capital plans nc

8/9/2019 Capital Plans Nc

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Thomas P. DiNapoli

DIVISIONOFLOCAL GOVERNMENTAND SCHOOL ACCOUNTABILITY

O F F I C E O F T H E N E W YO R K ST A T E C O M P T R O L L E R

LOCAL GOVERNMENT MANAGEMENT GUIDE

MULTI YEARCAPITAL PLANS


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Original Issue Date

SEPTEMBER 2002

Issue Date

MAY 2003


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Table of Contents

Introduction ................................................................................................................... 1

Overview ........................................................................................................................ 1

Part I - Establishing Goals and Objectives ................................................................. 2

Part II - Developing a Comprehensive Policy ............................................................. 2

Part III - Setting Criteria for Capital Projects and Purchases .................................... 3

Part IV - Creating a Multi-Year Capital Plan ................................................................ 4

Part V - Financing Capital Acquisitions ...................................................................... 5

Part VI - Assessing Budgetary Impact ......................................................................... 7

Part VII - Adopting a Capital Plan and Capital Budget ............................................... 7

Part VIII - Monitoring Plan Results .............................................................................. 8

Appendix A - Capital Program (General Municipal Law 99-g) ............................... 10

Appendix B - Questions and Answers ...................................................................... 12

Appendix C - Sample Capital Acquisition Request Form ........................................ 17

Appendix D - Sample Five-Year Capital Plan ............................................................ 19

Appendix E - Other Resources .................................................................................. 21

Where To Call For Help ............................................................................................... 22

Central Office Listing .................................................................................................. 23


4/27Multi-Year Capital Plans- 1

Multi-Year Capital Plans

Introduction

Capital assets, by their very nature, represent a significant commitment of municipal

resources. Their considerable price tags and long lives make capital assets a majorcomponent of every municipalitys operations. To ensure that essential operations

continue uninterrupted, local managers must effectively plan for the acquisition and

replacement of vital capital assets.

Long-term planning for capital asset purchases can provide local officials with other

benefits beyond the assured continuance of municipal services. Proper planning can

improve the quality of those services. By linking a multi-year capital plan to a

concurrent strategic plan, managers can effectively plan for the acquisition of those

assets that will help achieve their governments strategic goals. Multi-year capital

planning can augment a municipalitys economic development policies. Plans can bemade for infrastructure improvements and other amenities that would make the local

government more attractive to businesses, homeowners and/or tourists. Such

long-range plans would signify a pledge to invest in the community.

Capital planning can also improve a local governments bottom line. Planning ahead for

these costly purchases can allow managers time to increase the down payment,

thereby lessening the amount to be borrowed and reducing the associated costs. It

also gives managers time to obtain the best purchase price and seek alternative

financing sources (e.g., state and federal aid). Long-term capital plans can also allow

managers to spread the acquisition costs over a number of years so that no one budget

year is overburdened with several capital purchases. Similarly, the plannedreplacement of aging assets can prevent costly emergency purchases from inflicting

havoc on operations, budgets and tax rates.

Overview

This chapter will address the process for developing an effective capital asset program.

It will discuss:

Establishing goals and objectives

Developing a comprehensive policy

Setting criteria for capital projects and purchases

Creating a multi-year capital plan

Financing capital acquisitions

Assessing budgetary impacts

Adopting a capital plan and budget

Monitoring plan results


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2 - Chapter 12: Local Government Management Guide

Related information on Capital Planning can be obtained in the following chapters:

Financial Condition Analysis, Budgeting, Capital Assets, Reserves, Debt Management

and Strategic Planning.

I. Establishing Goals and Objectives

A multi-year capital plan is best developed in the context of a larger strategic plan that

spells out a municipalitys mission, goals and objectives. Capital acquisitions should

support the local governments long-term goals. For example, a municipalitys strategic

plan for water service may include such goals as providing pure, high quality drinking

water to all residents and maintaining water service capacity at levels sufficient to meet

current and future needs. A capital plan should provide the significant assets needed to

accomplish these goals. In the absence of a formal strategic vision, managers should

seek to identify the key objectives of a multi-year capital program.

To develop an effective capital program, information should be sought from a number of

sources. At a minimum, governing board members, department heads, local agencies

and the public should have input into the forming of program objectives. Depending on

the municipalitys anticipated needs and goals, other stakeholders (engineers, lawyers,

business leaders) may also be contacted for input. With enough information, managers

will be able to identify and prioritize capital program objectives for the next several

years.

Generally, identified capital program goals should incorporate improvements in

operational effectiveness and efficiency. Capital acquisitions should be expected to

improve service delivery or some other aspect of quality. Whenever possible, capitalasset managers should plan for improved efficiencies and cost savings.

II. Developing a Comprehensive Policy

Capital program goals and objectives should be included in a formal policy adopted by

the governing board. Such a policy will provide a framework for the local governments

long-term capital plan. It should address all the implementation aspects of the

multi-year program including:

Governing board involvement Legal ramifications (bidding, borrowing, reserves, etc.)

Program coordination responsibilities

Information requirements (content, timing and sources)

Record-keeping

Acquisition criteria

Request process

Approval process


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Time frames - project time frames match funding and operational capabilities.

Materiality - project costs are acceptable, project costs exceed minimum dollar

amounts established by governing board (costs are within upper and lower

limits).

Risks - project risks are acceptable/manageable.

Deciding upon which of these categories to use and how they are to be weighted should

be determined by the wishes of the local officials and their constituents.

Ultimately, the benefits identified with a particular project/purchase should be compared

to the total costs, both initial and ongoing. When anticipated costs exceed identified

benefits, managers must decide if the capital acquisition is still justified. To justify a

costly project and move it forward, managers can consider identifying additional

benefits, obtaining additional funding or cutting costs.

As part of project selection, a capital assets policy should outline the review andapproval process. Capital project and purchase requests (meeting selected criteria)

submitted by department heads may require a review by legal, engineering or other

professionals before approval can be granted and the request can become part of the

capital plan and budget. All aspects of major capital acquisitions, identified benefits,

estimated costs and anticipated financing, should be substantiated before final approval

is given. (See Appendix C for a sample department request form.)

IV. Creating a Multi-Year Capital Plan

With clear goals and objectives and well-defined criteria for selecting capital projects

and purchases, the pieces are in place to create a formal multi-year action plan. An

additional step should be performed before the initial capital program is drafted. The

capital plan must be matched to existing capital assets.

If capital asset records do not currently exist, an inventory of the municipalitys assets

should be conducted. An inventory will provide managers with valuable information on

the current condition of capital assets. However, such an inventory can be a significant

(costly) undertaking, especially in larger local governments, and although up-to-date,

capital asset records provide significant managerial benefits (see Capital Assets,

Chapter 4) to get the information needed for developing a capital plan, managers canconsider another option.


8/27Multi-Year Capital Plans - 5

Local managers can use established goals, objectives and priorities to target their

inventory efforts. If, for example, local officials have decided to improve the quality of

fire protection services, then they can concentrate on inventorying existing fire

protection assets prior to creating a capital plan to help achieve that goal. Managers

should find out what fire protection assets are currently owned and the condition of

those assets. Then they must decide which assets will help them accomplish theirobjective. Those assets found to be in poor condition or no longer useful may need to

be replaced, sooner rather than later. These outdated assets may provide trade-in

value or cash. The condition of those fire protection assets deemed to be useful should

also be noted, as their eventual replacement should be planned.

With current information on key capital assets, another piece is in place to create a

formal multi-year action plan. Managers should use the inventory information and

established goals and objectives to prioritize the identified capital projects (and

purchases). The estimated costs assigned to these projects should be verified through

discussions with department heads, purchasing officers, banks, engineers, potential

vendors, state agencies and other local governments. Once accurate price tags havebeen attached to each project, funding availability becomes a factor for prioritizing these

projects. All financing sources, state, federal, local and borrowed, should be

determined for the next year and beyond. If some of the projects will require the use of

in-house labor, then staff work loads will also have to be scheduled into the capital plan.

Just like an annual operating budget, a multi-year capital budget can require difficult

decisions. The balancing of limited resources with seemingly unlimited demands. The

good news is that all the groundwork will make the decisions easier and everything

does not have to be accomplished (and paid for) in year one. Within fiscal constraints,

the nature and importance of individual projects will dictate which ones will beaccomplished in year one and which ones will be accomplished in years two, three, four

and beyond.

V. Financing Capital Acquisitions

Capital acquisitions can consume large amounts of financial resources. A multi-year

capital plan helps manage this consumption by scheduling expenditures over a number

of years and by creating a financing plan to meet those expenditures. An effective plan

can give managers the luxury of time. A long-term schedule of capital outlays gives

managers time to arrange for sufficient financing. Time can mean options; and optionscan translate into a better deal for the local government.


9/276 - Chapter 12: Local Government Management Guide

Local managers have a number of options for financing capital projects and purchases,

especially when they have several years to arrange for the funding. From local sources

there may be moneys available from fund balances, reserve funds, appropriations,

sales of assets and trade-ins. Through cooperative agreements, there may be moneys

from other local governments. In some cases, funding may come from private sources,

through gifts or donations. State and federal governments may offer grants orlow-interest loans for qualified projects. Government agencies may offer non-cash

assistance through low-cost labor, equipment or professional services. Local

governments may choose to issue debt to finance all or part of a capital project. A good

plan will allow managers to pursue and maximize each of these funding options.

To ensure that the moneys are available when needed for capital purposes, local

managers should consider establishing reserve funds. Through formal resolution, the

governing board can establish reserve funds earmarking resources for the future

acquisition of essential capital assets. For example, these reserve funds may be

funded from available fund balance, appropriations or proceeds from the sale of assets.

(Chapter 5 on Reserves provides guidance on the establishment of capital and otherreserve funds.) The use of such reserve funds would then be listed as a funding

source, where applicable, in a multi-year capital plan.

Similarly, annual funding sources can also be included in the long-term plan. Each

years budget may contain provisions for the partial, or total, funding for designated

assets. For example, many larger municipalities provide funding for a certain number of

new police cars in each years budget, to be paid for out of current appropriations.

When feasible, this acceptable financing method should be part of a multi-year capital

plan. For those capital items that are replaced regularly, this pay-as-you-go

philosophy can provide an equitable and cost-effective financing option. Becauseresidents are receiving the benefit of new equipment every year, the annual payments

match the benefits received. Because moneys are not borrowed for this equipment,

associated costs are avoided.

Using other peoples money to finance capital acquisitions (or any other expenditure)

is probably a favorite option of many public managers. Donations and grants are at the

head of any financing wish list. Municipal cooperative arrangements could be a

second choice depending on the particular terms (conditions), often subject to

negotiation. Borrowed moneys and lease-purchases (where authorized) might be the

last choices, again depending on the financing terms. (See also Chapter 10 on Debt

Management.) Public managers should exhaust this list of external financing optionswhen developing a long-term capital plan. Ideally, each one of these funding options

should be included in a comprehensive capital plan.



VI. Assessing Budgetary Impact

The acquisition of capital assets can have a significant impact on subsequent operating

budgets. This impact should be considered as part of any multi-year capital plan. All

areas of the budget should be assessed, operating expenditures, debt and revenues.

When estimating the impact of capital purchases on annual expenditures, consider

potential cost savings as well as new operating costs. Depending on the criteria (e.g.,

improved efficiency) used to select each project, some acquisitions should generate

cost savings. Even if the project wasnt selected for money-saving reasons, the fact

that new equipment is replacing old equipment usually means that less money will be

needed for maintenance and repair. These savings should be quantified and figured

into annual operating budgets. Those capital acquisitions supporting new or expanded

services may require new supplementary expenditures. For example, the completion of

a new public swimming pool may mean new budget line items for staff wages and

benefits, pool supplies, electricity, etc. These types of items should be planned for in

the multi-year plan.

If moneys were borrowed to finance all, or part, of a capital acquisition, the principal and

interest payments to retire the resulting debt must be planned for in each years budget

for the life of the obligation. Similarly, periodic lease-purchase payments must be

accounted for in the capital plan.

For those capital assets intended to be income producers, estimated revenues may be

included in multi-year plans. These revenues should be conservatively estimated to

avoid unpleasant surprises if shortfalls occur. Again, using the swimming pool example,

if fees will be collected for use of the pool, include an estimate of these revenues in thecapital plan. In effect, these revenues can help offset the additional costs identified

earlier. All this information can help local officials better manage municipal assets.

VII. Adopting a Capital Plan and Capital Budget1

Once all aspects of the plan (goals, policies, criteria, needs, finances, and costs) have

been addressed, the capital plan can be formalized. (See Appendix D for a sample

5-year capital plan.) The capital plan should be approved and the annual budget,

including capital components, formally adopted by the governing board. To assist this

process, a document that describes the proposed program and budget should bedeveloped. This document should describe the preliminary program and capital portion

of the budget to the governing board, citizens, and other interested parties. It should

convey relevant information about the capital program clearly so that all interested

parties can respond effectively to the proposed capital priorities. The proposed capital

plan should also be circulated for public input. This will allow public interest groups,

1As used in this chapter, a capital budget is a plan of proposed capital outlays and the means to finance them for the current fiscal

year. It is part of the current budget, and adopted with the regular operating budget.


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business leaders, and community residents to review program priorities and to voice

any concerns. Some adjustment to the plan may be necessary to reflect any citizen

response. Then the governing board can: approve the multi-year capital program,

legally adopt the capital portion of the budget (i.e., the first year of the capital program)

and arrange the funding for the capital budget. This legislative action does not extend

beyond the first year of the capital program and must be renewed each year. The outyears of the program serve as planning years only.

A municipality can decide to adopt its capital plan pursuant to General Municipal Law

99-g (see Appendices A and B). This statute outlines responsibilities and the

procedures to be followed, and once adopted must be adhered to so long as the capital

program remains in effect. As an alternative, local officials can merely refer to the

statute for additional guidance on developing their own plan and procedures.

VIII. Monitoring Plan Results

A plan is only as good as its results. Follow-up is essential to determine if capital

program goals are being met. Also, routine monitoring of approved capital projects

helps to ensure that projects remain on schedule and within budget. Asset performance

and budget information should be tracked and communicated to interested parties in a

timely manner. Similarly, relevant external factors should be monitored and reported.

Annually, the capital program should be updated to prepare the capital budget and to

modify the multi-year plan as conditions change.

Just like any budget, a function of the capital budget is to help control expenditures.

Spending limits are set by the governing board through the adoption of the capitalbudget and through the authorization of individual capital projects. Board members and

other managers should be kept apprised of capital spending-to-date versus approved

amounts. Where cost overruns are anticipated, the board should act to control

spending or modify the budget.

Asset performance should also be evaluated. Over time, have the capital purchases

and projects produced the expected results? Have long-term goals been met? Are

changes necessary? Managers must be able to answer these questions. (See also

Chapter 4 on Capital Assets.) They will need an information system that allows them to

monitor performance.

Local officials should monitor the external environment to help them anticipate changes

that might impact the later years of the capital program. Changes in technology or

equipment can make portions of the plan obsolete. Changes in anticipated state and

federal funding can impact the number and priority of planned projects. Circumstances

may change within the municipality that directly affect the needs of the community.

Citizen input may signal a change in direction. Managers should be aware of these

external factors, and others, that can and should change the focus of strategic and

capital plans.



At a minimum, the multi-year capital plan should be reviewed annually. As the current

year passes and projects are completed (or not), the needs of the next year come more

into focus. Year four is now year three, year three is now year two, and so on. Vague

long-term goals and objectives are coming closer to reality. Initial work may need to be

started (and funded), for a project to be completed two years hence. A new budget will

have to be developed and approved for the upcoming fiscal year.

Finally, after the initial capital plan has been completed and projects are underway, a

review of the planning process should be undertaken to determine whether changes

should be made to improve the process. This step is particularly important for

governments developing a capital program for the first time. All participants in the

planning process should provide input as to what aspects of the process have worked

well and what aspects should be modified.



APPENDIX A

Capital Program (General Municipal Law 99-g)

Many municipalities have adopted a formal plan for capital asset acquisitions in

accordance with the provisions of Section 99-g of the General Municipal Law, or may

choose to do so in the future. This statute outlines responsibilities and the procedures

to be followed, and once adopted must be adhered to so long as the Capital Program

remains in effect.

The nine major points of section 99-g are:

1. Any municipal corporation, by resolution or ordinance (note: villages no

longer possess ordinance power) of the governing board, may undertakethe planning and execution of a capital program in accordance with the

provision of section 99-g.

2. A capital program shall be a plan of capital projects proposed to be

undertaken during a six-year period, the estimated cost thereof and the

proposed method of financing.

3. The officer charged with the preparation of the tentative budget shall

annually cause the capital program to be prepared, and shall submit it to

the governing board with the tentative budget. It shall be arranged in such

manner as to indicate the order of priority of each project, and to state foreach project:

(a) A description of the proposed project and the estimated total cost

thereof;

(b) The proposed method of financing, indicating the amount proposed

to be financed by direct budgetary appropriation or duly established

reserve funds; the amount, if any, estimated to be received from

the federal and/or state governments; and the amount to be

financed by the issuance of obligations, showing the proposed type

or types of obligations, together with the period of probable

usefulness for which they are proposed to be issued;

(c) An estimate of the effect, if any, upon operating costs of the

municipal corporation in each of three fiscal years following

completion of the project.



4. The tentative budget shall include the amount proposed for the capital

program to be financed by direct budgetary appropriation during the fiscal

year to which such tentative budget pertains.

5. There shall be included in the budget message, if any, a general summary

of the financial requirements for the capital program for the fiscal year towhich the budget message relates. Additional comments and

recommendations of any other board, officer or agency may also be

included in the budget message.

6. The governing board shall annually adopt the capital program after review

and revisions, if any. The provisions of any law relating to a public hearing

on the tentative budget, and to the adoption of the budget, shall apply to

the capital program.

7. At any time during the fiscal year for which the capital program was

adopted, the governing board by the affirmative vote of two-thirds of itstotal membership, may amend the capital program by adding, modifying

or abandoning the projects, or by modifying the methods of financing. No

capital project shall be authorized or undertaken unless it is included in

the capital program as adopted or amended.

8. The term capital project as used in section 99-g shall mean: (a) any

physical betterment or improvement, including furnishings, machinery,

apparatus or equipment for such physical betterment or improvement

when first constructed or acquired, (b) any preliminary studies and

surveys relating to any physical betterment or improvement, (c) land orrights in land, or (d) any combination of (a), (b), and (c).

9. Nothing in section 99-g shall be construed to authorize a municipal

corporation to incur indebtedness for which obligations may be issued

except as provided by the Local Finance Law.



APPENDIX B

Questions and Answers

Capital Plans Using General Municipal Law 99-g

Q. In order to have a multi-year capital plan, must the municipality adopt by

resolution or ordinance the provisions of Section 99-g of the General Municipal

Law?

A. No. Municipalities can develop their own procedures and time frame for their

individual multi-year capital plan.

Q. If the capital plan your municipality adopts is in accordance with Section 99-g of

the General Municipal Law, can it be for a five (5) year period?

A. No. All provisions of Section 99-g must be adhered to including the requirement

for a six (6) year plan.

Q. How do you determine the effect upon operating costs for the three (3) year

projection to be included in a capital plan?

A. You should estimate total cost of operation and maintenance (expenditures

incurred only because of the existence of the capital asset) and then deduct thetotal of all program-generated revenues (moneys that are received solely due to

existence of capital asset). This should be done for each year and in total.

Example - Swimming pool constructed and operated as part of Recreation

Program.

Estimated operation and maintenance (O & M) cost:

.01 Personal Services (Director, lifeguards, etc.) xxx

.04 Contractual Expenditures (Supplies & materials, etc.) xxx.08 Employee Benefits xxx

.06 and .07 Principal and Interest - Swimming Pool Debt

Service xxx

TOTAL O & M xxxx



Estimated Program Generated Revenues:

User Charges xxx

Gifts and Donations xxx

Contributions - Other Governments xxx

TOTAL REVENUES xxxx

Net Cost - Excess O & M. over Revenues

(Excess Revenues over O & M.) xx

Q. What, if any, is the advantage of adopting a Capital Program pursuant to Section

99-g of the General Municipal Law?

A. The basic management concept of a capital program is dictated by the statute

itself. However, some boards may feel that a mandated six-year plan and a

requirement for a 2/3 vote to approve amendments to the plan is overly

cumbersome from an administrative viewpoint and, therefore, is a disadvantage.

Q. May a capital program, adopted pursuant to Section 99-g of the General

Municipal Law, be amended during a fiscal year by majority vote?

A. No. Section 99-g specifically requires a two-thirds vote to add, modify or

abandon projects or change the method of financing them. Adherence to this

and all other requirements of this statute is mandatory once adopted.

All Capital Plans

Q. After the governing board has formally adopted its capital plan, is it still

necessary to observe the competitive bidding requirements of Section 103 of the

General Municipal Law?

A. Yes. All state and local statutes, including Section 103, must be followed. In

addition, any special provisions of state or federal grants and specific trusts must

be observed.

Q. Do you need a capital reserve fund before you have a capital plan, or vice-versa?

A. A capital reserve fund may be established as a future financing source for capitalacquisitions under a capital plan, but there is no requirement that management

do so.

Even if your municipality deems it unnecessary to develop and adopt a capital

plan, they may establish a capital reserve pursuant to Section 6-c of the General

Municipal Law.



Q. Who may or should submit suggestions for capital improvements or equipment

to be included in the capital plan?

A. Department heads, other officials and employees, civic groups and interested

individuals should be encouraged to submit written requests for items to be

included in the capital plan. Suggestions should be submitted using a standardformat, approved by the governing board, to ensure that all necessary

information is provided. The requests should be forwarded to a capital planning

coordinator for processing and review.

Q. Who initially should evaluate the requests and supporting documentation?

A. A capital planning coordinator should be designated to initially review requests to

determine that they contain all required information. A coordinator should

substantiate the facts contained in the request prior to submission to a review

committee.

A review committee should evaluate each request in terms of the goals and

needs of the municipality, project criteria, estimated total cost for acquisition and

maintenance, and availability of financial resources.

Q. After a review committee evaluates the individual requests, what happens?

A. A capital planning coordinator should prepare the multi-year capital plan. The

projects making up the plan should be arranged in order of priority based on

relative urgency and merit. This priority should be established both by year of

the plan and within the individual years.

Q. What is the minimum required information for a capital plan?

A. The description of the particular capital improvement or equipment should be

sufficient to permit anyone to understand what the particular item is. In addition,

the estimated acquisition cost, the proposed method of financing and both the

annual and the total net operating cost, for the program period should be shown.

Q. Where can information needed to evaluate individual requests be obtained?

A. It most likely will be necessary to obtain the estimated amounts andmiscellaneous information from other departments (such as finance, planning,

budget, engineering, purchasing, legal, etc.).

Q. When is the capital plan adopted?

A. Normally, the capital plan is adopted at the same time as the budget.



Q. What is the relationship of the capital plan to the annual operating budget?

A. The first year of the multi-year plan would serve as the annual capital budget.

Appropriations for capital projects are provided in the operating budget only for

that portion to be financed from current revenues or surplus. That portion of a

project to be financed through the issuance of obligations would not appear inthe operating budget. The capital budget provides the details to support the

operating budget appropriations.

Q. Must the budgetary appropriations for a capital plan be transferred to the capital

projects fund?

A. If the capital improvement or equipment is to be financed entirely by budgetary

appropriations it is not necessary. The expenditures can be reflected in the

operating fund where budgeted. To prevent a lapsing of the unexpended balance

at year-end, an encumbrance could be recorded for purchase orders issued,

contracts let or restricted unobligated balance (e.g. CHIPs projects).

If issuance of obligations or a capital reserve is involved you must transfer the

amount provided by budgetary appropriations to the capital project fund.

Q. How is a non-section 99-g capital plan amended?

A. At any time after the adoption of the capital plan, the governing board may

amend the plan by a majority vote.

This should not be confused with revisions that may be made each year whenthe capital plan is being prepared, and prior to its adoption.

Q. What affect does a repair reserve fund have on a capital plan?

A. Repair reserve funds can greatly influence when capital assets will be replaced.

Utilizing a repair reserve fund may increase the useful life of a capital asset,

which might delay its replacement date. For example, repairing the engine in a

dump truck may permit using the asset for several years longer than expected.

Thus, by making a relatively small expenditure a major capital outlay is

postponed.

Q. Should the capital needs of a town or county improvement district be included in

a capital plan?

A. Yes. The entire capital needs of the municipality should be included in the

capital plan.



Q. Should a joint municipal capital improvement project be included in the capital

plan of each of the municipalities involved?

A. Yes. Each municipality should include a joint capital project in their capital plan.

Each municipality, in addition to disclosing their proportionate share of the project

and means of financing, should also disclose the total cost of the project and theshare of the other municipality. This may be accomplished by including the other

municipalitys cost in the text of the capital plan or as a footnote to the capital

plan.



APPENDIX C

Capital Acquisitions Request

Department:____________________________ Requested By: ________________

Project Title: ____________________________

Description: ___________________________________________________________

___________________________________________________________

Date Needed: ____________ Lead Time: _______________

AnticipatedBenefits: ___________________________________________________________

__________________________________________________________

Estimated Initial: _________________

Costs: Annual: _________________ Year 1

_________________ Year 2

_________________ Year 3

_________________ Year 4

_________________ Year 5Cost

Support: ___________________________________________________________

Resource Municipal Employees ___________

Needs: Legal ___________

Engineering ___________

Other ___________

SuggestedSources: ___________________________________

Suggested

Financing: ___________________________________

Board

Action: ___________________________________ Project # ______



Capital Acquisitions Request:

Department: Name of department requesting capital project or purchase

Requested By: Signature of person authorized to make request

Project Title: Brief description of project or purchase

Description: Detailed description of project or purchase (attach specs)

Date Needed: Date expected to be put in operation

Lead Time: Time needed to acquire asset and put into operation

Anticipated Benefits: Selection criteria met by the project or purchase

Estimated Costs: Initial costs to acquire and make asset operational plusannual costs to operate and maintain asset

Cost Support: Basis for figures included for initial and annual cost

estimates

Resource Needs: Estimated staff time needed to acquire asset and make

operational

Suggested Sources: State or county contracts, other local governments, outside

vendors, etc.

Suggested Financing: Grants, appropriations, reserves, borrowing, sales of assets,

etc.

Board Action: Approved, Rejected, Postponed, Need more information,

etc.

Project #: Project rank and year for capital plan purposes

(e.g., 10-2003)



APPENDIX D

Five-Year Capital Plan

20X1 20X5

Fd

Description

Total

Cost

Prior

Years

Curr

ent

Ye

ar

20X2

20X3

20X4

20X5

Balance

Annual

Costs

A

PoliceCruisers

$100,0

00

$25,0

00

$25,0

00

$25,0

00

$25,0

00

0

H

LadderTruck

175,0

00

$175,0

00

0

$8,0

00

D

HighwayStorage

Barn

45,0

00

$45,000

0

$2,0

00

D

SmithStreetPavi

ng

30,0

00

30,0

00

0

0

D

Bulldozer

75,0

00

$75,0

00

0

$1,5

00

Total

$425,0

00

$25,0

00

$75,000

$25,0

00

$75,0

00

$25,0

00

$175,0

00

$25,0

00

$11,5

00

FUNDING:

Appropriations

$110,0

00

$20,0

00

$30,

000

$20,0

00

$20,0

00

$20,0

00

$11,5

00

In-HouseLabor

5,0

00

5,

000

FundBalance

0

ReserveFunds

190,0

00

40,

000

75,0

00

75,0

00

Federal/StateAid

20,0

00

5,0

00

5,0

00

5,0

00

5,0

00

Borrowings

100,0

00

100,0

00

Other

0

Total

$425,0

00

$25,0

00

$75,

000

$25,0

00

$75,0

00

$25,0

00

$175,0

00

$25,0

00

$11,5

00


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APPENDIX E

Other Resources

There are several sources of additional information on multi-year capital plans including

local colleges and universities. Also, many local governments have been using these

long-term management tools for some time and could provide valuable information on

putting such a plan in place.

On the web, some sites to consider are:

Government Finance Officers Association www.gfoa.org

Office of Management and Budget www.omb.gov

Our regional offices can also provide assistance. See the listings on the next page for the

office in your area.
http://www.gfoa.org/http://www.omb.gov/http://www.omb.gov/http://www.gfoa.org/


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Executive ..........................................................................................................................................................................................................474-4037

Steven J. Hancox, Deputy ComptrollerJohn C. Traylor, Assistant Comptroller

Audits and Local Services ................. ................ ................. ................. ................. ................. ................. ................. ................ ................. . 474-5404(Audits, Technical Assistance)

Electronic FilingQuestions Regarding Electronic Filing o Annual Financial Reports ...........................................................................474-4014

Questions Regarding Electronic Filing o Justice Court Reports .................................................................................. 486-3166

Financial Reporting......................................................................................................................................................................................474-4014

(Annual Financial Reports, Constitutional Limits, Real Property Tax Levies, Local Government Approvals)

Inormation Services ...................................................................................................................................................................................474-6975(Requests or Publications or Government Data)

Justice Court Fund ................. ................ ................. ................. ................. ................. ................. ................. ................. ................. .............. 473-6438

Proessional Standards ............... ................. ................. ................. ................ ................. ................. ................. ................. ................ ....... 474-5404

(Auditing and Accounting)

Research ............................................................................................................................................................................................................473-0617

Statewide and Regional Projects................ ................. ................ ................. ................. ................. ................. ................. ............ 607-721-8306

Training................. ................. ................. ................. ................ ................. ................. ................. ................. ................. ................. ................. ... 473-0005

(Local Of cial Training, Teleconerences, DVDs)

New York State Retirement System

Retirement Inormation Services

Inquiries on Employee Benets and Programs...................................................................................................474-7736Bureau o Member Services .....................................................................................................................................................474-1101

Monthly Reporting Inquiries .....................................................................................................................................474-1080Audits and Plan Changes ............................................................................................................................................474-0167

All Other Employer Inquiries .....................................................................................................................................474-6535

Division o Legal Services

Municipal Law Section ..............................................................................................................................................................474-5586

Other OSC Of ces

Bureau o State Expenditures ...............................................................................................................................................486-3017

Bureau o State Contracts ................ ................ ................. ................. ................. ................. ................. ................. ................. 474-4622

(Area code or the ollowing is 518 unless otherwise specied)

RMD20

Of ce o the New York State Comptroller

w w w . o s c . s t a t e . n y . u s

Mailing Addressor all o the above:

Directory

Division o Local Government and School Accountability

Central Of ce

email: [email protected]

Of ce o the State Comptroller, 110 State St., Albany, New York 12236(Zip Code or Retirement System is 12244)



Need Help?

Directory

Division o Local Government and School Accountability

Regional Of ce

Of ce o the New York State Comptroller

Technical Assistance is available at any o the Regional Of ces above.

Steven J. Hancox, Deputy Comptroller (518) 474-4037

Cole H. Hickland, Director - Direct Services (518) 474-5480

Jack Dougherty, Director - Direct Services (518) 474-5480

ALBANY REGIONAL OFFICE Kenneth Madej, Chief Examiner

22 Computer Drive West Albany, New York 12205-1695

Tel (518) 438-0093 Fax (518) 438-0367 Email: [email protected]

Serving: Albany, Columbia, Dutchess, Greene, Schenectady, Ulster counties

BINGHAMTON REGIONAL OFFICE Patrick Carbone, Chief Examiner

State Of ce Building, Room 1702 44 Hawley Street Binghamton, New York 13901-4417Tel (607) 721-8306 Fax (607) 721-8313 Email: [email protected]

Serving: Broome, Chenango, Cortland, Delaware, Otsego, Schoharie, Sullivan, Tioga, Tompkins counties

BUFFALO REGIONAL OFFICE Robert Meller, Chief Examiner

295 Main Street, Room 1050 Bualo, New York 14203-2510


Serving: Allegany, Cattaraugus, Chautauqua, Erie, Genesee, Niagara, Orleans, Wyoming counties

GLENS FALLS REGIONAL OFFICE Karl Smoczynski, Chief Examiner

One Broad Street Plaza Glens Falls, New York 12801-4396


Serving: Clinton, Essex, Franklin, Fulton, Hamilton, Montgomery, Rensselaer, Saratoga, Warren, Washington counties

HAUPPAUGE REGIONAL OFFICE Richard J. Rennard, Chief Examiner

NYS Of ce Building, Room 3A10 Veterans Memorial Highway Hauppauge, New York 11788-5533Tel (631) 952-6534 Fax (631) 952-6530 Email: [email protected]

Serving: Nassau, Suolk counties

NEWBURGH REGIONAL OFFICE Christopher J. Ellis, Chief Examiner

33 Airport Center Drive, Suite 103 New Windsor, New York 12553


Serving: Orange, Putnam, Rockland, Westchester counties

ROCHESTER REGIONAL OFFICE Edward V. Grant Jr., Chief Examiner

The Powers Building 16 West Main Street Suite 522 Rochester, New York 14614-1608


Serving: Cayuga, Chemung, Livingston, Monroe, Ontario, Schuyler, Seneca, Steuben, Wayne, Yates counties

SYRACUSE REGIONAL OFFICE Eugene A. Camp, Chief Examiner

State Of ce Building, Room 409 333 E. Washington Street Syracuse, New York 13202-1428


Serving: Herkimer, Jeerson, Lewis, Madison, Oneida, Onondaga, Oswego, St. Lawrence counties

w w w . o s c . s t a t e . n y . u s


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capital plans nc

Documents