CIP proposal

SOURCE OF FUNDS

RevenueSources

2015Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 475,063 500,000 975,063Grants 2,000,000 2,000,000Debt 6,882,000 6,882,000Private -Other -TOTAL 475,063$ -$ 8,882,000$ -$ -$ -$ -$ 9,857,063$

COST BREAKDOWN

CostDescription

2015Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 8,882,000 8,882,000Design 475,063 500,000 975,063Equipment -Land Acquisition -TOTAL 475,063$ 500,000$ 8,882,000$ -$ -$ -$ -$ 9,857,063$

Police Station

General FundGeneral Services

Contact:

Steve HootsFacilities Manager

Anne SmallDirector of General Services

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 Safety 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 existing 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.

Attachment 3

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 40,000 150,000 190,000 Grants 150,000 150,000 Debt - Private - Other - TOTAL 40,000$ 300,000$ -$ -$ -$ -$ -$ 340,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 300,000 300,000 Design 40,000 40,000 Equipment - Land Acquisition - TOTAL 40,000$ 300,000$ -$ -$ -$ -$ -$ 340,000$

Igloo Modular

General Fund General Services

Contact: Steve Hoots Facilities Manager John Overstreet Director of Parks & Community Services

Project Description: Demolish the existing structure known as the Igloo; purchase and install a 2,500 sf modular building to house various youth programs. Grant funding opportunity with DOLA's energy/mineral impact fund. 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: Remodel the Iron Horse Inn hotel building to provide daycare programs to City employees and house the City's teen programs.

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 24,500 137,500 162,000 Grants - Debt - Private 24,500 137,500 162,000 Other - TOTAL 49,000$ 275,000$ -$ -$ -$ -$ -$ 324,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL


Rehder Building / Steamboat Art Museum Renovation


Contact: Steve Hoots Facilities Manager

Project Description: The funds requested are a dollar for dollar match for the funds the Art Museum intends to raise. The funds are requested for the renovation of the City-owned Rehder building to meet Routt County Building Department Code requirements due to change of use. Update electrical and plumbing, ADA access requirements, removal of existing floor to grade (street level), relocation of HVAC and installation of entran heat in new floor, updated lighting and environmental controls to meet Museum standards suitable for exhibition display, art hanging system and moveable partition walls, remodel old restaurant kitchen into workshop space and shipping/receiving, workshop storage, cabinets, and library, new paint, trim, and furnishings suitable for a historic structure. Project Need/Benefits: When the City received the building, it had fallen into disrepair due to deferred maintenance over the years and is in need of replacing/upgrading several items including the electrical system, plumbing, HVAC system. The infrastructure needs to be in a safe condition and up to code so the Art Museum can occupy the whole building. The Art Museum has already invested $94,231 to renovate the existing usable space in the front of the building. A fully functioning building will provide an anchor for visual arts related activity in the community and enhance the desirability of the core downtown area. Undesirable consequences if not approved: The Art Museum is currently financially hampered by not having access to a major portion of the building for exhibits and programs while having the cost of heating and maintaining that dead space. The Art Museum cannot survive long term with this situation, in which case the City would have to find another museum tenant due to the provisions of the Rehder estate. Options/Alternatives Considered: The Art Museum applied for funding for the renovation with a one-time grant through the Accommodation Tax process last fall but didn't make it to the final round. The Art Museum has initiated a Capital Campaign to raise funds and feels confident in raising the match to fund the project.

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 200,000 200,000 Grants - Debt - Private - Other - TOTAL -$ 200,000$ -$ -$ -$ -$ -$ 200,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 200,000 200,000 Design - Equipment - Land Acquisition - TOTAL -$ 200,000$ -$ -$ -$ -$ -$ 200,000$

Ice Arena Improvements


Contact: Steve Hoots Facilities Manager Kyrill Kretzschmar, Recreation & Enterprise Services Manager

Project Description: Replace ice arena roof. Final cost to be determined by type of roof the structure can sustain. Design to be performed in 2016 Facilities Planned Maintenance. Project Need/Benefits: Facility improvements are necessary for safe, efficient operations and are supported by the community. Options/Alternatives Considered: None.

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 186,000 208,000 150,000 100,000 100,000 744,000 Grants - Debt - Private - Other - TOTAL 186,000$ 208,000$ 150,000$ 100,000$ 100,000$ -$ -$ 744,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction - Design - Equipment 186,000 208,000 150,000 100,000 100,000 744,000 Land Acquisition - TOTAL 186,000$ 208,000$ 150,000$ 100,000$ 100,000$ -$ -$ 744,000$

Computer Equipment Replacement & Upgrades


Contact: Vince O'Connor Information Systems Manager

Project Description: 2016: Replace seven (7) servers and associated VM software; upgrade boundary security firewalls; install Cisco Catalyst Supervisor Engine 7-E and Base PID with switch license (for redundancy, capacity and feature set); upgrade all Microsoft Office licenses to 2013. Project Need/Benefits: Replacing aging equipment and infrastructure is necessary to maintain productivity and keep up with ever changing technology requirements. 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

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 120,000 40,000 160,000 Grants - Debt - Private - Other - TOTAL 120,000$ 40,000$ -$ -$ -$ -$ -$ 160,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction - Design - Equipment 120,000 40,000 160,000 Land Acquisition - TOTAL 120,000$ 40,000$ -$ -$ -$ -$ -$ 160,000$

Phone System Upgrade



Project Description: 2015: Upgrade the City's Wide Area Network to increase capacity to support a new phone system; 2016: Upgrade phone systems at all City facilities to an enterprise grade IP based digital telephone system. System will inc lude new features with seamless transfers, instant messaging, easier conferencing, etc. 2017: Additional modules to increase functionality TBD 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:

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 63,000 35,000 30,000 128,000 Grants - Debt - Private - Other - TOTAL -$ 63,000$ 35,000$ 30,000$ -$ -$ -$ 128,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction - Design - Equipment 63,000 35,000 30,000 128,000 Land Acquisition - TOTAL -$ 63,000$ 35,000$ 30,000$ -$ -$ -$ 128,000$

City Facility Fiber Connectivity



Project Description: 2016: Point to point fiber connecting City Hall to the Public Works Shop 2017: Conduit and fiber from Public Works Shop to Transit Operations Center 2018: Direct burial and overhead fiber from Parks & Community Services building to race shack tower on Emerald Mountain Project Need/Benefits: Fiber connection provides a very stable connection method with a speed 10 times greater than that of current wireless connection. Undesirable consequences if not approved: Connections will continue to operate with the wireless equipment and from time to time will experience failures due to outside circumstances and exposure to the elements. Additional equipment will need to be purchased to maintain existing levels of connectivity. Options/Alternatives Considered: Continue with wireless connectivity solution.

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 42,500 25,500 68,000 Grants 170,000 102,000 272,000 Debt - Private - Other (*2A Trails) 150,000 150,000 TOTAL 212,500$ 127,500$ 150,000$ -$ -$ -$ -$ 490,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 112,500 127,500 150,000 390,000 Design 80,000 80,000 Equipment - Land Acquisition 20,000 20,000 TOTAL 212,500$ 127,500$ 150,000$ -$ -$ -$ -$ 490,000$

General Fund Public Works Department

Project Description: Revenues and Costs were corrected in 2015 to reflect discrepancy between CDOT STIP amount and previous City budget numbers. This eliminated the "Design Casey's Pond/Fish Creek Trail" budget item. Design and Construction of underpass crossing below US40 in the southernmost box culvert of Fish Creek which will connect Safeway to Walgreens. Project Need: The trail connections from the Core Trail at the confluence of the Yampa River and the Base Area is slowly coming together. US40 presents a major hurdle, and CDOT has made grant funds available. The hope is that this will also reduce pedestrian use of the busy Pine Grove/US40 intersection, which has had one pedestrian death in recent years. Undesirable consequences if not approved: Loss of leveraged dollars for improvements if match is not met. Part of Walgreen’s sidewalk connection improvements are contingent on construction of this trail segment. Options/Alternatives Considered: There are no feasible alternative sidewalk alignments that would provide a separated grade pedestrian crossing of US40. * This grant amount is not expected to be sufficient to cover total costs of project; design expected for 2015 to establish total budget required to complete. Other grant opportunities may be available including potential 2A funds as this is included in their prioritization list. Property acquisition expected in 2016 with construction likely in 2017 at the earliest

Contact: Chuck Anderson Director of Public Works

Fish Creek Trail Underpass



SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 150,000 150,000 Grants - Debt - Private - Other - TOTAL -$ -$ 150,000$ -$ -$ -$ -$ 150,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction - Design 150,000 150,000 Equipment - Land Acquisition - TOTAL -$ -$ 150,000$ -$ -$ -$ -$ 150,000$

Master Transportation Plan



Project Description: A citywide master traffic plan will update outdated traffic studies and evaluate methodology to allocate costs of traffic mitigation related to new development at areas of identified need. Project Need: The last Citywide Transportation Plan was conducted in 2003 as part of the Community Area Plan Update. Updating the plan starting in 2017 would provide a 15 year update to reevaluate and assess the transportation network in the City. Developers have complained that the current city system for allocating traffic impacts is not equitable. The linear nature of our road network requires most users to travel on US 40. Undesirable consequences if not approved: The existing master transportation plan is nearing obsolescence as much has changed since the last plan was conducted. To effectively plan for future growth and emerging issues a plan update is much needed. Additionally, there are some developers, who have indicated the traffic impact cost has prohibited them from developing their site; a revisit of exis ting practices is warranted. Options/Alternatives Considered: With the reductions in federal and state highway funding, the City needs to come up with other alternatives for funding needed improvements to US 40 intersections and off-system infrastructure needs. Impact fees, grants, and different allocation systems have been considered and will continue to be reviewed.

SOURCE OF FUNDSRevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 127,801 222,901 160,000 150,000 150,000 150,000 150,000 1,110,702 Grants 78,099 40,000 118,099 Debt - Private 15,000 450,000 450,000 450,000 450,000 450,000 2,265,000 Other - TOTAL 127,801$ 316,000$ 650,000$ 600,000$ 600,000$ 600,000$ 600,000$ 3,493,801$

COST BREAKDOWNCostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 95,400 256,000 585,000 540,000 540,000 540,000 540,000 3,096,400 Design 10,600 60,000 65,000 60,000 60,000 60,000 60,000 375,600 Non Capital Construction Main 21,801 21,801 Land Acquisition - TOTAL 127,801$ 316,000$ 650,000$ 600,000$ 600,000$ 600,000$ 600,000$ 3,493,801$









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 productivi ty, 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 2015, identified missing links in sidewalks. Staff has collected data related to each transit stop in town in order to prioritize and identify improvements in a targeted manner to increase transit ridership and user safety and experience. 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. Design Need: Design for each year will be done the previous year in order to more accurately determine the budget needs for the following year. Therefore an estimated 10% project design cost will be budgeted for the year prior to the actual construction year. 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 maintenance provision. Staff have received multiple requests for this missing link and has deemed it a high demand, high safety hazard location 2016: Steamboat Hotel Transit Stop ($114,000) - Engineering has performed survey and conceptual level design for this segment. The City does not have an easement for the existing bus pull out on private property 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 inundated. 8th and Oak Parking Lot Sidewalk adjacent to both streets utilizing the approved streetscape plans ($142,000). 2017: Walton Creek Road; US40 to Chinook south side ($195,000) and Owl Hoot Trail to Eagleridge Drive North side ($215,000). US40 Ski Haus to Walmart/Qdoba East side ($190,000). 2018: Pine Grove Road; US 40 to Central Park Drive south side ($330,000) and Central Park Drive to Mt Werner Rd (Side TBD) ($270,000) 2019: 9th Street; Oak Street to Pine Street (side TBD) ($100,000). Anglers Drive; US40 to Rollingstone Drive south side ($280,000). Rollingstone Drive; Anglers Drive to Pine Grove (side TBD) ($115,000). US40; Anglers to Walgreens($105,000) 2020: Walton Creek Road; Village Drive to Bus Shelter south side ($125,000). 13th Street; Gilpin Avenue to Yampa River Bridge east side ($155,000). Eagleridge Drive; Walton to existing sidewalk on both sides ($30,000). US40; Conestoga Circle to Indian Trail ($175,000). Village Drive; Walton Creek south to existing west side ($115,000) 2021: Pine Grove; Fetcher Park - East to existing ($50,000). Walton Creek Road; South side from Après Ski Way west to existing ($210,000). Chinook; west side















Pedestrian, Bicycle, and Transit Facilities



SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 100,000 195,000 295,000 Grants 775,000 775,000 Debt - Private - Other - TOTAL -$ -$ 100,000$ -$ -$ 970,000$ -$ 1,070,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 970,000 970,000 Design 100,000 100,000 Equipment - Land Acquisition - TOTAL -$ -$ 100,000$ -$ -$ 970,000$ -$ 1,070,000$

Soda Creek Bridge - 11th Street Bridge


Contact: Chuck AndersonDirector of Public Works

Project Description: Replace existing bridges with new bridges and pedestrian connections. Project Need/Benefits: CDOT biannual inspections have identified this bridge as a need for scheduled replacement due to scour critical designation. A follow up scour specific study conducted via CDOT by Benesch in 2014 recommended monitoring and scheduled repl acement of the 11th St Bridge. The bridge has been identified as scour critical due to the shallow bridge foundation. The sufficiency rating of the bridge is above 60 (scale 0-100). A sufficiency rating of below 50 qualifies for CDOT Off -system bridge grants. However, staff believe that the scour critical designation and the Benesch recommendation may also qualify the City for a potential grant from CDOTs Off -System Bridge grant program. Completing design prior to bridge grant application may result in being more competitive in the grant process. As the 11th a nd Oak Street bridges are within a few hundred feet of each other, this presents a logical nexus to design both bridges at the same time fr om a cost efficiency standpoint and to account for the interrelated nature of the bridge hydraulics. The new bridges would be designed to convey the 100yr flood (floodplain currently overflows 11th St. and US40 at this location). Undesirable consequences if not approved: Delayed replacement cost, potential liability of having a functionally obsolete bridge in City bridge inventory. This bridge is especially vulnerable to failure during high water events due to its existing shallow foundation t hat could be undermined. Options/Alternatives Considered: Maintenance work to restore the creek bottom, cover the exposed foundation footings with rip rap, and repair to the concrete was performed by City Staff in 2013 to improve score, delay replacement and reduce potential for minor floodi ng events to negatively impact the bridge, CDOT scheduled inspections will be conducted again in 2016 with findings to be available to Cit y in 2017

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 100,000 184,000 284,000 Grants 736,000 736,000 Debt - Private - Other - TOTAL -$ -$ 100,000$ 920,000$ -$ -$ -$ 1,020,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 920,000 920,000 Design 100,000 100,000 Equipment - Land Acquisition - TOTAL -$ -$ 100,000$ 920,000$ -$ -$ -$ 1,020,000$

Soda Creek Bridge - Oak Street Bridge



Project Description: Replace existing bridges with new bridges and pedestrian connections. Project Need/Benefits: CDOT biannual inspections have identified this bridge as a need for replacement due to scour critical designation. A follow up scour specific study conducted via CDOT by Benesch in 2014 recommended replacement of the Oak Street Bridge . The bridge has been identified as scour critical due to the shallow bridge foundation. The sufficiency rating of the bridge is above 60 (sc ale 0-100). A sufficiency rating of below 50 qualifies for CDOT Off-system bridge grants. However, staff believe that the scour critical designation and the Benesch recommendation may also qualify the City for a potential grant from CDOTs Off -System Bridge grant program. Completing design prior to bridge grant application may result in being more competitive in the grant process. As the Oak and 11th Street bridges are within a few hundred feet of each other, this presents a logical nexus to design both bridges at the same time from a cost efficiency standpoint and to account for the interrelated nature of the bridge hydraulics. The new bridges would be designed to convey the 100yr flood (floodplain currently overflows 11th St. and US40 at this location). Undesirable consequences if not approved: Delayed replacement cost, potential liability of having a functionally obsolete bridge in City bridge inventory. This bridge is especially vulnerable to failure during high water events due to its existing shallow foundation t hat could be undermined. Options/Alternatives Considered: Maintenance work to restore the creek bottom, cover the exposed foundation footings with rip rap, and repair to the concrete was performed by City Staff in 2013 to improve score, delay replacement and reduce potential for minor floodi ng events to negatively impact the bridge, CDOT scheduled inspections will be conducted again in 2016 with findings to be available to Cit y in 2017 Property to be acquired:

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 100,000 75,000 100,000 75,000 100,000 75,000 525,000 Grants - Debt - Private - Other - TOTAL 100,000$ 75,000$ 100,000$ 75,000$ 100,000$ 75,000$ -$ 525,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 100,000 75,000 100,000 75,000 100,000 75,000 525,000 Design - Equipment - Land Acquisition - TOTAL 100,000$ 75,000$ 100,000$ 75,000$ 100,000$ 75,000$ -$ 525,000$

City Parking Lot Pavement Maintenance Program


Contact: Chuck AndersonDirector of Public Works

Project Description: Repair and maintain the 47 City-owned parking lots. Some projects may consist of patching, new asphalt or concrete; some project s will have a larger scope of work, due to size or nature of the required improvements, and will require increased funding to complete. P reventative 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 infra structure, 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 affect project delivery timing and impacts to meet ing construction deadlines. Attachments: List of City Owned Parking Lots; Top City Parking Lots In Need of Repair and/or Improvements. Planned projects: 2015: Emerald Park lot, 2016: 8th/Oak lot, 2017: City Hall and 10th St lot 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 last 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

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 71,628 71,628 Grants 367,600 367,600 Debt - Private - Other 20,272 20,272 TOTAL -$ 459,500$ -$ -$ -$ -$ -$ 459,500$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 380,500 380,500 Design 79,000 79,000 Equipment - Land Acquisition - TOTAL -$ 459,500$ -$ -$ -$ -$ -$ 459,500$


Project Description: CDOT has awarded the City with a TAP grant for design and construction for the installation of approximately 1,700lf of an 8ft shared use pedestrian and bicycle connection along US40 to the west Shield Drive to connect to existing Riverside Plaza pedestrian infrastructure. This sheet assumes partnering from the County of $20,000 for the stretch of sidewalk along the Jail frontage of US40 (this allocation would need to go through County budgeting process next year) Project Need: Pedestrian and bicycle demand originating from the Riverside and West End Village residential areas directed to the Bear River Park, current Core Trail terminus, and to the Elk River Road intersection is leading to increasing conflicts occurring along US40 between Riverside Plaza, Lagoon Court, and Shield Drive. Inadequate accommodation exists for pedestrians and bicycles along this stretch of US40. Undesirable consequences if not approved: Inability to leverage grant dollars to create a needed multi-modal connection along a busy portion of US40 Options/Alternatives Considered: Core trail extension along preferred alignment paralleling the Yampa River Due to CDOT being on different fiscal year a supplemental may be required in July 2015 to begin planning & design


US40 West Pedestrian Connection - TAP Grant



SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 330,000 380,000 285,000 265,000 290,000 380,000 415,000 2,345,000 Grants 65,000 25,000 90,000 Debt - Private - Other - TOTAL 330,000$ 445,000$ 310,000$ 265,000$ 290,000$ 380,000$ 415,000$ 2,435,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 315,000 430,000 230,000 265,000 240,000 350,000 400,000 2,230,000 Design 15,000 15,000 80,000 50,000 30,000 15,000 205,000 Equipment - Land Acquisition - TOTAL 330,000$ 445,000$ 310,000$ 265,000$ 290,000$ 380,000$ 415,000$ 2,435,000$



Project Description: The program includes improvements to the City's storm sewer and drainage infrastructure to prevent road and bridge failures, flood damage, and water quality impacts. 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 planning documents, field inspections, and flooding concerns, a prioritization for replacement has been created with immediate needs identified. The following 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) Design- Sinkhole near the westbound US40 onramp due to culvert deterioration ($15,000), replace and slip line culvert along Central Park Drive in conjunction with roadway reconstruction ($125,000), replace culvert under Yampa Street with CBC at Butckerknife outfall ($160,000), 5th Street Stormwater Treatment Device Installation ($30,000), Après Ski Way and Village Drive at Burgess Cr Crossing design ($15,000) 2016: -Après Ski Way and Village Drive at Burgess Cr Crossing Construction ($120,000), Mt Werner Drive culvert (crossing under US40 Overpass) - sinkhole near the WB US40 onramp from culvert deterioration ($220,000), 9th Street Stormwater Treatment Device Install ($85,000). Includes $65,000 CDOT funding 2017: -Burgess Cr. Hydrology Study ($20,000), 10th Street Stormwater Treatment Device Design ($10,000), bi-annual culvert slip-line program ($160,000), ) Spruce Street Culvert Design ($50,000), Pine/Oak Alley box culvert replacement at sink hole ($70,000) 2018: - US40/Soda Creek Stormwater Treatment Design ($10,000), Spruce Street Culvert Replace ($175,000), 10th Street Stormwater Treatment Device Install ($80,000) 2019: - US40/Soda Creek Stormwater Treatment Construction - potential grant ($80,000), Mt. Werner Dr. & Steamboat Blvd. Intersection Culvert Replace Design ($30,000), biannual culvert Slip-Line Program ($160,000), Fox Creek/Iron Horse Drainage Study & Design (drainage and water quality) ($20,000), 2020: - Fox Creek/Iron Horse Drainage flood and water quality improvements construction ($220,000), 11th & 12th St. Stormwater Treatment Design ($10,000), Mt Werner Dr. & Steamboat Blvd. Intersection Culvert Replace Construction ($130,000), Walton Creek Culvert Replace Design ($20,000) 2021: - 5th Street Stormsewer Replacement Construction ($90,000), 11th & 12th Str Stormwater Treatment Construction ($80,000), Walton Creek Culvert Replace Construction ($120,000), Burgess Cr Culvert Replace Design ($15,000), biannual culvert Slip-Line Project ($110,000) 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. Options/Alternatives Considered: none

Storm Water System Improvements



SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

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

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

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

River Road Rock Scaling and Slope Stabilization



Project Description: In 2017, Public Works will have an evaluation of potential mitigation efforts to improve safety along River Road where existing slope stability is a concern. A slope stability expert will be able to generate a work plan to include mitigation recommendations and provide a cost estimate. Recommended work may consist of targeted boulder removal or rock scaling to decrease probability of release from the slope onto the roadway below. Other potential stabilization methods could include soil nailing or boulder slope tie-backs. Project Need: In the spring of 2011, a portion of the hillside including a number of large boulders fell onto the roadway. The slope above River Road exhibits a general instability based on a mix of large, loose boulders and fine sandy soils. A project to stabilize or regrade the entire slope is infeasible and extremely expensive, however periodic and targeted rock scaling and mitigation techniques may reduce the general risk associated with potential rock fall onto the roadway below Undesirable consequences if not approved: Risk of rockfall would remain unaddressed and unmitigated, Options/Alternatives Considered: Staff will continue to search for potential grant funding sources for mitigation of hazards, Regrading of the entire slope could cost millions of dollars, Placement of warning signage on either end of the area of concern has been implemented to warn passing motorists of the risk associated with the stretch of roadway, Consideration could be given to closing River Road during spring months when soils are saturated and slopes are most instable.

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 87,961 412,039 500,000 Grants - Debt - Private - Other - TOTAL 87,961$ 412,039$ -$ -$ -$ -$ -$ 500,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL


Elk River Road/US40 Intersection



Project Description: Following the unsuccessful RAMP grant application that the City submitted to CDOT last year, CDOT funded approximately $2.8 million for the design and construction of the intersection as part of the statewide FASTER safety program. Design is u nderway and construction is expected to occur in summer of 2017. The City has engaged with CDOT in initial scoping meetings and in order to advance the project has contracted to complete the survey portion of the design process. The overall project will replace the signals, r ealign the intersection to improve traffic flow, reduce intersection conflicts, and provide for future capacity to the intersection. The City via an IG A can partner with CDOT to realize pedestrian, transit, and bicycle facilities that are not currently included as part of the CDOT project. A total of $87,961 has been collected from private contribution for development related mitigation specific to improving this intersection. Project Need/Benefits: This intersection is identified as a top 3 priority by CDOT for the region. Congestion occurs at the intersection especially due to the "split phase" of the current signal necessary due to the poor alignment of the intersection . Build out scenarios based on the West Steamboat Springs Area Plan show this intersection dropping to unacceptable levels of service. Sidewalk currently exists on the southern side of the intersection and sidewalk is proposed with new development on the north to serve the YVHA and Sunlight Commercial propert ies. If the City participates in the project, sidewalk construction would include connecting these links to the intersection and installing s idewalk in front of the CDOT maintenance facility to the north and west. Transit facilities and bike lanes will be included in the design along with fib er optic conduit installation if the City participates in the project. Undesirable consequences if not approved: Sidewalk, transit, and bicycle facilities will not be included in the project Options/Alternatives Considered:

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 260,000 2,800,000 482,000 3,542,000 Grants 630,000 187,000 516,000 1,333,000 Debt 3,856,750 143,250 4,000,000 Private - Other 325,000 325,000 TOTAL 260,000$ 3,755,000$ 4,043,750$ 1,141,250$ -$ -$ -$ 9,200,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 3,530,000 3,863,750 1,141,250 8,535,000 Design 260,000 225,000 180,000 665,000 Equipment - Land Acquisition - TOTAL 260,000$ 3,755,000$ 4,043,750$ 1,141,250$ -$ -$ -$ 9,200,000$

Downtown Investment Program



Project Description: This presents the potential 3 year financed option of the Downtown Investment program with the following execution plan: 2015: $260,000 Supplemental: Survey and design for Yampa Streetscape and Utility Undergrounding, Schematic design for Oak Street 2016: Yampa Street Utility Undergrounding: $1,400,000, Yampa Street North Sidewalks(5th-12th): $875,000, Yampa Street Promenade (6th-10th): $630,000, Yampa Street Core Trail: $320,000, Yampa River Bank Improvements: $45,000, 7th and 11th St Raised Intersection: $240,000, Asphalt Overlay: $100,000, Oak Street Sidewalk (3rd – 12th except 6th-7th Southside): $1,320,000, Design: $225,000 Preliminary Butcherknife Creek, Eagle Scout Restroom, Sidestreet Schematic Layout 2017: Eagle Scout Park Restroom: $385,000, Sidestreet sidewalk “Install”: $1,530,000, Sidestreet sidewalk “Replace”: $892,500, Sidestreet sidewalk “Retrofit”: $956,250, Asphalt Overlay: $100,000 Design: $180,000 Final Butcherknife Creek, West Lincoln Restroom and Park Improvements, 13th Street sidewalk 2018: Butcherknife Floodplain Improvement, Oak Street Sidewalk (6th-7th), 13th Street Sidewalk, West Lincoln Park River Amphitheatre, West Lincoln Restroom Project Need/Benefits: City Council has discussed this project at length and has indicated that this may be a priority Undesirable consequences if not approved: Options/Alternatives Considered:

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 248,000 248,000 Grants - Debt - Private - Other (SSRA) 50,000 295,000 345,000 TOTAL 50,000$ 543,000$ -$ -$ -$ -$ -$ 593,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL


Après Ski Way & Village Drive Intersection Reconstruction



Project Description: Realignment of the intersection to include asphalt replacement, reconfiguration of curb lines, reduction of pedestrian crossing distances, move and enhance pedestrian crossings at transit stop, adjust location of transit shop and provide an out-of-lane pullout, install missing sidewalk connections, enhance bicycle facilities. Project could be combined with the Base Area Pedestrian Connections project monies to realize a greater improvement in the area. Project Need/Benefits: With the completion of the Promenade at the Base Area and existing pedestrian and vehicular volumes along with anticipated development in the Après Ski Way and Village Drive corridors the intersection serves as a main access portal to the Base Area. A number of complaints/concerns have been received about pedestrian, bicycle, and vehicular conflicts and safety at the intersection. The Project will create a safer environment for all travel modes at this intersection Undesirable consequences if not approved: Potential safety concern for pedestrian crossing the intersection. Conflicts between motorists and pedestrians could result in accidents. May need to delay paving Après Ski Way until a decision is made for the future of this intersection which could result in ongoing maintenance of the existing asphalt on the roadway. Options/Alternatives Considered: A reduced scope could include minor curb realignment and installation of some minor pedestrian facility improvements to make the intersection safer for pedestrians

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 80,000 80,000 Grants 20,000 20,000 Debt - Private - Other - TOTAL -$ 100,000$ -$ -$ -$ -$ -$ 100,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 95,000 95,000 Design 5,000 5,000 Equipment - Land Acquisition - TOTAL -$ 100,000$ -$ -$ -$ -$ -$ 100,000$

PW Shop Sweeper/Vac Truck Wash Out Containment (GRIT DUMP)



Project Description: The project includes design and construction of a stormwater waste facility that filters, dries, and disposes of the material that is cleaned out of the stormsewer system (inlets, manholes, etc.) and sweeper truck. The resultant liquid waste is discharge to the sanitary sewer while the soils are segregated for removal and disposal at a permitted landfill facility. Project Need/Benefits: Liquid stormsewer maintenance and sweeper truck wastes are currently discharged to a ditch behind the PW Shop where it is conveyed to a temporary holding pond and then discharged off-site to a ditch that drains to the Yampa River. Liquid stormsewer wastes contain pollutants, such as sediment, nutrients, oils, litter, metals, and other contaminants that can impair water quality and injure aquatic life. Undesirable consequences if not approved: Discharging stormsewer wastes to State Waters is a violation of the Federal Clean Water Act, State MS4 and other water quality permits, and City codes (Illicit Discharge Ordinance). Violation of these regulations can result in fines, stop work orders, enforcement orders, denial of grant funds, legal fees, civil or criminal penalties, contamination of the Yampa River, and/or injury to aquatic life. Options/Alternatives Considered: The City may permit private entities that conduct stormsewer maintenance and sweeping operations to utilize the "Grit Dump" for a fee.

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 300,000 300,000 Grants - Debt - Private - Other (Franchise Fees) 1,100,000 1,100,000 TOTAL 300,000$ 1,100,000$ -$ -$ -$ -$ -$ 1,400,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 245,000 1,100,000 1,345,000 Design 40,000 40,000 Equipment - Land Acquisition 15,000 15,000 TOTAL 300,000$ 1,100,000$ -$ -$ -$ -$ -$ 1,400,000$



Project Description: Utilizing franchise fee reserve funds this project consists of the installation of underground conduit and utility vaults along the length of Yampa Street per the conceptual design as performed in 2012 to account for dry utilities currently located along overhead power poles. Project Need: YVEA has notified the City of a need to upgrade the power feed from the 13th Street substation into the Downtown area to improve redundancy as Downtown density increases, and particularly on Yampa Street,. YVEA planned to replace existing overhead lines with new overhead lines in 2014. Public Works staff met with YVEA to discuss coordination for undergrounding. YVEA has indicated a willingness to assist in cost share for this and has agreed in principle to terminate their replacement near the Library and delay replacement of overhead lines along Yampa Street contingent upon undergrounding conduit being installed within 2-3 years. Undesirable consequences if not approved: Overhead utility poles and wires will continue to run along Yampa Street. The utility undergrounding should occur before any above ground infrastructure is completed to maximize construction efficiencies and keep costs down Options/Alternatives Considered: *Future cost based on current cost estimate less YVEA fees (2012 - $1,270,000) with 3% annual inflation

Yampa Street Utility Undergrounding



SOURCE OF FUNDSRevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 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 BREAKDOWNCostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 700,000 700,000 700,000 700,000 700,000 700,000 700,000 4,900,000 Design - Equipment - Land Acquisition - TOTAL 700,000$ 700,000$ 700,000$ 700,000$ 700,000$ 700,000$ 700,000$ 4,900,000$ Project Description 2015: Project Description 2016: James Brown Bridge 30,168$ Copper Ridge 38,148$ 5th Street 8,670 Brome 46,308 4th Street 26,822 Timothy 8,772 3rd Street Intersection 5,208 Hunters Drive 34,170 Alley btwn 3/4 Oak/Pine 10,926 Bear Creek 11,526 Princeton St. 6,222 Copper Ridge Cir. 64,260 Pahwintah St. 16,218 Hillside Court 30,600 Uncochief Cir. 29,070 Blackberry Lane 29,580 Conifer Cir. 37,332 10th N. Side 12,380 Dabney Lane 12,240 Conestoga 53,550 Cherry Dr to Apple Dr. 9,996 Airport Rd. 27,082 Copper Rose 16,218 Pamela Lane 28,866 North Steamboat Blvd 9,180 Trafalgar 17,450 Steamboat Blvd 65,178 13th St. from RR to Evans 68,850 Chinook St. 28,152 13th from Evans to Ferrell 87,516 Après Ski Way 74,562 N. Grand St. 26,112 Laurel Lane 93,738 Après Ski Way 98,204 Central Park Dr Reconst 200,000 Subtotal 683,374$ Subtotal 679,900 Contingency & risers 16,626 Contingency & risers 14,387 Total 700,000$ Manholes/Valves 5,713 Total 700,000$

Pavement Maintenance Program



Project Need/Benefits: Estimated lifecycle of Streets and Alleys Residential—15-20 years Collectors—10-12 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

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 335,756 - 17,000 - - 269,000 269,000 890,756 Grants 1,415,023 - 104,000 - - 1,120,000 1,120,000 3,759,023 Debt - Private - Other 18,000 9,000 11,000 11,000 49,000 TOTAL 1,768,779$ -$ 130,000$ -$ -$ 1,400,000$ 1,400,000$ 4,698,779$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction - Design - Equipment 1,768,779 - 130,000 - 1,400,000 1,400,000 4,698,779 Land Acquisition - TOTAL 1,768,779$ -$ 130,000$ -$ -$ 1,400,000$ 1,400,000$ 4,698,779$

Transit Coach Replacement



Project Description: 2015 - 1 new bus (ordered, delivery May 2016)(Transit unit #85) 2015 - 3 Refurbished (5311 Grant awarded)(Transit units #63, #64, #65) 2015 - 1 new bus (5339 Grant awarded)(Transit unit #86) 2017 - Purchase Paratransit Van 2020 - 2 new buses (replacement)(Transit units disposed #66, #71) 2021 - 2 new buses (replacement)(Transit units disposed #61, #62) Project Need: No project in 2016. Carryover of 2015 project is that the 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 replaced. Four (4) of the buses have been replaced. The remaining 2 buses will be replaced with grant funds that have been awarded by 2015. SST is finishing the remaining 3 refurbished buses in 2015. This refurbishment will extend the life span of these buses into the replacement cycle beginning in 2020-2022. Hybrid fleet replacement begins in 2020. 14 buses are scheduled to be replaced between 2021 -2026 Undesirable consequences if not approved: No project in 2016 Options/Alternatives Considered: No project in 2016

SOURCE OF FUNDS

RevenueSources

Projected 2015 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Rese - 101,614 101,614 Grants - - Debt - Private - Other - TOTAL -$ 101,614$ -$ -$ -$ -$ -$ 101,614$

COST BREAKDOWN

CostDescription

Projected 2015 2016 2017 2018 2019 2020 2021 TOTAL

Construction - - Design - Equipment 101,614 101,614 Land Acquisition - TOTAL -$ 101,614$ -$ -$ -$ -$ -$ 101,614$

Transit Bus Refurbishment



Project Description: Refurbishment of a 2002 bus, #64. This is the 6th bus that is being refurbished as part of a 2012 - 5309 State of Good Repair grant. Project Need: Bus #64 has outlived its useful life. Significant age related issues have rendered this bus unreliable for continuing servic e. The industry standard is that a bus is retired after 12 years of service. Steamboat Springs Transit has had great success wi th refurbishing buses and getting another 7+ years of service life for less than 50% cost of purchasing a new bus. Undesirable consequences if not approved: Steamboat Springs Transit has been granted monies as part of a 2012 - 5309 State of Good Repair grant. The original project of refurbishing 6 similar buses was entered into in 2012, but the company only finished 3 buses before being unable to meet the contractual obligations. 2 of the remaining buses have funding within the original grant to be refu rbished by another company. The funding is inadequate to complete all three. What monies are left would be used to do as much refurbishment on #65 as possible. Without a complete refurbishment, there would still be a question as to the reliability of the vehicle and full bu s replacement would be necessitated at a sooner date. Options/Alternatives Considered: Steamboat Springs Transit is contractually obligated to meet the performance standards set forth in the 5309 State of Good Repair grant of refurbishing all six buses. The remaining $525,000 could be equally spread among all thre e buses with substantial in-house work to complete the refurbishment as monies and labor allow. Bus #63 requires the most in -depth work. It could be refurbished completely and the remaining $280,858 could be split to the remaining 2 buses with the rest of the refurbishment being done in-

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 18,750 30,581 - 49,331 Grants 75,000 122,322 197,322 Debt - Private - Other - TOTAL 93,750$ 152,903$ -$ -$ -$ -$ -$ 246,653$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction - Design - Equipment 93,750 152,903 246,653 Land Acquisition - TOTAL 93,750 152,903$ -$ -$ -$ -$ -$ 246,653$

Transit GPS System



Project Description: 2015 - Automatic Passenger Counter System (grant awarded) 2016 - GPS triggered automatic voice announcement system (grant awarded) Project Need/Benefits: ADA requires that all major stops and transfer locations are announced to all passengers . The GPS triggered automatic voice announcement system will automatically inform passengers about upcoming stops and other information without the driver having to make the announcement over the PA system. This will improve safety by the driver not having to use the PA. It will also improve message consistency, enable alternative language announcements and get additional information to the passengers in high traffic areas (where the driver needs to concentrate on driving). Undesirable consequences if not approved: Steamboat Springs Transit will continue to use the PA system to deliver information. SST is concerned with minimizing multi-tasking requirements so that drivers can focus on driving. Also the PA microphone can interfere with the driver's ability to quickly react. Although consistency is desired, all drivers do not always provide the same information. Most drivers do not speak a second language. Options/Alternatives Considered: The other system is a pre-recorded option that requires the driver to trigger the announcement. Costs are about the same and it still requires driver action.

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 24,000 20,000 44,000 Grants 96,000 80,000 176,000 Debt - Private - Other - TOTAL -$ -$ 120,000$ 100,000$ -$ -$ -$ 220,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction - Design - Equipment 120,000 100,000 220,000 Land Acquisition - TOTAL -$ -$ 120,000$ 100,000$ -$ -$ -$ 220,000$

Transit Maintenance Equipment



Project Description: Overhead spanning crane (2017), individual wheel lift, hoist system (2018). Project Need: The overhead spanning crane will enable SST to safely work on and lift off the heavy items located on the roof of the buses. Modern buses are moving the air-conditioning system and batteries (Hybrid) to the roof of the buses. SST delayed the purchase of this item until a sufficient number of our buses had roof mounted systems. This crane is mounted over a service bay and allows full access to the roof of the bus and will be rated to pick up all items and transport them safely to the ground where they can be serviced. The wheel lifts (6) will enable SST to pick up vehicles to a full working height without the need of a hoist. The hoists in SST's shop is a two axle lift and SST has 3 axle vehicles. Mechanics have to chain up the third axle to prevent damage when lifted. The wheel lifts can be used in conjunction with the hoist. The wheel lifts are portable enabling other departments to use them and also to allow SST to take them to Craig if needed rather than pay for a tow. Undesirable consequences if not approved: Continue to use ladders to access the roof and rent equipment to remove the roof top accessories from the vehicle. Because of tight surroundings, the vehicle must be outdoors to use rental equipment. There is currently no way of tying off to prevent falls and the crane would provide this. Without wheel lifts, the mechanics will continue to chain up third axles. This does present a safety concern, if the chain breaks. Repairs at remote locations may not be possible resulting in the towing of vehicles. As the Regional fleet ages, the chance of breakdown increases. Options/Alternatives Considered: SST has looked at engineering a system that can attach to the current building to provide a crane. The roof structure was not designed for this load or stress pulls. To engineer the building correctly would result in a very similar structure to what the purchased crane would look like. Mechanics have been instructed to minimize their time on the roof due to no opportunity to tie off. There is no available structure to attach to. Portable bottle jacks and mechanic rollers are currently in use when all three axles need to be lifted. The addition of a 3rd tower in the hoist system would be costly and would not allow for the portability desired.

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 65,000 65,000 Grants 195,000 195,000 Debt - Private - Other - TOTAL -$ -$ 260,000$ -$ -$ -$ -$ 260,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

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

Lithia Springs Restoration

General Fund Planning

Contact: Tyler Gibbs Director of Planning and Community Development

Project Description: Phase 1 of the springs restoration project will address the critical and serious prioritized work items at Lithia Spring. T he projects will include mitigation of previous vandalism to the site, necessary repairs and more appropriate historic improvements. These include re storation of the stone columns, stone information booth, replacement of the concrete apron with appropriate material, replacement of benches, and crusher fine walkways. Planning Phase for Lincoln Park area Springs such as Sulphur, Soda (Gazebo), Lake, Black, Steamboat and/or Iron Springs. Sec ure grants and complete the Planning Phase to include appropriate restoration treatments for the springs and their associated building eleme nts. Planning grants have no deadline and do not require a match. Phase 2 of the project will address the remaining prioritized work items at Lithia Spring which include site and lighting imp rovements. Prioritized work items will begin at this time for Sulphur, Soda (Gazebo), Lake, Black, Steamboat and/or Iron Springs. Project Need/Benefits: The restoration projects will greatly benefit the community with continued growth in heritage tourism and cultural education and differentiate Steamboat Springs from other resort communities. The Restoration of the City -Owned Springs was initiated in 2006 as a Priority A but was deferred in order to accomplish urgent preservation of the Rehder Building and More Barn. Undesirable consequences if not approved: Continued vandalism will lead to greater destruction of the Lithia Spring site. Lack of restoration of the historic landmarks will cost the community valuable revenue from heritage tourism dollars. Options/Alternatives Considered: There are currently no alternatives for the restoration projects.

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 18,667 18,667 Grants 252,000 252,000 Trade-in - Debt - Private - SSAFPD 9,333 9,333 TOTAL -$ -$ 280,000$ -$ -$ -$ -$ 280,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction - VehiclesEquipment 280,000 280,000 Land Acquisition - TOTAL -$ -$ 280,000$ -$ -$ -$ -$ 280,000$

Fire Department Apparatus - SCBA (Self Contained Breathing Apparatus)

General Fund Fire Department

Contact: Mel Stewart Fire Chief

Project Description: This the CIP summary for Fire. This summary encompasses fire equipment based on needs and a replacement schedule; The current SCBA are becoming outdated and out of regulatory compliance. Project Need/Benefits: Replaces SCBA Equipment before it becomes obsolete, unreliable and/or un-safe Undesirable consequences if not approved: Obsolete equipment becomes unreliable and expensive to maintain and put firefighters and those needing rescue at risk Options/Alternatives Considered: None, crucial to providing service. 2017 - Replace all existing SCBA packs and bottles, approximately 40 SCBA packs and 50 bottles.

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 166,675 1,866,760 2,033,435 Grants 1,200,000 1,200,000 Trade-in - Debt - Private - SSAFPD 83,325 933,240 1,016,565 TOTAL -$ -$ -$ 250,000$ 4,000,000$ -$ -$ 4,250,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 4,000,000 4,000,000 Design 250,000 250,000 Equipment - Land Acquisition - TOTAL -$ -$ -$ 250,000$ 4,000,000$ -$ -$ 4,250,000$

Fire Station General Fund Fire Department

Contact: Mel Stewart Fire Chief

Project Description: Construction of a Central Fire Station. Project Need/Benefits: This station would be an active station replacing both the fire station and EMS barn on Yampa Street. Undesirable consequences if not approved: There would continue to be increased need for fire response in the downtown area without the ability to house more staff with equipment in the downtown area. Additionally, first response to all fires would continue to come from the Mountain Fire Station. 2018-Design and plans for new Central Fire Station 2019/2020-Build new station Options/Alternatives Considered:

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 50,000 410,000 460,000 Grants - Trade-in - Debt - Private -

- TOTAL -$ 50,000$ 410,000$ -$ -$ -$ -$ 460,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction - Design 50,000 50,000 Equipment 410,000 410,000 Land Acquisition - TOTAL -$ 50,000$ 410,000$ -$ -$ -$ -$ 460,000$

Digital Truck Radio (DTR) System Replacement

General Fund Police Department

Contact: Jerry DeLong Interim Police Chief

Project Description: The project is to replace and update the radio equipment on Emerald Mountain. The current DTR radio system is outdated, is not capable of software updates and replacement parts are no longer available. Funding in 2016 would provide for a study to move the radio system to Mount Werner or leave the system on Emerald Mountain. The funding in 2017 would be for the purchase and i nstallation of the equipment on either Mount Werner or Emerald Mountain. Project Need/Benefits: Replaces the outdated DTR radio system before it is non-usable. Once the DTR system is updated there could be a chance that the state communications department would take over maintenance of the new system. This could eliminate future co st for the city. Undesirable consequences if not approved: Obsolete equipment becomes unreliable, which would have negative outcome for communication between dispatch and the officers working near the ski area and other areas in town Options/Alternatives Considered: None, crucial to providing service and the safety of the police officers.

SOURCE OF FUNDS

RevenueSources

Projected 2015 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 270,000 75,000 75,000 75,000 75,000 75,000 645,000 Grants - Debt - Private 15,000 15,000 15,000 15,000 15,000 75,000 Other - TOTAL 270,000$ 90,000$ 90,000$ 90,000$ 90,000$ 90,000$ -$ 720,000$

COST BREAKDOWN

CostDescription

Projected 2015 2016 2017 2018 2019 2020 2021 TOTAL

Construction 270,000 85,000 85,000 85,000 85,000 85,000 695,000 Design 5,000 5,000 5,000 5,000 5,000 25,000 Equipment - Land Acquisition - TOTAL 270,000$ 90,000$ 90,000$ 90,000$ 90,000$ 90,000$ -$ 720,000$

General Fund Finance Department

Contact: Kim Weber Finance Director

Ball Field Improvements

Contact: John Overstreet Director of Parks & Community Services

Project Description: 2004 Howelsen Park Ballfield Master Plan Report identified opportunities to improve all fields used by Triple Crown Sports. 2015 funds used for Adams, Klumker and Ski Town field lighting and electrical system improvements. 2016- replace electric service on Vanatta and install a new batting cage 2017 - 2020 - replace irrigation main line service from pump house with a looped system for all 4 fields, replace electric service at Simillion, replace irrigation system on Klumker, replace irrigation system on Simillion, replace ballfield maintenance shed, replace irrigation system on Vanatta The contract with Triple Crown Sports specifies $15,000 (Triple Crown) + $75,000 annually from the City for ballfield improvements. Project Need/Benefits: Contract extension with Triple Crown Sports states funding to be used for field improvements and field development for Triple Crown sports. Identified improvements require updates and/or improvements for safe quality play. Undesirable consequences if not approved: Potential lost revenue from cancelling and postponing games from field closures if conditions continue to deteriorate. Contractual requirements for field improvements. Options/Alternatives Considered: Continue repairing old equipment.

General Fund Parks & Community Services

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 87,000 87,000 87,000 90,000 95,000 446,000 Grants - Debt - Private - Other - TOTAL 87,000$ -$ 87,000$ 87,000$ 90,000$ 95,000$ -$ 446,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 87,000 87,000 87,000 90,000 95,000 446,000 Design - Equipment - Land Acquisition - TOTAL 87,000$ -$ 87,000$ 87,000$ 90,000$ 95,000$ -$ 446,000$

Park Playground Equipment


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 playground. 2020 - Emerald 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 structures. Outside Funding Sources: GOCO grants are available.


SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 57,537 20,000 75,000 60,000 50,000 262,537 Grants 39,483 25,000 20,000 20,000 104,483 Debt - Private - Other - TOTAL 97,020$ 20,000$ 100,000$ 80,000$ 70,000$ -$ -$ 367,020$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 69,483 80,000 50,000 70,000 269,483 Design 27,537 20,000 20,000 30,000 97,537 Equipment - Land Acquisition - TOTAL 97,020$ 20,000$ 100,000$ 80,000$ 70,000$ -$ -$ 367,020$

Raw Water Irrigation Systems for Parks


Project Description: Utilizing raw water conversion feasibility studies, continue to implement raw water irrigation systems for City parks. 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. 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. Outside Funding Sources: possible grant funding


SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Revenues 24,838 215,000 151,000 120,000 100,000 100,000 100,000 810,838 Grants 45,116 45,116 Debt - Private - Other (In kind) - TOTAL 69,954$ 215,000$ 151,000$ 120,000$ 100,000$ 100,000$ 100,000$ 855,954$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 69,954 145,000 119,000 120,000 75,000 75,000 75,000 678,954 Design 70,000 32,000 25,000 25,000 25,000 177,000 Equipment - Land Acquisition - TOTAL 69,954$ 215,000$ 151,000$ 120,000$ 100,000$ 100,000$ 100,000$ 855,954$

Yampa River Restoration


Project Description: 2015 - Complete planned improvements at Workman parcel. 2016 - Depot Kayak Hole - design and construct river channel realignment above structure to reach optimal performance and reduce possible negative costly repairs to RICD structure. Additional bank revegetation and stabilization is necessary. (20,000/50,000) Community Center - design and construct bank stabilization, revegetation and formalize access. (25,000/95,000) Emerald/Botanic Park/Model T - Design improvements to address bank erosion, wide channel, aquatic habitat and Model T whitewater feature (25,000) 2017 - Emerald/Botanic Park/Model T - Construct planned improvements (95,000) Shield Drive River Access - Design/Construct River Access to address bank erosion and safety concerns (7,000/24,000) 2018 - City Infiltration Gallery - Design/Construct improvements to address bank erosion, channel shape and aquatic habitat (25,000/60,000) Fetcher Pond/River Road - Design improvements to address bank erosion, channel shape and aquatic habitat (25,000) 2018 - Fetcher Pond/River Road - Construct planned improvements (120,000) 2019-2021 - collaborate with partners to identify highest needs for repair Project Need/Benefits: The adopted Yampa River Structures Master Plan identified improvements for bank stabilization, river access, aquatic habitat and recreational opportunities on city owned stretches of river. These sites have been prioritized due to the poor conditions. Undesirable consequences if not approved: Degradation of these city assets will continue. Options/Alternatives Considered: Continue to apply for funding opportunities.


SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 90,000 90,000 90,000 50,000 320,000 Grants - Debt - Private - Other - TOTAL 90,000$ -$ 90,000$ 90,000$ 50,000$ -$ -$ 320,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 90,000 90,000 90,000 50,000 320,000 Design - Equipment - Land Acquisition - TOTAL 90,000$ -$ 90,000$ 90,000$ 50,000$ -$ -$ 320,000$

Yampa River Core Trail Bridge Decking and Painting

Project Description: Replace bridge decking and paint the 9th Street Bridge on the Core Trail. 2017 - Snake Island Bridge South 2018 - Snake Island Bridge North 2019 - Fish Creek Bridge 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



SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 30,000 100,000 - 130,000 Grants - Debt - Private - Other - TOTAL -$ 30,000$ 100,000$ -$ -$ -$ -$ 130,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 100,000 100,000 Design 30,000 - 30,000 Equipment - Land Acquisition - TOTAL -$ 30,000$ 100,000$ -$ -$ -$ -$ 130,000$



Spring Creek Dam Restoration


Project Description: The Upper Spring Creek Pond dam has aged and safety concerns have been identified by the Colorado State Dam Safety Inspector. A plan to address the concerns has been requested. 2015- Determine plan for breach of dam or improvement/restoration of pond with Colorado Parks and Wildlife. (No Costs) 2016- Engineer/design plan to breach dam and restore Spring Creek channel or improve pond and dam safety concerns to maintain structure. (operating budget) 2017- Complete construction of dam breach or required improvements to pond and dam per 2016 plans. (Breach-operating budget, pond/dam improvements - CPW grant funding - no cost estimate available) Project Need/Benefits: Due to safety concerns identified at Spring Creek pond, the state engineer has requested the City take action to address concerns. Undesirable consequences if not approved: If funding is not approved the state may deem the dam structure unsafe and require the city to drain the pond due to safety concerns. Options/Alternatives Considered: If the pond is deemed unsafe by the State and the City is required to drain the pond, the City could choose not to do any improvements to the site. There may be public access safety concerns, yet to be identified, that would warrant closing the area. The Colorado Parks and Wildlife (CPW) is investigating the alternative option of conducting the required improvements to the pond and dam identified by the State Dam Safety Inspector. CPW may see value in providing improved angling opportunities for the public in this restored pond. Grant funding may be available to complete this work.


SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 98,000 98,000 Grants - Debt - Private - Other - TOTAL -$ 98,000$ -$ -$ -$ -$ -$ 98,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 98,000 98,000 Design - Equipment - Land Acquisition - TOTAL -$ 98,000$ -$ -$ -$ -$ -$ 98,000$

US Highway 40 Median Irrigation System



Project Description: Install automatic drip irrigation system in community entryway landscaped medians on south US Highway 40. Irrigation system design completed in 2014. City staff installed sleeves under J.D. Hays Wy., Pine Grove Rd. and Highway 40 in 2014 in conjunction with CDOT Highway 40 o verlay project. Install Irrigation system in medians 2016 Project Need/Benefits: The 389 trees and shrubs planted in the medians in 2014 need irrigation. Automatic drip irrigation system is reliable, efficient and safe to maintain. Connecting to Ski Town Park irrigation system by boring/trenching under streets will allow u se of non-potable water from Casey's Pond pump station saving tap fees and eliminating water bills. Undesirable consequences if not approved: Current truck watering is inefficient, causes undesirable safety concerns and recent plantings may die. Options/Alternatives Considered: Continue truck watering Outside Funding Sources: possible grant funding

SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 93,000 132,000 143,000 - 368,000 Private 55,000 55,000 Grants - TOTAL 93,000$ 187,000$ 143,000$ -$ -$ -$ 423,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 TOTAL

Construction 93,000 187,000 143,000 423,000 Design - Equipment - Land Acquisition - TOTAL 93,000$ 187,000$ 143,000$ -$ -$ -$ 423,000$

Tennis Center Court Resurfacing

Contact: John Overstreet Director of Parks and Community Services

Project Description: 2015 - Resurface and reline four (4) outdoor hard courts at Tennis Center ($17,000). Resurface and reline six (6) indoor hard courts ($25,265) 2016 - Remove clay and lines on clay courts US Open (ruptured liner ), 9 and 10 and replace with hard courts. Make US Open a tennis court and repurpose courts 9 & 10 to make them an eight (8) court pickleball complex with awning ($180,000 from General Fund and $55,000 donation from Pickleball community) 2017 - Resurface clay, lines and redo brick border on Center Court and courts 7 & 8 ($143,000) 2018 - $0 Project Need/Benefits: This proposal realigns the committed $93,000 in the CIP for 2015 and remaining proposed $275000 to include the conversion of 2 outdoor tennis courts to 8 outdoor pickleball courts. For the same total $, this proposal adds to the Tennis Center an additional sport surging in popularity and represents the commitment of the Pickleball Community to raise $55,000 to be donated to the City (a heretofore unrecognized contributing donor to the City). This proposal continues to satisfy the need to resurface all the surfaces at the City's award winning tennis center. Industry standards state that the resurfacing of clay courts should occur every 8-10 years. This necessary work has never occurred (25 years) at the Center. Industry standards for resurfacing hard courts is 6-8 years (the last resurfacing was done in 2007). This work is needed for longevity and quality of play. Additional benefits to replacing 3 clay courts with hard are eliminating the annual need to purchase material and pay for labor to get clay courts functional after the winter. Undesirable consequences if not approved: Court quality diminishes and may require closure if conditions continue to decline. Options/Alternatives Considered: Remove all the clay courts and replace them with hard courts which would represent less maintenance and more affordable/sustainable in the long term. Cost is $50,000-$75,000 per court. This action however would lessen the value of the Center by eliminating the attraction of multi surfaces.


SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 750,000 130,000 880,000 Grants - Debt - Private - Other - TOTAL -$ 750,000$ 130,000$ -$ -$ -$ -$ 880,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 700,000 115,000 815,000 Design 50,000 15,000 65,000 Equipment - Land Acquisition - TOTAL -$ 750,000$ 130,000$ -$ -$ -$ -$ 880,000$



Howelsen Hill Stabilization


Project Description: 2016/2017 - plan/engineer and project - stabilize with soil nails the side slopes of the HS 127 jump above the takeoffs on the HS 75 and HS 45, 2017 - complete geofoam fill project planned in 2010 to fill large void from slide repairs/soil nailing project Project Need/Benefits: 2016 - The existing gabion baskets used to stabilize the steep slopes above the HS 75/45 takeoffs is failing. New movement has increased stability concerns and this work has been identified as a priority. 2017 - The large void that was left from previous slide stabilization is filled annually with excessive amounts of man made snow to fill the void to allow for safe jumping. The addition of all of this water is compounding stability issues. Undesirable consequences if not approved: The failing slopes will eventually slide and will likely negatively impact the concrete/plastic jump takeoffs adding costly infrastructure repairs. If the void is not filled in with geofoam block and we continue to fill the void with man made snow, water will continue to cause problems to the area and possibly cause more instability. Options/Alternatives Considered: N/A


SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 80,000 80,000 Grants - Debt - Private - Other - TOTAL -$ -$ -$ 80,000$ -$ -$ -$ 80,000$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 76,000 76,000 Design 4,000 4,000 Equipment - Land Acquisition - TOTAL -$ -$ -$ 80,000$ -$ -$ -$ 80,000$

Howelsen Hill Magic Carpet

Project Description: Replace old beginner magic carpet at HH with new one. Project Need/Benefits: Old carpet requires more maintenance and parts replacement as it continues to age. Undesirable consequences if not approved: Continue to maintain as budget allows and possibly remove when not cost effective to maintain. Options/Alternatives Considered: N/A Outside Funding Sources: N/A



SOURCE OF FUNDS

RevenueSources

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Current Revenues/Reserves 101,966 25,000 170,000 296,966 Grants 130,000 25,000 230,000 385,000 Debt - Private 25,000 25,000 Other 50,000 50,000 TOTAL 256,966$ 50,000$ 450,000$ -$ -$ -$ -$ 756,966$

COST BREAKDOWN

CostDescription

2015 Projected 2016 2017 2018 2019 2020 2021 TOTAL

Construction 246,966 450,000 696,966 Design 10,000 50,000 60,000 Equipment - Land Acquisition - TOTAL 256,966$ 50,000$ 450,000$ -$ -$ -$ -$ 756,966$

Rodeo Grounds Infrastructure Repair


Contact: Steve Hoots Facilities Manager Craig Robinson Parks, Open Space & Trails Manager

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 - Design for paving parking lot using DOLA grant with City match 2017- Grading, drainage improvements and paving the south side of the parking lot; grant funding through CDOT, CMAQ program. Rodeo Board or other source private contribution is $50,000 2021 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.

CIP proposal

Documents

Transcript of CIP proposal