 %    Pl u s :    In c r e a s e  De d i c a t e d  to  CI P 10 . 0 % 9. 0 % 0. 0 % 0 . 0 % 0.0% 0.0%    To t a l  % De d i c a t e d  to  CI P 30 . 0 % 39 . 0 % 3 9 . 0 % 3 9 . 0 % 3 9 . 0 % 3 9 . 0 % To t a l  Es t i m a t e d  Re v e n u e s  De d i c a t e d  to  CI P 1, 1 0 1 , 9 4 4 $               1, 5 9 0 , 1 0 5 $                       1, 6 2 1 , 9 0 7 $               1, 6 5 4 , 3 4 6 $           1,687,433 $             1,721,181 $       Pr o j e c t e d Pr o j e c t e d CU R R E N T 4, 0 0 0 , 0 0 0 3, 5 0 0 , 0 0 0 3, 0 0 0 , 0 0 0 2, 5 0 0 , 0 0 0 2, 0 0 0 , 0 0 0 1, 5 0 0 , 0 0 0 1, 0 0 0 , 0 0 0 50 0 , 0 0 0 0 St r e e t  Ma i n t e n a n c e  Pr o j e c t s  & Eq u i p m e n t   299 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 St r e e t  Ma i n t e n a n c e   Di s t r i c t PW 0 4 EN G I N E E R I N G PR O P E R T Y  ON  CO R N E R  OF  AS P E N  &  RO U S E $1 0 0 , 0 0 0 ST R 7 1 ‐18 EN G I N E E R I N G ST R E E T  MA I N T E N A N C E  MI L L  & OV E R L A Y   FY 1 8 $9 6 7 , 6 0 0 ST R 7 1 ‐19 EN G I N E E R I N G ST R E E T  MA I N T E N A N C E  MI L L  & OV E R L A Y   FY 1 9 $5 5 4 , 5 0 0 ST R 7 1 ‐20 EN G I N E E R I N G ST R E E T  MA I N T E N A N C E  MI L L  & OV E R L A Y   FY 2 0 $8 0 8 , 1 0 0 ST R 7 1 ‐21 EN G I N E E R I N G ST R E E T  MA I N T E N A N C E  MI L L  & OV E R L A Y   FY 2 1 $9 6 4 , 0 0 0 ST R 7 1 ‐22 EN G I N E E R I N G ST R E E T  MA I N T E N A N C E  MI L L  & OV E R L A Y   FY 2 2 $913,329 ST R 7 2 ‐18 EN G I N E E R I N G ST R E E T  MA I N T E N A N C E  CH I P  SE A L  FY 1 8 $1 8 5 , 3 0 0 ST R 7 2 ‐19 EN G I N E E R I N G ST R E E T  MA I N T E N A N C E  CH I P  SE A L  FY 1 9 $8 2 7 , 0 0 0 ST R 7 2 ‐20 EN G I N E E R I N G ST R E E T  MA I N T E N A N C E  CH I P  SE A L  FY 2 0 $9 1 3 , 0 0 0 ST R 7 2 ‐21 EN G I N E E R I N G ST R E E T  MA I N T E N A N C E  CH I P  SE A L  FY 2 1 $9 0 2 , 5 0 0 ST R 7 2 ‐22 EN G I N E E R I N G ST R E E T  MA I N T E N A N C E  CH I P  SE A L  FY 2 2 $727,460 PW 0 3 PU B W O R K S   AD M I N VE H I C L E  MA I N T E N A N C E  DE S I G N  &  ST O R A G E  CO N S T R U C T I O N $5 0 , 0 0 0 ST R 5 3 PU B W O R K S  AD ME N D E N H A L L  & BA B C O C K  ST R E E T S C A P E $2,076,210 ST R 0 1 ST R E E T S  OP RE P L A C E  #1 5 3 9  ‐   2W D  19 9 0  FO R D   RA N G E R $1 6 , 0 0 0 ST R 0 1 ST R E E T S  OP RE P L A C E  #2 7 4 9  ‐   19 9 7  FO R D  1  TO N   MA N U A L  TR A N S M I S S I O N  F3 5 0 $4 5 , 0 0 0 ST R 2 0 ST R E E T S  OP AN N U A L  BI K E  PA T H  IM P R O V E M E N T S $2 5 , 0 0 0 $2 5 , 0 0 0 $2 5 , 0 0 0 $2 5 , 0 0 0 $25,000 ST R 2 2 ST R E E T S  OP GR A D E R  LE A S E $4 0 , 0 0 0 $4 0 , 0 0 0 $4 0 , 0 0 0 $4 0 , 0 0 0 $40,000 ST R 3 0 ST R E E T S  OP AN N U A L  ME D I A N  & BO U L E V A R D   MA I N T E N A N C E $5 5 , 0 0 0 $5 5 , 0 0 0 $5 5 , 0 0 0 $5 5 , 0 0 0 $55,000 ST R 3 4 ST R E E T S  OP SW E E P E R S $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 $100,000 ST R 3 5 ST R E E T S  OP RE G E N E R A T I V E  AI R  SW E E P E R $250,000 ST R 3 8 ST R E E T S  OP MI N I  LO A D E R $9 0 , 0 0 0 300 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 ST R 4 0 ST R E E T S  OP DU M P  TR U C K  WI T H  PL O W  & SA N D E R  ‐   2 $2 0 0 , 0 0 0 ST R 4 0 ST R E E T S  OP DU M P  TR U C K  WI T H  PL O W  & SA N D E R  ‐   1 $1 8 0 , 0 0 0 ST R 4 9 ST R E E T S  OP SA N D E R S $1 6 , 0 0 0 $1 6 , 0 0 0 $1 6 , 0 0 0 $1 6 , 0 0 0 $16,000 ST R 5 0 ST R E E T S  OP PL O W S $1 0 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 $10,000 ST R 5 6 ST R E E T S  OP TA C K  OI L  DI S T R I B U T I O N  UN I T $9 0 , 0 0 0 ST R 5 8 ST R E E T S  OP TA N D E M  AX L E  DU M P  TR U C K  WI T H  PL O W   & SA N D E R $2 3 0 , 0 0 0 $250,000 ST R 6 2 ST R E E T S  OP RE P L A C E  #2 7 5 1  ‐   WA T E R  TR U C K $1 6 0 , 0 0 0 ST R 6 3 ST R E E T S  OP RE P L A C E  SI G N A L  AT  BA B C O C K  & WI L S O N $750,000 ST R 6 4 ST R E E T S  OP ST E E L  DR U M  RO L L E R  & TR A I L E R $1 2 0 , 0 0 0 ST R 6 7 ST R E E T S  OP CO V E R E D  ST O R A G E  AT  SH O P S  CO M P L E X $100,000 ST R 7 3 ST R E E T S  OP RE P L A C E  SK I D  ST E E R $8 0 , 0 0 0 ST R 7 4 ST R E E T S  OP PA I N T  TR U C K $225,000 ST R 6 8 ST R E E T S  SI G N RE C T A N G U L A R  RA P I D  FL A S H I N G  BE A C O N $1 0 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 $10,000 Su m m a r y  f or    St r e e t  Ma i n t e n a n c e  Di s t r i c t  (34  it e m s ) To t a l s  by  ye a r : $2 , 4 0 2 , 5 0 0 $ 2 , 1 4 6 , 7 8 9 $2 , 3 7 8 , 9 0 0 $3,401,210 FY 2 1 FY22 FY 1 8 Unscheduled FY 2 0 $1 , 9 7 7 , 1 0 0 $1 , 7 4 8 , 5 0 0 FY 1 9 301 CIP Project Fund Street Maintenance District PROJECT NUMBER PW03 DEPARTMENT PUBWORKS ADMIN PROJECT NAME Vehicle Maintenance Design & Storage Construction FY18 FY19 $50,000 Unscheduled DESCRIPTION OF PROJECT Design and construct vehicle storage Describe the criticality (i.e., importance) of this project to the operation: Having equipment, especially winter equipment, inside and ready to go extends the life, produces less emissions by not having to warm up and shortens response time. Which infrastructure assets are maintained by this equipment: All of our rolling stock and equipment. How is efficiency improved with this equipment: The difference in getting in a motor grader that is parked inside vs. one that is parked outside in -20 degree weather is enormous. Equipment stays in better shape. Much less wear and tear on drivetrain and hydraulics. Easily adds an hour of productivity to every shift. How is this project leveraged with other stakeholders/projects/funds: By being located next to existing city property, we could aggregate the lots giving even more useful space. ALTERNATIVES CONSIDERED Not build and only use for outdoor storage. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Equipment continues to degrade from the sun and exposure. Large inside storage for several departments. Equipment would be located next to current Vehicle Maintenance Shop. Good access onto Rouse and Griffin. Early morning shift equipment could be stored here so as not to disturb the neighbors in this mostly zoned Industrial area. With this building, Streets could switch to producing our own brine solution for pre wet of the sand. We wouldn't have to use mag chloride which is about 4-5 times more expensive than salt brine. Gallatin County has expressed interest in buying brine from us. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Normal building maintenance. Possibly heat with waste oil from the Shops. Possibly heat with wood chips from Forestry. FUNDING SOURCES This project totals $200,000. It will be split evenly 4 ways: Water Fund ($50,000), Wastewater Fund ($50,000), Street Maintenance ($50,000), and Parks ($50,000). New Replacement Equipment Project FY20 FY21 FY22 302 CIP Project Fund Street Maintenance District PROJECT NUMBER PW04 DEPARTMENT ENGINEERING PROJECT NAME Property on Corner of Aspen & Rouse FY18 $100,000 FY19 Unscheduled DESCRIPTION OF PROJECT Property Purchase to expand shops area and potentially offices. This is an opportunity to make more land available for project PW01-SH - Shops Expansion. ALTERNATIVES CONSIDERED Do not purchase the property. Wait to purchase at a later date. ADVANTAGES OF APPROVAL Larger contiguous land area for City Shops. The Shops Expansion project has been a scheduled CIP for a number of years. This item could bring an important piece of land into that project area, making a better-functioning property at Rouse and Tamarack. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Building Maintenance would be needed to keep the existing structure useful. FUNDING SOURCES Split 33/33/33 between Water, Wastewater and Street Maintenance Funds. New Replacement Equipment Project FY20 FY21 FY22 303 CIP Project Fund Street Maintenance District PROJECT NUMBER STR01 DEPARTMENT STREETS OP PROJECT NAME Replace #1539 - 2WD 1990 Ford Ranger FY18 FY19 $16,000 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 August Describe the criticality (i.e., importance) of this project to the operation: 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. Which infrastructure assets are maintained by this equipment: Streets, luminaires, sidewalks, curbs, signs. How is efficiency improved with this equipment: Able to carry up to 4 people at a time in a hybrid sedan. What is the impact (i.e., scope-of-use) for this equipment: For inventories, GIS, training trips and route training. Would be available to other departments as needed. ALTERNATIVES CONSIDERED Drive it until it dies. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Poor use of time. Excessive emissions. Continued use of two vehicles when a 4 passenger car would work. 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 FY20 FY21 FY22 304 CIP Project Fund Street Maintenance District PROJECT NUMBER STR01 DEPARTMENT STREETS OP PROJECT NAME Replace #2749 - 1997 Ford 1 Ton Manual Transmission F350 FY18 FY19 $45,000 Unscheduled DESCRIPTION OF PROJECT Replace #2749 - 1997 Ford 1 Ton Manual Transmission F350 Describe the criticality (i.e., importance) of this project to the operation: 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. Which infrastructure assets are maintained by this equipment: Streets and alleys. How is efficiency improved with this equipment: Mainly used to haul large equipment to the job site. 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. What is the impact (i.e., scope-of-use) for this equipment: Pulling large trailers and normal one ton uses. Are there other affected projects: This truck is used to haul equipment to paving projects. ALTERNATIVES CONSIDERED Drive it until it dies. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: More people and more equipment used to complete projects. 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 FY20 FY21 FY22 305 CIP Project Fund Street Maintenance District PROJECT NUMBER STR20 DEPARTMENT STREETS OP PROJECT NAME Annual Bike Path Improvements FY18 $25,000 FY19 $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. Describe the criticality (i.e., importance) of this project to the operation: Medium. How is capacity affected by this project: 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. How is connectivity affected by this project: Enhanced. What safety or risk measures are mitigated with this project: Allows for safer bike usage. What regulations or standards are attained with this project: Conformance with Transportation Plan recommendations. How is this project leveraged with other stakeholders/projects/funds: Can be combined with street re-surfacing projects. Are there other affected projects: Can be coordinated 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 FY20 $25,000 FY21 $25,000 FY22 $25,000 306 CIP Project Fund Street Maintenance District PROJECT NUMBER STR22 DEPARTMENT STREETS OP PROJECT NAME Grader Lease FY18 $40,000 FY19 $40,000 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. Describe the criticality (i.e., importance) of this project to the operation: 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. Which infrastructure assets are maintained by this equipment: Streets. How is efficiency improved with this equipment: With all wheel drive our productivity increases. Newer equipment has less breakdowns and better fuel economy which means less time in the shop and fueling during a shift. What is the impact (i.e., scope-of-use) for this equipment: Grading local streets. How is this project leveraged with other stakeholders/projects/funds: 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 What are the implications of deferring the purchase of this equipment: Although the industry standard schedules a 15 year replacement, we believe our extensive preventative maintenance schedule will allow us to get 20 years out of a grader. 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 FY20 $40,000 FY21 $40,000 FY22 $40,000 307 CIP Project Fund Street Maintenance District PROJECT NUMBER STR30 DEPARTMENT STREETS OP PROJECT NAME Annual Median & Boulevard Maintenance FY18 $55,000 FY19 $55,000 Unscheduled DESCRIPTION OF PROJECT This is a request for money to be used for maintaining and upgrading our medians. 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 FY20 $55,000 FY21 $55,000 FY22 $55,000 308 CIP Project Fund Street Maintenance District PROJECT NUMBER STR34 DEPARTMENT STREETS OP PROJECT NAME Sweepers FY18 $100,000 FY19 $100,000 Unscheduled DESCRIPTION OF PROJECT This is for leasing or purchasing 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. Describe the criticality of this project to the operation: 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. Which infrastructure assets are maintained by this equipment: Streets, parking lots, Stormwater intakes and Bozeman's air quality. How is efficiency improved with this equipment: 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. How is this project leveraged with other stakeholders/projects/funds: 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. Other affected projects: Stormwater contractor compliance, spring and fall street cleaning, pre sweep for pavement painting. 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 What are the implications of deferring the purchase of this equipment: Major repairs. Downtime and not being able to complete sweeping routes. Increased discharge to waterways and increase in particulate mater, reducing air quality. 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 FY20 $100,000 FY21 $100,000 FY22 $100,000 309 CIP Project Fund Street Maintenance District PROJECT NUMBER STR35 DEPARTMENT STREETS OP PROJECT NAME Regenerative Air Sweeper FY18 FY19 Unscheduled $250,000 DESCRIPTION OF PROJECT Regenerative Air Sweeper Describe the criticality (i.e., importance) of this project to the operation: 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. Which infrastructure assets are maintained by this equipment: Streets. How is efficiency improved with this equipment: 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 can not be used below freezing. They need water at all times. How is this project leveraged with other stakeholders/projects/funds: Possible MDT MACI funds. Are there other affected projects: Compliance with Stormwater permitting. ALTERNATIVES CONSIDERED Only use mechanical sweepers which discharge dust when sweeping. ADVANTAGES OF APPROVAL What is the impact (i.e., scope-of-use) for this equipment: All sweeping operations. What are the implications of deferring the purchase of this equipment: Continue to make several passes and never getting the fine particles. 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 FY20 FY21 FY22 310 CIP Project Fund Street Maintenance District PROJECT NUMBER STR38 DEPARTMENT STREETS OP PROJECT NAME Mini Loader FY18 $90,000 FY19 Unscheduled DESCRIPTION OF PROJECT This request is for a mini loader that would be used for sidewalk maintenance, removal, and repair. Will also be used in curb repairs and alley maintenance. Using a smaller loader allows us to only close the parking lane and keep traffic flowing. Loader will accept attachments such as bucket, bucket with thumb, brooms and plows that we already have. Describe the criticality (i.e., importance) of this project to the operation: It would be useful in tight situations where a full size loader wouldn't fit, such as when the mini excavator is being used and material needs to be moved off site. Which infrastructure assets are maintained by this equipment: This loader will accept many attachments that we already have, such as brooms, sweepers, and plows. How is efficiency improved with this equipment: Currently we are using full size loaders for repairs. It will be safer and more efficient to use equipment sized for the smaller jobs. What is the impact (i.e., scope-of-use) for this equipment: Anywhere a loader is needed this can be used. It is safer in the tight situations to use smaller equipment. How is this project leveraged with other stakeholders/projects/funds: This loader would be available for use in other departments. ALTERNATIVES CONSIDERED No comparable equipment is available for rent. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Wear and tear on our large loaders. Tying up the large loaders on smaller jobs when the loader can be used on asphalt and gravel road projects. This loader will give us another piece of equipment that will utilize our attachments. The compact size will allow us to get in spaces that we wouldn’t normally be able to access. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Routine maintenance. FUNDING SOURCES 100% Street Maintenance District Revenue New Replacement Equipment Project FY20 FY21 FY22 311 CIP Project Fund Street Maintenance District PROJECT NUMBER STR40 DEPARTMENT STREETS OP PROJECT NAME Dump Truck With Plow & Sander - 1 FY18 $180,000 FY19 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. Describe the criticality (i.e., importance) of this project to the operation: 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. Which infrastructure assets are maintained by this equipment: This will replace a 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. How is efficiency improved with this equipment: 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. What is the impact (i.e., scope-of-use) for this equipment: Much more reliable, safer and environmentally friendly than our current model. This truck will be used in all aspects of our operations. How is this project leveraged with other stakeholders/projects/funds: Could be used by other departments. ALTERNATIVES CONSIDERED Continue with 1990 model. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Chance of catastrophic failure of the underpowered gasoline trucks. 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 FY20 FY21 FY22 312 CIP Project Fund Street Maintenance District PROJECT NUMBER STR40 DEPARTMENT STREETS OP PROJECT NAME Dump Truck With Plow & Sander - 2 FY18 FY19 Unscheduled DESCRIPTION OF PROJECT The 1993 Dump truck will be 25 years old with 51,025 in town miles and over 5400 hours. Parts have been discontinued. We had to replace the fuel tank with a used diesel tank (new tanks no longer available) and since have spent over $4,000 on fuel related repairs. Over the past 5 years we have spent almost $16,000 in repairs. Fuel issues and parts availability will be what stops this truck. Describe the criticality (i.e., importance) of this project to the operation: The new truck could be fueled with alternative fuels such as Biodiesel. Estimates show that the 1993 spews over 30 tons of CO2 into the air per year and by removing this from our fleet will help us in our goal of reducing municipal greenhouse emissions 15% below 2000 levels by 2020. Which infrastructure assets are maintained by this equipment: This will replace a 1993 underpowered gasoline engine dump truck that averages about 3 MPG when used for plowing operations. How is efficiency improved with this equipment: The new truck could be fueled with alternative fuels such as Biodiesel which is more fuel efficient with less emissions. What is the impact (i.e., scope-of-use) for this equipment: Much more reliable, safer and environmentally friendly than our current model. This truck will be used in all aspects of our operations. ALTERNATIVES CONSIDERED Continue with 1993 model. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Chance of catastrophic failure of the underpowered gasoline trucks. 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 FY20 FY21 $200,000 FY22 313 CIP Project Fund Street Maintenance District PROJECT NUMBER STR49 DEPARTMENT STREETS OP PROJECT NAME Sanders FY18 $16,000 FY19 $16,000 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. Describe the criticality (i.e., importance) of this project to the operation: 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. How is efficiency improved with this equipment: Less down time during a storm for repairs. Less preseason maintenance needed with newer more reliable equipment. Able to more accurately control quantities. What is the impact (i.e., scope-of-use) for this equipment: Sanding in the winter. Are there other affected projects: Everyone that has to stop or get up a hill in the winter are affected by whether our sanders are operating. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Sanders wear out every 5 years, depending on the winter. We have seven sanders, so we will make them last 7 years. Major breakdowns in the middle of winter can put a sander out of service for weeks if not months. 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 FY20 $16,000 FY21 $16,000 FY22 $16,000 314 CIP Project Fund Street Maintenance District PROJECT NUMBER STR50 DEPARTMENT STREETS OP PROJECT NAME Plows FY18 $10,000 FY19 $10,000 Unscheduled DESCRIPTION OF PROJECT This is to replace the worn plow blades. Describe the criticality (i.e., importance) of this project to the operation: Critical to have fully operational plows. With as much as a 90 day delivery time to replace a plow, it is important to replace them before they fail. Which infrastructure assets are maintained by this equipment: We have 7 large plows so they will be on a 7 year replacement schedule. How is efficiency improved with this equipment: 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. What is the impact (i.e., scope-of-use) for this equipment: Plowing snow. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Failure during a snowstorm and possibility of not getting a replacement during the winter season. 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 FY20 $10,000 FY21 $10,000 FY22 $10,000 315 CIP Project Fund Street Maintenance District PROJECT NUMBER STR53 DEPARTMENT PUBWORKS ADMIN PROJECT NAME Mendenhall & Babcock Streetscape FY18 FY19 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 FY20 FY21 FY22 316 CIP Project Fund Street Maintenance District PROJECT NUMBER STR56 DEPARTMENT STREETS OP PROJECT NAME Tack Oil Distribution Unit FY18 $90,000 FY19 Unscheduled DESCRIPTION OF PROJECT The 1971 Distributor will be 47 years old, mileage and hours are unknown as the meters quit working accurately long ago, and parts for the truck and oil distributor unit have been discontinued. Due to lack of available parts, we recently had to convert the rear axle to a wet system. Parts are no longer available for the pre heat system. Therefore, someone has to come in early to heat the oil so we can spray tack oil after 8. The distributor is a two man system. One drives and the other rides on the back to engage the clutch for the tack oil. Not a safe way to spray oil. Application rates on the unit are controlled by the speed of the truck. The guy riding on back has to yell to the driver to speed up or slow down as needed. We have only spent ~$2,500 on this truck in the last 5 years because parts are not available. We have been jury-rigging burners and drive trains to get it to work one more time. We think there is some interest in donating this to a museum if we do get a replacement. Describe the criticality (i.e., importance) of this project to the operation: Critical to our paving operation. If our 1971 unit failed in the middle of a job, we couldn't continue to pave. Which infrastructure assets are maintained by this equipment: This is used to spray tack oil on asphalt patches and paving. Currently we are using the 1971 unit or doing it by hand with our patch truck. How is efficiency improved with this equipment: Less chance for an oil spill. Able to calibrate to dispense the exact amount needed for the job. Not having to have workers ride on the back of the unit to engage the spray bar. Currently in order to control the amount of tack oil being put down, the operator on the back of the truck hand signals to the driver to go faster or slower as needed. This means the driver is constantly watching his mirrors instead of the road. What is the impact (i.e., scope-of-use) for this equipment: Used for tack oil for paving, mill and overlays and large patches. How is this project leveraged with other stakeholders/projects/funds: Patching and paving for other departments. ALTERNATIVES CONSIDERED Continue to use what we have when it runs. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Chance of equipment failure during operations. More reliable and safer unit. Less chance of major spill. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Costs will be less with the newer unit. FUNDING SOURCES 100% Street Maintenance District Revenue New Replacement Equipment Project FY20 FY21 FY22 317 CIP Project Fund Street Maintenance District PROJECT NUMBER STR58 DEPARTMENT STREETS OP PROJECT NAME Tandem Axle Dump Truck With Plow & Sander FY18 $230,000 FY19 Unscheduled DESCRIPTION OF PROJECT This is a request to replace a 1994 tandem axle truck with 128,000 miles and over 11,000 hours. Describe the criticality (i.e., importance) of this project to the operation: It is very important that we get the arterials and collectors done 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. Which infrastructure assets are maintained by this equipment: All streets and alleys. 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. How is efficiency improved with this equipment: During paving operations, being able to haul twice as much asphalt cuts down on the number of trips to the asphalt plant. This make she paving crew more efficient and uses less fuel. What is the impact (i.e., scope-of-use) for this equipment: Plowing, sanding, hauling and paving. How is this project leveraged with other stakeholders/projects/funds: The 1994 truck would be used as a backup in the winter and still be used for paving instead of a single-axle truck. Are there other affected projects: Snow plowing, snow hauling and paving. ALTERNATIVES CONSIDERED Continue with no tandem back up in the winter. Run single axle 4 yard dump trucks with asphalt operations ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Hope that none of our tandem axle trucks break down during a storm or paving operations. 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 FY20 FY21 FY22 $250,000 318 CIP Project Fund Street Maintenance District PROJECT NUMBER STR62 DEPARTMENT STREETS OP PROJECT NAME Replace #2751 - Water Truck FY18 $160,000 FY19 Unscheduled DESCRIPTION OF PROJECT This request is to replace a 1995 water truck (#2751) with 500,000 miles. This truck is used in the summer to water and also apply dust control to gravel streets. Also used to wash concrete medians. In the winter it can be used for de-icer or to apply anti-icing before a storm. Describe the criticality (i.e., importance) of this project to the operation: Very important in the maintenance of our gravel roads. Without a water truck, the roads would become washboard and all the gravel fines would end up in the ditch. If we couldn't apply dust control, air quality would suffer in the neighborhoods. Which infrastructure assets are maintained by this equipment: All streets, gravel and paved. How is efficiency improved with this equipment: The new water truck will be an automatic transmission so that all CDL license holders can drive. Title 49 of the Code of Federal Regulations (CFR) 383.95c now requires that if you test for your CDL in an automatic truck then you can not drive a manual transmission truck. Because we need our new recruits to pull a trailer while testing, we can not test with our current water truck because it can't tow a trailer. What is the impact (i.e., scope-of-use) for this equipment: Watering gravel roads, washing streets and concrete medians, and applying de-icer. How is this project leveraged with other stakeholders/projects/funds: Occasionally, water trucks become available in the MACI program. We will pursue if they become available in the MACI equipment program. ALTERNATIVES CONSIDERED Let employees hired before 2015 drive it until it dies. Lease or rent. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: It has a manual transmission and with CDL laws making you test in the type of transmission that you will drive, new employees can't test in it and therefore, can't operate it. Everyone can drive it, less down time due to failures, more fuel efficient and less emissions. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Routine maintenance. FUNDING SOURCES 100% Street Maintenance District Revenue New Replacement Equipment Project FY20 FY21 FY22 319 CIP Project Fund Street Maintenance District PROJECT NUMBER STR63 DEPARTMENT STREETS OP PROJECT NAME Replace Signal At Babcock & Wilson FY18 FY19 Unscheduled $750,000 DESCRIPTION OF PROJECT Upgrade Signal At Babcock & Wilson How is capacity affected by this project: Underground conduit is full and failing. Pedestrian functions should be upgraded to new type such as count down and vibratory tactile. What safety or risk measures are mitigated with this project: This signal can't have Opticom for fire trucks What regulations or standards are attained with this project: Also should conform with ADA. 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 FY20 FY21 FY22 320 CIP Project Fund Street Maintenance District PROJECT NUMBER STR64 DEPARTMENT STREETS OP PROJECT NAME Steel Drum Roller & Trailer FY18 $120,000 FY19 Unscheduled DESCRIPTION OF PROJECT This is a request for a larger roller for our paving operations. Describe the criticality (i.e., importance) of this project to the operation: This roller will allow us to get better compaction therefore, giving a better finished product. Milling and paving salvageable portions of our local roadways is a key strategy for extending the life of existing local streets until they can be reconstructed. Which infrastructure assets are maintained by this equipment: Paved streets. How is efficiency improved with this equipment: The roller we currently have is for smaller projects and tighter areas. What is the impact (i.e., scope-of-use) for this equipment: Compacting asphalt paving projects. Are there other affected projects: In house paving projects. ALTERNATIVES CONSIDERED Rent if/when available. Lease. Rental rates are $1000.00 per week without a trailer. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: If a rental roller is not available, we can't pave local streets. Best paving possible for longer pavement life. Improve PCI. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Normal maintenance. FUNDING SOURCES 100% Street Maintenance District Revenue New Replacement Equipment Project FY20 FY21 FY22 321 CIP Project Fund Street Maintenance District PROJECT NUMBER STR67 DEPARTMENT STREETS OP PROJECT NAME Covered Storage At Shops Complex FY18 FY19 Unscheduled $100,000 DESCRIPTION OF PROJECT Covered Storage At Shops Complex Describe the criticality (i.e., importance) of this project to the operation: Getting equipment parked inside greatly extends the life of the equipment. Which infrastructure assets are maintained by this equipment: All of our rolling stock and equipment. How is efficiency improved with this equipment: The difference in getting in a motor grader that is parked inside vs. one that is parked outside in -20 degree weather is enormous. Equipment stays in better shape. Much less wear and tear on drivetrain and hydraulics. Easily adds an hour of productivity to every shift. What is the impact (i.e., scope-of-use) for this equipment: Equipment and vehicle storage. What are the implications of deferring the purchase of this equipment: Equipment continues to degrade from the sun and exposure. How is this project leveraged with other stakeholders/projects/funds: At the proper site we could build one big enough to house other departments equipment. Project is split 50% Street Maintenance Fund, 20% Water Fund, & 25% Wastewater Fund. Are there other affected projects: Depends where this building is located. ALTERNATIVES CONSIDERED Keep parking millions of dollars’ worth of equipment outside. ADVANTAGES OF APPROVAL Better equipment management. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Normal building maintenance. FUNDING SOURCES 50% Street Maintenance Fund, 25% Water Fund, 25% Wastewater Fund New Replacement Equipment Project FY20 FY21 FY22 322 CIP Project Fund Street Maintenance District PROJECT NUMBER STR68 DEPARTMENT STREETS SIGN PROJECT NAME Rectangular Rapid Flashing Beacon FY18 $10,000 FY19 $10,000 Unscheduled DESCRIPTION OF PROJECT This request is for a rectangular rapid flashing beacon. Describe the criticality (i.e., importance) of this project to the operation: 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. Which infrastructure assets are maintained by this equipment: Crosswalks. How is efficiency improved with this equipment: RRFB's have shown to increase visibility of pedestrians in crosswalks which in turn increases safety of the pedestrian. What is the impact (i.e., scope-of-use) for this equipment: High pedestrian use intersections. How is this project leveraged with other stakeholders/projects/funds: 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 What are the implications of deferring the purchase of this equipment: Not having a unit in stock may increase the time to respond to requests. 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 FY20 $10,000 FY21 $10,000 FY22 $10,000 323 CIP Project Fund Street Maintenance District PROJECT NUMBER STR71-18 DEPARTMENT ENGINEERING PROJECT NAME Street Maintenance Mill & Overlay FY18 FY18 $967,600 FY19 Unscheduled DESCRIPTION OF PROJECT Mill & Overlay Story Mill Rd (Bridger Dr to Caddie Ct), Lincoln St (19th to S 11th), Grant (S 6th to Willson), Willson (Kagy to Babcock), Church (Story to Olive), Church (Babcock to Davis), College (8th to 11th), and Lamme (Church to Broadway). Describe the criticality (i.e., importance) of this project to the operation: High How is capacity affected by this project: We plan to mill and overlay 3.8 miles in FY18, 2.4 miles in FY19, 2.4 miles in FY20, 2.7 miles in FY21, and 2.8 miles in FY22. What safety or risk measures are mitigated with this project: Pavement preservation, mitigation of failed pavement sections. How is this project leveraged with other stakeholders/projects/funds: Potential for bike lane striping enhancements with some projects Are there other affected projects: Coordination needed with any 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 FY20 FY21 FY22 324 CIP Project Fund Street Maintenance District PROJECT NUMBER STR71-19 DEPARTMENT ENGINEERING PROJECT NAME Street Maintenance Mill & Overlay FY19 FY18 FY19 $554,500 Unscheduled DESCRIPTION OF PROJECT Mill & Overlay S 23rd Ave (College to Main), Babcock (Main to 11th), Koch (23rd to 11th), and S 20th Ave (Koch to Babcock) Describe the criticality (i.e., importance) of this project to the operation: High. How is capacity affected by this project: We plan to mill and overlay 3.8 miles in FY18, 2.4 miles in FY19, 2.4 miles in FY20, 2.7 miles in FY21, and 2.8 miles in FY22. What safety or risk measures are mitigated with this project: Pavement preservation, mitigation of failed pavement sections. How is this project leveraged with other stakeholders/projects/funds: Potential for bike lane striping enhancements with some projects. Are there other affected projects: Coordination needed with any 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 FY20 FY21 FY22 325 CIP Project Fund Street Maintenance District PROJECT NUMBER STR71-20 DEPARTMENT ENGINEERING PROJECT NAME Street Maintenance Mill & Overlay FY20 FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Mill & Overlay Tamarack (7th to Rouse), Aspen (7th to 5th), Peach (7th to Rouse), N 5th Ave (Peach to Tamarack), N 3rd (Peach to Tamarack), and Willson (Main to Cottonwood). Describe the criticality (i.e., importance) of this project to the operation: High. How is capacity affected by this project: We plan to mill and overlay 3.8 miles in FY18, 2.4 miles in FY19, 2.4 miles in FY20, 2.7 miles in FY21, and 2.8 miles in FY22. What safety or risk measures are mitigated with this project: Pavement preservation, mitigation of failed pavement sections. How is this project leveraged with other stakeholders/projects/funds: Potential for bike lane striping enhancements with some projects Are there other affected projects: Coordination needed with any 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 FY20 $808,100 FY21 FY22 326 CIP Project Fund Street Maintenance District PROJECT NUMBER STR71-21 DEPARTMENT ENGINEERING PROJECT NAME Street Maintenance Mill & Overlay FY21 FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Mill & Overlay Durston (Hanson St to 7th) and Simmental Way. Describe the criticality (i.e., importance) of this project to the operation: High. How is capacity affected by this project: We plan to mill and overlay 3.8 miles in FY18, 2.4 miles in FY19, 2.4 miles in FY20, 2.7 miles in FY21, and 2.8 miles in FY22. What safety or risk measures are mitigated with this project: Pavement preservation, mitigation of failed pavement sections How is this project leveraged with other stakeholders/projects/funds: Potential for bike lane striping enhancements with some projects Are there other affected projects: Coordination needed with any 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 FY20 FY21 $964,000 FY22 327 CIP Project Fund Street Maintenance District PROJECT NUMBER STR71-22 DEPARTMENT ENGINEERING PROJECT NAME Street Maintenance Mill & Overlay FY22 FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Mill & Overlay S 3rd from Goldenstein to Kagy) and Griffin (7th to Rouse) Describe the criticality (i.e., importance) of this project to the operation: High. How is capacity affected by this project: We plan to mill and overlay 3.8 miles in FY18, 2.4 miles in FY19, 2.4 miles in FY20, 2.7 miles in FY21, and 2.8 miles in FY22. What safety or risk measures are mitigated with this project: Pavement preservation, mitigation of failed pavement sections How is this project leveraged with other stakeholders/projects/funds: Potential for bike lane striping enhancements with some projects Are there other affected projects: Coordination needed with any 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 FY20 FY21 FY22 $913,329 328 CIP Project Fund Street Maintenance District PROJECT NUMBER STR72-18 DEPARTMENT ENGINEERING PROJECT NAME Street Maintenance Chip Seal FY18 FY18 $185,300 FY19 Unscheduled DESCRIPTION OF PROJECT Chip Seal Highland Blvd, Ellis St, Old Highland Blvd, Kenyon Dr (Josephine to the end), O’Connell Dr, Berthot Dr, Chambers Dr, Baxter Dr, Knaab Dr, Lomas Dr. Describe the criticality (i.e., importance) of this project to the operation: Medium-high. How is capacity affected by this project: We plan to chip seal 4.4 miles in FY18, 18.7 miles in FY19, 15.6 miles in FY20, 19.3 miles in FY21, and 13.7 miles in FY22. What safety or risk measures are mitigated with this project: Pavement preservation. How is this project leveraged with other stakeholders/projects/funds: Potential for bike lane striping enhancements with some 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 FY20 FY21 FY22 329 CIP Project Fund Street Maintenance District PROJECT NUMBER STR72-19 DEPARTMENT ENGINEERING PROJECT NAME Street Maintenance Chip Seal FY19 FY18 FY19 $827,000 Unscheduled DESCRIPTION OF PROJECT Chip Seal W Oak (Ferguson to 19th), Ferguson (Fallon to Oak), Babcock (Meagher to Main), Fowler (Garfield to Babcock), Resort Dr (Huffine to Babcock), Fallon (Ferguson to Fowler), Laramie Dr, Granite Ave, Laredo Dr, Prairie Ave, Laredo Dr, Golden Valley Dr, Pondera Ave, E Granite Ave, Powder River Ave, Treasure Ave, Stillwater Ave, Ginella Way, Sheridan Pl, S Sweetgrass Ave, Broadwater St, Choteau Ave, Teton Ave, Sheridan Ave (Broadwater to Durston), N Sweetgrass Ave, Meagher (Babcock to Oak), Flathead Ave, N Sanders Ave, Mineral Ave, Toole St (Ferguson to the end), Cascade St (Ferguson to the end), Carbon St, Diamond St, Sunstone St (Ferguson to Sanders), Moonstone Dr (Ferguson to Sanders), Annie St (Ferguson to Hanson St), Renova Ln (Ferguson to the end), Tanzanite Dr, Opal St, Agate Ave, Bur Ave, Laduke St, Pin Ave, Yellowstone Ave (Durston to Oak), Palm St, Potosi St, Jardine Ave, Pipestone St, Corwin St, Beaverhead St. Describe the criticality (i.e., importance) of this project to the operation: Medium-high. How is capacity affected by this project: We plan to chip seal 4.4 miles in FY18, 18.7 miles in FY19, 15.6 miles in FY20, 19.3 miles in FY21, and 13.7 miles in FY22. What safety or risk measures are mitigated with this project: Pavement preservation How is this project leveraged with other stakeholders/projects/funds: Potential for bike lane striping enhancements with some 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 FY20 FY21 FY22 330 CIP Project Fund Street Maintenance District PROJECT NUMBER STR72-20 DEPARTMENT ENGINEERING PROJECT NAME Street Maintenance Chip Seal FY20 FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Chip Seal W Beall St (25th to 15th), N 23rd Ave, N 22nd Ave (Beall to Durston), N 21st Ave (Beall to Durston), N 20th Ave (Main to Durston), N 18th Ave, N 17th Ave (Beall to Durston), N 16th Ave, N 15th Ave (Main to Patrick), Kagy (19th west), Stockman Way, S 22nd Ave, Remington Way, S 11th (Kagy to Opportunity Way), Opportunity Way, Graf (19th to 27th), Golden Sun Dr, S 27th Ave (Blackwood to Graf), Parkway Ave, Kurk Dr, S 31st Ave, S 30th Ave, S 29th Ave, S 28th Ave, S 26th Ave, Meah Ln, Parkway Ave, S Tracy Ave, Hill St, Highland Ct, Spring Creek Dr (3rd to Tracy), Circle Dr, S 15th Ave, Summer View Ln, Spring Ridge Dr, Madrona Ln, S 11th Ave, Hidden Springs Ln, Summerset Dr, Hillcrest Dr, Gardenbrook Ln, Alder Creek Dr, Cambridge Dr, Fieldstone Dr, Fieldstone Dr W, Concord Dr, Lexington Dr, Park Pl, Oxford Dr, Cornell Dr, Stanford Dr, Princeton Pl, Dartmoth Dr, Silverwood Dr, Heritage Dr. Describe the criticality (i.e., importance) of this project to the operation: Medium-high. How is capacity affected by this project: We plan to chip seal 4.4 miles in FY18, 18.7 miles in FY19, 15.6 miles in FY20, 19.3 miles in FY21, and 13.7 miles in FY22. What safety or risk measures are mitigated with this project: Pavement preservation How is this project leveraged with other stakeholders/projects/funds: Potential for bike lane striping enhancements with some 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 FY20 $913,000 FY21 FY22 331 CIP Project Fund Street Maintenance District PROJECT NUMBER STR72-21 DEPARTMENT ENGINEERING PROJECT NAME Street Maintenance Chip Seal FY21 FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Chip Seal Laurel Glen Streets, Trout Meadows Rd, Fen Way, Catamount St (Davis Ln to N 27th), Sora Way, Sundew Ln, Blackbird Dr (Lori Ln to Catamount), Warbler Way, Catalyst St, Floxtail St, Downy Ln, Savannah St, Catkin Ln, Hamilton Ct, Marlyn Ct, N 27th Ave (Cattail to Catamount), Cattail St (Davis Ln to Ferguson), Kimberwicke St, Thoroughbred Ln, Farrier Ln, Andalusian Ave, Arabian Ave, McCafferty St, Equestrian Ln (Harper Puckett to Arabian), Danube St, Draft Horse Dr, Lasso Ave, N Ferguson Ave (Baxter to Cattail), Equestrian Ln (Lasso to Vaquero Pkwy), Galloway St, Bosal St, Milkhouse Ave (Equestrian to Kimberwicke), Gallatin Green Blvd, Vaquero Pkwy (Equestrian to Kimberwicke), Lolo Way (Caspian to Marias), Lemhi Trail Dr (Caspian to Marias), Marias Ln, Caspian Ave (Lemhi Trail Dr to Monida), Monida, Tschache Ln (Caspian to N 27th), Spring View Ct, Autumn Grove St, Westwind Way, Winter Park St, Windward Ave, Breeze Ln, Hunters Way (Oak to Tschache), Santana Ct, Buckrake Ave (Oak to Sartain St), Sartain St, Gale Ct, Tempest Ct, Brisk Ct, Leeward Ct, Breeze Ln, Turbulence Ln, Hedgerow Ct, Trade Wind Ln (Santana Ct), N 27th (Oak to Baxter), Thomas Dr. Describe the criticality (i.e., importance) of this project to the operation: Medium-high. How is capacity affected by this project: We plan to chip seal 4.4 miles in FY18, 18.7 miles in FY19, 15.6 miles in FY20, 19.3 miles in FY21, and 13.7 miles in FY22. What safety or risk measures are mitigated with this project: Pavement preservation How is this project leveraged with other stakeholders/projects/funds: Potential for bike lane striping enhancements with some 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 FY20 FY21 $902,500 FY22 332 CIP Project Fund Street Maintenance District PROJECT NUMBER STR72-22 DEPARTMENT ENGINEERING PROJECT NAME Street Maintenance Chip Seal FY22 FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Chip Seal the streets in the Legends at Bridger Creek subdivision, Valley West subdivision, Flanders Creek subdivision, and the Traditions subdivision – phase 1. Describe the criticality (i.e., importance) of this project to the operation: Medium-high. How is capacity affected by this project: We plan to chip seal 4.4 miles in FY18, 18.7 miles in FY19, 15.6 miles in FY20, 19.3 miles in FY21, and 13.7 miles in FY22. What safety or risk measures are mitigated with this project: Pavement preservation How is this project leveraged with other stakeholders/projects/funds: Potential for bike lane striping enhancements with some 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 FY20 FY21 FY22 $727,460 333 CIP Project Fund Street Maintenance District PROJECT NUMBER STR73 DEPARTMENT STREETS OP PROJECT NAME Replace Skid Steer FY18 FY19 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. Describe the criticality (i.e., importance) of this project to the operation: This is used on every paving project. Which infrastructure assets are maintained by this equipment: Streets and Alleys. How is efficiency improved with this equipment: 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. What is the impact (i.e., scope-of-use) for this equipment: All aspects of the Streets operation. Are there other affected projects: Mill and overlays. ALTERNATIVES CONSIDERED Keep running the one we have. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: More down time and less use when it is needed. Less downtime ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None. FUNDING SOURCES 100% Street Maintenance District Revenue New Replacement Equipment Project FY20 FY21 $80,000 FY22 334 CIP Project Fund Street Maintenance District PROJECT NUMBER STR74 DEPARTMENT STREETS OP PROJECT NAME Paint Truck FY18 FY19 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. Describe the criticality (i.e., importance) of this project to the operation: Very important to not have to depend on another agency to get our painting done. Fresh pavement markings are critical to the traveling public. Which infrastructure assets are maintained by this equipment: Streets. How is efficiency improved with this equipment: Our crews would get it done in a more timely manner with less mistakes. What is the impact (i.e., scope-of-use) for this equipment: Painting pavement markings. 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 What are the implications of deferring the purchase of this equipment: Continue to rely on others to get our painting done. Public outcry when markings are not visible at night or in inclement weather. 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 FY20 FY21 FY22 335 336 Ve h i c l e  Ma i n t e n a n c e  Fu n d Ca p i t a l  Im p r o v e m e n t  Pl a n Fi n a n c i a l  Su m m a r y Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 UNSCHEDULED Pr o j e c t e d  Be g i n n i n g  Re s e r v e  Ba l a n c e  De d i c a t e d  to  CI P ‐ $   ‐ $   63 , 0 0 0 $                       63 , 0 0 0 $                63,000 $                 63,000 $             Pl u s :    In t e r n a l  Al l o c a t i o n / B i l l i n g  De d i c a t e d  to  CI P ‐ $   63 , 0 0 0 $                               ‐ $    ‐ $                             ‐ $                               ‐$               ‐$     Le s s :    Sc h e d u l e d  CI P  Co s t s Pr o j e c t e d  Ye a r ‐En d  Ca s h  De d i c a t e d  to  CI P ‐ $   63 , 0 0 0 $                               63 , 0 0 0 $                       63 , 0 0 0 $                63,000 $                 63,000 $          A ss u m p t i o n s  Ma d e  fo r  Re v e n u e  Es t i m a t e s : Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 Es t i m a t e d  An n u a l  Ve h i c l e  Mt c  Bi l l i n g s ‐ $   ‐ $   ‐ $                               ‐ $  ‐$                 Es t i m a t e d  An n u a l  Ve h i c l e  Mt c  Al l o c a t i o n ‐ $   ‐ $   ‐ $   ‐ $                               ‐ $  ‐$                 To t a l  Es t i m a t e d  Re v e n u e s ‐ $   ‐ $   ‐ $   ‐ $                               ‐ $  ‐$                 Cu r r e n t  Re v e n u e s  De d i c a t e d  to  CI P  % 5. 5 % 3. 5 % 7. 1 % 0 . 0 % 0 . 0 % 0 . 0 %    Pl u s :    In c r e a s e  (D e c r e a s e )  De d i c a t e d  to  CI P ‐2. 0 % 3. 6 % ‐7. 1 % 0 . 0 % 0 . 0 % 0 . 0 %    To t a l  % De d i c a t e d  to  CI P 3. 5 % 7. 1 % 0. 0 % 0 . 0 % 0 . 0 % 0 . 0 % To t a l  Es t i m a t e d  Re v e n u e s  De d i c a t e d  to  CI P ‐ $   ‐ $   ‐ $   ‐ $                               ‐ $  ‐$                 No t e :    Th e  Ve h i c l e  Ma i n t e n a n c e  Fu n d  is  an  internal  service  fun d th a t  op e r a t e s  en t i r e l y  fr o m  co s t  re c o v e r y  paid  by  City  Departments. Ca p i t a l  it e m s  ar e  fu n d e d  as  ne e d e d ,  wi t h o u t  the  accumulation of  an y  re s e r v e  fo r  ca p i t a l . Pr o j e c t e d Pr o j e c t e d 0 0 0 1 1 1 1 Ve h i c l e  Ma i n t e n a n c e  Pr o j e c t s  & Eq u i p m e n t   337 338 Wa s t e w a t e r  Fu n d   Ca p i t a l  Im p r o v e m e n t  Pl a n Fi n a n c i a l  Su m m a r y Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 Unscheduled Pr o j e c t e d  Be g i n n i n g  Re s e r v e  Ba l a n c e  De d i c a t e d  to  CI P 1 , 3 5 4 , 4 5 5 $         1, 6 2 5 , 9 9 2 $                 1, 0 9 9 , 4 0 6 $           1, 6 7 0 , 7 2 7 $         2, 7 0 1 , 6 5 4 $         3,896,834 $     ‐$     Pl u s :    Wa s t e w a t e r  Re v e n u e s  De d i c a t e d  to  CI P 2, 1 1 2 , 5 3 8 $         2, 1 7 5 , 9 1 4 $                 2, 2 4 1 , 1 9 1 $           2, 3 0 8 , 4 2 7 $         2, 3 7 7 , 6 8 0 $         2,449,010 $     ‐$     Le s s :    Sc h e d u l e d  CI P  Pr o j e c t  Co s t s (1 , 8 4 1 , 0 0 1 ) $       (2 , 7 0 2 , 5 0 0 ) $             (1 , 6 6 9 , 8 7 0 ) $       (1 , 2 7 7 , 5 0 0 ) $     (1 , 1 8 2 , 5 0 0 ) $       (1,602,500)$   (16,034,333)$    Pr o j e c t e d  Ye a r ‐En d  Ca s h  De d i c a t e d  to  CI P 1, 6 2 5 , 9 9 2 $         1, 0 9 9 , 4 0 6 $                 1, 6 7 0 , 7 2 7 $           2, 7 0 1 , 6 5 4 $         3, 8 9 6 , 8 3 4 $         4,743,344 $     (16,034,333)$    As s u m p t i o n s  Ma d e  fo r  Re v e n u e  Es t i m a t e s : Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY22 Es t i m a t e d  An n u a l  Wa s t e w a t e r  Re v e n u e s 8, 4 5 0 , 1 5 1 $             8, 4 5 0 , 1 5 1 $                     8, 7 0 3 , 6 5 6 $             8, 9 6 4 , 7 6 5 $             9,233,708 $             9,510,719 $           Es t i m a t e d  An n u a l  In c r e a s e 0. 0 % 3% 3% 3% 3%3% To t a l  Es t i m a t e d  Re v e n u e s 8, 4 5 0 , 1 5 1 $             8, 7 0 3 , 6 5 6 $                     8, 9 6 4 , 7 6 5 $             9, 2 3 3 , 7 0 8 $             9,510,719 $             9,796,041 $        Cu r r e n t  Re v e n u e s  De d i c a t e d  to  CI P  % 25 . 0 % 25 . 0 % 2 5 . 0 % 2 5 . 0 % 2 5 . 0 % 2 5 . 0 %    Pl u s :    In c r e a s e  De d i c a t e d  to  CI P 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0.0%0.0%    To t a l  % De d i c a t e d  to  CI P 25 . 0 % 25 . 0 % 2 5 . 0 % 2 5 . 0 % 2 5 . 0 % 2 5 . 0 % To t a l  Es t i m a t e d  Re v e n u e s  De d i c a t e d  to  CI P 2, 1 1 2 , 5 3 8 $             2, 1 7 5 , 9 1 4 $                     2, 2 4 1 , 1 9 1 $             2, 3 0 8 , 4 2 7 $             2,377,680 $             2,449,010 $        Pr o j e c t e d Pr o j e c t e d CU R R E N T 18 , 0 0 0 , 0 0 0 16 , 0 0 0 , 0 0 0 14 , 0 0 0 , 0 0 0 12 , 0 0 0 , 0 0 0 10 , 0 0 0 , 0 0 0 8, 0 0 0 , 0 0 0 6, 0 0 0 , 0 0 0 4, 0 0 0 , 0 0 0 2, 0 0 0 , 0 0 0 0 Wa s t e w a t e r  Fu n d  Pr o j e c t s  & Eq u i p m e n t   339 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 Wa s t e w a t e r  Fu n d PW 0 4 EN G I N E E R I N G PR O P E R T Y  ON  CO R N E R  OF  AS P E N  &  RO U S E $0 $1 0 0 , 0 0 0 $0 WW 0 7 EN G I N E E R I N G AN N U A L  WA S T E W A T E R  PI P E   RE P L A C E M E N T  PR O G R A M  ‐   DE S I G N $2 2 , 5 0 0 $2 2 , 5 0 0 $2 2 , 5 0 0 $2 2 , 5 0 0 $22,500 WW 0 8 ‐18 EN G I N E E R I N G WA S T E W A T E R  PI P E  RE P L A C E M E N T   PR O G R A M  ‐   CO N S T R U C T I O N  IN  20 1 8 $1 , 0 0 0 , 0 0 0 WW 0 8 ‐19 EN G I N E E R I N G WA S T E W A T E R  PI P E  RE P L A C E M E N T   PR O G R A M  ‐   CO N S T R U C T I O N  IN  20 1 9 $1 , 0 0 0 , 0 0 0 WW 0 8 ‐20 EN G I N E E R I N G WA S T E W A T E R  PI P E  RE P L A C E M E N T   PR O G R A M  ‐   CO N S T R U C T I O N  IN  20 2 0 $1 , 0 0 0 , 0 0 0 WW 0 8 ‐21 EN G I N E E R I N G WA S T E W A T E R  PI P E  RE P L A C E M E N T   PR O G R A M  ‐   CO N S T R U C T I O N  IN  20 2 1 $1 , 0 0 0 , 0 0 0 WW 0 8 ‐22 EN G I N E E R I N G WA S T E W A T E R  PI P E  RE P L A C E M E N T   PR O G R A M  ‐   CO N S T R U C T I O N  IN  20 2 2 $1,000,000 WW 2 7 EN G I N E E R I N G AN N U A L  WA T E R S H E D  ST U D Y  & ST R E A M   MO D E L I N G $6 0 , 0 0 0 $6 0 , 0 0 0 $6 0 , 0 0 0 $6 0 , 0 0 0 $60,000 GF 2 2 7 FI N A N C E ER P  RE 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 PW 0 3 PU B W O R K S   AD M I N VE H I C L E  MA I N T E N A N C E  DE S I G N  &  ST O R A G E  CO N S T R U C T I O N $5 0 , 0 0 0 ST R 6 7 ST R E E T S  OP CO V E R E D  ST O R A G E  AT  SH O P S  CO M P L E X $50,000 WW 5 4 Wa s t e w a t e r  Op RE P L A C E  #1 7 8 3  ‐   19 9 5  FO R D  DU M P  TR U C K $9 5 , 0 0 0 WW 6 5 Wa s t e w a t e r  Op DI G I T A L  UN I V E R S A L  CA M E R A  ‐   DU C $7 0 , 0 0 0 WW 8 6 Wa s t e w a t e r  Op WH E E L E D  EX C A V A T O R $151,000 WW 3 9 WR F SA N D B L A S T  & PA I N T  CL A R I F I E R  DR I V E S   AN D  BE A C H E S $9 0 , 0 0 0 $9 0 , 0 0 0 WW 4 2 WR F PR I M A R Y  CL A R I F I E R  CO V E R $1,500,000 WW 4 5 WR F FI N A L  & SE C O N D A R Y  CL A R I F I E R  LA U N D E R   CO V E R S $2 0 0 , 0 0 0 WW 4 9 WR F RO L L ‐OF F  ST O R A G E  BU I L D I N G   CO N S T R U C T I O N  & PO S S I B L E  2N D  SC R E W   PR E S S  EN C L O S U R E $6 0 0 , 0 0 0 WW 5 0 WR F RE F R I G E R A T E D  AU T O M A T I C  SA M P L E R $1 0 , 0 0 0 340 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 WW 5 3 WR F PO S I T I V E  DI S P L A C E M E N T  LO B E  PU M P S $5 0 , 0 0 0 WW 5 8 WR F CH I P  SE A L  AN D  TO P C O A T  WR F  AS P H A L T $4 7 , 3 7 0 WW 6 6 WR F OD O R  CO N T R O L  FO R  OL D   PR E T R E A T M E N T  BU I L D I N G $4 0 , 0 0 0 WW 6 9 WR F WR F  FA C I L I T Y  R& R $5 0 , 0 0 0 $5 0 , 0 0 0 $5 0 , 0 0 0 $5 0 , 0 0 0 $50,000 WW 7 0 WR F WR F  FA C I L I T Y  EN G I N E E R I N G  &  OP T I M I Z A T I O N $5 0 , 0 0 0 $5 0 , 0 0 0 $5 0 , 0 0 0 $5 0 , 0 0 0 $50,000 WW 7 1 WR F WR F  FA C I L I T Y  MA S T E R  PL A N  UP D A T E $2 5 0 , 0 0 0 WW 7 6 WR F TH I R D  PR E T R E A T M E N T  SC R E E N $3 0 0 , 0 0 0 WW 7 8 WR F SE R V E R  RE P L A C E M E N T  AT  WR F   (W R F C T R L B A K ) $10,000 WW 7 9 WR F WR F  IM P R O V E M E N T S  FO R  EN E R G Y   SU S T A I N A B I L I T Y $4,000,000 WW 8 0 WR F LA G O O N  VA L V E  RE P L A C E M E N T  IN  LI F T  #3 ,   CL E A N  OU T  RE P L A C E M E N T  ON  SL U D G E   LI N E  TO  LA G O O N ;  PU M P ,  VA L V E S  AN D   PI P I N G  TO  PU M P  SL U D G E  BA C K  FR O M   TH E  SM A L L  LA G O O N $5 0 , 0 0 0 WW 8 1 WR F ME M B R A N E  RO O F  RE P L A C E M E N T  ON   OL D  DI G E S T E R  BU I L D I N G  (D I G  1  & 2) $6 0 , 0 0 0 WW 8 3 WR F UF A T  GR A V I T Y  TH I C K E N E R  DR I V E  AN D   AR M S  RE P L A C E M E N T $400,000 WW 8 4 WR F SE R V E R  RE P L A C E M E N T  AT  WR F   (W R F C T R L P R I ) $10,000 WW 8 5 WR F WR F  PR O C E S S  UP G R A D E S  TO  IM P R O V E   NU T R I E N T  RE C O V E R Y $10,000,000 Su m m a r y  f or    Wa s t e w a t e r  Fu n d  (33  it e m s ) To t a l s  by  ye a r : $1 , 1 8 2 , 5 0 0 $ 1 , 6 0 2 , 5 0 0 $2 , 7 0 2 , 5 0 0 $16,034,333 FY 2 1 FY22 FY 1 8 Unscheduled FY 2 0 $1 , 2 7 7 , 5 0 0 $1 , 6 6 9 , 8 7 0 FY 1 9 341 CIP Project Fund Wastewater Fund PROJECT NUMBER GF227 DEPARTMENT FINANCE PROJECT NAME ERP Replacement "SunGard Replacement/Upgrade" FY18 FY19 Unscheduled $333,333 DESCRIPTION OF PROJECT ERP Replacement "SunGard Replacement/Upgrade" 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 FY20 FY21 FY22 342 CIP Project Fund Wastewater Fund PROJECT NUMBER PW03 DEPARTMENT PUBWORKS ADMIN PROJECT NAME Vehicle Maintenance Design & Storage Construction FY18 FY19 $50,000 Unscheduled DESCRIPTION OF PROJECT Design and construct vehicle storage Describe the criticality (i.e., importance) of this project to the operation: Having equipment, especially winter equipment, inside and ready to go extends the life, produces less emissions by not having to warm up and shortens response time. Which infrastructure assets are maintained by this equipment: All of our rolling stock and equipment. How is efficiency improved with this equipment: The difference in getting in a motor grader that is parked inside vs. one that is parked outside in -20 degree weather is enormous. Equipment stays in better shape. Much less wear and tear on drivetrain and hydraulics. Easily adds an hour of productivity to every shift. How is this project leveraged with other stakeholders/projects/funds: By being located next to existing city property, we could aggregate the lots giving even more useful space. ALTERNATIVES CONSIDERED Not build and only use for outdoor storage. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Equipment continues to degrade from the sun and exposure. Large inside storage for several departments. Equipment would be located next to current Vehicle Maintenance Shop. Good access onto Rouse and Griffin. Early morning shift equipment could be stored here so as not to disturb the neighbors in this mostly zoned Industrial area. With this building, Streets could switch to producing our own brine solution for pre wet of the sand. We wouldn't have to use mag chloride which is about 4-5 times more expensive than salt brine. Gallatin County has expressed interest in buying brine from us. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Normal building maintenance. Possibly heat with waste oil from the Shops. Possibly heat with wood chips from Forestry. FUNDING SOURCES This project totals $200,000. It will be split evenly 4 ways: Water Fund ($50,000), Wastewater Fund ($50,000), Street Maintenance ($50,000), and Parks ($50,000). New Replacement Equipment Project FY20 FY21 FY22 343 CIP Project Fund Wastewater Fund PROJECT NUMBER PW04 DEPARTMENT ENGINEERING PROJECT NAME Property on Corner of Aspen & Rouse FY18 $100,000 FY19 Unscheduled DESCRIPTION OF PROJECT Property Purchase to expand shops area and potentially offices. This is an opportunity to make more land available for project PW01-SH - Shops Expansion. ALTERNATIVES CONSIDERED Do not purchase the property. Wait to purchase at a later date. ADVANTAGES OF APPROVAL Larger contiguous land area for City Shops. The Shops Expansion project has been a scheduled CIP for a number of years. This item could bring an important piece of land into that project area, making a better-functioning property at Rouse and Tamarack. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Building Maintenance would be needed to keep the existing structure useful. FUNDING SOURCES Split 33/33/33 between Water, Wastewater and Street Maintenance Funds. New Replacement Equipment Project FY20 FY21 $0 FY22 $0 344 CIP Project Fund Wastewater Fund PROJECT NUMBER STR67 DEPARTMENT STREETS OP PROJECT NAME Covered Storage At Shops Complex FY18 FY19 Unscheduled $50,000 DESCRIPTION OF PROJECT Covered Storage at Shops Complex Describe the criticality (i.e., importance) of this project to the operation: Getting equipment parked inside greatly extends the life of the equipment. Which infrastructure assets are maintained by this equipment: All of our rolling stock and equipment. How is efficiency improved with this equipment: The difference in getting in a motor grader that is parked inside vs. one that is parked outside in -20 degree weather is enormous. Equipment stays in better shape. Much less wear and tear on drivetrain and hydraulics. Easily adds an hour of productivity to every shift. What is the impact (i.e., scope-of-use) for this equipment: Equipment and vehicle storage. What are the implications of deferring the purchase of this equipment: Equipment continues to degrade from the sun and exposure. How is this project leveraged with other stakeholders/projects/funds: At the proper site we could build one big enough to house other department’s equipment. Project is split 50% Street Maintenance Fund, 20% Water Fund, & 25% Wastewater Fund. Are there other affected projects: Depends where this building is located. ALTERNATIVES CONSIDERED Keep parking millions of dollars’ worth of equipment outside. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Equipment continues to degrade from the sun and exposure. Better equipment management. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Normal building maintenance. FUNDING SOURCES 50% Street Maintenance Fund, 25% Water Fund, 25% Wastewater Fund New Replacement Equipment Project FY20 FY21 FY22 345 CIP Project Fund Wastewater Fund PROJECT NUMBER WW07 DEPARTMENT ENGINEERING PROJECT NAME Annual Wastewater Pipe Replacement Program - Design FY18 $22,500 FY19 $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. Describe the criticality (i.e., importance) of this project to the operation: Annual wastewater pipe replacement projects minimize service interruptions or main breaks attributable to aging infrastructure. Are there other affected projects: 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 FY20 $22,500 FY21 $22,500 FY22 $22,500 346 CIP Project Fund Wastewater Fund PROJECT NUMBER WW08-18 DEPARTMENT ENGINEERING PROJECT NAME Wastewater Pipe Replacement Program - Construction in 2018 FY18 $1,000,000 FY19 Unscheduled DESCRIPTION OF PROJECT This project would complete design, bid and begin construction in the Spring/Summer of 2018. Priority will be places on the sewer segment on S Grand from Olive to Hayes to coincide with the S Grand street reconstructions scheduled for FY18. 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 FY20 FY21 FY22 347 CIP Project Fund Wastewater Fund PROJECT NUMBER WW08-19 DEPARTMENT ENGINEERING PROJECT NAME Wastewater Pipe Replacement Program - Construction in 2019 FY18 FY19 $1,000,000 Unscheduled DESCRIPTION OF PROJECT This project would complete design, bid and begin construction in the Spring/Summer of 2019. Priority 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 FY20 FY21 FY22 348 CIP Project Fund Wastewater Fund PROJECT NUMBER WW08-20 DEPARTMENT ENGINEERING PROJECT NAME Wastewater Pipe Replacement Program - Construction in 2020 FY18 FY19 Unscheduled DESCRIPTION OF PROJECT This project would complete design, bid and begin construction in the Spring/Summer of 2020. Priority 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 FY20 $1,000,000 FY21 FY22 349 CIP Project Fund Wastewater Fund PROJECT NUMBER WW08-21 DEPARTMENT ENGINEERING PROJECT NAME Wastewater Pipe Replacement Program - Construction in 2021 FY18 FY19 Unscheduled DESCRIPTION OF PROJECT This project would complete design, bid and begin construction in the Spring/Summer of 2021. Priority 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 FY20 FY21 $1,000,000 FY22 350 CIP Project Fund Wastewater Fund PROJECT NUMBER WW08-22 DEPARTMENT ENGINEERING PROJECT NAME Wastewater Pipe Replacement Program - Construction in 2022 FY18 FY19 Unscheduled DESCRIPTION OF PROJECT This project would complete design, bid and begin construction in the Spring/Summer of 2022. Priority 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 FY20 FY21 FY22 $1,000,000 351 CIP Project Fund Wastewater Fund PROJECT NUMBER WW27 DEPARTMENT ENGINEERING PROJECT NAME Annual Watershed Study & Stream Modeling FY18 $60,000 FY19 $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 analytical work, and detailed computer modeling using calibrated and validated datasets. Describe the criticality (i.e., importance) of this project to the operation: Crucial tool to inform MPDES discharge permit negotiations and compliance with MT numeric nutrient regulations What regulations or standards are attained with this project: Future MPDES discharge permit compliance. How is this project leveraged with other stakeholders/projects/funds: Leverages cooperative relationship with Gallatin Local Water Quality District in the performance of field sampling activities. Are there other affected projects: Project 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 FY20 $60,000 FY21 $60,000 FY22 $60,000 352 CIP Project Fund Wastewater Fund PROJECT NUMBER WW39 DEPARTMENT WRF PROJECT NAME Sandblast & Paint Clarifier Drives and Beaches FY18 $90,000 FY19 $90,000 Unscheduled DESCRIPTION OF PROJECT Sandblast and paint old clarifier drives, beaches, baffles and weirs. Describe the criticality (i.e., importance) of this project to the operation: The old final clarifiers were installed in the late 1980's and need to be painted to extend their useful life. Which infrastructure assets are maintained by this equipment: Final Clarifiers. What is the impact (i.e., scope-of-use) for this equipment: Painting the clarifier drives will preserve the infrastructure and delay the purchase of new stainless drives. ALTERNATIVES CONSIDERED Do nothing ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Not painting the clarifier drives will speed their deterioration which may result in failure of the drives before plans can be made to replace them. 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 FY20 FY21 FY22 353 CIP Project Fund Wastewater Fund PROJECT NUMBER WW42 DEPARTMENT WRF PROJECT NAME Primary Clarifier Cover FY18 FY19 Unscheduled $1,500,000 DESCRIPTION OF PROJECT Install a geodesic dome cover with 8 foot side walls on the 3 primary clarifiers. The installation would include a door, two skylights and a vent tube. The clarifier drive motor and controls would have to be explosion proof. Describe the criticality (i.e., importance) of this project to the operation: Not having to use all the primary clarifiers during the winter would allow larger particulate carbon to be flushed into the Bio-Trains postponing the purchase of supplemental carbon to reduce the total nitrogen in the facility effluent. Covering the primary clarifiers would allow the capturing of odors from the raw sewage they contain and direct these odors to treatment equipment. These odors are now reaching the residences near the facility and Springhill Road. Which infrastructure assets are maintained by this equipment: The three Primary Clarifiers. How is efficiency improved with this equipment: Not having to use all the primary clarifiers during the winter would allow larger particulate carbon to be flushed into the Bio-Trains postponing the purchase of supplemental carbon to reduce the total nitrogen in the facility effluent. What is the impact (i.e., scope-of-use) for this equipment: This equipment is used to reduce odors and improve the efficiency of the BNR process reducing nutrient discharges to the river. ALTERNATIVES CONSIDERED Do nothing ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Odors from raw sewage are not contained within the facilities boundaries and drift to near by neighbors and traffic on Springhill Road. Enclosing the primary clarifiers will trap these odors so they can be eliminated on the property. The Bozeman WRF is limited in the amount of carbon needed to remove nitrates with the BNR process. Covering the primary clarifiers will allow more carbon to be utilized by the process improving nutrient removal year round. Covering the primary clarifiers will allow odor control & eliminate cleaning & painting. Cleaning & painting of all railings and catwalks is an on-going maintenance issue to remove grease & droppings deposited by birds. Covers on primary clarifiers would allow some clarifiers not to be used during the winter ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Only maintenance of odor control would be additional. FUNDING SOURCES 100% Wastewater Funds New Replacement Equipment Project FY20 FY21 FY22 354 CIP Project Fund Wastewater Fund PROJECT NUMBER WW45 DEPARTMENT WRF PROJECT NAME Final & Secondary Clarifier Launder Covers FY18 $200,000 FY19 Unscheduled DESCRIPTION OF PROJECT Cover effluent launder of one final clarifier to eliminate algal growth in the launder. Describe the criticality (i.e., importance) of this project to the operation: Secondary Launder Covers will reduce the algae in the clarifier launders to a level that they will need only to be cleaned only once or twice a year. Currently there is a brush system installed on the skimmer arm that needs to be maintained constantly to insure proper operation. Some brushes can fall into the clarifier and could damage the clarifier drive or get stuck in the waste sludge piping. Which infrastructure assets are maintained by this equipment: Final Clarifiers. How is efficiency improved with this equipment: It will eliminate the man hours needed to maintain the brush system now in place and prevent clarifier damage. What is the impact (i.e., scope-of-use) for this equipment: It will eliminate the man hours needed to maintain the brush system now in place and prevent clarifier damage. ALTERNATIVES CONSIDERED Continue using a brush system to reduce the amount of algal growth. This method requires continual maintenance and there is a risk of brushes breaking off and falling into the clarifier. This could block the wasting hopper in the clarifier. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: The man hours used to maintain the brush system can be put to better use and possible infrastructure damage could be eliminated. Elimination of the brush system with its maintenance and dangers. Maintenance on the launder would be cut to twice a year for a quick manual cleaning allowing operators to spend time on other duties. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None. Would actually cut operating costs (time and materials) FUNDING SOURCES 100% Wastewater Funds New Replacement Equipment Project FY20 FY21 FY22 355 CIP Project Fund Wastewater Fund PROJECT NUMBER WW49 DEPARTMENT WRF PROJECT NAME Roll-Off Storage Building Construction & Possible 2nd Screw Press Enclosure FY18 $600,000 FY19 Unscheduled DESCRIPTION OF PROJECT Construction of a roll-off building and possible 2nd screw press enclosure. Describe the criticality (i.e., importance) of this project to the operation: Currently, an enclosed area consisting of concrete blankets suspend by cables and heated with torpedo heaters keeps the roll-offs from freezing in the truck storage building, where they are stored over night during the winter. 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. How is efficiency improved with this equipment: Less energy would be used if an extension to the roll-off loading area was built that could use exhaust air from the solids dewatering building to heat it. What is the impact (i.e., scope-of-use) for this equipment: Storing roll-offs, polymer totes and possibly housing a screw press. ALTERNATIVES CONSIDERED Construction of a roll-off loading bay extension for roll-off storage and possibly a screw press enclosure. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Higher energy costs associated with heating a make shift storage area in the truck storage building. Increased safety risks associated with using and fueling torpedo heaters inside a building. This addition to the existing roll-off loading area would serve as storage for the sludge roll-offs to keep them from freezing and reduce odors. This addition will also be available to house a second screw press and polymer tote storage. 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 100% Wastewater Funds New Replacement Equipment Project FY20 FY21 FY22 356 CIP Project Fund Wastewater Fund PROJECT NUMBER WW50 DEPARTMENT WRF PROJECT NAME Refrigerated Automatic Sampler FY18 $10,000 FY19 Unscheduled DESCRIPTION OF PROJECT Purchase a new refrigerated sampler for the influent, primary, and effluent. Describe the criticality (i.e., importance) of this project to the operation: If the refrigerated sampler fails, samples have to be taken manually every two hours and flow proportioned. This sample is not representative of the time period from 12:30 am until 7:00 am because the plant is unmanned during that time and no samples are taken. The manual samples are taken during the highest loading on the facility and could result in an effluent limit violation. How is efficiency improved with this equipment: Manual sampling could induce errors that would make the composite sample more or less concentrated that could result in a violation. An operator's time that would be spent doing other testing or inspecting the facility is now collecting and measuring samples manually. What is the impact (i.e., scope-of-use) for this equipment: Two of the three refrigerated samplers at the facility sample the in and out going flows that are required to be tested for the facilities Discharge Monitoring Report. ALTERNATIVES CONSIDERED Keep repairing old samplers until they fail. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: The refrigerated samplers have been repaired several times by replacing worn out parts but if the computer control components fail the repair costs will be much higher. The samplers we are using have been in service since 2000 and we have been replacing worn out parts. We need to start replacing them before the circuit boards fail. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES 100% Wastewater Funds New Replacement Equipment Project FY20 FY21 FY22 357 CIP Project Fund Wastewater Fund PROJECT NUMBER WW53 DEPARTMENT WRF PROJECT NAME Positive Displacement Lobe Pumps FY18 $50,000 FY19 Unscheduled DESCRIPTION OF PROJECT The positive displacement lobe pumps will replace the older wasting pumps that cannot provide the necessary wasting rates. Describe the criticality (i.e., importance) of this project to the operation: Being able to remove the required amount of microorganisms (WAS) from the Bio-Trains is a key factor in maintaining the facility's effluent quality. If the sludge in the wasting hoppers in final clarifiers one thru three cannot be remove at a rate fast enough to keep the sludge from going anaerobic then secondary phosphorus release will occur. Which infrastructure assets are maintained by this equipment: The wasting system from Final Clarifiers numbers one, two, and three would be serviced by these pumps. How is efficiency improved with this equipment: Positive displacement lobe pumps have a wider range of pumping speeds then the current pumps in service on this system. Maintenance costs less and they are also easier to maintain then the older pumps. What is the impact (i.e., scope-of-use) for this equipment: Pump WAS to the RST's at a rate that would maintain the proper F/M ratio and prevent secondary phosphorus. ALTERNATIVES CONSIDERED Do nothing. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: A decrease in facility effluent quality and an increase in pump maintenance and cost. Controlling mixed liquor inventory is critical to producing high quality effluent. If solids in the mixed liquor cannot be removed fast enough, total suspended solids will increase in the effluent which will also increase the total phosphorus to the river. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No new operating costs. Replacement of the lobe pump may actually increase efficiency. FUNDING SOURCES 100% Wastewater Funds New Replacement Equipment Project FY20 FY21 FY22 358 CIP Project Fund Wastewater Fund PROJECT NUMBER WW54 DEPARTMENT Wastewater Operations PROJECT NAME Replace #1783 - 1995 Ford Dump Truck FY18 FY19 Unscheduled DESCRIPTION OF PROJECT This project will replace a 1995 Ford Dump Truck that has 25,396 miles on it. Which infrastructure assets are maintained by this equipment: This dump truck would be used to haul material for the water, storm and sanitary sewer departments. And can be loaned to the street department for their operations. How is efficiency improved with this equipment: Efficiency is improved due to a more reliable dump truck that can cut down on the amount of trips we make by having multiple truck on site. 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 FY20 $95,000 FY21 FY22 359 CIP Project Fund Wastewater Fund PROJECT NUMBER WW58 DEPARTMENT WRF PROJECT NAME Chip Seal and Topcoat WRF Asphalt FY18 FY19 $47,370 Unscheduled DESCRIPTION OF PROJECT Chip Seal and topcoat WRF Asphalt to keep it from deteriorating. Describe the criticality (i.e., importance) of this project to the operation: Without chip sealing and topcoat the asphalt will deteriorate sooner requiring replacement. Which infrastructure assets are maintained by this equipment: 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. What is the impact (i.e., scope-of-use) for this equipment: Protect the existing asphalt to extend its useful life. ALTERNATIVES CONSIDERED Do nothing. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Deferring the chip seal and topcoat will allow the asphalt to deteriorate sooner requiring its replacement sooner at a much higher cost to the City. Chip seal and topcoat will protect the existing City infrastructure. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES 100% Wastewater Funds New Replacement Equipment Project FY20 FY21 FY22 360 CIP Project Fund Wastewater Fund PROJECT NUMBER WW65 DEPARTMENT Wastewater Operations PROJECT NAME Digital Universal Camera - DUC FY18 $70,000 FY19 Unscheduled DESCRIPTION OF PROJECT Digital Universal Camera Describe the criticality (i.e., importance) of this project to the operation: This camera is critical to accessing the condition of the sewer main along with the Pipeline Assessment program we use. Our goal is to inspect the entire collection system once every 5 years. Which infrastructure assets are maintained by this equipment: The Digital Universal Camera (DUC) is a semi-autonomous, high resolution digital CCTV side scanning camera designed for rapid and detailed condition assessment of our wastewater system. How is efficiency improved with this equipment: This camera allows us to TV the main non-stop will allows us to increase the amount of pipe we TV in a day up to 5 to 10 times more than the traditional stop and go method that we now use. ALTERNATIVES CONSIDERED Continue to use the stop and go method (SAG) and take longer to TV the mains. We have a goal to TV the entire system every 5 years, this is getting harder to do with the increasing growth of our collection system. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: As we gain more miles of main every year we will have to adjust our goal of every main being televised once every five years to six or seven with the current stop and go technology we use. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Placing electronic equipment in raw sewage is hard to predict costs I believe there will be little or no more costs than our present camera. FUNDING SOURCES 100% Wastewater Fund New Replacement Equipment Project FY20 FY21 FY22 361 CIP Project Fund Wastewater Fund PROJECT NUMBER WW66 DEPARTMENT WRF PROJECT NAME Odor Control For Old Pretreatment Building FY18 $40,000 FY19 Unscheduled DESCRIPTION OF PROJECT Odor Control For Old Pretreatment Building Describe the criticality (i.e., importance) of this project to the operation: Old Pretreatment Building odor (raw sewage) is vented out the roof of the building next to Springhill Road which generates odor complaints. The open channel containing the raw sewage emits corrosive gases into the building. What is the impact (i.e., scope-of-use) for this equipment: Protect equipment in the building and reduced odor complaints. ALTERNATIVES CONSIDERED Do nothing and run the risk of more odor complaints. Lack of enclosed and heated storage in the facility requires equipment to be parked in the old pretreatment building. Equipment stored there is exposed to the corrosive atmosphere. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Continuation of odor complaints and the corrosion of unprotected metal in the Old Pretreatment Building. Foul air from the sewer system coming into the old pretreatment building needs to be collected and treated. This treatment will eliminate the odor complaints and corrosive atmosphere. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No additional operating costs if another inline fan is not needed. FUNDING SOURCES 100% Wastewater Funds New Replacement Equipment Project FY20 FY21 FY22 362 CIP Project Fund Wastewater Fund PROJECT NUMBER WW69 DEPARTMENT WRF PROJECT NAME WRF Facility R&R FY18 $50,000 FY19 $50,000 Unscheduled DESCRIPTION OF PROJECT WRF Facility R&R Describe the criticality (i.e., importance) of this project to the operation: 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. Which infrastructure assets are maintained by this equipment: Any unscheduled repair or replacement of equipment within the facility that would keep the facility running properly. How is efficiency improved with this equipment: An unforeseen mechanical failure needs to be remedied quickly to protect the quality of facility effluent discharged into the East Gallatin. What is the impact (i.e., scope-of-use) for this equipment: To repair or replace any equipment that fails and could compromise facility performance. ALTERNATIVES CONSIDERED Not having this fund would defer other needed maintenance. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Without these funds available repair or replacement of failed equipment would depend on budgeted funds that may be allocated already. 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 FY20 $50,000 FY21 $50,000 FY22 $50,000 363 CIP Project Fund Wastewater Fund PROJECT NUMBER WW70 DEPARTMENT WRF PROJECT NAME WRF Facility Engineering & Optimization FY18 $50,000 FY19 $50,000 Unscheduled DESCRIPTION OF PROJECT WRF Facility Engineering & Optimization Describe the criticality (i.e., importance) of this project to the operation: 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. Which infrastructure assets are maintained by this equipment: The entire facility How is efficiency improved with this equipment: 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. What is the impact (i.e., scope-of-use) for this equipment: 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. 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 What are the implications of deferring the purchase of this equipment: Not having this will impede engineering needed for emergency projects that will come up unexpectedly. It will allow for engineering studies of operational problems to find the most efficient way to correct the problem. 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 FY20 $50,000 FY21 $50,000 FY22 $50,000 364 CIP Project Fund Wastewater Fund PROJECT NUMBER WW71 DEPARTMENT WRF PROJECT NAME WRF Facility Master Plan Update FY18 $250,000 FY19 Unscheduled DESCRIPTION OF PROJECT Facility Master Plan Update Describe the criticality (i.e., importance) of this project to the operation: The Master Plan Update will compare past predictions of the loadings on the City's Water Reclamation Facility with current loadings. How is efficiency improved with this equipment: New projections will be made using these data trends to determine the best course of action and sequencing of projects to meet the needs of the facility. What is the impact (i.e., scope-of-use) for this equipment: The entire facility will be effected by this plan because it will plan for facility expansion, side stream treatment and odor control among other things. ALTERNATIVES CONSIDERED Not being proactive in predicting the best way to accommodate future loading at the Bozeman WRF will not fulfill the city’s needs to meet future discharge limits. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: If the update plan is not conducted future needs of the facility may not be scheduled in an logical manner or even recognized. Financial expenditures and bond obligations could be incurred without sound justification. Bozeman’s rapid population growth dictates a review of the WRF’s treatment processes to make sure they will meet requirements now and in the future. Establishing a clear incremental improvement process will prevent mistakes and eliminate inefficient spending of funds. New permit and water quality regulations require an update of the master plan to ensure compliance over the next 15 years. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No additional costs FUNDING SOURCES 100% Wastewater Funds New Replacement Equipment Project FY20 FY21 FY22 365 CIP Project Fund Wastewater Fund PROJECT NUMBER WW76 DEPARTMENT WRF PROJECT NAME Third Pretreatment Screen FY18 FY19 $300,000 Unscheduled DESCRIPTION OF PROJECT Purchase a third pretreatment screen and the engineering to properly install it. Describe the criticality (i.e., importance) of this project to the operation: The two installed pretreatment screens are running 24/7 so there is no redundancy to the system. How is capacity affected by this project: Adding a third screen will increase the capacity of pretreatment to handle increased flows without bypassing the screens. What regulations or standards are attained with this project: Preventing the clogging of pipes and pumps will preserve the effluent quality of the facility. Which infrastructure assets are maintained by this equipment: All equipment downstream of the screens will be better protected. How is efficiency improved with this equipment: Pipes and pumps that are not plugged run more efficiently and require less energy to run. What is the impact (i.e., scope-of-use) for this equipment: To protect the facility infrastructure. 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 What are the implications of deferring the purchase of this equipment: Do nothing and run the risk of having to bypass the existing screens because they cannot handle the load coming into the plant. 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 100% Wastewater Funds New Replacement Equipment Project FY20 FY21 FY22 366 CIP Project Fund Wastewater Fund PROJECT NUMBER WW78 DEPARTMENT WRF PROJECT NAME Server Replacement at WRF (WRFCTRLBAK) FY18 FY19 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 FY20 FY21 FY22 $10,000 367 CIP Project Fund Wastewater Fund PROJECT NUMBER WW79 DEPARTMENT WRF PROJECT NAME WRF Improvements for Energy Sustainability FY18 FY19 Unscheduled $4,000,000 DESCRIPTION OF PROJECT Energy Recovery (Methane Cogeneration) Project Design and Construction Describe the criticality (i.e., importance) of this project to the operation: To generate electricity for excess methane gas, reduce the carbon footprint of the facility and to add captured exhaust heat to the facility's heat loop. How is connectivity affected by this project: This project supports the sustainability and green goals of the city. What regulations or standards are attained with this project: The carbon foot print of the Water Reclamation Facility will be reduced. How is efficiency improved with this equipment: To generate electricity for excess methane gas and reduce the carbon footprint of the facility. What is the impact (i.e., scope-of-use) for this equipment: To generate electricity for excess methane gas, reduce the carbon footprint of the facility and to add captured exhaust heat to the facility's heat loop. How is this project leveraged with other stakeholders/projects/funds: The initial study for the project could identify other stakeholders such as Northwestern Energy. Are there other affected projects: The facility could reduce its carbon footprint by using methane as an onsite fuel to generate electricity. This would support the sustainability goals of the city. ALTERNATIVES CONSIDERED Continue to flare our excess digester methane. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: To continue to flare excess methane and not benefit from the generated electricity, reduced carbon footprint or additional captured heat. Current plant excess methane gas will be captured and utilized to reduce plant operating costs. It supports the City's Municipal Climate Action Plan goals. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Once construction is funded, this project will reduce energy costs of the facility. FUNDING SOURCES Wastewater Fund, other grants or community partners. New Replacement Equipment Project FY20 FY21 FY22 368 CIP Project Fund Wastewater Fund PROJECT NUMBER WW80 DEPARTMENT WRF PROJECT NAME Lagoon Valve Replacement in Lift #3, Clean Out Replacement on Sludge Line to Lagoon; Pump, valves FY18 $50,000 FY19 Unscheduled DESCRIPTION OF PROJECT Replace valves that cannot be opened or closed because of struvite deposits (replace 4 valves, blind flange 6 others). Replace cleanouts in the sludge lagoon line so their orientation allows a complete cleaning of the sludge line. Put in pump valves and piping so that sludge from the little lagoon can be pumped back through the pipe going out to the small lagoon. Describe the criticality (i.e., importance) of this project to the operation: If the screw press fails or if a digester needs to be emptied quickly Digester #3 has only a limited amount of storage so the sludge will need to be stored in the small lagoon. The system serving the small lagoon needs to be fully functional. Which infrastructure assets are maintained by this equipment: The small lagoon, the sludge line to the lagoon, Digester #3 and the screw press. How is efficiency improved with this equipment: The small lagoon can be filled and mixed properly. The sludge line to the lagoon can be cleaned in less time. Sludge in the small lagoon can be pumped back to Digester #3 and the screw press for dewatering without having to be trucked back. What is the impact (i.e., scope-of-use) for this equipment: This CIP supports the small lagoon sludge storage and the piping that gets the sludge to and from the lagoon. ALTERNATIVES CONSIDERED Do nothing and not be able to control flow to the small lagoon or even mix it. Sludge line to the small lagoon will not be cleaned properly. Sludge pumped to the small lagoon will have to be trucked back to Digester #3. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Not being able to control flow to the small lagoon or even mix it. Sludge line to the small lagoon will not be cleaned properly. Sludge pumped to the small lagoon will have to be trucked back to Digester #3. The small lagoon can be used to store sludge when needed. The sludge line to the lagoon can be cleaned in less time. Sludge in the small lagoon can be pumped back to Digester #3 and the screw press for dewatering without having to be trucked back. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No additional costs unless positive displacement is used to pump sludge back to Digester #3. FUNDING SOURCES 100% Wastewater Funds New Replacement Equipment Project FY20 FY21 FY22 369 CIP Project Fund Wastewater Fund PROJECT NUMBER WW81 DEPARTMENT WRF PROJECT NAME Membrane Roof Replacement on Old Digester Building (Dig 1 & 2) FY18 $60,000 FY19 Unscheduled DESCRIPTION OF PROJECT Repair or replacement of membrane roof covering on old digester building. Describe the criticality (i.e., importance) of this project to the operation: The extent of damage to the roof is not known. Just outside the door to the roof you step on the roof membrane and it is like walking on a thin water bed. An inspection and a repair or replacement to the roof membrane needs to be conducted in the near future prevent damage to the buildings roof. Which infrastructure assets are maintained by this equipment: The old digester building roof and infrastructure below. What is the impact (i.e., scope-of-use) for this equipment: Protect the old digester building roof and equipment in the room below. ALTERNATIVES CONSIDERED Do nothing and see if more ceiling leaks occur. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Possible more damage to the old digester building roof. There has been water under the roof membrane for several years (since 2004) and the extent of damage to the roof is unknown. Repair or replacement of the roof membrane would stop the leaks that pour water into the room below during rain events. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No additional costs. FUNDING SOURCES 100% Wastewater Funds New Replacement Equipment Project FY20 FY21 FY22 370 CIP Project Fund Wastewater Fund PROJECT NUMBER WW83 DEPARTMENT WRF PROJECT NAME UFAT Gravity Thickener Drive and Arms Replacement FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Replacement of the gravity thickener deteriorating mechanism. Describe the criticality (i.e., importance) of this project to the operation: The gravity Thickener thickens elutriated fermented sludge before it is sent to the digester thus increasing detention time in the digesters. Which infrastructure assets are maintained by this equipment: The Gravity Thickener is 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. How is efficiency improved with this equipment: The gravity Thickener thickens elutriated fermented sludge before it is sent to the digester thus increasing detention time in the digesters. What is the impact (i.e., scope-of-use) for this equipment: To thicken sludge before is pumped to the digester which increases the digester efficiency. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: The failure of the gravity thickener and UFAT system. 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 FY20 FY21 FY22 $400,000 371 CIP Project Fund Wastewater Fund PROJECT NUMBER WW84 DEPARTMENT WRF PROJECT NAME Server Replacement at WRF (WRFCTRLPRI) FY18 FY19 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 FY20 FY21 FY22 $10,000 372 CIP Project Fund Wastewater Fund PROJECT NUMBER WW85 DEPARTMENT WRF PROJECT NAME WRF Process Upgrades to Improve Nutrient Recovery FY18 FY19 Unscheduled $10,000,000 DESCRIPTION OF PROJECT The study and construction of nutrient recovery processes to capture nitrogen and phosphorus from anaerobically digested sludge. Describe the criticality (i.e., importance) of this project to the operation: Recovery of the limiting element phosphorus, in the form of struvite, is critical to the production of food. The present market value of recovered phosphorus (struvite) is approximately $200 to $300 dollars a ton but its value will increase as the easily minable phosphorus rock deposits are depleted. How is capacity affected by this project: Nutrient recovery will reduce the nutrient load on the facility from the screw press supernatant that has to be returned to the head of the facility for treatment therefore increasing its capacity. How is connectivity affected by this project: This project supports the sustainability and green goals of the city. What regulations or standards are attained with this project: Nutrient recovery will reduce the nutrient load on the facility from the screw press supernatant that has to be returned to the head of the facility for treatment. Reducing the load will increase the facility efficiency so that the effluent quality will be maintained. How is efficiency improved with this equipment: Nutrient recovery will reduce the nutrient load on the facility from the screw press supernatant that has to be returned to the head of the facility for treatment therefore increasing its capacity. What is the impact (i.e., scope-of-use) for this equipment: The recovery and reuse of nutrients from the waste stream would complete the phosphorus nutrient cycle and support the sustainability goals of the city. The use of this nutrient recovered fertilizer would reduce the possibility of groundwater contamination. How is this project leveraged with other stakeholders/projects/funds: The initial study for the project could identify other stakeholders. ALTERNATIVES CONSIDERED Do nothing and loose a commodity that is a bi-product of anaerobic digestion ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Not proceeding with nutrient recovery falls short of the sustainability goals of the City. 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 side stream 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 off set by income from the sale of the slow release fertilizer. FUNDING SOURCES 100% Wastewater Funds New Replacement Equipment Project FY20 FY21 FY22 373 CIP Project Fund Wastewater Fund PROJECT NUMBER WW86 DEPARTMENT Wastewater Operations PROJECT NAME Wheeled Excavator FY18 FY19 Unscheduled $151,000 DESCRIPTION OF PROJECT This would be a trac hoe excavator with wheels instead tracks. Describe the criticality (i.e., importance) of this project to the operation: It is a critical piece of machinery in our department. Which infrastructure assets are maintained by this equipment: Water, sewer, and stormwater How is efficiency improved with this equipment: Because it can move more dirt quicker. How is this project leveraged with other stakeholders/projects/funds: Can be split with water. ALTERNATIVES CONSIDERED Continue to use smaller equipment. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Continue using smaller equipment that task longer to do the work due to it's size. Increased productivity with larger excavator. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED N/A FUNDING SOURCES 50% Water Fund, 50% Wastewater Fund New Replacement Equipment Project FY20 FY21 FY22 374 Wa s t e w a t e r  Im p a c t  Fe e Ca p i t a l  Im p r o v e m e n t  Pl a n Fi n a n c i a l  Su m m a r y Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 Unscheduled Pr o j e c t e d  Be g i n n i n g  Re s e r v e  Ba l a n c e  De d i c a t e d  to  CI P 1, 4 7 9 , 0 0 0 $         (1 3 5 , 9 1 2 ) $                   (3 5 4 , 7 6 2 ) $             12 7 , 4 4 6 $               673,763 $                 1,287,397 $     ‐$                      Pl u s :    Im p a c t  Fe e  Re v e n u e s  De d i c a t e d  to  CI P 1, 1 0 3 , 5 0 0 $         1, 2 2 1 , 1 5 0 $               1, 2 8 2 , 2 0 8 $         1, 3 4 6 , 3 1 8 $       1,413,634 $           1,484,315 $     ‐$     Pl u s :    Lo a n s  fo r  WW I F 1 1 ,  WW I F 2 0 2, 1 8 5 , 0 0 0 $         5, 2 9 0 , 0 0 0 $          Pl u s :    De v e l o p e r  Co n t r i b u t i o n  Fr o m  WW I F 2 6 63 1 , 8 3 7 $                  Le s s :    Sc h e d u l e d  CI P  Pr o j e c t  Co s t s (3 , 3 5 0 , 2 4 9 ) $     (1 , 4 4 0 , 0 0 0 ) $             (2 , 9 8 5 , 0 0 0 ) $       (6 , 0 9 0 , 0 0 0 ) $     (800,000) $               (800,000)$       (6,018,035)$      Pr o j e c t e d  Ye a r ‐En d  Ca s h  De d i c a t e d  to  CI P (1 3 5 , 9 1 2 ) $             (3 5 4 , 7 6 2 ) $                   12 7 , 4 4 6 $                 67 3 , 7 6 3 $               1,287,397 $           1,971,713 $      As s u m p t i o n s  Ma d e  fo r  Re v e n u e  Es t i m a t e s : Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 FY 2 0 FY21 FY22 Es t i m a t e d  An n u a l  Wa s t e w a t e r  Im p a c t  Fe e  Re v e n u e s 1, 1 0 3 , 5 0 0 $               1, 1 6 3 , 0 0 0 $                       1, 2 2 1 , 1 5 0 $             1, 2 8 2 , 2 0 8 $             1,346,318 $               1,413,634 $            Es t i m a t e d  An n u a l  In c r e a s e 0. 0 % 5% 5% 5% 5%5% To t a l  Es t i m a t e d  Re v e n u e s 1, 1 0 3 , 5 0 0 $               1, 2 2 1 , 1 5 0 $                       1, 2 8 2 , 2 0 8 $             1, 3 4 6 , 3 1 8 $             1,413,634 $               1,484,315 $         Cu r r e n t  Re v e n u e s  De d i c a t e d  to  CI P  % 10 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 %    Pl u s :    In c r e a s e  De d i c a t e d  to  Wa s t e w a t e r  Ca p a c i t y  Ex p a n s i o n  CI P 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0.0%0.0%    To t a l  % De d i c a t e d  to  CI 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  Es t i m a t e d  Re v e n u e s  De d i c a t e d  to  CI P 1, 1 0 3 , 5 0 0 $               1, 2 2 1 , 1 5 0 $                       1, 2 8 2 , 2 0 8 $             1, 3 4 6 , 3 1 8 $             1,413,634 $               1,484,315 $         Pr o j e c t e d Pr o j e c t e d CU R R E N T 7, 0 0 0 , 0 0 0 6, 0 0 0 , 0 0 0 5, 0 0 0 , 0 0 0 4, 0 0 0 , 0 0 0 3, 0 0 0 , 0 0 0 2, 0 0 0 , 0 0 0 1, 0 0 0 , 0 0 0 0 Wa s t e w a t e r  Im p a c t  Fe e  Pr o j e c t s   375 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 Im p a c t  Fe e s   Wa s t e w a t e r WW I F 1 1 WW  IM P A C T  FE FR O N T  ST R E E T  IN T E R C E P T O R $2 , 1 8 5 , 0 0 0 WW I F 2 0 WW  IM P A C T  FE N  FR O N T A G E  RD  IN T E R C E P T O R $5 , 2 9 0 , 0 0 0 WW I F 2 2 WW  IM P A C T   FE E S DA V I S ‐FO W L E R  IN T E R C E P T O R  (D U R S T O N   RD  TO  W  OA K  ST ) $778,035 WW I F 2 4 WW  IM P A C T  FE DA V I S  LA N E  (L I F T  ST A T I O N ) $1,200,000 WW I F 2 7 WW  IM P A C T   FE E S SO U T H  UN I V E R S I T Y  DI S T R I C T / C A T T A I L   CR E E K  BA S I N  ‐   S  15 T H  AV E  TO  WI L L O W   WA Y  TO  W  LI N C O L N  ST $7 9 5 , 0 0 0 WW I F 3 1 WW  IM P A C T   FE E S DA V I S  LN  LI F T  ST A T I O N ,  IN T E R C E P T O R ,   AN D  FO R C E  MA I N $6 4 5 , 0 0 0 WW I F 3 2 WW  IM P A C T  FE HI D D E N  VA L L E Y  (L I F T  ST A T I O N ) $3,240,000 WW I F 3 3 WW  IM P A C T  FE DA V I S  LN  LI F T  ST A T I O N  DE B T  SE R V I C E $8 0 0 , 0 0 0 $800,000 $8 0 0 , 0 0 0 $8 0 0 , 0 0 0 $800,000 Su m m a r y  f or    Im p ac t  Fe e s  Wa s t e w a t e r  (8  it e m s ) To t a l s  by  ye a r : $8 0 0 , 0 0 0 $ 8 0 0 , 0 0 0 $1 , 4 4 0 , 0 0 0 $6,018,035 FY 2 1 FY22 FY 1 8 Unscheduled FY 2 0 $6 , 0 9 0 , 0 0 0 $2 , 9 8 5 , 0 0 0 FY 1 9 * * * 376 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF11 DEPARTMENT WW IMPACT FEES PROJECT NAME Front Street Interceptor FY18 FY19 $2,185,000 Unscheduled DESCRIPTION OF PROJECT This project consists of construction of ~8,500 LF 18", 21", 24" sewer pipe from manhole E0304 to C0524. Describe the criticality (i.e., importance) of this project to the operation: Without this wastewater interceptor development in the vicinity of Bozeman Deaconess Health Services as well as the remainder of The Village Downtown property will not be able to occur. How is capacity affected by this project: 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. How is connectivity affected by this project: This interceptor provides sewer for Upper Bozeman Creek Basin. What safety or risk measures are mitigated with this project: There are no risk or safety issues mitigated by this project. What regulations or standards are attained with this project: Conformance with the City's Wastewater Master Plan. How is this project leveraged with other stakeholders/projects/funds: 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. Are there other affected projects: This project will provide sewer capacity in the area of Bozeman Deaconess Health Services. ALTERNATIVES CONSIDERED Limit development to only that capacity of the existing sewer. ADVANTAGES OF APPROVAL This project will significantly increase the service area and capacity of the trunk sewer. 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 FY20 FY21 FY22 * 377 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF20 DEPARTMENT WW IMPACT FEES PROJECT NAME N Frontage Rd Interceptor FY18 FY19 Unscheduled DESCRIPTION OF PROJECT This project will replace or parallel 11,500' of the North Frontage Road interceptor between Springhill Rd and Bridger Dr. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: Directly increases 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. How is connectivity affected by this project: This project will provide capacity to new development within the existing city limits. What regulations or standards are attained with this project: Conformance with the City's Wastewater Master Plan. How is this project leveraged with other stakeholders/projects/funds: 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. Are there other affected projects: 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. 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 FY20 $5,290,000 FY21 FY22 * 378 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF22 DEPARTMENT WW IMPACT FEES PROJECT NAME Davis-Fowler Interceptor (Durston Rd to W Oak St) FY18 FY19 Unscheduled $778,035 DESCRIPTION OF PROJECT This project will replace or parallel 2700' of the Davis-Fowler Interceptor between Durston and Oak. Describe the criticality (i.e., importance) of this project to the operation: The interceptor between Durston Rd and W Oak will eventually exceed capacity as the Baxter Creek drainage basin develops. How is capacity affected by this project: 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. How is connectivity affected by this project: This interceptor provides sewer for Baxter Creek and Cattail Creek Basins. 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 FY20 FY21 FY22 379 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF24 DEPARTMENT WW IMPACT FEES PROJECT NAME Davis Lane (Lift Station) FY18 FY19 Unscheduled $1,200,000 DESCRIPTION OF PROJECT Complete the buildout of 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 FY20 FY21 FY22 380 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF27 DEPARTMENT WW IMPACT FEES PROJECT NAME South University District/Cattail Creek Basin - S 15th Ave to Willow Way to W Lincoln St FY18 $795,000 FY19 Unscheduled DESCRIPTION OF PROJECT This project consists of extending the sewer main to service the South University District area with a 10-inch sewer pipe. Describe the criticality (i.e., importance) of this project to the operation: As described in the 2015 Wastewater Facility Plan, there is little potential to accommodate additional flow from this area through existing pipe network, therefore, if capacity is not added no further development in this area can be supported. Since this area is especially suited to housing for University students and since the University continues to grow in population the community needs are best accommodated if collection capacity is increased. How is capacity affected by this project: This interceptor will support an average day flow value of 1,456 gallons per acre. How is connectivity affected by this project: This sewer pipe will serve the area generally between Lincoln and University Way, and South 19th and the vacant land to the west of Spectators. What regulations or standards are attained with this project: Conformance with the City's Wastewater Master Plan. How is this project leveraged with other stakeholders/projects/funds: It is estimated that 50% of this project costs will be due to capacity expansion and will be eligible for Wastewater Impact Fees. The remaining 50% of the project costs will need to be provided by a "local share" contribution or other source. Are there other affected projects: 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. 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 FY20 FY21 FY22 * 381 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF31 DEPARTMENT WW IMPACT FEES PROJECT NAME Davis Ln Lift Station, Interceptor, and Force Main FY18 $645,000 FY19 Unscheduled DESCRIPTION OF PROJECT This project will provide initial funding for oversizing the Davis Ln Lift Station not included in the funding package for the Billings Clinic. This will include oversizing the wet well capacity and sanitary sewer freeway crossing to accommodate peak hour flows up to 6.2 MGD. Describe the criticality (i.e., importance) of this project to the operation: This will be the City's portion of the initial Davis Ln Lift Station upsizing construction that is not included in the Billings Clinic funding. How is capacity affected by this project: Sanitary sewer capacity will be increased for development in the western portion of the community. How is connectivity affected by this project: This lift station serves development north of the Cattail Lake Lift Station. What regulations or standards are attained with this project: Conformance with the City's Wastewater Master Plan. How is this project leveraged with other stakeholders/projects/funds: 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. Are there other affected projects: Yes, we may want to consider building the Norton East Ranch Outfall Diversion with this project. Construction of the Diversion will take pressure off the existing Baxter Meadows Lift Station and limit the need to upgrade that lift station farther into the future. Additionally, 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 FY20 FY21 FY22 382 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF32 DEPARTMENT WW IMPACT FEES PROJECT NAME Hidden Valley (Lift Station) FY18 FY19 Unscheduled $3,240,000 DESCRIPTION OF PROJECT Design and Construct Hidden Valley Lift Station and Force Main Describe the criticality (i.e., importance) of this project to the operation: Service area expansion of the City's sanitary sewer collection system. What regulations or standards are attained with this project: Conformance with the City's Wastewater Collection Facilities Plan Are there other affected projects: 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 FY20 FY21 FY22 383 CIP Project Fund Impact Fees Wastewater PROJECT NUMBER WWIF33 DEPARTMENT WW IMPACT FEES PROJECT NAME Davis Ln Lift Station Debt Service FY18 FY19 $800,000 Unscheduled $800,000 DESCRIPTION OF PROJECT This project will provide a debt service payment for the City's portion of the Davis Ln Lift Station. Describe the criticality (i.e., importance) of this project to the operation: If we do not fund this debit service, the City will be in default of our loan. How is capacity affected by this project: Sanitary sewer capacity will be increased for development in the western portion of the community. How is connectivity affected by this project: This lift station serves development north of the Cattail Lake Lift Station. What regulations or standards are attained with this project: Conformance with the City's Wastewater Master Plan. How is this project leveraged with other stakeholders/projects/funds: 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. Are there other affected projects: Yes, we may want to consider building the Norton East Ranch Outfall Diversion with this project. Construction of the Diversion will take pressure off the existing Baxter Meadows Lift Station and limit the need to upgrade that lift station farther into the future. Additionally, 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 agreement for the City's portion of the financing, to be paid back with interest over a 5-year period. Repayments are expected to being in the year following construction. New Replacement Equipment Project FY20 $800,000 FY21 $800,000 FY22 $800,000 384 Wa t e r  Fu n d Ca p i t a l  Im p r o v e m e n t  Pl a n Fi n a n c i a l  Su m m a r y Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 Unscheduled Pr o j e c t e d  Be g i n n i n g  Re s e r v e  Ba l a n c e  De d i c a t e d  to  CI P 55 3 , 7 9 1 $               15 5 , 4 0 4 $                       60 0 , 8 2 3 $                 (1 , 2 7 1 , 0 6 9 ) $   (4 8 0 , 4 2 0 ) $       1,769,678 $     ‐$                      Pl u s :    Wa t e r  Re v e n u e s  De d i c a t e d  to  CI P 1, 7 0 2 , 0 1 4 $         2, 2 1 2 , 6 1 9 $               2, 7 7 0 , 0 2 8 $       2, 8 5 3 , 1 2 9 $       3, 8 8 6 , 6 9 8 $   4,003,299 $     ‐$                      Pl u s :    Lo a n  fo r  Hy a l i t e  Da m  Im p r o v e m e n t s  W7 9 4, 0 0 0 , 0 0 0 $      Pl u s :    Lo a n  fo r  Au t o m a t i o n  Up g r a d e s  W7 1 6,710,000 $         Pl u s :    Lo a n  fo r  Me c h a n i c a l  Up g r a d e s  W7 2 1, 7 5 0 , 0 0 0 $                  Pl u s :    Lo a n  fo r  Ly m a n  Ta n k  Co n s t r u c t i o n  WI F 3 5 3, 2 0 0 , 0 0 0 $      Le s s :    Sc h e d u l e d  CI P  Pr o j e c t  Co s t s (2 , 1 0 0 , 4 0 1 ) $     (3 , 5 1 7 , 2 0 0 ) $             (4 , 6 4 1 , 9 2 0 ) $     (2 , 0 6 2 , 4 8 0 ) $   (8 , 8 3 6 , 6 0 0 ) $  (10,363,400)$ (3,464,439)$      Pr o j e c t e d  Ye a r ‐En d  Ca s h  De d i c a t e d  to  CI P 15 5 , 4 0 4 $               60 0 , 8 2 3 $                       (1 , 2 7 1 , 0 6 9 ) $     (4 8 0 , 4 2 0 ) $           1, 7 6 9 , 6 7 8 $   2,119,578 $     (3,464,439)$      As s u m p t i o n s  Ma d e  fo r  Re v e n u e  Es t i m a t e s : Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 F Y 2 0 F Y 2 1 F Y 2 2 Es t i m a t e d  An n u a l  Wa t e r  Re v e n u e s 8, 1 0 4 , 8 3 0 $               8, 1 0 4 , 8 3 0 $                       8, 5 1 0 , 0 7 2 $             8, 9 3 5 , 5 7 5 $           9, 2 0 3 , 6 4 2 $       9,479,752 $            Es t i m a t e d  An n u a l  In c r e a s e 0. 0 % 5. 0 % 5. 0 % 3. 0 % 3 . 0 % 3.0% To t a l  Es t i m a t e d  Re v e n u e s 8, 1 0 4 , 8 3 0 $               8, 5 1 0 , 0 7 2 $                       8, 9 3 5 , 5 7 5 $             9, 2 0 3 , 6 4 2 $           9, 4 7 9 , 7 5 2 $       9,764,144 $         Cu r r e n t  Re v e n u e s  De d i c a t e d  to  CI P  % 21 . 0 % 21 . 0 % 2 6 . 0 % 3 1 . 0 % 3 1 . 0 % 4 1 . 0 %    Pl u s :    In c r e a s e  De d i c a t e d  to  CI P 0. 0 % 5. 0 % 5. 0 % 0. 0 % 1 0 . 0 % 0.0%    To t a l  % De d i c a t e d  to  CI P 21 . 0 % 26 . 0 % 3 1 . 0 % 3 1 . 0 % 4 1 . 0 % 4 1 . 0 % To t a l  Es t i m a t e d  Re v e n u e s  De d i c a t e d  to  CI P 1, 7 0 2 , 0 1 4 $               2, 2 1 2 , 6 1 9 $                       2, 7 7 0 , 0 2 8 $             2, 8 5 3 , 1 2 9 $           3, 8 8 6 , 6 9 8 $       4,003,299 $         Pr o j e c t e d Pr o j e c t e d CU R R E N T 12 , 0 0 0 , 0 0 0 10 , 0 0 0 , 0 0 0 8, 0 0 0 , 0 0 0 6, 0 0 0 , 0 0 0 4, 0 0 0 , 0 0 0 2, 0 0 0 , 0 0 0 0 Wa t e r  Fu n d  Pr o j e c t s  & Eq u i p m e n t   385 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 Wa t e r  Fu n d PW 0 4 EN G I N E E R I N G PR O P E R T Y  ON  CO R N E R  OF  AS P E N  &  RO U S E $0 $1 0 0 , 0 0 0 $0 W0 3 EN G I N E E R I N G AN N U A L  WA T E R  PI P E  RE P L A C E M E N T   PR O G R A M  ‐   DE S I G N $2 2 , 5 0 0 $2 2 , 5 0 0 $2 2 , 5 0 0 $2 2 , 5 0 0 $22,500 W0 4 ‐18 EN G I N E E R I N G WA T E R  PI P E  RE P L A C E M E N T  20 1 8 $1 , 2 0 0 , 0 0 0 W0 4 ‐19 EN G I N E E R I N G WA T E R  PI P E  RE P L A C E M E N T  20 1 9 $1 , 2 0 0 , 0 0 0 W0 4 ‐20 EN G I N E E R I N G WA T E R  PI P E  RE P L A C E M E N T  20 2 0 $1 , 2 0 0 , 0 0 0 W0 4 ‐21 EN G I N E E R I N G WA T E R  PI P E  RE P L A C E M E N T  20 2 1 $1 , 2 0 0 , 0 0 0 W0 4 ‐22 EN G I N E E R I N G WA T E R  PI P E  RE P L A C E M E N T  20 2 2 $1,200,000 GF 2 2 7 Fi n a n c e ER P  RE 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 GI S 0 3 GI S AS S E T  MA N A G E M E N T  SO F T W A R E $5 0 , 0 0 0 GI S 0 4 GI S AE R I A L  PH O T O G R A P H Y $8 5 , 0 0 0 $8 5 , 0 0 0 GI S 0 5 GI S LI D A R $7 5 , 0 0 0 GI S 0 6 GI S GP S  SY S T E M  RE P L A C E M E N T $1 7 , 5 0 0 $1 7 , 5 0 0 GI S 0 8 GI S LA R G E  FO R M A T  PL O T T E R  ‐   RE P L A C E M E N T $2 0 , 0 0 0 GI S 1 2 GI S FM E  SE R V E R $1 5 , 0 0 0 GI S 1 1 PU B W O R K S  AD CO M P U T E R  RE P L A C E M E N T S $1 6 , 1 0 0 $1 5 , 2 0 0 $1 4 , 8 0 0 $2 2 , 1 0 0 $17,900 GI S 1 3 PU B W O R K S  AD LO N G  TE R M  SH O P S  MA S T E R  PL A N $1 0 0 , 0 0 0 PW 0 3 PU B W O R K S   AD M I N VE H I C L E  MA I N T E N A N C E  DE S I G N  &  ST O R A G E  CO N S T R U C T I O N $5 0 , 0 0 0 GI S 1 4 SC A D A SC A D A  UP G R A D E S  & IM P R O V E M E N T S $2,100,000 GI S 1 5 SC A D A SC A D A  MA S T E R  PL A N $1 5 0 , 0 0 0 W6 6 SC A D A ME T E R S ,  TR 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  RA D I O  & ST R A P  ON  FL O W  ME T E R ) $1 0 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 $1 0 , 0 0 0 $10,000 WC 0 1 Wa t e r   Co n s e r v a t i o n LA N D S C A P E  AR C H I T E C T  ME D I A N S  AN D   BO U L E V A R D S $4 5 , 0 0 0 WC 0 2 Wa t e r  Co n s e r v ME T E R  SO F T W A R E  SU B S C R I P T I O N $3 6 , 0 0 0 $6 0 , 0 0 0 $3 6 , 0 0 0 $3 6 , 0 0 0 $36,000 386 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 WC 0 4 Wa t e r   Co n s e r v a t i o n DR O U G H T  TO L E R A N T  DE M O N S T R A T I O N   GA R D E N $4 5 , 0 0 0 WI F 3 5 WA T E R   IM P A C T  FE E S LY M A N  TA N K  AN D  TR A N S M I S S I O N  MA I N   CO N S T R U C T I O N $3 , 2 0 0 , 0 0 0 WI F 3 9 WA T E R   IM P A C T  FE E S SO U R D O U G H  TR A N S M I S S I O N  MA I N  –  PH A S E  1 $3 1 0 , 0 0 0 WI F 4 0 WA T E R   IM P A C T  FE E S SO U R D O U G H  TR A N S M I S S I O N  MA I N  –  PH A S E  2 $4 8 0 , 0 0 0 WI F 4 5 WA T E R   IM P A C T  FE E S DE B T  SE R V I C E  FO R  BO R R O W I N G  ‐   TR A N S M I S S I O N  MA I N $3 0 , 0 0 0 $420,000 $30,000 ST R 6 7 WA T E R  OP S CO V E R E D  ST O R A G E  AT  SH O P S  CO M P L E X $50,000 W4 7 WA T E R  OP S RE P L A C E  #2 6 4 7  ‐   19 9 8  1/ 2  TO N  CH E V Y   PI C K U P $2 7 , 0 0 0 W4 9 WA T E R  OP S RE P L A C E  #3 0 7 8  ‐   20 0 2  1/ 2  TO N  CH E V Y   PI C K U P $27,000 W5 1 WA T E R  OP S RE P L A C E  #2 5 2 9  ‐   19 9 7  1  TO N  CH E V Y   TR U C K / V A L V E  TR U C K $4 5 , 0 0 0 W6 8 WA T E R  OP S WH E E L E D  EX C A V A T O R $151,000 W6 9 WA T E R  OP S WA T E R  SY S T E M  CO N D I T I O N  AS S E S S M E N T $1 0 0 , 0 0 0 $1 0 0 , 0 0 0 $100,000 W7 0 WA T E R  OP S RE D U N D A N T  NO R T H  50 3 8  ZO N E  FE E D   $6 6 , 8 8 0 W7 1 WA T E R  OP S PR V  PH A S E  2  ‐   AU T O M A T I O N  AN D   IN S T R U M E N T A T I O N  UP G R A D E S $6,710,000 W7 2 WA T E R  OP S PR V  PH A S E  1  ‐   ME C H A N I C A L  AN D   ST R U C T U R A L  UP G R A D E S $1 , 7 5 0 , 0 0 0 W7 3 WA T E R  OP S PR V  AB 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 4 WA T E R  OP S PE A R  ST .  BO O S T E R  ST A T I O N  UP G R A D E $5 4 7 , 0 0 0 W7 5 WA T E R  OP S LE A D  SE R V I C E  LI N E  RE P L A C E M E N T $2 0 0 , 0 0 0 $2 0 0 , 0 0 0 W5 6 WT P WT P  FA C I L I T Y  R& R $4 0 , 0 0 0 $4 0 , 0 0 0 $4 0 , 0 0 0 $4 0 , 0 0 0 $40,000 W5 7 WT P WT P  FA C I L I T Y  EN G I N E E R I N G  &  OP T I M I Z A T I O N $2 0 , 0 0 0 $2 0 , 0 0 0 $2 0 , 0 0 0 $2 0 , 0 0 0 $20,000 W5 8 WT P MO D U L E  RE P L A C E  FU N D $5 0 , 0 0 0 $5 0 , 0 0 0 $5 0 , 0 0 0 $5 0 , 0 0 0 $50,000 W5 9 WT P RE P L A C E  #1 4 2 2  ‐   19 9 2  TO Y O T A  PI C K U P $3 0 , 0 0 0 387 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 W6 3 WT P SO U R D O U G H  WA T E R S H E D  FU E L   RE D U C T I O N $4 0 0 , 0 0 0 W7 7 WT P CO N T R O L  SE R V E R  RE P L A C E M E N T $2 5 , 0 0 0 W7 8 WT P HI L L T O P  TA N K  IN S P E C T I O N  AN D  MI X I N G   SY S T E M $2 6 1 , 1 2 0 W7 9 WT P HY A L I T E  DA M  AN D  RE S E R V O I R   OP T I M I Z A T I O N  IM P R O V E M E N T S   $4 , 0 0 0 , 0 0 0 W8 0 WT P WA T E R S H E D  & RE S E R V O I R  OP T I M I Z A T I O N   ST U D Y $1 5 0 , 0 0 0 W8 1 WT P CO M M U N I C A T I O N S  TO W E R  AT  TH E   SO U R D O U G H  RE S E R V O I R . $2 5 , 0 0 0 W8 2 WT P LY M A N  TR A N S M I S S I O N  MA I N  CO N D I T I O N   AS S E S S M E N T $1 5 0 , 0 0 0 W8 3 WT P SO U R D O U G H  IN T A K E  IM 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  TA N K  IN S P E C T I O N  AN D   IM P R O V E M E N T S $5 0 0 , 0 0 0 Su m m a r y  f or    Wa t e r  Fu n d  (52  it e m s ) To t a l s  by  ye a r : $8 , 8 3 6 , 6 0 0 $10,363,400 $3 , 5 1 7 , 2 0 0 $3,464,439 FY 2 1 FY22 FY 1 8 Unscheduled FY 2 0 $2 , 0 6 2 , 4 8 0 $4 , 6 4 1 , 9 2 0 FY 1 9 388 CIP Project Fund Water Fund PROJECT NUMBER GF227 DEPARTMENT Finance PROJECT NAME ERP Replacement "SunGard Replacement/Upgrade" FY18 FY19 Unscheduled $333,333 DESCRIPTION OF PROJECT ERP Replacement "SunGard Replacement/Upgrade" 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 FY20 FY21 FY22 389 CIP Project Fund Water Fund PROJECT NUMBER GIS03 DEPARTMENT GIS PROJECT NAME Asset Management Software FY18 FY19 $50,000 Unscheduled DESCRIPTION OF PROJECT Purchase Asset Management Software. Describe the criticality (i.e., importance) of this project to the operation: Managing infrastructure efficiently continues to be one of the top priorities and goals of the Bozeman City Commission. Which infrastructure assets are maintained by this equipment: Assets maintained by this equipment include the water distribution system, wastewater collection system, and the stormwater system. How is efficiency improved with this equipment: Asset management software (Innovyze InfoMASTER) 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. What is the impact (i.e., scope-of-use) for this equipment: Asset management software will be used to better understand opportunities for system repair and improvement across all asset categories. How is this project leveraged with other stakeholders/projects/funds: Asset management software will leverage the strengths of coordinating and scheduling overlapping needs across all infrastructures. Are there other affected projects: 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 What are the implications of deferring the purchase of this equipment: Deferring the purchase of asset management software will not provide the foundation necessary to proactively manage a wide range of infrastructure needs including deferred maintenance, routine operations, and modeling for new development. 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 FY20 FY21 FY22 390 CIP Project Fund Water Fund PROJECT NUMBER GIS04 DEPARTMENT GIS PROJECT NAME Aerial Photography FY18 $85,000 FY19 Unscheduled DESCRIPTION OF PROJECT Acquire aerial photography for the Bozeman planning area. Describe the criticality (i.e., importance) of this project to the operation: This information is used on a daily basis in all levels of our operations to support a wide variety of decisions. Which infrastructure assets are maintained by this equipment: Aerial photography benefits both the organization and the community by supplying a clear and accurate representation of current conditions in addition to serving as an important historical record during times of high growth. How is efficiency improved with this equipment: Current aerial photography supports timely decisions based on accurate information. What is the impact (i.e., scope-of-use) for this equipment: This information is used on a daily basis in all levels of our operations to support a wide variety of decisions. How is this project leveraged with other stakeholders/projects/funds: We continue to experience unprecedented demand for digital imagery (i.e., staff reports, Commission presentations, water/sewer/stormwater utilities, public requests, etc.). Are there other affected projects: This project is proposed in conjunction with LiDAR data collection for FY18 (GIS05) to take advantage of cost savings related to mobilization of using the same flight. ALTERNATIVES CONSIDERED Use of lower resolution satellite imagery. Partnerships with other agencies. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Postponing the cycle for recurring aerial photography would negatively impact our ability to visualize and manage growth, including awareness of important historical context during times of rapid development. 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. Aerial photographs are used extensively in several on-line and in-house mapping applications. 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 FY20 FY21 $85,000 FY22 391 CIP Project Fund Water Fund PROJECT NUMBER GIS05 DEPARTMENT GIS PROJECT NAME LIDAR FY18 $75,000 FY19 Unscheduled DESCRIPTION OF PROJECT LiDAR Data Collection Describe the criticality (i.e., importance) of this project to the operation: This information is used on a daily basis in all levels of our operations to support a wide variety of decisions. Which infrastructure assets are maintained by this equipment: LiDAR benefits both the organization and the community by supplying a clear and accurate representation of current conditions in addition to serving as an important historical record during times of high growth. How is efficiency improved with this equipment: LiDAR supports timely decisions based on accurate information. What is the impact (i.e., scope-of-use) for this equipment: Accurate and current topographical representation of the landscape (including building footprints) can provide an efficient means of better understanding the scale of proposed developments, in addition to stormwater and water conservation needs. How is this project leveraged with other stakeholders/projects/funds: This information will be leveraged in a number of programs including (but not limited to) stormwater, water conservation, community development, etc. Are there other affected projects: This project is proposed in conjunction with the acquisition of aerial photography for FY18 (GIS04) to take advantage of cost savings related to mobilization of using the same flight. ALTERNATIVES CONSIDERED Manual extraction of three dimensional information from national/coarse datasets resulting in marginalized outcomes. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Postponing LiDAR data collection would limit our ability to proactively visualize and manage the scale of proposed developments, including impacts related to stormwater management and water conservation. Meets increasing demand for three dimensional analysis within several departments. Community Development has a strong desire to work with 3-D data to effectively communicate future growth scenarios. Both the water conservation & storm water divisions would like to incorporate accurate elevational information into their projects resulting in increased modeling & analysis capabilities. Additional datasets derived from this project include updated building footprints, contours, and water features. 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 FY20 FY21 FY22 392 CIP Project Fund Water Fund PROJECT NUMBER GIS06 DEPARTMENT GIS PROJECT NAME GPS System Replacement FY18 $17,500 FY19 $17,500 Unscheduled DESCRIPTION OF PROJECT GPS System Replacement Describe the criticality (i.e., importance) of this project to the operation: GPS data provides current and accurate information to support critical decisions. Which infrastructure assets are maintained by this equipment: GPS is used to collect a wide variety of location data, including all water, sewer, stormwater, parks, and transportation related assets. How is efficiency improved with this equipment: This is the first of two planned upgrades to replace equipment originally purchased in 2012. Advancements in technology allow for greater efficiency along with improved accuracy. What is the impact (i.e., scope-of-use) for this equipment: GPS is used to collect a wide variety of location data, including all water, sewer, stormwater, parks, and transportation related assets. How is this project leveraged with other stakeholders/projects/funds: 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 What are the implications of deferring the purchase of this equipment: Postponing the replacement of existing GPS equipment will likely result in unnecessary downtime due to performance and support issues related to outdated technology. 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 FY20 FY21 FY22 393 CIP Project Fund Water Fund PROJECT NUMBER GIS08 DEPARTMENT GIS PROJECT NAME Large Format Plotter - Replacement FY18 FY19 $20,000 Unscheduled DESCRIPTION OF PROJECT Replace Large Format Plotter (Include Scanning Capabilities) Describe the criticality (i.e., importance) of this project to the operation: Printing large scale maps is critical for the delivery of hard-copy exhibits for both the organization as well as the public. How is efficiency improved with this equipment: Large format displays facilitate efficient and effective decision making by providing visual context for surrounding infrastructure and development. What is the impact (i.e., scope-of-use) for this equipment: Large format prints are produced on a daily basis in support of all city departments, including public map sales. How is this project leveraged with other stakeholders/projects/funds: 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 What are the implications of deferring the purchase of this equipment: Postponing the replacement of the existing large format plotter will likely result in unnecessary downtime due to performance and support issues related to outdated technology. 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 FY20 FY21 FY22 394 CIP Project Fund Water Fund PROJECT NUMBER GIS11 DEPARTMENT PUBWORKS ADMIN PROJECT NAME Computer Replacements FY18 $15,200 FY19 $14,800 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 FY20 $22,100 FY21 $16,100 FY22 $17,900 395 CIP Project Fund Water Fund PROJECT NUMBER GIS12 DEPARTMENT GIS PROJECT NAME FME Server FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Purchase upgrade to an existing database technology which effectively automates the transfer of information between a variety of systems. Describe the criticality (i.e., importance) of this project to the operation: Database information is used on a daily basis in all levels of our operations to support a wide variety of decisions. How is efficiency improved with this equipment: Updated technology will result in a more efficient process for managing large volumes of data. What is the impact (i.e., scope-of-use) for this equipment: Database information is used by almost every department to support many technology systems. What are the implications of deferring the purchase of this equipment: Deferring the purchase of this upgrade will not allow for the full realization of potential efficiencies of moving large amounts of data between systems. How is this project leveraged with other stakeholders/projects/funds: Upgraded FME server technology will leverage the strengths of a wide variety of database systems throughout the organization. Are there other affected projects: 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 FY20 $15,000 FY21 FY22 396 CIP Project Fund Water Fund PROJECT NUMBER GIS13 DEPARTMENT PUBWORKS ADMIN PROJECT NAME Long Term Shops Master Plan FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Develop a long term master plan for the shops facility complex. ALTERNATIVES CONSIDERED ADVANTAGES OF APPROVAL ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES New Replacement Equipment Project FY20 FY21 $100,000 FY22 397 CIP Project Fund Water Fund PROJECT NUMBER GIS14 DEPARTMENT SCADA PROJECT NAME SCADA Upgrades & Improvements FY18 FY19 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 Describe the criticality (i.e., importance) of this project to the operation: Improved surveillance of system operation, increased control and understanding of real-time system conditions, ability to implement tighter pressure management controls. How is connectivity affected by this project: Improves connectivity of remote sites to one another, enhancing overall system operation What safety or risk measures are mitigated with this project: Improved understanding of cause/effect allows improved overall system operation including more precise pressure control, real-time statusing during abnormal events What regulations or standards are attained with this project: Compliance with applicable SCADA and security standards. Are there other affected projects: PRV vault upgrades, Reservoir mixing upgrades, new storage reservoir, Pear St. Booster Station upgrade, 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 FY20 FY21 FY22 $2,100,000 398 CIP Project Fund Water Fund PROJECT NUMBER GIS15 DEPARTMENT SCADA PROJECT NAME SCADA Master Plan FY18 $150,000 FY19 Unscheduled DESCRIPTION OF PROJECT Evaluate options and develop recommendations for wide-area network implementation for planned remote water infrastructure. Develop SCADA design, equipment and SCADA tagging and programming standards. Formulate data accessibility and SCADA integration with other City applications (e.g., CMMS) Describe the criticality (i.e., importance) of this project to the operation: Should be implemented in current fiscal year to adopt for planning processes for FY 18. How is efficiency improved with this equipment: Data-driven decision making. What are the implications of deferring the purchase of this equipment: This project is precursor to construction projects at critical facilities. How is this project leveraged with other stakeholders/projects/funds: Older/projects precursor to construction projects with critical facilities. Are there other affected projects: SCADA Phase 1, SCADA Phase 2, PRV Vault upgrades, Well field development, reservoir mixers, new booster stations, new reservoir sites. ALTERNATIVES CONSIDERED Status quo operation of limited SCADA within distribution system and plant ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: This project is precursor to construction projects at critical facilities. Leverage technology to improve understanding and real time remote control of infrastructure. Improved pressure management of high-pressure operation. Inform maintenance decisions with performance data. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Unknown FUNDING SOURCES 100% Water Fund New Replacement Equipment Project FY20 FY21 FY22 399 CIP Project Fund Water Fund PROJECT NUMBER PW03 DEPARTMENT PUBWORKS ADMIN PROJECT NAME Vehicle Maintenance Design & Storage Construction FY18 FY19 $50,000 Unscheduled DESCRIPTION OF PROJECT Design and construct vehicle storage Describe the criticality (i.e., importance) of this project to the operation: Having equipment, especially winter equipment, inside and ready to go extends the life, produces less emissions by not having to warm up and shortens response time. Which infrastructure assets are maintained by this equipment: All of our rolling stock and equipment. How is efficiency improved with this equipment: The difference in getting in a motor grader that is parked inside vs. one that is parked outside in -20 degree weather is enormous. Equipment stays in better shape. Much less wear and tear on drivetrain and hydraulics. Easily adds an hour of productivity to every shift. How is this project leveraged with other stakeholders/projects/funds: By being located next to existing city property, we could aggregate the lots giving even more useful space. ALTERNATIVES CONSIDERED Not build and only use for outdoor storage. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Equipment continues to degrade from the sun and exposure. Large inside storage for several departments. Equipment would be located next to current Vehicle Maintenance Shop. Good access onto Rouse and Griffin. Early morning shift equipment could be stored here so as not to disturb the neighbors in this mostly zoned Industrial area. With this building, Streets could switch to producing our own brine solution for pre wet of the sand. We wouldn't have to use mag chloride which is about 4-5 times more expensive than salt brine. Gallatin County has expressed interest in buying brine from us. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Normal building maintenance. Possibly heat with waste oil from the Shops. Possibly heat with wood chips from Forestry. FUNDING SOURCES This project totals $200,000. It will be split evenly 4 ways: Water Fund ($50,000), Wastewater Fund ($50,000), Street Maintenance ($50,000), and Parks ($50,000). New Replacement Equipment Project FY20 FY21 FY22 400 CIP Project Fund Water Fund PROJECT NUMBER PW04 DEPARTMENT ENGINEERING PROJECT NAME Property on Corner of Aspen & Rouse FY18 $100,000 FY19 Unscheduled DESCRIPTION OF PROJECT Property Purchase to expand shops area and potentially offices. This is an opportunity to make more land available for project PW01-SH - Shops Expansion. ALTERNATIVES CONSIDERED Do not purchase the property. Wait to purchase at a later date. ADVANTAGES OF APPROVAL Larger contiguous land area for City Shops. The Shops Expansion project has been a scheduled CIP for a number of years. This item could bring an important piece of land into that project area, making a better-functioning property at Rouse and Tamarack. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Building Maintenance would be needed to keep the existing structure useful. FUNDING SOURCES Split 33/33/33 between Water, Wastewater and Street Maintenance Funds. New Replacement Equipment Project FY20 FY21 $0 FY22 $0 401 CIP Project Fund Water Fund PROJECT NUMBER STR67 DEPARTMENT WATER OPS PROJECT NAME Covered Storage At Shops Complex FY18 FY19 Unscheduled $50,000 DESCRIPTION OF PROJECT Covered Storage At Shops Complex Describe the criticality (i.e., importance) of this project to the operation: Getting equipment parked inside greatly extends the life of the equipment. Which infrastructure assets are maintained by this equipment: All of our rolling stock and equipment. How is efficiency improved with this equipment: The difference in getting in a motor grader that is parked inside vs. one that is parked outside in -20 degree weather is enormous. Equipment stays in better shape. Much less wear and tear on drivetrain and hydraulics. Easily adds an hour of productivity to every shift. What is the impact (i.e., scope-of-use) for this equipment: Equipment and vehicle storage. How is this project leveraged with other stakeholders/projects/funds: At the proper site we could build one big enough to house other departments equipment. Project is split 50% Street Maintenance Fund, 25% Water Fund, & 25% Wastewater Fund. Are there other affected projects: Depends where this building is located. ALTERNATIVES CONSIDERED Keep parking millions of dollars’ worth of equipment outside. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Equipment continues to degrade from the sun and exposure. Better equipment management. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Normal building maintenance. FUNDING SOURCES 50% Street Maintenance Fund, 25% Water Fund, 25% Wastewater Fund New Replacement Equipment Project FY20 FY21 FY22 402 CIP Project Fund Water Fund PROJECT NUMBER W03 DEPARTMENT ENGINEERING PROJECT NAME Annual Water Pipe Replacement Program - Design FY18 $22,500 FY19 $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 FY20 $22,500 FY21 $22,500 FY22 $22,500 403 CIP Project Fund Water Fund PROJECT NUMBER W04-18 DEPARTMENT ENGINEERING PROJECT NAME Water Pipe Replacement 2018 FY18 $1,200,000 FY19 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 Grand from Olive to Hayes). 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 FY20 FY21 FY22 404 CIP Project Fund Water Fund PROJECT NUMBER W04-19 DEPARTMENT ENGINEERING PROJECT NAME Water Pipe Replacement 2019 FY18 FY19 $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 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 FY20 FY21 FY22 405 CIP Project Fund Water Fund PROJECT NUMBER W04-20 DEPARTMENT ENGINEERING PROJECT NAME Water Pipe Replacement 2020 FY18 FY19 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 FY20 $1,200,000 FY21 FY22 406 CIP Project Fund Water Fund PROJECT NUMBER W04-21 DEPARTMENT ENGINEERING PROJECT NAME Water Pipe Replacement 2021 FY18 FY19 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 FY20 FY21 $1,200,000 FY22 407 CIP Project Fund Water Fund PROJECT NUMBER W04-22 DEPARTMENT ENGINEERING PROJECT NAME Water Pipe Replacement 2022 FY18 FY19 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 FY20 FY21 FY22 $1,200,000 408 CIP Project Fund Water Fund PROJECT NUMBER W47 DEPARTMENT WATER OPS PROJECT NAME Replace #2647 - 1998 1/2 Ton Chevy Pickup FY18 FY19 Unscheduled DESCRIPTION OF PROJECT This project is to replace a 1998 Chevy with 70,779 miles. Describe the criticality (i.e., importance) of this project to the operation: As our crew grows this type of vehicle is used daily in support of the department's mission. Which infrastructure assets are maintained by this equipment: This truck responds to all types of calls from locating to witnessing bores to a support vehicle for excavation jobs. How is efficiency improved with this equipment: Crews are able to quickly access a vehicle to use. What are the implications of deferring the purchase of this equipment: Using an older vehicle which becomes more unreliable. How is this project leveraged with other stakeholders/projects/funds: 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 FY20 FY21 $27,000 FY22 409 CIP Project Fund Water Fund PROJECT NUMBER W49 DEPARTMENT WATER OPS PROJECT NAME Replace #3078 - 2002 1/2 Ton Chevy Pickup FY18 FY19 Unscheduled DESCRIPTION OF PROJECT This project replaces a 2002 Chevy pickup with 85,816 miles. Describe the criticality (i.e., importance) of this project to the operation: Leak detection, locating and fire hydrant flush are 3 critical programs for our department. Which infrastructure assets are maintained by this equipment: This truck is used for leak detection, locating and fire hydrant snow removal and flushing. How is efficiency improved with this equipment: Would have more fuel efficient vehicle. What are the implications of deferring the purchase of this equipment: Using an older vehicle which becomes more unreliable. 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 FY20 FY21 FY22 $27,000 410 CIP Project Fund Water Fund PROJECT NUMBER W51 DEPARTMENT WATER OPS PROJECT NAME Replace #2529 - 1997 1 Ton Chevy Truck/Valve Truck FY18 $45,000 FY19 Unscheduled DESCRIPTION OF PROJECT This project will replace a 1997 Chevy with 73,716 miles. Which infrastructure assets are maintained by this equipment: This truck is one of 2 trucks that "exercises" the 5,392 water valves. This exercising is important to ensure the valves work. How is efficiency improved with this equipment: This is a faster and safer way to exercise valves. ALTERNATIVES CONSIDERED Continue to use older vehicle which is becoming unreliable and costly to maintain. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: We could defer this piece of equipment 1 year. 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 FY20 FY21 FY22 411 CIP Project Fund Water Fund PROJECT NUMBER W56 DEPARTMENT WTP PROJECT NAME WTP Facility R&R FY18 $40,000 FY19 $40,000 Unscheduled DESCRIPTION OF PROJECT Repair and replacement fund for the WTP Describe the criticality (i.e., importance) of this project to the operation: 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. Which infrastructure assets are maintained by this equipment: This fund will be used to repair unexpected failures in the treatment processes. How is efficiency improved with this equipment: The city will be able to rapidly repair equipment and have less down time for maintenance. What is the impact (i.e., scope-of-use) for this equipment: 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 What are the implications of deferring the purchase of this equipment: Significate down time for the Water Treatment Plants and possible backlog of deferred maintenance as projects are set back to deal with "spot fires". 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 FY20 $40,000 FY21 $40,000 FY22 $40,000 412 CIP Project Fund Water Fund PROJECT NUMBER W57 DEPARTMENT WTP PROJECT NAME WTP Facility Engineering & Optimization FY18 $20,000 FY19 $20,000 Unscheduled DESCRIPTION OF PROJECT WTP Facility Engineering & Optimization Describe the criticality (i.e., importance) of this project to the operation: 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. Which infrastructure assets are maintained by this equipment: The plan for this budget items is to improve the process from the raw water intakes to the treated water reservoirs. How is efficiency improved with this equipment: This will allow engineering to be completed on needed projects and to study optimization options before spending money on equipment that might not be needed or the proper type. It will allow studies to be conducted to make sure that proposed optimizations will actually improve the process at a reasonable expense. What is the impact (i.e., scope-of-use) for this equipment: 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 What are the implications of deferring the purchase of this equipment: Time and material may be wasted in failed optimization experiments. 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 FY20 $20,000 FY21 $20,000 FY22 $20,000 413 CIP Project Fund Water Fund PROJECT NUMBER W58 DEPARTMENT WTP PROJECT NAME Module Replace Fund FY18 $50,000 FY19 $50,000 Unscheduled DESCRIPTION OF PROJECT Annual Repair Fund Describe the criticality (i.e., importance) of this project to the operation: 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. I expect them to last at least ten years but they could last twenty. Which infrastructure assets are maintained by this equipment: The whole water treatment process and Sourdough water plant. How is efficiency improved with this equipment: 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. What is the impact (i.e., scope-of-use) for this equipment: This would serve as a sort of "savings account" in the event that any of the Plant's membrane modules needs to be replaced in the future. 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 What are the implications of deferring the purchase of this equipment: Having the treatment process shut down until the financing can be arranged. 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 FY20 $50,000 FY21 $50,000 FY22 $50,000 414 CIP Project Fund Water Fund PROJECT NUMBER W59 DEPARTMENT WTP PROJECT NAME Replace #1422 - 1992 Toyota Pickup FY18 $30,000 FY19 Unscheduled DESCRIPTION OF PROJECT Replace #1422 - 1992 Toyota Pickup with 86,000 miles Describe the criticality (i.e., importance) of this project to the operation: This piece of equipment will be for transporting operators to training. Which infrastructure assets are maintained by this equipment: Water Treatment Superintendents managementHow is efficiency improved with this equipment: A new vehicle will have less repair costs better fuel efficiency. What is the impact (i.e., scope-of-use) for this equipment: The newer vehicle can have more seating for training trips ALTERNATIVES CONSIDERED Continue using pickup and paying increased repair and maintenance costs. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: As this vehicle gets older the cost of repair and maintenance will continue to be more expensive. New vehicle would provide more reliability and have fewer repair and maintenance costs. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED Minimal maintenance costs. FUNDING SOURCES 100% Water Fund New Replacement Equipment Project FY20 FY21 FY22 415 CIP Project Fund Water Fund PROJECT NUMBER W63 DEPARTMENT WTP PROJECT NAME Sourdough Watershed Fuel Reduction FY18 FY19 $400,000 Unscheduled DESCRIPTION OF PROJECT Sourdough Fuel Reduction Describe the criticality (i.e., importance) of this project to the operation: Protects investment in WTP pre-membrane sedimentation process and membrane filters by reducing wildfire impacts on raw water quality in sourdough. Should lessen wear and tear on processes and components in event of wildfire impacted source water What safety or risk measures are mitigated with this project: Reduces wildfire risk in sourdough drainage and increases resiliency against catastrophic wildfire. Provides a safer environment for fire suppression to occur in the event of. How is this project leveraged with other stakeholders/projects/funds: Project works in dovetail with USFS BMW project. Does 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 susceptibility 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 State RRGL grants New Replacement Equipment Project FY20 FY21 FY22 416 CIP Project Fund Water Fund PROJECT NUMBER W66 DEPARTMENT SCADA PROJECT NAME Meters, Transducers & Communications (Replacement Scada Radio & Strap On Flow Meter) FY18 $10,000 FY19 $10,000 Unscheduled DESCRIPTION OF PROJECT Meters, Transducers & Communications (Replacement Scada Radio & Strap On Flow Meter) for the SCADA Technician. Describe the criticality (i.e., importance) of this project to the operation: 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. Which infrastructure assets are maintained by this equipment: Water Distribution, WRF, WTP How is efficiency improved with this equipment: It improves accuracy of measurement and improvement of efficiency What is the impact (i.e., scope-of-use) for this equipment: Cost savings through conservation. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Diminished leak detection and higher costs through water loss. 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 FY20 $10,000 FY21 $10,000 FY22 $10,000 417 CIP Project Fund Water Fund PROJECT NUMBER W68 DEPARTMENT WATER OPS PROJECT NAME Wheeled Excavator FY18 FY19 Unscheduled $151,000 DESCRIPTION OF PROJECT This would be a trac hoe excavator with wheels instead of tracks. Describe the criticality (i.e., importance) of this project to the operation: It is a critical piece of machinery in our department. How is this project leveraged with other stakeholders/projects/funds: Can be split with wastewater. ALTERNATIVES CONSIDERED Continue to use smaller equipment . ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Continue using smaller equipment that takes longer to do the work due to it's size. Increased productivity with larger excavator. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED N/A FUNDING SOURCES 50% Water Fund, 50% Wastewater Fund New Replacement Equipment Project FY20 FY21 FY22 418 CIP Project Fund Water Fund PROJECT NUMBER W69 DEPARTMENT WATER OPS PROJECT NAME Water System Condition Assessment FY18 $100,000 FY19 Unscheduled DESCRIPTION OF PROJECT Prepare and evaluate condition assessment plan and execute water main condition assessments in high risk portions of the city. Describe the criticality (i.e., importance) of this project to the operation: Major assets whose failure could affect a large population of end-users. Work-around may be possible with heavy burden on Utility resources. What is the impact (i.e., scope-of-use) for this equipment: Has subsystem application or affects major asset(s) and produces substantial & quantifiable benefits that improves product quality, processes, or adoption of best industry practices. Are there other affected projects: Follow-on 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 FY20 $100,000 FY21 FY22 $100,000 419 CIP Project Fund Water Fund PROJECT NUMBER W70 DEPARTMENT WATER OPS PROJECT NAME Redundant North 5038 Zone Feed FY18 FY19 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. Describe the criticality (i.e., importance) of this project to the operation: This provides a second path for water to move from South Zone to North Zone in event that Lyman source is unavailable. What safety or risk measures are mitigated with this project: Second source from outside the Pressure Zone. Adds amount of redundancy to system needed in event Lyman source is unavailable. What regulations or standards are attained with this project: Meets City Hydraulic criteria. How is this project leveraged with other stakeholders/projects/funds: Could be performed in conjunction with Pear St. Booster Upgrade to facilitate testing and commissioning. Are there other affected projects: Pear St. Booster Station Upgrade. 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 FY20 $66,880 FY21 FY22 420 CIP Project Fund Water Fund PROJECT NUMBER W71 DEPARTMENT WATER OPS PROJECT NAME PRV Phase 2 - Automation and Instrumentation Upgrades FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Upgrade pressure instrumentation, automate valve actuation, provide a LAN connection and SCADA programming for real-time monitoring and remote control of PRV settings. Describe the criticality (i.e., importance) of this project to the operation: Without 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. How is connectivity affected by this project: Maintains existing connectivity What safety or risk measures are mitigated with this project: Standardized pressure controls offers improved protections from surge conditions which are likely cause of pipe failure. Improves service levels to existing customers where pressure transients cause leaks in sprinkler systems or within customer premises. Are there other affected projects: Pressure Management, PRV Abandonments 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 FY20 FY21 FY22 $6,710,000 421 CIP Project Fund Water Fund PROJECT NUMBER W72 DEPARTMENT WATER OPS PROJECT NAME PRV Phase 1 - Mechanical and Structural Upgrades FY18 FY19 $1,750,000 Unscheduled DESCRIPTION OF PROJECT Upgrade hatch/entry, valving, piping, pressure settings, sump pumps and provide power Describe the criticality (i.e., importance) of this project to the operation: Provides operators with a safe working environment and sets PRVs at operating pressures at pressure zone interfaces consistent with the WFPU recommendations. Provides necessary upgrades to equipment, piping and valving in PRV vaults to reduce likelihood of failure. How is connectivity affected by this project: Maintains existing connectivity What safety or risk measures are mitigated with this project: Standardized pressure controls offers improved protections from surge conditions which are likely cause of pipe failure. Improves service levels to existing customers where pressure transients cause leaks in sprinkler systems or within customer premises Are there other affected projects: Pressure Management, PRV Abandonments. 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 FY20 FY21 FY22 422 CIP Project Fund Water Fund PROJECT NUMBER W73 DEPARTMENT WATER OPS PROJECT NAME PRV Abandonments (approximately 6 sites) FY18 FY19 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. Project done in conjunction with other transmission main improvements serving Northwest zones Describe the criticality (i.e., importance) of this project to the operation: Reduces system complexity, and simplifies control strategy, which is critical with additional improvements planned within service area. How is connectivity affected by this project: Reduces system complexity, yet maintains sufficient connectivity between zones per Hydraulic criteria What safety or risk measures are mitigated with this project: Reduces system complexity, and 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. What regulations or standards are attained with this project: Maintenance of City Hydraulic criteria How is this project leveraged with other stakeholders/projects/funds: Connected to West Water Transmission Main, Phase 2 and PRV upgrades projects 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 FY20 FY21 FY22 423 CIP Project Fund Water Fund PROJECT NUMBER W74 DEPARTMENT WATER OPS PROJECT NAME Pear St. Booster Station Upgrade FY18 $547,000 FY19 Unscheduled DESCRIPTION OF PROJECT Rehabilitate station by adding 2 - 1000 gpm high service pumps, 1 - 400 gpm normal service pump, electrical and control (either VFD and discharge check valve or Soft Starts with discharge control valves); verify condition or install new 5038 Zone PRVs (1 low range, 1 high range) to backfeed Zone. Allows interim operation as booster station into South 5130 Zone for South Zone reservoirs, as well as backfeed when Lyman Reservoir to be taken out of service. Provide SCADA control logic modifications as required. Describe the criticality (i.e., importance) of this project to the operation: In absence of pumping capacity, Lyman source can not be fully exploited to fill reservoirs in South Zone. With limited storage, can affect capability to maintain storage for equalization, fire protection and emergency storage. How is capacity affected by this project: Enables Lyman supply at approximately 2-3MGD to be fully utilized. ALTERNATIVES CONSIDERED Abandonment of Site as booster station. Status quo for backfeed from 5130 South Zone to 5038 North Zone ADVANTAGES OF APPROVAL Maintain capability during high demand period to fill/maintain reservoir levels in Sourdough and Hilltop Reservoirs. Augment Sourdough supply during peak demand period. Provide capability to backfeed North Zone in event Lyman Creek supply is insufficient or Lyman Reservoir is out of service. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED No FUNDING SOURCES 100% Water Fund New Replacement Equipment Project FY20 FY21 FY22 424 CIP Project Fund Water Fund PROJECT NUMBER W75 DEPARTMENT WATER OPS PROJECT NAME Lead Service Line Replacement FY18 $200,000 FY19 $200,000 Unscheduled DESCRIPTION OF PROJECT This two year project will be used to hire a contractor to assist water crews in replacing lead service lines. Describe the criticality (i.e., importance) of this project to the operation: Removing lead service lines is critical to maintaining a high level of health and safety for our customers. What safety or risk measures are mitigated with this project: Removing all lead service lines is the safest standard that we can meet. What regulations or standards are attained with this project: This line removal meets recommendations of the National Drinking Water Advisory Council for total removal of all lead service lines. How is this project leveraged with other stakeholders/projects/funds: 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 commitment 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 FY20 FY21 FY22 425 CIP Project Fund Water Fund PROJECT NUMBER W77 DEPARTMENT WTP PROJECT NAME Control Server Replacement FY18 $25,000 FY19 Unscheduled DESCRIPTION OF PROJECT Servers are on five year replacement warranty administered by IT. Describe the criticality (i.e., importance) of this project to the operation: Server failure will result in plant shutdown. Which infrastructure assets are maintained by this equipment: The Water Treatment SCADA system and security system. How is efficiency improved with this equipment: Improved communication speed and redundancy. What is the impact (i.e., scope-of-use) for this equipment: Control of all aspects of the Water Treatment Plant. Are there other affected projects: Water Distribution. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Server failure will result in plant shutdown. Reliability and robustness of equipment. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES 100% Water Funds New Replacement Equipment Project FY20 FY21 FY22 426 CIP Project Fund Water Fund PROJECT NUMBER W78 DEPARTMENT WTP PROJECT NAME Hilltop Tank Inspection and Mixing System FY18 FY19 $261,120 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). Describe the criticality (i.e., importance) of this project to the operation: Without mixing of tank contents, Water Quality can be impacted, cold weather operation can create damage to reservoir contents What safety or risk measures are mitigated with this project: 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 FY20 FY21 FY22 427 CIP Project Fund Water Fund PROJECT NUMBER W79 DEPARTMENT WTP PROJECT NAME Hyalite Dam and Reservoir Optimization Improvements FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Armoring of the control tower (to enable some year-over-year storage capacity) and control upgrades to improve winter operation Describe the criticality (i.e., importance) of this project to the 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. How is capacity affected by this project: Capacity could be improved in a major drought condition. What safety or risk measures are mitigated with this project: 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. What regulations or standards are attained with this project: Drought resiliency. How is this project leveraged with other stakeholders/projects/funds: Project could potentially remove the 20% surcharge the City pays for Hyalite releases. Are there other affected projects: The ability to utilize some year-over-year storage in Hyalite to mitigate against a dry year reduces the criticality of obtaining groundwater, or adding major storage to Lyman. 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 FY20 FY21 $4,000,000 FY22 428 CIP Project Fund Water Fund PROJECT NUMBER W80 DEPARTMENT WTP PROJECT NAME Watershed & Reservoir Optimization Study FY18 $150,000 FY19 Unscheduled DESCRIPTION OF PROJECT Hydrologic and operations study of Sourdough, Hyalite and Lyman Creek municipal watersheds to determine water yields of each respective watershed supply source, demonstrate the physical availability of needed water supplies for the City of Bozeman pursuant to the Montana Water Use Act, Optimize operations of hyalite reservoir source and identify improvements needed for year round withdrawals of stored water. Study will also provide for additional data collection needs. Describe the criticality (i.e., importance) of this project to the operation: Understanding municipal watersheds' long-term supply yields affects the sizing of the West Transmission Main and eventual WTP expansion, as well as the criticality of securing Sourdough rights and groundwater supply. In addition, this project will assess the feasibility of armoring the control tower, decreasing the City's drought vulnerability by enabling retention of water from wet years until the following year's water supply is assured. What is the impact (i.e., scope-of-use) for this equipment: Has system wide application or affects major asset(s) and produces substantial & quantifiable benefits that improves product quality, processes, or adoption of best industry practices How is this project leveraged with other stakeholders/projects/funds: Recommended by IWRP, DMP Are there other affected projects: Long-term design of the West Transmission Main, Sourdough WTP expansion, quantification of groundwater needs ALTERNATIVES CONSIDERED Continue to utilize outdated hydrologic evaluations completed in mid 1980's and earlier by HKM and others. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Uncertainty in planning and designing Sourdough WTP supply, West Transmission Main and Groundwater systems. Continued high vulnerability to drought. Updates critical data supporting long-range water supply management, future water supply planning , and drought contingency decision making. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED May lead to annual costs for additional data collection for stream gaging and/or SNOTEL snowpack data FUNDING SOURCES 100% Water Fund New Replacement Equipment Project FY20 FY21 FY22 429 CIP Project Fund Water Fund PROJECT NUMBER W81 DEPARTMENT WTP PROJECT NAME Communications tower at the Sourdough Reservoir. FY18 $25,000 FY19 Unscheduled DESCRIPTION OF PROJECT Installing a communications tower at Sourdough reservoir to enhance network reliability for city network control system. Describe the criticality (i.e., importance) of this project to the operation: Communication Signal failure would result in Loss of Water production from the WTP. Which infrastructure assets are maintained by this equipment: Sourdough Reservoir and Water Treatment Plant. How is efficiency improved with this equipment: Better Communications with the Water Treatment Plant and the City. Enhanced Sourdough Bypass redundancy in valve control. What is the impact (i.e., scope-of-use) for this equipment: Security of water production. How is this project leveraged with other stakeholders/projects/funds: The IT Departments Network would be enhanced. Are there other affected projects: IT network ALTERNATIVES CONSIDERED Phone line through a third party carrier. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Communication Signal failure would result in Loss of Water production from the WTP. Better Communications with the Water Treatment Plant and the City. Enhanced Sourdough Bypass redundancy in valve control. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED None FUNDING SOURCES 100% Water Funds New Replacement Equipment Project FY20 FY21 FY22 430 CIP Project Fund Water Fund PROJECT NUMBER W82 DEPARTMENT WTP PROJECT NAME Lyman Transmission Main Condition Assessment FY18 $150,000 FY19 Unscheduled DESCRIPTION OF PROJECT Prepare and evaluate condition assessment plan and execute condition assessment for the high consequence transmission main through the northeast Bozeman corridor to confirm likelihood of failure. Describe the criticality (i.e., importance) of this project to the operation: Major asset whose failure would possibly affect a large population of end-users. Work-around possible with heavy burden on Utility resources. Asset is at or exceeds service capacity and does not allow for growth What is the impact (i.e., scope-of-use) for this equipment: Has subsystem application or affects major asset(s) and produces substantial & quantifiable benefits that improves product quality, processes, or adoption of best industry practices 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 Assuming project is capitalized, operating costs to be less than $35,000 for in-house labor FUNDING SOURCES 100% Water Fund New Replacement Equipment Project FY20 FY21 FY22 431 CIP Project Fund Water Fund PROJECT NUMBER W83 DEPARTMENT WTP PROJECT NAME Sourdough Intake Improvements FY18 FY19 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. Describe the criticality (i.e., importance) of this project to the operation: increases resiliency of Sourdough water supply by reducing, or potentially eliminating, periods and frequency of surface water freeze-off. How is capacity affected by this project: Increases efficiency of diversion operations. 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 FY20 FY21 FY22 432 CIP Project Fund Water Fund PROJECT NUMBER W84 DEPARTMENT WTP PROJECT NAME Sourdough Tank Inspection and Improvements FY18 FY19 $500,000 Unscheduled DESCRIPTION OF PROJECT This project would entail taking the Sourdough Tank offline (once the West Transmission Main 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. Describe the criticality (i.e., importance) of this project to the operation: The condition of the Sourdough Tank is unknown. The hydraulics to and from the tank are suspected to be suboptimal. This project is critical to ensure that the Sourdough tank is reliable and operating well. What is the impact (i.e., scope-of-use) for this equipment: Risk of critical failure of Sourdough Tank due to corrosion. Risk of long water age and reduced water quality due to poor hydraulics. 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 FY20 FY21 FY22 433 CIP Project Fund Water Fund PROJECT NUMBER WC01 DEPARTMENT Water Conservation PROJECT NAME Landscape Architect Medians and Boulevards FY18 $45,000 FY19 Unscheduled DESCRIPTION OF PROJECT Quantify water consumption in City of Bozeman medians and boulevards to spur change in how we think about these landscapes and to have an LSA take the inventory and create a few landscape and irrigation designs that developers and/or the City could utilize to install low water use vegetation and drip systems, with the objective to move the City away from sod and overhead sprays in those areas. Describe the criticality (i.e., importance) of this project to the operation: This will allow the City to contract with a Landscape Architect with knowledge and expertise as to low water use and native plants, irrigation, soil and sun requirements of such plants, the development of designs and maintenance plans to ensure proper care throughout the irrigation season and the contacts and sub-contractors to make sure the work is of high quality and competence. How is connectivity affected by this project: This connects Streets Department and Water Conservation Division. What safety or risk measures are mitigated with this project: It also provides a means in which to demonstrate water wise plantings to developers, builders, and residents. ALTERNATIVES CONSIDERED (1) No action. Most of the City’s medians and boulevards remain un-landscaped and unsightly. (2) Traditional turf grass is used and unlike native or low water use shrubs and perennials, requires weekly mowing, fertilizer, chemical weed mitigation and requires, on average, three to four times the amount of water when compared to low water use shrubs and perennials. ADVANTAGES OF APPROVAL The landscape architect provides expertise with regard to the water, soil and sun requirements for native and low water use plants, can draft designs, oversee projects and sub-contractors, draft and manage maintenance plans to ensure the success of attractive, low water use and native landscapes on City medians and boulevards. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED NA FUNDING SOURCES Enterprise Fund New Replacement Equipment Project FY20 FY21 FY22 434 CIP Project Fund Water Fund PROJECT NUMBER WC02 DEPARTMENT Water Conservation PROJECT NAME Meter Software Subscription FY18 $60,000 FY19 $36,000 Unscheduled DESCRIPTION OF PROJECT Software upgrades to provide for flow management alerts to customers and individualized water use assessments. Describe the criticality (i.e., importance) of this project to the operation: 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. How is connectivity affected by this project: There is a potential to shift bill pay to FATHOM, and the additional cost in FY18 represents this one-time implementation fee for doing so (in addition to other services). What regulations or standards are attained with this project: 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 FY20 $36,000 FY21 $36,000 FY22 $36,000 435 CIP Project Fund Water Fund PROJECT NUMBER WC04 DEPARTMENT Water Conservation PROJECT NAME Drought Tolerant Demonstration Garden FY18 $45,000 FY19 Unscheduled DESCRIPTION OF PROJECT Demonstration garden to show best practices for drought tolerant and water smart native landscapes and irrigation systems to encourage turf replacement with these types of plantings and associated hydrozones and drip systems to reduce outdoor water use. Describe the criticality (i.e., importance) of this project to the operation: The drought tolerant demonstration garden will provide a living exhibit to the community and beyond as to how to reduce outdoor water consumption. As 50% of total water supplies go to outdoor watering, it is essential to Bozeman's water resiliency to reduce outdoor water usage. Additionally, due to the drought prone nature of our climate, these plants are best suited to withstand drought events and not result in significant socio- economic impacts resulting from the loss of outdoor landscapes. How is connectivity affected by this project: This project has the potential to bring together the City, MSU and MOR in partnership for Bozeman and Gallatin County residents and beyond. What regulations or standards are attained with this project: Best management practice standards for landscape and irrigation design, installation and maintenance. How is this project leveraged with other stakeholders/projects/funds: Partnerships with MSU and MOR ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL Outdoor irrigation accounts for 50% of total water use in Bozeman. If customers can see and learn about beautiful water wise gardens as an alternative to sod, they will be more likely to participate in turf replacement programs. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED $5,000.00 annually for maintenance FUNDING SOURCES Water Fund New Replacement Equipment Project FY20 FY21 FY22 436 CIP Project Fund Water Fund PROJECT NUMBER WIF35 DEPARTMENT WATER IMPACT FEES PROJECT NAME Lyman Tank and Transmission Main Construction FY18 FY19 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. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: 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. How is connectivity affected by this project: Maintains existing connectivity. What safety or risk measures are mitigated with this project: Likelihood of failure of Lyman supply system dramatically reduced by replaced storage, new transmission and Condition Assessment -based rehab to existing transmission. How is this project leveraged with other stakeholders/projects/funds: Constructs project design. 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 likelihood of failure of critical transmission 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 60% Water Impact Fees ($4,800,000); 40% Water Utility ($3,200,000) New Replacement Equipment Project FY20 FY21 $3,200,000 FY22 437 CIP Project Fund Water Fund PROJECT NUMBER WIF39 DEPARTMENT WATER IMPACT FEES PROJECT NAME Sourdough Transmission Main – Phase 1 FY18 $310,000 FY19 Unscheduled DESCRIPTION OF PROJECT The project consists of constructing approximately 3,000 feet of 48-inch DIP transmission main, starting at the WTP, cutting the corner at Nash and Sourdough, to tie into the existing transmission main. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This transmission main will provide additional capacity from the WTP to the Sourdough reservoir. How is connectivity affected by this project: This project improves connectivity between the WTP and the City. What safety or risk measures are mitigated with this project: 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. Provides redundant transmission from WTP to tie in point with existing 30" bar-wrapped concrete transmission main. What regulations or standards are attained with this project: Water supply security. How is this project leveraged with other stakeholders/projects/funds: This project's provides full hydraulic capacity of new Sourdough WTP storage tank. Are there other affected projects: Sourdough WTP Storage Tank and Phase 2 of Sourdough Transmission Main. ALTERNATIVES CONSIDERED Conduct a condition assessment of the existing 30-inch concrete pipe and repair/rehabilitate as necessary. Lose hydraulic capacity of new sourdough WTP storage tank due to HGL of existing sourdough transmission main. 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. 48" DIP provides hydraulics necessary to overcome friction losses and realize full capacity of new Sourdough WTP storage tank. 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 90% Impact Fees ($2,790,000); 10% ($310,000) Water Utility New Replacement Equipment Project FY20 FY21 FY22 438 CIP Project Fund Water Fund PROJECT NUMBER WIF40 DEPARTMENT WATER IMPACT FEES PROJECT NAME Sourdough Transmission Main – Phase 2 FY18 FY19 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. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This transmission main will provide additional capacity from the WTP to the Sourdough reservoir. How is connectivity affected by this project: This project improves connectivity between the WTP and the City. What safety or risk measures are mitigated with this project: 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. What regulations or standards are attained with this project: Water supply security. How is this project leveraged with other stakeholders/projects/funds: 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 assessment 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 90% Impact Fees ($4,320,000); 10% ($480,000) New Replacement Equipment Project FY20 $480,000 FY21 FY22 439 CIP Project Fund Water Fund PROJECT NUMBER WIF45 DEPARTMENT WATER IMPACT FEES PROJECT NAME DEBT SERVICE FOR BORROWING - TRANSMISSION MAIN FY18 FY19 Unscheduled $420,000 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 Utilty (10%) and Impact Fee Fund (90%). New Replacement Equipment Project FY20 FY21 $30,000 FY22 $30,000 440 Wa t e r  Im p a c t  Fe e   Ca p i t a l  Im p r o v e m e n t  Pl a n   Fi n a n c i a l  Su m m a r y Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 FY 2 0 FY 2 1 F Y 2 2 Unscheduled Pr o j e c t e d  Be g i n n i n g  Re s e r v e  Ba l a n c e  De d i c a t e d  to  CI P 1, 5 7 7 , 0 0 0 $           1, 8 5 6 , 2 5 0 $                 (1 4 0 , 3 5 0 ) $             (2 4 3 , 2 9 0 ) $                     (9 1 , 7 9 6 ) $                   79,289 $             ‐$                         Pl u s :    Im p a c t  Fe e  Re v e n u e s  De d i c a t e d  to  CI P 1, 4 7 5 , 0 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 $       ‐$                         Pl u s :    Lo a n  fo r  We l l  Fi e l d  WI F 3 2    8, 0 0 0 , 0 0 0 $                    Pl u s :    Lo a n  fo r  Ly m a n  Ta n k  WI F 3 5     4, 8 0 0 , 0 0 0 $              Pl u s :    Lo a n  fo r  So u r d o u g h  Tr a n s m i s s i o n  Ma i n ,  PH  2    WI F 4 0 4, 3 2 0 , 0 0 0 $                           Le s s :    Sc h e d u l e d  CI P  Pr o j e c t  Co s t s (1 , 1 9 5 , 7 5 0 ) $       (3 , 7 9 0 , 0 0 0 ) $               (1 , 9 8 6 , 0 1 0 ) $       (1 4 , 1 4 5 , 7 2 9 ) $         (6 , 7 0 5 , 0 0 0 ) $         (2,245,000)$      (164,590,604)$     Pr o j e c t e d  Ye a r ‐En d  Ca s h  De d i c a t e d  to  CI P 1, 8 5 6 , 2 5 0 $         (1 4 0 , 3 5 0 ) $                   (2 4 3 , 2 9 0 ) $             (9 1 , 7 9 6 ) $                       79 , 2 8 9 $                     14,178 $             As s u m p t i o n s  Ma d e  fo r  Re v e n u e  Es t i m a t e s : Cu r r e n t  Ye a r FY 1 7 FY 1 8 FY 1 9 FY 2 0 FY 2 1 FY22 Es t i m a t e d  An n u a l  Wa t e r  Im p a c t  Fe e  Re v e n u e s 1, 4 7 5 , 0 0 0 $             1, 7 0 8 , 0 0 0 $                       1, 7 9 3 , 4 0 0 $             1, 8 8 3 , 0 7 0 $                     1, 9 7 7 , 2 2 4 $               2,076,085 $             Es t i m a t e d  An n u a l  In c r e a s e 0. 0 % 5% 5% 5% 5%5% To t a l  Es t i m a t e d  Re v e n u e s 1, 4 7 5 , 0 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 $          Cu r r e n t  Re v e n u e s  De d i c a t e d  to  CI P  % 10 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 10 0 . 0 % 1 0 0 . 0 % 1 0 0 . 0 %    Pl u s :    In c r e a s e  De d i c a t e d  to  Wa t e r  Ca p a c i t y  Ex p a n s i o n  CI P 0. 0 % 0. 0 % 0. 0 % 0. 0 % 0.0%0.0%    To t a l  % De d i c a t e d  to  CI 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  Es t i m a t e d  Re v e n u e s  De d i c a t e d  to  CI P 1, 4 7 5 , 0 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 $          Pr o j e c t e d Pr o j e c t e d CU R R E N T 16 5 , 0 0 0 , 0 0 0 14 5 , 0 0 0 , 0 0 0 12 5 , 0 0 0 , 0 0 0 10 5 , 0 0 0 , 0 0 0 85 , 0 0 0 , 0 0 0 65 , 0 0 0 , 0 0 0 45 , 0 0 0 , 0 0 0 25 , 0 0 0 , 0 0 0 5, 0 0 0 , 0 0 0 15 , 0 0 0 , 0 0 0 Wa t e r  Im p a c t  Fe e  Pr o j e c t s   441 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 Im p a c t  Fe e s  Wa t e r WI F 0 5 WA T E R   IM P A C T  FE E S WE S T  TR A N S M I S S I O N  MA I N  ‐   PH 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   IM P A C T  FE E S LO A N  DE B T  SE R V I C E  ‐   WT P  5. 3 M G   CO N C R E T E  WA T E R  ST O R A G E  RE 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 $600,000 WI F 2 1 WA T E R  IM P A C T S  11 T H  12 "  WA T E R  MA I N  EX T E N S I O N $1 3 6 , 0 1 0 WI F 2 5 WA T E R   IM P A C T  FE E S DA V I S  12 "  WA T E R  MA I N  & VA L L E Y   CE N T E R  16 "  WA T E R  MA I N  EX T E N S I O N $7 2 5 , 7 2 9 WI F 2 6 WA T E R   IM P A C T  FE E S LY M A N  TA N K  AN D  TR A N S M I S S I O N  MA I N   DE S I G N $7 5 0 , 0 0 0 WI F 2 7 WA T E R  IM P A C T 51 2 6  WE S T  SO U R D O U G H  RE S E R V O I R  1 $9,757,500 WI F 2 8 WA T E R   IM P A C T  FE E S 51 2 6  WE S T  SO U R D O U G H  RE S E R V O I R  1  ‐   SI T I N G $350,000 WI F 2 9 WA T E R   IM P A C T  FE E S 55 6 0  SO U T H E A S T  RE S E R V O I R  AN D  PU M P   ST A T I O N $21,232,807 WI F 3 0 WA T E R  IM P A C T EA S T  TR A N S M I S S I O N  MA I N $7,167,372 WI F 3 1 WA T E R  IM P A C T GR O U N D W A T E R  TE S T  WE L L $4 0 0 , 0 0 0 WI F 3 2 WA T E R   IM P A C T  FE E S GR O U N D W A T E R  WE L L  FI E L D  AN D   TR A N S M I S S I O N  CO 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   IM P A C T  FE E S GR O U N D W A T E R  WE L L  FI E L D  AN D   TR A N S M I S S I O N  MA I N  DE S I G N $5 0 0 , 0 0 0 WI F 3 5 WA T E R   IM P A C T  FE E S LY M A N  TA N K  AN D  TR A N S M I S S I O N  MA I N   CO N S T R U C T I O N $4 , 8 0 0 , 0 0 0 WI F 3 6 WA T E R   IM P A C T  FE E S WE S T  TR A N S M I S S I O N  MA I N  PL A N N I N G   ST U D Y $400,000 WI F 3 7 WA T E R   IM P A C T  FE E S SO U R D O U G H  CA N Y O N  NA T U R A L   ST O R A G E  ‐   PL A N N I N G  AN D  DE S I G N   $5 0 0 , 0 0 0 WI F 3 8 WA T E R   IM P A C T  FE E S SO U R D O U G H  CA N Y O N  NA T U R A L   ST O R A G E  CO N S T R U C T I O N $8,000,000 WI F 3 9 WA T E R   IM P A C T  FE E S SO U R D O U G H  TR A N S M I S S I O N  MA I N  –  PH A S E  1 $2 , 7 9 0 , 0 0 0 WI F 4 0 WA T E R   IM P A C T  FE E S SO U R D O U G H  TR A N S M I S S I O N  MA I N  –  PH A S E  2 $4 , 3 2 0 , 0 0 0 WI F 4 1 WA T E R   IM P A C T  FE E S WE S T  TR A N S M I S S I O N  MA I N  ‐   PH A S E  1   DE S I G N $2,907,235 442 CI P  PR O J E C T  FU PR O J . DE P A R T M E N T PR O J E C T  NA M E Unscheduled FY 2 1 FY 1 8 FY 1 9 FY 2 0 FY22 WI F 4 2 WA T E R   IM P A C T  FE E S WE S T  TR A N S M I S S I O N  MA I N  ‐   PH A S E S  2 ‐5   DE S I G N  & CO N S T R U C T I O N $61,669,396 WI F 4 3 WA T E R   IM P A C T  FE E S DE B T  SE R V I C E  FO R  BO R R O W I N G  ‐   WE L L   FI E L D $1 , 0 0 0 , 0 0 0 $10,800,000 $1,000,000 WI F 4 4 WA T E R   IM P A C T  FE E S DE B T  SE R V I C E  FO R  BO R R O W I N G  ‐   LY M A N   TA N K  PR O J E C T $446,000 $340,000 WI F 4 5 WA T E R   IM P A C T  FE E S DE B T  SE R V I C E  FO R  BO R R O W I N G  ‐   TR A N S M I S S I O N  MA I N $3 0 5 , 0 0 0 $3,750,000 $305,000 Su m m a r y  f or    Im p ac t  Fe e s  Wa t e r  (23  it e m s ) To t a l s  by  ye a r : $6 , 7 0 5 , 0 0 0 $ 2 , 2 4 5 , 0 0 0 $3 , 7 9 0 , 0 0 0 $161,286,604 FY 2 1 FY22 FY 1 8 Unscheduled FY 2 0 $14 , 1 4 5 , 7 2 9 $1 , 9 8 6 , 0 1 0 FY 1 9 443 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF05 DEPARTMENT WATER IMPACT FEES PROJECT NAME West Transmission Main - Phase 1 Construction FY18 FY19 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. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: Potable water delivery and fire flows will be improved in the southwest, west and northwest portions of the City. How is connectivity affected by this project: This transmission line connects to the existing distribution system at a location that enables the existing Sourdough and Hilltop tanks to be filled even if the Sourdough pipeline is out of service. What safety or risk measures are mitigated with this project: This project mitigates the risk of not having enough potable water to serve the City's residents or provide fire suppression. What regulations or standards are attained with this project: Redundant water delivery infrastructure and sufficient fire flow for the western portion of the City. How is this project leveraged with other stakeholders/projects/funds: This project will provide the ability for the City to connect additional storage reservoirs on the City's southwest to satisfy maximum day demand and fire flows on the western side of the City. Are there other affected projects: Subsequent phases of the West Transmission Main. 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 FY20 FY21 FY22 444 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 FY18 $600,000 FY19 $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 FY20 $600,000 FY21 $600,000 FY22 $600,000 445 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF21 DEPARTMENT WATER IMPACT FEES PROJECT NAME S 11th 12" water main extension FY18 FY19 $136,010 Unscheduled DESCRIPTION OF PROJECT Extension of 12" diameter main per AE2S WFPU in S 11th avenue from current terminus to Graf Street. Describe the criticality (i.e., importance) of this project to the operation: Provides for future looped water system per AE2S WFPU. How is capacity affected by this project: Increases hydraulic capacity of system beyond minimum 8" main. How is connectivity affected by this project: Provides for a future looped water system What safety or risk measures are mitigated with this project: Reduces severity and consequences of water system outages due to future looping and provides for minimum fire flows. What regulations or standards are attained with this project: ISO fire flow requirements and local water main looping standards. How is this project leveraged with other stakeholders/projects/funds: 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. Are there other affected projects: 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 FY20 FY21 FY22 446 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 FY18 FY19 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. Describe the criticality (i.e., importance) of this project to the operation: Provides for future looped water system per AE2S WFPU. How is capacity affected by this project: Increases hydraulic capacity of system beyond minimum 8" main. How is connectivity affected by this project: Provides for a future looped water system What safety or risk measures are mitigated with this project: Reduces severity and consequences of water system outages due to future looping and provides for minimum fire flows. What regulations or standards are attained with this project: ISO fire flow requirements and local water main looping standards. How is this project leveraged with other stakeholders/projects/funds: Mains completed in connection with development of Billings Clinic. Are there other affected projects: 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 FY20 $725,729 FY21 FY22 447 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF26 DEPARTMENT WATER IMPACT FEES PROJECT NAME Lyman Tank and Transmission Main Design FY18 FY19 $750,000 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. Describe the criticality (i.e., importance) of this project to the operation: Necessary for construction of Lyman tank and transmission project. What regulations or standards are attained with this project: DEQ construction approval. How is this project leveraged with other stakeholders/projects/funds: CA-based repairs determined from Lyman Transmission main CA. Are there other affected projects: Lyman Tank and Transmission Main Construction. 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 Impact Fees New Replacement Equipment Project FY20 FY21 FY22 448 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF27 DEPARTMENT WATER IMPACT FEES PROJECT NAME 5126 West Sourdough Reservoir 1 FY18 FY19 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. Describe the criticality (i.e., importance) of this project to the operation: This reservoir provides storage for the areas served by the West Water Transmission Main, for maximum day demand and potable water supply and fire flows in the City's southwest area. How is capacity affected by this project: 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. How is connectivity affected by this project: 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. What safety or risk measures are mitigated with this project: This project mitigates the risk of not having enough potable water and fire flow in the southwest area of the City. What regulations or standards are attained with this project: Adequate storage for maximum day demand and fire flows, as well as redundant water storage capacity for existing storage tanks. How is this project leveraged with other stakeholders/projects/funds: 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 FY20 FY21 FY22 449 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF28 DEPARTMENT WATER IMPACT FEES PROJECT NAME 5126 West Sourdough Reservoir 1 - Siting FY18 FY19 Unscheduled $350,000 DESCRIPTION OF PROJECT Siting study and land acquisition for 5MG ground storage reservoir to serve 5126 Pressure Zone from West Transmission Main. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: Increases water storage capacity by 5MG. How is efficiency improved with this equipment: 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. What is the impact (i.e., scope-of-use) for this equipment: System wide improvement in water storage capacity. Are there other affected projects: 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 What are the implications of deferring the purchase of this equipment: Potential acquisition of the land by others, less optimal siting of the reservoir. Procurement of land while it is available, and less expensive ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED FUNDING SOURCES 100% Water Impact Fees New Replacement Equipment Project FY20 FY21 FY22 450 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF29 DEPARTMENT WATER IMPACT FEES PROJECT NAME 5560 Southeast Reservoir and Pump Station FY18 FY19 Unscheduled $21,232,807 DESCRIPTION OF PROJECT The project consists of a constructing a new ground storage tank, pump station, and transmission main that would serve two new future pressure zones located southeast of the existing City limits. Describe the criticality (i.e., importance) of this project to the operation: This reservoir will become critical for potable water and fire flows in the southeast pressure zone. How is capacity affected by this project: This project provides necessary storage to ensure potable water supply and fire flow to the City's southeast area. How is connectivity affected by this project: The southeast reservoir and pipe feeds down into the future east transmission line and provides additional supply if needed. This reservoir will provide this area with water storage inside the zone. What safety or risk measures are mitigated with this project: Inadequate potable water and fire flow for future development in the City's southeast What regulations or standards are attained with this project: Water Storage for Maximum Day Demand and Fire Flows. How is this project leveraged with other stakeholders/projects/funds: Correlates with the transmission main from the tank into the Southeast developments. ALTERNATIVES CONSIDERED None ADVANTAGES OF APPROVAL The hydraulic grade line associated in these pressure zones are greater than what can be provided by the City’s existing infrastructure. A new ground storage reservoir and pump station will ensure that these pressure zones satisfy the City’s hydraulic operating criteria (i.e. operating pressures, fire flows, and storage requirements). Furthermore, additional storage within the system promotes redundancy, provides flexibility for maintenance activities, and allows for future growth. 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 costs associated with both general maintenance and energy. Current cost estimate of $XX.XX annually. FUNDING SOURCES 100% Water Impact Fees New Replacement Equipment Project FY20 FY21 FY22 451 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF30 DEPARTMENT WATER IMPACT FEES PROJECT NAME East Transmission Main FY18 FY19 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). Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: Potable water and fire flows will be provided in the east and northeast portions of the City as this area develops. How is connectivity affected by this project: 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. What regulations or standards are attained with this project: Potable water and fire flow standards. How is this project leveraged with other stakeholders/projects/funds: 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 FY20 FY21 FY22 452 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF31 DEPARTMENT WATER IMPACT FEES PROJECT NAME Groundwater Test Well FY18 $400,000 FY19 Unscheduled DESCRIPTION OF PROJECT Test well drilling, pumping and monitoring and water quality testing at one or more strategic well field sites identified in the 2016 Groundwater Investigation. Input data into transient hydrogeologic model developed with Groundwater Investigation project. Describe the criticality (i.e., importance) of this project to the operation: Necessary for water right permitting and groundwater well field design. What regulations or standards are attained with this project: Provides data to move forward with GW development. How is this project leveraged with other stakeholders/projects/funds: Utilizes hydrogeologic model developed for the Groundwater Investigation and constructs design. Are there other affected projects: Groundwater well field and transmission design; Groundwater construction. ALTERNATIVES CONSIDERED Don't develop a GW supply ADVANTAGES OF APPROVAL Test well pumping and monitoring provides aquifer property data to determine sustainable aquifer yield and drawdown characteristics at particular pumping sites. Data informs transient groundwater modeling which is necessary to identify potential adverse effects to existing water rights and to assemble mitigation strategies for water rights permitting. ADDITIONAL OPERATING COSTS IN THE FUTURE, IF FUNDED N/A FUNDING SOURCES 100% Water Impact Fees New Replacement Equipment Project FY20 FY21 FY22 453 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF32 DEPARTMENT WATER IMPACT FEES PROJECT NAME Groundwater Well Field and Transmission Construction FY18 FY19 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. Describe the criticality (i.e., importance) of this project to the operation: Absolutely critical for meeting long-range water supply needs and enhancing overall water supply resiliency and redundancy. How is capacity affected by this project: Increases water supply capacity to meet projected water demands in the future. How is connectivity affected by this project: Enhances connectivity by providing a redundant water supply source in the event of Sourdough WTP outage. What safety or risk measures are mitigated with this project: Enhances overall water supply resiliency. What regulations or standards are attained with this project: Implements IWRP. How is this project leveraged with other stakeholders/projects/funds: Implements IWRP. Engages agricultural stakeholders. 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 FY20 $8,000,000 FY21 FY22 454 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF33 DEPARTMENT WATER IMPACT FEES PROJECT NAME Groundwater Well Field and Transmission Main Design FY18 FY19 $500,000 Unscheduled DESCRIPTION OF PROJECT Design of groundwater well field and transmission main including necessary appurtenances, instrumentation and controls, and DEQ approvals. Describe the criticality (i.e., importance) of this project to the operation: Necessary for construction of groundwater supply source. What regulations or standards are attained with this project: DEQ construction approval for groundwater supply source; amendments if needed to other DEQ documents such as Source Water Delineation and Assessment Report and Source Water Protection Plan. How is this project leveraged with other stakeholders/projects/funds: Utilizes hydrogeologic model developed for the Groundwater Investigation and test well data. Are there other affected projects: Groundwater Well Field and Transmission Main Construction. 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 FY20 FY21 FY22 455 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF35 DEPARTMENT WATER IMPACT FEES PROJECT NAME Lyman Tank and Transmission Main Construction FY18 FY19 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. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: 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. How is connectivity affected by this project: Maintains existing connectivity. What safety or risk measures are mitigated with this project: Likelihood of failure of Lyman supply system dramatically reduced by replaced storage, new transmission and Condition Assessment -based rehab to existing transmission. How is this project leveraged with other stakeholders/projects/funds: Constructs project design. 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 likelihood of failure of critical transmission 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 60% Water Impact Fees ($4,800,000); 40% Water Utility ($3,200,000) New Replacement Equipment Project FY20 FY21 $4,800,000 FY22 456 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF36 DEPARTMENT WATER IMPACT FEES PROJECT NAME West Transmission Main Planning Study FY18 FY19 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. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: Provides capacity sufficient for UBO and delivery of 34 MGD from future WTP expansion. How is efficiency improved with this equipment: Conveyance of water to the City's western, northwestern and northern areas will be more efficient that moving water through downtown and existing PRVs. Are there other affected projects: All subsequent phases of West Transmission Main design and construction. ALTERNATIVES CONSIDERED Defer the study further out, deferring eventual construction of the West Transmission Main. ADVANTAGES OF APPROVAL What are the implications of deferring the purchase of this equipment: Delay of eventual design and construction of the West Transmission Main, continued reliance on the single-point-of-failure Sourdough Transmission Main to convey water to the City from the WTP. 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 FY20 FY21 FY22 457 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF37 DEPARTMENT WATER IMPACT FEES PROJECT NAME Sourdough Canyon Natural Storage - Planning and Design FY18 FY19 Unscheduled DESCRIPTION OF PROJECT Alternatives planning and design for sourdough natural storage enhancement project. Describe the criticality (i.e., importance) of this project to the operation: Increases resiliency of Sourdough watershed to drought impacts and provides augmented water supply, protects existing municipal water rights. How is capacity affected by this project: Augments water supply capacity of sourdough watershed. What is the impact (i.e., scope-of-use) for this equipment: Impacts the City's long-term water rights and helps close the approaching water supply gap. How is this project leveraged with other stakeholders/projects/funds: Potential FEMA involvement for flood control. Are there other affected projects: Final sizing of West Transmission Main, also informs 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 FY20 $500,000 FY21 FY22 458 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF38 DEPARTMENT WATER IMPACT FEES PROJECT NAME Sourdough Canyon Natural Storage Construction FY18 FY19 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. Describe the criticality (i.e., importance) of this project to the operation: Provides enhanced water supply availability to support future growth and development. How is capacity affected by this project: Increases water supply availabilityWhat safety or risk measures are mitigated with this project: Reduces drought susceptibility and peak runoff impacts. What regulations or standards are attained with this project: Implements IWRP. How is this project leveraged with other stakeholders/projects/funds: To be determined. 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 FY20 FY21 FY22 459 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF39 DEPARTMENT WATER IMPACT FEES PROJECT NAME Sourdough Transmission Main – Phase 1 FY18 $2,790,000 FY19 Unscheduled DESCRIPTION OF PROJECT The project consists of constructing approximately 3,000 feet of 48-inch DIP transmission main, starting at the WTP, cutting the corner at Nash and Sourdough, to tie into the existing transmission main. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This transmission main will provide additional capacity from the WTP to the Sourdough reservoir. How is connectivity affected by this project: This project improves connectivity between the WTP and the City. What safety or risk measures are mitigated with this project: 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. Provides redundant transmission from WTP to tie in point with existing 30" bar-wrapped concrete transmission main. What regulations or standards are attained with this project: Water supply security. How is this project leveraged with other stakeholders/projects/funds: This project's provides full hydraulic capacity of new Sourdough WTP storage tank. Are there other affected projects: Sourdough WTP Storage Tank and Phase 2 of Sourdough Transmission Main. ALTERNATIVES CONSIDERED Conduct a condition assessment of the existing 30-inch concrete pipe and repair/rehabilitate as necessary. Lose hydraulic capacity of new sourdough WTP storage tank due to HGL of existing sourdough transmission main. 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. 48" DIP provides hydraulics necessary to overcome friction losses and realize full capacity of new Sourdough WTP storage tank. 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 90% Impact Fees ($2,790,000); 10% ($310,000) Water Utility New Replacement Equipment Project FY20 FY21 FY22 460 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF40 DEPARTMENT WATER IMPACT FEES PROJECT NAME Sourdough Transmission Main – Phase 2 FY18 FY19 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. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This transmission main will provide additional capacity from the WTP to the Sourdough reservoir. How is connectivity affected by this project: This project improves connectivity between the WTP and the City. What safety or risk measures are mitigated with this project: 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. What regulations or standards are attained with this project: Water supply security. How is this project leveraged with other stakeholders/projects/funds: 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 assessment 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 90% Impact Fees ($4,320,000); 10% ($480,000) New Replacement Equipment Project FY20 $4,320,000 FY21 FY22 461 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF41 DEPARTMENT WATER IMPACT FEES PROJECT NAME West Transmission Main - Phase 1 Design FY18 FY19 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 (WFP_01b). Describe the criticality (i.e., importance) of this project to the operation: Reduces the consequence of a failure on the Sourdough Transmission Main, by providing a second pipeline to convey water to the City from the WTP. How is efficiency improved with this equipment: Water delivery to the City's western side will become more efficient. What are the implications of deferring the purchase of this equipment: Continued reliance on Sourdough Transmission Main, a single point of failure for conveyance of water from the Sourdough WTP. Are there other affected projects: Subsequent phases of West Transmission Main design and construction, 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 FY20 FY21 FY22 462 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF42 DEPARTMENT WATER IMPACT FEES PROJECT NAME West Transmission Main - Phases 2-5 Design & Construction FY18 FY19 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. Describe the criticality (i.e., importance) of this project to the operation: 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. How is capacity affected by this project: This project will substantially improve water delivery and fire flow capacity in the west and northwest portions of the City. How is connectivity affected by this project: 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. What safety or risk measures are mitigated with this project: This project mitigates the risk of not having enough potable water or fire flow to serve the City's west residents. What regulations or standards are attained with this project: Redundant water delivery infrastructure and sufficient fire flow for the central-western and northwestern portions of the City. How is this project leveraged with other stakeholders/projects/funds: This project will 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. Are there other affected projects: Subsequent phases of the West Transmission Main. ALTERNATIVES CONSIDERED Do not complete west transmission 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 FY20 FY21 FY22 463 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF43 DEPARTMENT WATER IMPACT FEES PROJECT NAME DEBT SERVICE FOR BORROWING - WELL FIELD FY18 FY19 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 FY20 FY21 $1,000,000 FY22 $1,000,000 464 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF44 DEPARTMENT WATER IMPACT FEES PROJECT NAME DEBT SERVICE FOR BORROWING - LYMAN TANK PROJECT FY18 FY19 Unscheduled $446,000 DESCRIPTION OF PROJECT These are the estimated annual amounts owned for borrowing for WIF35 - Lyman Tank project. 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 FY20 FY21 FY22 $340,000 465 CIP Project Fund Impact Fees Water PROJECT NUMBER WIF45 DEPARTMENT WATER IMPACT FEES PROJECT NAME DEBT SERVICE FOR BORROWING - TRANSMISSION MAIN FY18 FY19 Unscheduled $3,750,000 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 Utilty (10%) and Impact Fee Fund (90%). New Replacement Equipment Project FY20 FY21 $305,000 FY22 $305,000 466