2015 capital projects

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves 38,000 74,800 112,800 Grants - Debt - Private - Other - TOTAL 38,000$ 74,800$ -$ -$ -$ -$ -$ 112,800$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction 74,800 74,800 Design - Equipment 38,000 38,000 Land Acquisition - TOTAL 38,000$ 74,800$ -$ -$ -$ -$ -$ 112,800$

Centennial Hall Server & AV Room Climate Control

General Fund General Services

Contact: Vince O'Connor Information Systems Manager Steve Hoots

Project Description: Complete the replacement of existing AC units with computer room air conditioning (CRAC) in the Centennial Hall server room based on the Data Center Facilities Assessment performed by Building Energy Systems Engineering. 2014 - Install dry fire suppression system in Centennial Hall server room 2015 - Expand the Parks & Rec server room, install CRAC unit and dry fire suppression system Project Need/Benefits: CRAC units are specifically designed for data center cooling applications providing a high degree of precision and reliability as compared to split system AC units manufactured for human thermal comfort. Consistently cool temperatures are needed to preserve and extend the life of the network and server equipment. It is necessary to expand the P&R server room in order to accommodate the growing IT storage demands and to back up data in a secondary location. Water suppression systems can damage/destroy equipment where dry systems will not. Undesirable consequences if not approved: Equipment life cycle will be short and failures may occur more frequently. Equipment failure and downtime result in lost productivity for the entire City organization. Water fire suppression systems will damage/destroy the City's network equipment and jeopardize the stored data. Options/Alternatives Considered: Traditional, less expensive cooling methods have been used and cannot keep up with the required demand. This solution is a standard climate control method for technology equipment.

Exhibit C

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves 300,000 7,682,000 7,982,000 Grants 2,000,000 2,000,000 Debt - Private - Other - TOTAL 300,000$ 9,682,000$ -$ -$ -$ -$ -$ 9,982,000$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction 9,382,000 9,382,000 Design 300,000 300,000 600,000 Equipment - Land Acquisition - TOTAL 300,000$ 9,682,000$ -$ -$ -$ -$ -$ 9,982,000$

Police Station


Contact: Steve Hoots Facilities Manager Joel Rae Director of Public Safety

Project Description: New Police Facility Project Need/Benefits: The Police department currently operates out of approximately 6,600 SF of office space and 1,400 SF of garage space in the existing Public Saftey Building. Lack of appropriate building security and inadequate space in every police division are all issues that negatively effect police operations. Two separate space needs studies indicate the police department requires approximately 20,000 FT to house all cu rrent programs and future growth over the next 25 years. Undesirable consequences if not approved: Inadequate workspace compromises the quality of police operations, integrity of evidence and safety of police officers and staff. Options/Alternatives Considered: Staff investigated 30 sites as possible locations for a police facility including a remodel of the exisitng structure, a complete tear-down and rebuild on the existing site, constructing a new building on the parking lot property adjacent to the ex isting structure, building the facility on the parking lot at 10th and Lincoln and purchasing land for the facility.

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves 3,328 36,672 40,000 Grants 9,930 77,650 87,580 Debt - Private - Other - TOTAL 13,258$ 114,322$ -$ -$ -$ -$ -$ 127,580$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction 112,339 112,339 Design 13,258 1,983 15,241 Equipment - Land Acquisition - TOTAL 13,258$ 114,322$ -$ -$ -$ -$ -$ 127,580$

Old Chamber (Butterfly) Building Renovations


Contact: Steve Hoots Facilities Manager Tyler Gibbs Director of Planning & Community Development

Project Description: Window rehabilitation, interior and exterior repairs and upgrades, installation of fire detection system, roof replacement as identified in the 2010 Historic Structures Assessment and installation of sidewalk and curb. Project Need/Benefits: The Historic Preservation Policy Review Committee recommends that the City take the lead in preserving its historic resources. The buildings deferred maintenance needs to be addressed in order for the tenant, Yampa Valley Land Trust and any future tenant, to operate in a safe and viable facility. Undesirable consequences if not approved: The building will continue to deteriorate and if renovation is delayed, may result in higher emergency repairs costs and safety issues. Options/Alternatives Considered: Close building at lease expiration. Outside Funding Sources: Possible grant from the State Historical Funds and private contribution from the Yampa Valley Land Trust.

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves 40,000 260,000 300,000 Grants - Debt - Private - Other - TOTAL -$ 40,000$ 260,000$ -$ -$ -$ -$ 300,000$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction 260,000 260,000 Design 40,000 40,000 Equipment - Land Acquisition - TOTAL -$ 40,000$ 260,000$ -$ -$ -$ -$ 300,000$

Igloo Modular


Contact: Steve Hoots Facilities Manager John Overstreet Director of Parks, Open Space and Recreation

Project Description: Demolish the existing structure known as the Igloo; purchase and install a 2,500 sf modular building to house various youth programs. Project Need/Benefits: The current Igloo structure is an aging trailer that was intended to be a temporary facility for youth programs. Over the past 10 - 12 years, this structure has been modified and repaired multiple times and is now at end of life. Undesirable consequences if not approved: The programs housed in this facility may need to be eliminated. Options/Alternatives Considered: Other sites, including the Community Center have been investigated as possible locations for these programs. However, several issues arise that compromises effecient operations.

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves 75,000 75,000 Grants - Debt - Private - Other - TOTAL -$ 75,000$ -$ -$ -$ -$ -$ 75,000$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction 75,000 75,000 Design - Equipment - Land Acquisition - TOTAL -$ 75,000$ -$ -$ -$ -$ -$ 75,000$

Bear River Park Restroom


Contact: Steve Hoots Facilities Manager

Project Description: Install two-unit vault restroom at Bear River Park. Project Need/Benefits: Provides year-round restroom facilities at the park, which is a terminus of the core trail and used year round. Undesirable consequences if not approved: The park will continue to use portable restrooms during the summer months only. Options/Alternatives Considered: Outside Funding Sources: None identified

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL


COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL


Animal Shelter Upgrades


Contact: Steve Hoots Facilities Manager

Project Description: For the exterior dog run area - Install new stem wall and replace existing exterior chain; install snowmelt system and concrete slab Project Need/Benefits: Current dog run area is non-compliant with shelter standards; dogs are able to crawl under the existing fence and asphalt dog run is deteriorating Undesirable consequences if not approved: Continued deterioration that will need to be addressed at sometime in the future; dogs will continue to escape. Options/Alternatives Considered: Outsourcing shelter operations determined not financially viable Outside Funding Sources: None identified

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves - 50,000 134,500 184,500 Grants - Debt - Private - Other - TOTAL -$ 50,000$ 134,500$ -$ -$ -$ -$ 184,500$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction - 134,500 134,500 Design 50,000 50,000 Equipment - Land Acquisition - TOTAL -$ 50,000$ 134,500$ -$ -$ -$ -$ 184,500$

Rehder Building / Steamboat Art Museum Renovation

General Fund General Services/Facilities

Contact: Steve Hoots Facilities Maintenance Manager

Project Description: Project Need/Benefits: Undesirable consequences if not approved: Options/Alternatives Considered:

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves 154,550 186,000 100,000 150,000 100,000 100,000 790,550 Grants - Debt - Private - Other - TOTAL 154,550$ 186,000$ 100,000$ 150,000$ 100,000$ 100,000$ -$ 790,550$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction - Design - Equipment 154,550 186,000 100,000 150,000 100,000 100,000 790,550 Land Acquisition - TOTAL 154,550$ 186,000$ 100,000$ 150,000$ 100,000$ 100,000$ -$ 790,550$

Computer Equipment Replacement & Upgrades


Contact: Vince O'Connor, Information Systems Manager

Project Description: 2015: Replace 30 desktop and 2 laptop computers; replace remaingin (4) of the 2009 SANs (Storage Area Network) currently at end of life and warranty; replace 4.9 Mhz wireless connections at 7 buildings with an exterior wireless network (WAN); upgrade internal wireless access points and WLAN controllers Project Need/Benefits: Replacing aging equipment and infrastructure is necessary to maintain productivity and keep up with ever changing technology requirements; upgrading the WAN (wide area network) will improve connectivity to the outlying City facilities not hard wired to the network Undesirable consequences if not approved: Equipment will fail and need to be replaced on an emergency basis. Proactive planning maintains functionality of productivity. Options/Alternatives Considered: None

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL


COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction - Design - Equipment 120,000 120,000 Land Acquisition - TOTAL -$ 120,000$ -$ -$ -$ -$ -$ 120,000$

Phone System Upgrade


Contact: Vince O'Connor Information Systems Manager

Project Description: Upgrade the phone systems at all City facilities to an enterprise grade IP based digital telephone system. System will include new features with seamless transfers, instant messaging, easier conferencing, etc. Project Need/Benefits: Newer technology will result in lower maintenance costs; added functionality to work in tangent with various department operations (i.e. automated responses to common questions) Undesirable consequences if not approved: Aging equipment and technology may result in failing equipment which impacts the organization's productivity. Options/Alternatives Considered: Phased approach over 2 or more years

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL


COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction - Design - Equipment 50,000 50,000 Land Acquisition - TOTAL -$ 50,000$ -$ -$ -$ -$ -$ 50,000$

License Plate Reader


Contact: Chuck AndersonDirector of Public Works

Project Description: Project Need/Benefits: Undesirable consequences if not approved: Options/Alternatives Considered:

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves 121,200 106,000 98,000 162,000 125,000 175,000 100,000 887,200 Grants - Debt - Private - Other - TOTAL 121,200$ 106,000$ 98,000$ 162,000$ 125,000$ 175,000$ 100,000$ 887,200$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction 116,200 95,400 88,200 145,800 112,500 157,500 90,000 805,600 Design 5,000 10,600 9,800 16,200 12,500 17,500 10,000 81,600 Equipment - Land Acquisition - TOTAL 121,200$ 106,000$ 98,000$ 162,000$ 125,000$ 175,000$ 100,000$ 887,200$

Pedestrian, Bicycle, and Transit Facilities (formerly Alternate Modes & Safety Enhancements)

General Fund Public Works Department

Contact: Chuck Anderson Director of Public Works

Project Description: Some residents, especially those with lower incomes, are reliant on a multi-modal system that allows pedestrians to access transit stop locations. A comprehensive sidewalk, bike, and transit network serves to reduce traffic demand, can improve worker productivity, and can serve to foster a healthy community. This CIP funding mechanism addresses a constrained implementation of the Sidewalk Master Plan and seeks to improve transit stop locations throughout the City. This project includes installation of sidewalks, bike lanes, and improvements to transit stops. . Project Need: The Sidewalk Master Plan, which is being updated in 2014, identified missing links totaling approximately $15 million in sidewalks. Staff has collected data relted to each transit stop in town in order to prioritize and idenfy improvements in a targeted manner to increase transit ridership and user safety and experieence. The projects identified below are those that are located in high traffic areas, attempt to address safety concerns worthy of attention, have been frequently requested by the public, and do not have other potential funding mechanisms to facilitate construction 2015: Village Drive Sidewalk (Sunray Meadows to Walton Creek - link 3042) ($106,000) - Engineering has performed design and coordinated with surrounding property owners for easement and mainteancne provision. Staff have recieved multiple requests for this missing link and has deemed it a high demand, high safety hazard location 2016: Steamboat Hotel Transit Stop ($98,000) - Engineering has performed survey and conceptual level design for this segment. The City does not have an esement for the existing bus pull out on private provperty at this location and City Legal Staff has identified the risk for continued use and potential loss of this stop location. During 2011, this location was fully indundated 2017: Walton Creek Road Missing Links Project (US40 to Whistler: link 3040, 3043, Whistler/Walton Creek intersection) ($124,000); Sunburst Transit Shelter and sidewalk (Meadow Lane: link 3038) ($38,000) 2018: Downhill Drive (US40 to West End Village sidewalk: link 2001) ($125,000) 2019: US40 Sidewalk (Community Center to Loggers Lane: link 3126.2) - development contributions (Windemere) - ($175,000) Undesirable consequences if not approved: As more people walk and bike in the roads where there are missing links there is increased risk of safety issues. Options/Alternatives Considered: Where roads have lower volumes and lower speeds or alternate trails are available it may be feasible to delay sidewalk installation. However, there are many missing link areas in town where traffic volumes and speeds are higher and a sidewlak is a necessary alternative.

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves 70,433 922,356 992,789 Grants - Debt - Private 217,644 217,644 Other - TOTAL 70,433$ 1,140,000$ -$ -$ -$ -$ -$ 1,210,433$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction 1,140,000 1,140,000 Design 70,433 70,433 Equipment - Land Acquisition - TOTAL 70,433$ 1,140,000$ -$ -$ -$ -$ -$ 1,210,433$

Central Park Drive/Snapdragon Way Reconstruction



Project Description: Install roundabout, replace asphalt, reconfigure curb lines, reduce to one lane each direction with bike lanes, move and enhance pedestrian crossings near transit stop, and improve sidewalk connections. Central Park reconstruction will come from the general fund with Snapdragon Way reconstruction funded as part of an LID to be formed by adjacent property owners. Project Need/Benefits: The commercial area located off of Central Park Drive accounts for 18% of the overall sales tax volume in the City. The transit stops on this road are the #1 and #2 most frequent summer stop locations. Nearly every visitor and resident will visit Central Park Drive during their visit. The existing roadway geometry is inefficient and pedestrian safety is extremely marginal. The roadway is also exhibiting failure and overall repair has been delayed for 4 years since originally identified. Snapdragon Way is currently a private street that does not meet public standards. This project would construct the road to public standards and enable the City to accept it for public maintenance. Undesirable consequences if not approved: Elevated annual maintenance costs to repair road, potential safety concern for pedestrian use near transit shelter location, inefficient and unclear vehicle travel lanes Options/Alternatives Considered: Mill and overlay only, Mill and overlay with select improvements only, Full depth pavement reclamation with select improvements, Full depth reclamation with lane realignment, installation of traffic signal midway between NOTE: The cost of the Snapdragon Way improvements is the contributions from the Resort Group development =

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves 75,000 100,000 75,000 100,000 75,000 100,000 75,000 600,000 Grants - Debt - Private - Other - TOTAL 75,000$ 100,000$ 75,000$ 100,000$ 75,000$ 100,000$ 75,000$ 600,000$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction 75,000 100,000 75,000 100,000 75,000 100,000 75,000 600,000 Design - Equipment - Land Acquisition - TOTAL 75,000$ 100,000$ 75,000$ 100,000$ 75,000$ 100,000$ 75,000$ 600,000$

City Parking Lot Pavement Maintenance Program



Project Description: Repair and maintain the 47 City-owned parking lots. Some projects may consist of patching, new asphalt or concrete; some projects will have a larger scope of work, due to size or nature of the required improvements, and will require increased funding to complete. Preventative maintenance such as crack sealing is included at an additional $25,000 every other year. Project Need/Benefits: Three years into this program the City is already seeing significant benefits from proactively managing our parking lot infrastructure, but catch up is still required. To provide maintenance and improvements to City infrastructure to ensure prolonged lifecycles and acceptable levels of service. Undesirable consequences if not approved: Some parking lots already have begun to deteriorate to the point they are not safe, are in poor operating condition, or have not maximized their use. If ignored, future costs could be significant compared to an ongoing preventative program. Options/Alternatives Considered: Parking Lot Improvement projects can be submitted on an annual basis for consideration in the budgeting process, however, this will cause for uncertainties for funding with each project, which may effect project delivery timing and impacts to meeting construction deadlines. Attachments: List of City Owned Parking Lots; Top City Parking Lots In Need of Repair and/or Improvements. Very Poor Condition: 9th & Yampa St. (Ambulance Barn) - $60,000; Iron Horse - $175,000-$200,000; City Hall - $75,000-100,000; Emerald Park - $125,000 (this after the repaving that was done this year); Rodeo Grounds (West) - $125,000-$150,000; Ski Time Sq. parking areas along road - $25,000 Fair to Poor Condition: Police Station (upper) - $125,000; 7th & Yampa St. - $75,000-$100,000; Animal Shelter - $30,000; 10th & Lincoln (next to City Hall) TBD; Public Works Shop - $200,000; Parks & Rec Building (front and portions of back) - $200,000

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves 85,000 85,000 Grants 100,000 100,000 Debt - Private - Other - TOTAL -$ 185,000$ -$ -$ -$ -$ -$ 185,000$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction - Design 185,000 185,000 Equipment - Land Acquisition - TOTAL -$ 185,000$ -$ -$ -$ -$ -$ 185,000$

US 40 South Corridor Access Control Plan



Project Description: Create an access control plan for the south US 40 corridor. (A plan was previously created for the west corridor.) Project Need: The CDOT access code allows one access per parcel, and without an access plan, that location may be approved in a location that is detrimental to the capacity and flow of US40. An access plan can increase the value of development parcels by pre-negotiating with CDOT, and by creating cross connections to maximize full movement access opportunities. It can help the community to reduce congestion by preventing multiple closely spaced access points. Undesirable consequences if not approved: Without a plan, CDOT may approve access that does not provide adequate circulation between and across parcels, or that gives one access to each parcel, increasing congestion. Also, parcel access may be restricted, which could devalue land and limit circulation. Options/Alternatives Considered: Since the City does not control access permitting on US 40, other options such as a City master plan would not bind CDOT to the agreed locations and movements.

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues 700,000 700,000 700,000 700,000 700,000 700,000 700,000 4,900,000 Grants - Debt - Private - Other - TOTAL 700,000$ 700,000$ 700,000$ 700,000$ 700,000$ 700,000$ 700,000$ 4,900,000$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction 695,617 700,000 700,000 700,000 700,000 700,000 700,000 4,895,617 Design - Equipment 4,383 4,383 Land Acquisition - TOTAL 700,000$ 700,000$ 700,000$ 700,000$ 700,000$ 700,000$ 700,000$ 4,900,000$

Project Description 2014: Project Description 2015: Pine Street 118,000$ Airport Road 33,534$ Central Park Drive 104,000 Sky View 24,411 7th Street 130,000 Apres Ski Way 61,542 Timothy 29,000 Hillside Drive 103,021 Alley 3rd to 4th South sid 10,600 Uncochief 28,304 River Queen 20,400 Bear Drive 32,973 Rockies Way 22,600 Hunters Drive 34,670 Curve Court 24,200 Bear Creek 11,835 Anglers Drive 109,800 Chinook 57,690 Anglers Court 35,900 Laurel Lane 106,502 Village Lane 35,417 Pahwintah 16,624 Subtotal 639,917 Hillside Court 12,000 Contingency 50,000 Copper Rose 18,000 Manholes & Valves 5,000 13th street 104,030 Grand Total 694,917$ Contingency & risers 54,864

Grand Total 700,000$

Pavement Maintenance Program



Project Need/Benefits: Estimated lifecycle of Streets and Alleys Residential15-20 years Collectors10-12 years Undesirable consequences if not approved: Roads will deteriorate quicker, causing more potholes and making repairs more expensive. Instead of rehabilitating roads we may have to reconstruct them. .

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves 330,000 240,000 145,000 30,000 130,000 875,000 Grants 47,000 47,000 Debt - Private 70,000 70,000 Other - TOTAL 47,000$ 400,000$ 240,000$ 145,000$ -$ 30,000$ 130,000$ 992,000$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction 42,000 400,000 180,000 120,000 130,000 872,000 Design 5,000 60,000 25,000 30,000 120,000 Equipment - Land Acquisition - TOTAL 47,000$ 400,000$ 240,000$ 145,000$ -$ 30,000$ 130,000$ 992,000$

Storm water System ImprovementsGeneral Fund Public Works Department


Project Description: 2014 project includes water quality monitoring and improvement of a major storm sewer outfall at 5th Street that drains approximately 23 acres of the Downtown core. This effort is 100% grant funded through the State's Water Quality Impact Fund. Project Need: Public Works completed a Citywide Storm water Master Plan in April 2013 and a Task Force of residents developed a number of recommendations for future improvements. There is an ongoing need to maintain and replace storm sewer assets throughout the City, protect infrastructure and the public against flooding, and insure acceptable water quality standards are met. Based upon the planni ng documents, field inspections, and flooding concerns, a prioritization for replacement has been created with immediate needs identified. The f ollowing are currently identified priorities, which will be refined as storm water crews come online and perform further inspections: 2015: - Mt Werner Drive culvert (crossing under US40 Overpass) - Sinkhole forming near the westbound US40 onramp due to culvert deterioration ($260,000) - Slip line culvert along Central Park Drive in conjunction with roadway reconstruction ($140,000) - private cost share to be negotiated 2016: -Refine hydrology for Burgess Creek including detention of Casey's Pond ($40,000) -Replace culvert under Yampa Street with CBC at Butcherknife outfall ($180,000) -Perform floodplain mitigation design in Stehley Park ($20,000) 2017: - Study drainage at intersection of Hilltop/US40 alongside Iron Horse ($25,000) - Replace culvert under Spruce Street for Butcherknife Creek, perform floodplain mitigation work in Stehley Park ($120,000) 2019: -Design for culvert replacement under Mt Werner adjacent to Stmbt Blvd, coordinate with intersection design ($30,000) 2020: -Replace culvert under Mt Werner near Stmbt Blvd in conjunction with intersection construction ($130,000) Undesirable consequences if not approved: Without programmed life cycle replacement of culverts and maintenance of storm water conveyance system much greater costs will be faced in the event of failure

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves 1,627,803 500,000 2,127,803 Grants - Debt - Private - Other - TOTAL 1,627,803$ 500,000$ -$ -$ -$ -$ -$ 2,127,803$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction 1,430,000 500,000 1,930,000 Design 197,803 197,803 Equipment - Land Acquisition - TOTAL 1,627,803$ 500,000$ -$ -$ -$ -$ -$ 2,127,803$

Emerald Park Access



Project Description: Relocate the access to Pamela Lane and Emerald park to include additional highway side parking. Project Need/Benefits: There is an ongoing safety issue related to trespassing at the location of the proposed railroad crossing. Staff is working with the Union Pacific to formalize a vehicular crossing at the proposed Emerald Trail location including closure of the Trafalgar Drive crossing to vehicles. Undesirable consequences if not approved: Continued safety issue with pedestrians trespassing at uncontrolled crossing location, unnecessary cut through traffic on the residential street that has no sidewalks. Options/Alternatives Considered: A number of alternate alignment configurations were considered and the proposed CIP includes the preferred realignment option . The option to reduce park use was considered but is not feasible as the park is a developed resource and should be utilized. .

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Rese 409,156 123,000 - 26,000 - - 280,000 838,156 Grants 1,636,626 492,000 - 104,000 - - 1,120,000 3,352,626 Debt - Private - Other - TOTAL 2,045,782$ 615,000$ -$ 130,000$ -$ -$ 1,400,000$ 4,190,782$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction - Design - Equipment 1,569,170 615,000 - 130,000 - 1,400,000 3,714,170 Land Acquisition - TOTAL 1,569,170 615,000$ -$ 130,000$ -$ -$ 1,400,000$ 3,714,170$

Transit Coach Replacement

General Fund Public Works Transit


Project Description: 2013 - 1 new bus (ordered, delivered January 2015) 2014 - 4 Refurbished, 1 new bus (5311 Grant awarded) 2015 - 1 new bus (5339 Grant awarded) 2017 - Purchase Paratransit Van 2020 - 2 new buses (replacement) Project Need: Heavy Duty bus life is 12 years. 4 buses purchased in 1997 with 2 additional purchased in 1999. These buses received a refurbishment in the mid 2000's that allowed their service life to be extended to this point, but all 6 buses need to be repl aced. Three (3) of the buses have been replaced. The remaining 3 buses will be replaced with grant funds that have been awarded by 2015. SST is finishin g the remaining 4 refurbished buses in 2014. This refurbishment will extend the life span of these buses into the replacement cycle beginning in 2020-2021. Hybrid fleet replacement begins in 2020. 14 buses are scheduled to be replaced between 2021 -2026 Undesirable consequences if not approved: There are two consequences. One is that as equipment ages, major components need to be replaced, often that exceed the overall value of the vehicle. If there is a catastrophic failure, that bus would be removed from service and the ability to maintain scheduled service could be compromised. The second issue is that the buses are currently being purchased with grant s requiring a 20% local match. SST cannot be sure of these grants continuing and would be highly doubtful of the grant amount increasing. If bus purchases are postponed and a major portion of the fleet has to be replaced at one time, this will be funded predominantly from the General Fund. Options/Alternatives Considered: Reduce the number of buses being replaced per year and extend the span over which all vehicles are replaced. Continue to operate vehicles as SST is currently doing so with component replacement being done as needed. If needed, service could be reduced to eliminate the need for as many vehicles.

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves 32,000 32,000 32,000 32,000 32,000 32,000 192,000 Grants 128,000 128,000 128,000 128,000 128,000 128,000 768,000 Debt - Private - Other - TOTAL 160,000$ 160,000$ 160,000$ 160,000$ 160,000$ 160,000$ -$ 960,000$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction - Design - Equipment 160,000 160,000 160,000 160,000 160,000 160,000 960,000 Land Acquisition - TOTAL 160,000$ 160,000$ 160,000$ 160,000$ 160,000$ 160,000$ -$ 960,000$

Transit System Improvements



Project Description: State FASTER Transit grant funds are available in the amount of approximately $608,000 per year in CDOT Region 3. This money is split evenly between each TPR and MPO in Region 3. The City of Steamboat Springs is the only eligible transit operator in the Northwest Transportation Planning Region (NWTPR). Project Need/Benefits: Transit has ongoing needs such as transit coach refurbishments, global positioning system interfaces, mobile application development, transit facility enhancement, etc. Undesirable consequences if not approved: If the match dollars are not budgeted, then the City cannot apply for the grant funds due to a lack of the required 20% match. In fact, in 2011 and 2012, the City missed out on approximately $200,000 in guaranteed grant funds due to the lack of budgeting the grant match Options/Alternatives Considered:

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves 16,421 18,750 - 35,171 Grants 65,683 75,000 140,683 Debt - Private - Other - TOTAL 82,104$ 93,750$ -$ -$ -$ -$ -$ 175,854$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction - Design - Equipment 82,104 93,750 175,854 Land Acquisition - TOTAL 82,104 93,750$ -$ -$ -$ -$ -$ 175,854$

Transit GPS System



Project Description: 2014 - Provide a system to instantly identify the location of each vehicle by bus number and route to aid the dispatchers as well as the public. 2015 - Automatic Passenger Counter System (grant awarded) Project Need/Benefits: This system would enable dispatchers to monitor the progress of all buses on a moment by moment basis. This would greatly assist in improving service by enabling staff to know where all the buses were and avoid service delays. This system would also increase security by knowing the pinpoint location of buses that may need assistance or by querying drivers when a lengthy delay is observed. Passengers would be able to know, via smart technology, where the specific bus they are looking for is. This can alert them to delays, load factors and other route options to create convenient, real time transportation. The Automatic Passenger Counter System will enable SST to track each passenger boarding and alighting by route, stop and time. This will enable SST to very accurately track passenger service and improve efficiency where able. Undesirable consequences if not approved: Currently dispatchers rely on drivers to radio their locations. With up to 16 vehicle in operation at any given time, this can be a difficult process. Passengers must rely on office personnel, a phone call and a radio transmission to know where buses are currently. SST regularly surveys passenger trip information, but this requires a staff member to ride the bus and manually track the information. Options/Alternatives Considered: Cell phone GPS system requiring a more expensive basic system and annual subscription.

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves 90,000 105,000 195,000 Grants 90,000 105,000 195,000 Trade-in - Debt - Private - SSAFPD - TOTAL -$ 180,000$ -$ -$ -$ -$ 210,000$ 390,000$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction - Vehicles 180,000 210,000 390,000 Equipment - Land Acquisition - TOTAL -$ 180,000$ -$ -$ -$ -$ 210,000$ 390,000$

Fire Department Apparatus - Ambulance

General Fund Fire Department

Contact: Mel Stewart

Project Description: This meets the department replacement schedule, generally ambulances are on a 10 year replacement schedule and fire trucks are on a 15 year replacement schedule Project Need/Benefits: Replaces apparatus before they become obsolete, unreliable and/or un-safe Undesirable consequences if not approved: Obsolete equipment becomes unreliable and expensive to maintain Options/Alternatives Considered: None, crucial to providing service. 2015 - Replace Ambulance 6.-3 (2004) (~$180,000) 2020 - Replace Ambualnce 6-2 (2009) ( ~$210,000)

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues 270,000 270,000 Grants - Debt - Private - Other - TOTAL -$ 270,000$ -$ -$ -$ -$ -$ 270,000$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL


Ball field Improvements

General Fund Parks, Open Space, and Recreational Services

Contact: John Overstreet Director Parks, Open Space & Recreational Services

Project Description: Installation of new lighting system and scoreboard on Simillion field in 2012. The Adams field new lighting system and scoreboard will occur in 2015. Funding source tied to Triple Crown contract through 2015. Funds not used for Adams field lighting will be used to continue irrigation system improvements and electrical system improvements. Triple Crown contract ends in 2015, option to renew extends to 2020. The contract presently includes $15,000 (Triple Crown) + $75,000 annually from the City for ball field improvements. Project Need/Benefits: To provide better lighting, reduce energy costs and maintenance costs. Current 28 year old technology has become very expensive and inefficient. Undesirable consequences if not approved: Increased repair and maintenance costs currently $2,000 - $2,500/year. Lost revenue from cancelling and postponing games. Options/Alternatives Considered: Continue repairing old lighting equipment.

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves 87,000 87,000 87,000 87,000 348,000 Grants - Debt - Private - Other - TOTAL -$ 87,000$ -$ 87,000$ 87,000$ 87,000$ -$ 348,000$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction 87,000 87,000 87,000 87,000 348,000 Design - Equipment - Land Acquisition - TOTAL -$ 87,000$ -$ 87,000$ 87,000$ 87,000$ -$ 348,000$

Park Playground Equipment

General Fund Parks, Open Space, & Recreational Services

Contact: Parks, Open Space & Recreational Services Director

Project Description: Replace aging playground equipment with new, safe and ADA compliant pieces. 2015 - Howelsen Beach playground. 2017 - Little Toots Park playground. 2018 - West Lincoln Park playground. 2019 - Brooklyn Park Costs derived from Made in the Schade Playgrounds; Denver, CO. Representative for BigToys, Burke and Cr8 Play. Cost includes estimated site prep and fall material. Project Need/Benefits: Old equipment that does not meet current Consumer Product Safety Standards or Americans with Disabilities Act requirements. Undesirable consequences if not approved: Removal and reduction in playground amenities may occur over time. Options/Alternatives Considered: Eliminate playgrounds and re-sod areas where equipment once stood. Continue with existing structure GOCO grants are available.

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves 31,858 50,000 50,000 50,000 181,858 Grants - Debt - Private - Other - TOTAL 31,858$ 50,000$ 50,000$ 50,000$ -$ -$ -$ 181,858$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction 50,000 50,000 50,000 150,000 Design 31,858 31,858 Equipment - Land Acquisition - TOTAL 31,858$ 50,000$ 50,000$ 50,000$ -$ -$ -$ 181,858$

Raw Water Irrigation Systems for Parks



Project Description: Utilizing raw water conversion feasibility studies, continue to implement raw water irrigation systems for City parks, starti ng with Memorial Park. Prioritize projects based upon the value of the water right (pre-1922, volume, type of use etc.). the risk of abandonment, (due to lack of use), and the cost/feasibility of developing the water right to irrigate city parks. 2014 - Memorial Park (raw water pump house and irrigation conversion, carried over from 2013). 2015- West Lincoln Park (raw water pump house and irrigation conversion) 2016 - Little Toots Park and Bud Werner Memorial Library (raw water pump house and irrigation conversion) 2017-Stehley Park (raw water and irrigation conversion) Project Need/Benefits: Mitigate the risk of Colorado Compact Call, drought, river administration or trans mountain diversion to the city's water rights portfolio and municipal supplies. Make beneficial use of water rights so they are not abandoned by the State Engineer . Reduce turf maintenance costs (water bills for treated water) and provide a more sustainable method of irrigation. Implements the City's Community Water Conservation Plan and helps to reduce water consumption by 15% by the year 2035. Undesirable consequences if not approved: Abandonment of water rights that are immune to a Colorado Compact Call and/or valuable to the city for future consumptive and/or non-consumptive needs. Continued pressure on existing treated supplies triggering need for costly water treatment plant expansion and/or construction. Prolonged implementation of Water Conservation Plan and the city's goal to reduce water consumption by 15% by 2035. Continued expense of using treated water.

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL


COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL


Yampa River Core Trail Bridge Decking and Painting


Project Description: Replace bridge decking and paint the 9th Street Bridge on the Core Trail. Project Need/Benefits: Industry standards recommend replacing all boards at one time rather then replace boards as needed. Boards are rough, splitting and in need of repair. This is the time to paint the bridge as well since all the steel will be exposed Undesirable consequences if not approved: Staff will continue to replace boards if funding is allocated. Bridges may need to be closed over time if deemed unsafe. Options/Alternatives Considered: Budget for replacement of boards and replace and paint as time allows. Outside Funding Sources:n/a

Contact: John OverstreetDirector Parks, Open Space & Recreational Services

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves 6,000 34,000 40,000 Grants 50,000 50,000 Debt - Private - Other - TOTAL 6,000$ 84,000$ -$ -$ -$ -$ -$ 90,000$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction - Design - Equipment - Land Acquisition 6,000 84,000 90,000 Project Management - TOTAL 6,000$ 84,000$ -$ -$ -$ -$ -$ 90,000$

Snake Island Property

General Fund Open Space Acquisition

Contact: Winnie DelliQuadri Government Program Manager

Project Description: The purchase of 7.193 acres of land, including both branches of the Yampa River, at Snake Island. Project Need/Benefits: Acquisition of the property will eliminate trespass issues (public fishing, boating/tubing, and a part of the core trail and a bench which are on the property), ensure public access to both branches of the Yampa river at snake island, and enable the ci ty to manage and maintain the river in this area. Undesirable consequences if not approved: Litigation, removal of core trail soft surface segment/bench, loss of public access to the river Options/Alternatives Considered: Outside Funding Sources: GOCO Open Space grant funds

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves 93,000 88,000 132,000 55,000 368,000 Grants - Debt - Private - Other - TOTAL -$ 93,000$ 88,000$ 132,000$ 55,000$ -$ -$ 368,000$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction 93,000 88,000 132,000 55,000 368,000 Design - Equipment - Land Acquisition - TOTAL -$ 93,000$ 88,000$ 132,000$ 55,000$ -$ -$ 368,000$

Tennis Center Court Resurfacing



Project Description: 2015 - Resurface and reline four (4) outdoor hard courts at Tennis Center ($28,000). Remove clay, lines and ruptured liner and replace with a hard court on the US Open Court at the Tennis Center ($65,000). 2016 - Remove and replace clay, lines and redo brick border on 2 outdoor hydro courts. 2017 - Remove and replace clay, lines and redo brick border on 3 outdoor hydro courts. 2018 - Resurface and reline 6 indoor courts Project Need/Benefits: This procedure for clay court resurfacing is similar to resurfacing hard courts in that it should be performed every ten (10) years. Our courts are twenty three (23) years old and have not been resurfaced. Needed for longevity and quality of courts Undesirable consequences if not approved: Court quality diminishes and may require closure if conditions continue to decline. Options/Alternatives Considered: Remove the clay courts and replace them with hard courts, this is less maintenance and more affordable/sustainable in the long term. Cost is $50,000-$75,000 per court.

SOURCE OF FUNDS

RevenueSources

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Current Revenues/Reserves 250,000 45,000 120,000 4,000,000 4,415,000 Grants 130,000 150,000 280,000 Debt - Private 25,000 25,000 Other - TOTAL 250,000$ 200,000$ 270,000$ -$ -$ -$ 4,000,000$ 4,720,000$

COST BREAKDOWN

CostDescription

Projected 2014 2015 2016 2017 2018 2019 2020 TOTAL

Construction 250,000 190,000 220,000 3,840,000 4,500,000 Design 10,000 50,000 160,000 220,000 Equipment 800,000 800,000 Land Acquisition - TOTAL 250,000$ 200,000$ 270,000$ -$ -$ -$ 4,800,000$ 5,520,000$

Rodeo Grounds Infrastructure Repair


Contact: Steve Hoots Facilities Manager Craig Robinson Howelsen Hill/Open Space Superintendent

Project Description: 2015 - Remove existing primary arena, chutes, pens and alleys and install new arena and pens; remove track railing; replace exis ting light pole, relocate announcer stand, scoreboard, speaker pole and snowmaking spigot 2016 - Grading, drainage improvements and paving the south side of the parking lot; grant funding through CDOT, CMAQ program 2020 and beyond: complete improvements identified in the Rodeo Facility Master Plan Project Need/Benefits: Facility improvements are necessary for safe, efficient operations and are supported by the community. Options/Alternatives Considered: None.

2015 capital projects

Documents