Police CIP Presentation 101512 - City of Boise Department CIP Presentation ... Identify elements of...
Transcript of Police CIP Presentation 101512 - City of Boise Department CIP Presentation ... Identify elements of...
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PoliceDepartmentCIPPresentationCityofBoiseOctober2012
PresentationPurpose:
TheMayorandCouncilreceivedabroadoverviewofthe8‐YearcapitalplanningframeworkdevelopedbystaffinlateJune.Thisplanningframeworkandtheupdatedrepairandmaintenance,majorequipment,andmajorcapitalplansweredevelopedtoreflect:
TheprioritiesoutlinedintheCity’sStrategicPlan Adequateannualandmajorrepair&maintenancefundingtopreserveexistingcityassets Adequateequipmentreplacementfundingtoavoidincreasedmaintenancecosts Afiscallyconstrainedplan‐includingtheidentificationofprojectsthatarerealistictofundon
anannualcashbasis;projectsthatmaybeconsideredforunallocatedend‐of‐yearfunds;projectsthatmaybeconsideredfordebtoralternativefinancing;andprojectsthatwillnotcreateanunduestrainonprojectedO&Mfundingcapacity.
Asummaryofthisframework,whichincludesestimatedneedsandprojectedrevenuesbycostcategory,isattached(AppendixA).DataspecifictothePoliceDepartmentishighlighted.
ThefirststageoftheMayorandCouncil’sreviewoftheplanningframework,whichwillultimatelyleaduptotheFY14/15budgetdevelopment,isdesignedto:
Gainconsensusontheoperatingphilosophyregardingthefuturefundingofannualmaintenance,majorrepairandmaintenance,equipmentandnewcapitalassets.
IdentifyelementsofeachDepartment’srepairandmaintenance,majorequipment,andmajorcapitalplansthatneeddeeperpolicydiscussionorfurtherrefinement.
MayorandCouncilwillreceivebriefingsthroughoutSeptemberandOctobertodiscusstheobjectivesandkeydriversofeachDepartment’splans.ThiswillbefollowedinNovemberandDecemberbythedevelopmentoffinancialstrategiesandalternativefundingoptions.
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Overview:
ThePoliceDepartment’s8‐YearMajorEquipmentandMajorCapitalPlans(AppendicesB‐C)1reflectthefollowingobjectives:
1. FacilitatetheDepartment’sDistrict‐BasedPolicingModelbyleveragingFederaldollarstoconstructaCentralDistrictStation;
2. ImprovetheFiringRangetoaddressserviceleveldeficiencies;3. AddressthefacilityneedscreatedbytheDepartment’sassumptionofallProperty&Evidence
functionsfromAdaCounty;4. Addressthelong‐rangefacilityneedsnecessarytofacilitateoperationalobjectivesincluding
theconsolidationofPoliceandFireStores/Supplyfunctions;5. Addressthelong‐rangesecurestorageneedsforabandonedvehicles,fleetstorage,andother
storageneedscurrentlyhouseinaninadequateleasedfacility;and6. Replaceexistingapparatusandotherequipmentaccordingtoscheduletoavoidunnecessary
increasesinmaintenancecosts.
Background:
In1977,theBoisePoliceDepartment’sHeadquarterswasco‐locatedwiththeAdaCountySherriff’sOfficeandtheCountyJailatthePublicSafetyComplexonBarristerStreet.Additionalspacewasleasedasaroundthecityforsmallsub‐stationsandseparatePolicefunctions.ThisconfigurationofphysicalresourcesreflectedaDepartmentstructurecreatedinthe1980’sthathadconsolidatedfourpolicingdistricts(Central,Foothills,WestgateandOverland)totwo(ValleyandBench),andwasorganizedintofunctionaldivisions(Patrol,CriminalInvestigations,AdministrativeSupportandtheChief’sOffice).
Thisstructuredidnoteffectivelyservethepublic.EachDivisionwasautonomousandreluctanttoshareresourceswhenneeded.Eachdivisionbudgetedandmanageditequipmentandfacilitiesindividually,leadingtodissimilarvehicles,disconnectedfacilitiesandaninefficientuseofresources.InformationwasnotsharedstrategicallyacrosstheDepartment,andcitizensdidnotfeeltheyhadastrongenoughrelationshipwiththePoliceDepartmenttoaddresscrimeissuesspecifictotheirneighborhoods.
Beginningin2005,theDepartmentimplementedacommunitypolicingphilosophydesignedtobetterconnecttheDepartmentwiththecommunity,workingacrossdivisionstoaddresspublicsafetyissues.TheNeighborhoodContactOfficer(NCO)programwasdevelopedandbeganworkingalongsideotherpatrollingfunctionsincludingschoolresourceofficers(SROs),BSU,andBikePatrol.In2008theCitypurchasedan85,000squarefootfacilityonthewestsideoftheCityforthePoliceandFireDepartments,andthePoliceDepartmentwasabletoconsolidateallofitsfunctionsintoonefacility.
TheseaccomplishmentswerethefirststepsinastrategicplantomovetowardaDistrict‐basedpolicingmodel.Designedtofostercooperationbetweencitizenswhoidentifywithspecific 1ThePoliceDepartmentdoesnothaveaMajorR&MPlan,asallofitsfacilitiesaremanagedbyGovernmentBuildings.
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geographicdistrictsandofficerswhoareassignedtopolicetheseuniquedistricts,DistrictPolicingprovidesindividualcommunities(districts)withavoiceinhowtheywillbepolicedandinsettinglawenforcementpriorities;andallowscitizenstoworktogetherwithofficerstoidentifyandsolvecrimerelatedproblems.Furthermore,itenablestheDepartmenttoincreasethequalityandquantityofstrategicandtacticalintelligence.
Districtpolicingcannotbeeffectivelyoperatedfromacentralizedfacility.OfficersandotheremployeesneedtobephysicallylocatedbyandaccessibletothemembersoftheDistrictstheyserve.Departmentresourcesaredeployedfromwithindistrictstations,withacentrallylocatedHeadquarters.Districtboundariesaredeterminedbasedonseveralfactors,includingpopulation;landuse;thenumberofcallsforservice;thetypesofcallsforservice;neighborhoodboundaries;responsetimes;andgeographicbarriers.Basedonthesefactors,theBoisePoliceDepartmenthasrecommendedtheCitymovetoa3‐districtpolicingmodel:Central,WestandEastdistrictsasshownonthefollowingmap:
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TheWestDistrictwouldbeco‐locatedwithPoliceHeadquartersandwouldserveanareaboundedbytheBenchtotheNorth;FederalWaytotheEast,Victory/AmitytotheSouth,andthecitylimitstotheWest.TheCentralDistrictwouldservethespecificneedsoftheurbancore’sresidential,employmentandentertainmentcenters;aswellastheFoothillsandtheNorthwestportionoftheCitytothecitylimits.TheEastDistrictwouldserveBoiseStateUniversity,theeasternportionoftheCityfromBroadwayandHighway21tothecitylimits,andalloftheundevelopedindustrialareasouthandeastoftheCity.AfacilitytohousetheCentralDistrictwouldbetheDepartment’sfirstpriorityasincreasedmixed‐usedevelopmentinthedowntownwillrequireadditionalresourcestrainedtopreventandaddresscrimeinanurbanenvironment.
Eachdistrictstationwouldhousepatrol,NCO,SRO,BikePatrol,detectives,andaproportionalnumberofadministrativesupportpersonnel.SpecializedfunctionssuchasNarcotics,GangIntelligence,andCrimesAgainstPersonsandPropertywouldremaincentralizedatHeadquarters.Communityserviceswouldbeavailableateachstation,includingconferenceroomsandothercityservices.
TheDepartmentprovideslawenforcementserviceswithavehicleinventoryof317units.Thesevehiclesareassignedtothefollowingprograms:
Program NumberofVehicles
PercentofTotal
Patrol2 131 41%CommunityOutreach3 84 26%CriminalInvestigations 82 26%Training 12 4%Impound 4 1%CrimePrevention 2 1%Administration 2 1%
VehiclesarereplacedaccordingtolifecycleguidelinesrecommendedbytheCity’sFleetManagementDivision.Patrol‐typevehiclesarereplacedonaverageevery7yearsor100,000miles.FleetManagementhasrecommendedtheCityreplacepatrolcarsevery4‐5yearstomaximizeresalevalueandbalanceoperatingcosts.TheannualcosttoreplaceexistingPolicevehiclesandacquireotherpolicingequipmentaveragesapproximately$1.6millionperyear.Whenpossible,equipmentisfundedwithgrantrevenues.TheDepartmentspendsapproximately$1.0millionperyearontherepairandmaintenanceofitsfleet,plusanaverageof$643,000peryearonfuel.
CapitalPlanningProcess:
Oneoftheprioritiesinthisprocesswastodevelopalong‐rangecapitalplanthatwouldsustainthePoliceDepartment’scurrentlevelofserviceastheCitygrewandaddressinefficienciesinthewaycurrentfacilitieswerefundedandutilized.Inadditiontothereplacementofexistingequipmentassets,thisrequiresupgradestothefiringrangetomeettrainingobligationsandaddressnoiseandsafetyissuestothesurroundingcommunity;anefficientlong‐termsolutiontotheDepartment’s
2IncludesAirportandCanines3IncludesNeighborhoodContactOfficers,SchoolResourceOfficers,BSU,Bikes,Motors,andSpecialOperations.
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vehicleandevidencestorageandsupplydistributionneeds;andaCentralDistrictPolicestationtofurthertheDepartment’sDistrict‐BasedpolicingphilosophyandaddresstheneedsofdevelopmentintheDowntowncore.
TheDepartmenthasrecentlyupdateditssystemforthetrackingandreplacementofallexistingDepartmentvehiclesandequipment.Basedonrecommendedreplacementcriteria,lifecycleanalysisandhistoricalmaintenancecostdata,anaverageof$1.6millionannuallyor$13.1millionoverthe8‐Yearperiodwillbeneededtoreplacecurrentvehicleassets.ItisanticipatedthataDistrict‐PolicingModelwoulddecreasemileageandoperationalcostsasfewertripswillbetakenbetweenanofficer’sstationandpolicingdistrict.
ThetotalcostoftheCIPis$7.6million;thetotalcostofMajorEquipmentis$13.1million.Ofthetotal$20.7millionofcapitalandequipmentneedsprojectedforthe8‐Yearperiod,$2.4millionisimpactfeeeligible.4Impactfeescashflowisanticipatedtobeadequatetofundthegrowth‐relatedportionofthePolicestorageandatleast$1millionofthegrowth‐relatedportionofaDowntownDistrictStationby2019.Grantfundingisanticipatedforsomeequipmentpurchases.
TheDepartmentmetseveraltimeswiththeCity’sDevelopmentImpactFeeAdvisoryCommittee(DIFAC).ThisCommitteeapprovedtheDepartment’sCapitalandMajorEquipmentplansandrecommendedadoptionoftheassociatedfull‐costrecoveryimpactfees.
MajorThemesofDepartment’s8‐YearPlan(MajorEquipmentandCapital):
ThecumulativeAnnualMaintenance,MajorEquipmentandCapitalneedsaresummarizedinAppendixAandtotalapproximately$29millionoverthe8‐Yearperiod.
ThetotalestimatedneedinMajorEquipmentoverthe8‐Yearperiodis$13.1million(seeAppendixB).ThetotalestimatedcostforcompletingthePoliceDepartment’sCapitalImprovementPlanisapproximately$7.6million(seeAppendixC).$1.8millionofthisamountisrelatedtotherenovationofexistingfacilities;theremaining$5.9millionisrelatedtotheacquisitionofaCentralDistrictStation;spacetoenabletheCitytoassumethepropertyandevidencefunctionfromtheCounty;andfacilityneedstofacilitateoperationalefficienciesincludingco‐locatedstoragewiththeFireandotherCityDepartment.
Themajorthemesreflectedintheseplansareasfollows:
1. FacilitatetheDepartment’sDistrict‐BasedPolicingModelbyleveragingFederaldollarstoconstructaCentralDistrictStation.
InordertofacilitatetheDepartment’sDistrictpolicingobjectives,andmeettheuniqueneedsofdiversedevelopmentintheurbancore,theDepartmenthasproposedtheacquisitionofaCentralDistrictStationby2016.Thisfacilitywouldhouseapproximately1/3ofthePatrolDivision;1/3oftheSROandNCOteams;8detectives;theBikePatrolTeam;andtheBarTeam;plus10administrativepersonnel.
4NoneoftheitemsonthePoliceDepartment’sMajorEquipmentPlanarerelatedtonewgrowth,and/ordonothaveausefullifeoftherequiredtenyears.Therefore,noneoftheseitemsareeligibleforimpactfeefunding.
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Theestimatedspaceneedforthisstationisapproximately25,000squarefeetand100parkingspaces.50%oftheestimated$3.9millioncostisimpactfeeeligible.Annualoperatingcostsareestimatedat$76,000.
TheDepartmenthasbeenworkingwiththeMayor’sOfficetoevaluatepotentialopportunitiesforaCentralDistrictStationintheDowntowncore.Atlessthan25,000squarefeet,theDepartmentcannoteffectivelyimplementthedistrict‐basedpolicingmodel,althoughasmallerspacecouldaccommodateadrop‐inPolicefacilityinthedowntownfortheBikeTeam,temporaryevidencestorage,interviewroomsanddrop‐inworkstations;andasmallEmergencyOperationsCenterforusebytheDepartmentandotherCityDepartments.
Ifafacilitycannotbefounddowntowntohouseafull‐sizedstation,theDepartmentwouldproposeacquiringa50,000squarefootfacilityontheborderoftheCentralandEastDistrictstohousebothstationswithinthenext5‐10years.
DoestheCouncilhaveanyquestions?ArethereareaswheretheCouncilwouldliketoseeachangeinstrategicdirection?
2. ImprovetheFiringRangetoaddressserviceleveldeficiencies.
ThePoliceDepartmentpurchaseditscurrentfiringrangefromtheBoisePoliceAssociationin2008.Abudgetwasdevelopedtobringtherangeuptorequiredindustryandenvironmentalstandards,includingimprovingandwideningtheroadfromMountainCoveRoadtotheRange;producingenoughwateron‐sitefor2‐hoursoffiresuppression;re‐orientingtheriflerangetorunparalleltotheadjacentwalkingtrail;providinglandscapingtomitigatethenoisefromtherangeexperiencedbyadjacentneighborhoodsandtrailusers,andreducefiredanger;installingrubberfilledbullettrapstoeliminatestraybullets;andcreatingawaterfiltrationsystemtoensureallwaterleavingtherangeisfreefromlead.Theestimatedcostfortheprojectwas$1.8million.
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Thecurrentsiteplanisasfollows:
$46,000wasapprovedinFY12toprepthesitefortheimprovements,includinggradingtheroadanddiggingtherequiredwell.Anadditional$32,901hadtobeappropriatedduringaninterimbudgetchangeatyear‐endbecausethecontractorswereunabletofindwaterattheanticipateddepth.Thebudgetfortheremaining$1.76millionoftheprojectwastentativelyspreadoverthenext5yearsasfollows:
FY13 $440,000(approved)FY14 $220,000FY15 $300,000FY16 $400,000FY17 $400,000
Itshouldbenotedthatthisprojectisnoteligibleforimpactfeefunding.
TheseamountsdonotcorrespondwithparticularphasesorcomponentsoftheRangeMasterPlan.Theywereusedasplaceholderswhentheprojectwasfirstdesigned.Thefirstphaseoftheprojectwillneedtobetheconstructionofthe50yardrangeandammunitionstorage,whichisestimatedtocost$800,000.IftheCitywishestoincludeallofthenoisemitigationandsafetyworkcommittedtotheadjacentneighborhoodinthefirstphase,theDepartmentwillneedtocompletealloftheexcavationwork,bermingandlandscapingatanestimatedcost
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of$250,000.Iffundingisappropriatedasscheduledabove,thefirstphasewouldnotbeginconstructionuntilFY15.
TheDepartmentwillbegoingouttobidfortheconstructionofthisprojectinOctober.WhenthebidsarereceivedtheDepartmentwillbeabletomakefinalrecommendationsaboutphasingandalternatives.
TheDepartmentintendstoimprovetheenvironmentalefficiencyoftheRangeasitproceedswiththisproject.Forexample,theprojectwillincludethe:
Useofrecycledtiresaspartofthebullettraps Drought‐resistantnativelandscaping Reuseofexistingbuildings,andretrofitwithefficientlighting Recyclingofsteelboxcar
TheestimatedO&Mimpactoftheserangeimprovementsisapproximately$12,500peryear.
WouldtheCouncilconsiderapprovingenoughfundinginFY14tocompletetheentirefirstphaseoftheprojectifcashflowallows?
3. AddressthefacilityneedscreatedbytheDepartment’sassumptionofallProperty&Evidence
functionsfromAdaCounty.RecordsManagementServicesandPropertyandEvidenceServiceshavebeencontractedwithAdaCountySheriff’sOfficeforthepast35years.OnOctober1,2012theCityassumedmanagementofRecordsManagementServicesfromtheCounty.ThisnewfunctionwasabletobeaccommodatedwithintheexistingCityHallWestfootprint.OnOctober1,2013theCitywillassumemanagementofPropertyandEvidenceServicesfromtheCounty.
PropertyandEvidencewillneedatleast2,900squarefeetofevidencestorageon‐siteatCityHallWest.TheDepartmentiscurrentlyevaluatingseveralon‐siteoptionstomeetthisneed.Theshelvingtoaccommodatetheon‐sitestoragecanbefundedwithcontractsavingsfrombringingthefunctionin‐house.
Anadditional10,000squarefeetofsecuredspace,plusanadditional3,000squarefeetofcoveredanduncoveredspaceisnecessarytostorethemajorityofthepropertyandevidence.ThissquarefootageisnotavailableatCityHallWestbutwillneedtobelocatedincloseproximity.
TheDepartmentiscurrentlyworkingwithGovernmentBuildingstoidentifyashort‐termleasedspacetomeetthisneed,ideallyinaCity‐ownedfacility.Inthelongterm,theDepartmentwouldprefertohavethisfunctionco‐locatedwithotheroff‐sitePoliceandFirefunctionsincludingvehicleandimpoundstorage,and/orstoresandsupplies.ThisneedisidentifiedintherecentlycompletedFacilitiesPlanUpdate.
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A$2millionplaceholderisincludedinthePoliceCIPforvehicleandevidencestorage.25%ofthiscostisimpactfeeeligible.Contractsavingsofupto$350,000peryearwillfundtheremainingcostfortheportionofanyfacilitydedicatedtopropertyandevidencestorage,whetherleased,ownedordebt‐financed.
DoestheCouncilagreewiththeDepartment’sobjectivetopursuespaceforthepropertyandevidencestoragefunctioninafacilityco‐locatedwithPolice/Firevehicleandimpoundstorage,and/orSupply/Stores?
4. Addressthelong‐rangefacilityneedsnecessarytofacilitateoperationalobjectivesincludingthe
consolidationofPoliceandFireStores/Supplyfunctions.TheDepartmentisevaluatingthepotentialforconsolidatingPoliceandFireStores/Supplyaspartofitsefforttocreatecapacitywithinitsadministrativeservices.Ifafacilitywasidentifiedtohousepropertyandevidence(see#3above)and/orPoliceandFirestorage(see#5below)theDepartmentwouldliketoconsiderincludingthesefunctionsinthatfacility.Approximately10,000squarefeetwouldbeneeded,andhasbeenidentifiedintherecentlycompletedFacilitiesPlanUpdate.AcostforthissquarefootagehasnotbeenspecificallyincludedinthePoliceCIP,asthemajorityofthespaceneedswouldbegeneratedfromFire.
DoestheCouncilagreewiththeDepartment’sobjectivetoconsiderconsolidatingStoresandSupplyfunctionswiththeFireDepartmentandco‐locatinginafacilitywithPolice/Firevehicle,propertyandevidence,andimpoundstorage?
5. Addressthelong‐rangesecurestorageneedsforabandonedvehicles,fleetstorage,andother
storageneedscurrentlyhouseinaninadequateleasedfacility.
AsthecurrentHeadquartersfacilitydoesnothaveenoughspaceforvehicleandotherstorage,thePoliceDepartmentiscurrentlyleasing16,800squarefeeton3.2acresonBraniffStreet.Theaveragemonthlyleasepaymentonthis5‐yearleaseis$7,600;almost$500,000overthelifeofthelease.Thespaceisnotcentrallylocatedtoanyotherpolicefunction,andtherehavebeenproblemswithperimeterlotsecuritybreachesleadingtotamperingwithevidentiaryimpoundedvehicles,andinteriorwaterdamagetoevidencestorage.TheDepartmentwouldliketoacquireCity‐ownedspacetosupportthisstoragefunctionbeforetheleaseexpiresin2017.Estimatedspaceneedsare12,000squarefeetofenclosedstoragespace;3,000squarefeetofcoveredspaceforimpound;and26,500squarefeetofoutdoorsecuredvehiclestorage.TheDepartmentisworkingwiththeFireDepartmentandGovernmentBuildingstoevaluateopportunitiestoco‐locatethistypeofstorage,atbothDepartmentshaveidentifiedtheneedontheir8‐YearCIPs.
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Asindicatedabove,a$2millionplaceholderisincludedinthePoliceCIPforvehicleandevidencestorage.25%ofthiscostisimpactfeeeligible.Savingsfromtheforegoneleasepaymentscouldfundsomeoftheremainingcostfortheportionofthisfacility,whetherleased,ownedordebt‐financed.
DoestheCouncilagreewiththeDepartment’sobjectivetoconsiderco‐locatingPolicevehicleandotherstoragewiththeFireDepartment?
6. Replaceexistingapparatusandotherequipmentaccordingtoscheduletoavoidunnecessary
increasesinmaintenancecosts
Themajorityofthe8‐YearMajorEquipmentPlanforPoliceisthereplacementofexistingassetsaccordingtoreplacementcriteriaadoptedbytheFleetManagementDivisionasfollows:.
AspartoftherecentconsolidationofPoliceandFireadministrativeservices,specificattentionisbeinggiventotheDepartments’longrangestrategyforfundingmajorequipmentneeds.AworkinggrouphasbeenestablishedofPoliceandFleetrepresentativestoidentifywaystoreducethecostofequipmentreplacementwithoutthreateningservicelevels.Areastobeexploredincludeunitutilizationanalysis;poolingvehicleswiththeassistanceofautomatedvehiclereservationandcheck‐outtechnology;evaluationofalternatevehiclesizes(i.e.,V6pilot);evaluationofnewvs.usedequipment;increasingthefleet’sfuel‐efficiencyandreducingitscarbonfootprint;researchintonewpracticesinfleetandequipmentreplacement,andtheinvestigationofotherfinancingmechanisms,suchasleasing.ThefleetreplacementplanforPolicevehicleswillbereviewedagainaspartoftheFY14/15budgetdevelopment.
TheCouncilmaywishtoprovidefurtherdirectiononalternatefundingmechanismsorotherstrategiesforreplacingexistingPolicevehiclesandequipment.
2014 2015 2016 2017 2018 2019
Police Equipment
Funding ItemGF Instant Armor Tactical Blanket 8,500 17,000GF Patrol Canine ‐ 1 every 2 years 10,000 10,000 10,000 GF Thermal Imager 12,000 12,000GF Evidence Light Source 20,000 GF CNT Rescue Phone 22,000 GF ESU/ Jail Transport Van 25,000 GF CSS Vehicle Replacement ‐ 1 per year 26,010 26,530 27,061 27,602 28,154 28,717GF Motorcycles ‐ 5 per year 85,372 87,080 88,821 90,598 92,410 94,258GF Police SUV's ‐ 3 per year 100,112 102,115 104,157 106,240 108,365 110,532GF Narcotics Vehicle ‐ 1 per year 128,481 131,051 133,672 136,345 139,072 141,853GF SRO (V6) ‐ 6 per year 171,325 174,752 178,247 181,812 185,448 189,157GF CID Mid‐Size Vehicles ‐ 10 per year 246,481 251,411 256,439 261,568 266,799 272,135GF Place Holder for Property and Evidence 300,000 GF Police Vehicles (V6) ‐ 12 per year 342,528 349,379 356,366 363,494 370,764 378,179GF Police Vehicles (V8) ‐ 13 per year 488,556 498,327 508,294 518,459 528,829 539,405GF Intoxalizer 5000 6,000GF Polygraph Computer/Software/Equipment 7,500GF Fingerprint Development Chamber 10,450GF Vehicle Disrupter 15,000
GF
Smart Board Replacement/ Printer for Patrol Briefing
Room 10,000GF Clubcar Utility Vehicle 12,000Grant ICAC UC Computers Mac Pro w/ Software 7,500Grant ICAC Storage System 20,000Grant Laser Scene Capture 60,000TBD Lenco Bearcat Armored Vehicle 250,000
Equipment Total 1,986,366 1,776,094 1,685,056 1,686,118 1,729,840 2,004,237
Fiscal Year
8 YEAR DEPARTMENT SUMMARY
Capital & Equipment Needs and Resources FY12‐FY19
Projected Expenditures
Department Dept Total
Arts 326,568 Routine Minor R&M plus
approximately $40k a year for art
maintenance, Currently Funded via
0.4% Art ordinance
120,000 Amount estimated for Major R&M, currently
under funded, using 0.4% resources. This estimate
is based on 15k a year for unplanned major
repairs.
0 N/A 0 N/A 0 N/A 4,549,850 Estimated New Art via the 1% Art
Ordinance ($800k) and a new Cultural
Facility ($3.75M)
4,996,418
F&A 925,472 32% of total is software maintenance
costs, other notable accounts include
R/M Office (25%) and R/M Shop (21%)
0 N/A 362,800 Copiers, Printers and Vehicle
replacements
400,000 OnBase improvement and growth 0 N/A 0 N/A 1,688,272
Fire 5,899,624 Vehicle Maintenance accounts for
approximately 58% of total Minor R/M
costs; followed by Building R/M at 19%
6,116,197 Hydrants account for $3.6M or 59%, Remainder
consists of Roofing, Painting, etc. Fire is working
with Public Works to see if they can pass the
hydrant assets on to United Water for a more
sustainable future replacement strategy. There is
a large bubble for replacement in 2020.
11,955,689 9 Engine/Truck Replacements $6.6M;
SCBA Replacement $1.9M; Heavy
Rescue Truck $703k; Hackney Tractor
& Trailer $672k; Staff Vehicle
Replacement $758k; Dive Team
Equipment $285. Equipment
replacement is large due to recent
budget constraints and as a result
deferred purchases.
17,068,000 The majority is station remodels and
replacements $13.0M. Fire Burn Tower
replacement $3.7M
3,603,643 Ladder Truck $1.9M; Station 14
Engine $642k; Additional water
tender $468k; Tech Rescue
equipment $233k; Command Trailer
$125k
3,791,000 Training Props $3.3M (not IF eligible);
Station 8 Land Purchase $500k
48,434,153
IT 4,371,752 IT's Minor R&M is predominately
made up of two accounts System
Maintenance (93%) and Software
Maintenance (5%)
6,880,000 Infrastructure and Phone Replacement Fund,
$860k/year; switches, routers, servers, etc.
538,500 AV , Electrical total $320k, $40k/year;
Remainder is auto and printer/copier
needs
11,596,860 Current ERP replacement funding in FY
2012, New IT Strategic Plan in progress
and preliminary number is estimated at
$1.4M a year starting in FY 2013.
0 N/A 0 N/A 23,387,112
Legal 254,392 Legal's Minor R&M is predominately
made up of two accounts Software
Maintenance (62%) and Equipment
R/M (29%)
0 N/A 98,000 50k for JustWare system, remainder is
copier replacements
0 N/A 0 N/A 0 N/A 352,392
Library 1,795,192 Library spends the majority of it's
Minor R/M budget on Building R/M
(53%) with System Maintenance at
31%
4,669,224 Carpet & Paint $797k; HVAC $1.0M; Exterior
Improvements $828k; Doors & Windows $482k;
Electrical $337k; Safety Upgrades $456k; Other
$509k, If new Main is built $2.15M would not
occur
767,227 Copiers, Furniture replacement, check‐
in stations, shelving, and service
vehicles
5,599,000 $1.1M Cole & Ustick expansion; $700k
relocation of Hillcrest; ILS System
upgrade $600k; Main Lib Re‐design
$70k; $3.2 would not occur if new Main
is built
0 N/A 11,559,000 Bown Library $6.8M; RFID Tags &
Workstations $750k; RFID Auto Sort
$4.0M
24,389,643
Parks 9,172,960 Parks has the largest Minor R/M
budget due to the size of the
department's footprint; 44% of Park's
Minor R/M expenses are related to
Buildings, 30% to R/M Shop and 22%
to R/M Office
16,176,976 This includes Asphalt, Building/Structure,
Irrigation, Sports Facility, Pool, Fence, Playground
repair/replacement and several other types. All of
the repairs in this category are in excess or 5k,
making them Major R&M.
7,513,606 Utility Vehicles, Mowers, 3/4 Ton and
1/2 Trucks, Lifts, Tractors, Zamboni,
and Copiers
11,752,000 Amenities in Existing parks, 61% of total,
for 27 park locations $7.19 M, Largest is
Julia Davis $1.9M (funded by
donations); ; Whitney and Lowell Pool
Re‐build $4.5M; Given General Fund
fiscal constraints, $10.3M in GF funded
projects have been differed beyond FY
2019.
0 N/A 21,202,828 Open Space Acq $5.1M; Marianne
Williams $2.7M; River Recreation Park
$5.6M; Remainder is amenities in new
parks; Given Impact Fee fiscal
constraints, $32.6M in projects have
been deferred beyond FY 2019
65,818,370
PDS 760,592 R/M Shop accounts for 51% of
historical expenditures followed by
System Maintenance at 34%
0 N/A 1,076,930 Majority is staff service vehicles and
copiers.
0 N/A 0 N/A 0 N/A 1,837,522
Police 8,273,000 85% of historical expenses are R/M
Shop, the remaining expenses are
spread over several accounts
0 N/A 13,109,598 Patrol Cars ($6.9M) are approximately
53% of the total, 25 units per year,
while other vehicles make up 44%
($5.7M) which includes Staff, SRO, CID
and NARC vehicles and Police SUV's
and motorcycles. Misc equipment
accounts to the remainder.
1,760,000 Consists of Firing Range Improvements
that will be phased over 5 years.
0 N/A 5,850,000 Central District Station $3.8M (50%
Impact Fee eligible); Vehicle Storage
$2.0M (25% Impact Fee eligible)
28,992,598
PW ‐ GB 4,088,960 Public Works Minor R/M is spread
evenly throughout all of their accounts
(buildings, office, paint, HVAC,
electrical, plumbing, etc.)
2,067,794 HVAC $245k, Carpet $420k, HR Remodel $340k,
Roofing $400k
722,389 Vehicles and Security technology 0 N/A 0 N/A 0 N/A 6,879,143
Total Expenses 35,868,512 36,030,191 36,144,739 48,175,860 3,603,643 N/A 46,952,678 206,775,622
average per year 4,483,564$ 4,503,774$ 4,518,092$ 6,021,983$ 450,455$ 5,869,085$ 25,846,953$
8‐Year Dept Total8‐Year Category Totals by Department
New Assets (New Service Level/Growth Related)Existing Assets
New CapitalNew Equipment (Growth Related)Major Capital Remodel, Renovation &
ReplacementMajor Equipment (Replacement)Major R&M (Repair & Maint.)Annual Maintenance (Minor R&M)
8 YEAR DEPARTMENT SUMMARY
Anticipated Resources
Funding Source Dept Total
General Fund 35,868,512$ This category is funded fully currently
and represents the resources
necessary to cover Minor R&M costs
(items < 5k); Underfunding this can
lead to increased Major R&M costs
31,889,324$ This expense has historically occurred in the
Capital Fund. $3.8 million a year is what the City
has recently dedicated to Major R&M. The
General Fund transfer portion of this resource is
assumed to grow at 2.75% a year.
30,848,434$ Approximately $3.5 million a year
growing at 2.75% a year has been
assigned to Major Equipment (items >
5k)
12,587,591$ This expense has historically occurred
in the Capital Fund. $1.5 million a year
is what the City has recently dedicated
to Capital after allotting Major R&M
funds. The General Fund transfer
portion of this resource is assumed to
grow at 2.75% a year.
‐$ N/A ‐$ N/A 111,193,861$
average per year 4,483,564$ 3,986,166$ 3,856,054$ 1,573,449$ . ‐$ ‐$ 13,899,233$
Impact Fees ‐$ Station 14 Engine ($642k) and a
ladder truck ($1.9M) are eligible but
repayment would have to occur after
FY 2020
9,642,328$ Parks: $7.2M, Police: $2.4M (50%
Central Dist. Station, 25% Vehicle
Storage)
9,642,328$
Donations/Other 300,000$ ILS system upgrade equity account 6,850,000$ $4.5 M River Recreation Park; $1.9M
Julia Davis;
7,150,000$
Foothills Levy 4,200,000$ Foothills Levy 4,200,000$
NACFR 271,850$ Station 16, 18 and 20 Major R/M, NACFR funded 114,375$ Replacement of 4 NACFR vehicles,
NACFR funded
360,000$ Station 16 Remodel, NACFR funded 746,225$
Airport 41,550$ ARFF Station Major R/M 2,500,000$ Airport Funded New ARFF Station 2,541,550$
Total Revenues 35,868,512$ 32,202,724$ 30,962,809$ 15,747,591$ ‐$ 20,692,328$ 135,473,964$
average per year 4,483,564$ 4,025,341$ 3,870,351$ 1,968,449$ ‐$ 2,586,541$ 16,934,246$
Difference 0 (3,827,467) (5,181,930) (32,428,269) (3,603,643) (26,260,350) (71,301,658)
average per year ‐$ (478,433)$ (647,741)$ (4,053,534)$ (450,455)$ (3,282,544)$ (8,912,707)$
*8‐Year timeframe does not include the City Hall West roof ($1.46M), City Hall Code Update ($9.9M) and a New Main Library ($119.0M)
Each of the projects are 30+ year asset replacements and do not represent a normal 8‐Year timeframe
Estimated Operating Costs Associated with 8‐Year Capital Needs as Presented:Parks: Total $909,506, $252k Existing Assets, $657k New AssetsLibrary: Bown Crossing $800,000, if Main were added, Main: $2,000,000
Capital Fund Resources (Used to Fund Major R&M and Capital Needs)*Excludes Partnerships/Donations/Impact Fee Fund
General Fund Transfer 2,550,000 Assumes a Growth Rate of 2.75% annually
Electric Franchise Fee 2,550,000 Static, No Growth Rate
Interest 200,000 Assumed Static, No Growth Rate
Total 5,300,000
Major R&M (Replacement) Major Equipment (Replacement) Capital New Equipment (Growth Related) New Capital
8‐Year Category Totals by Department8‐Year Dept Total
Existing Assets New Assets
Annual Maintenance (Minor R$M)
Police Major Equipment
Appendix B
2014 2015 2016 2017 2018 2019
Police Equipment
Funding ItemGF Instant Armor Tactical Blanket 8,500 17,000GF Patrol Canine ‐ 1 every 2 years 10,000 10,000 10,000 GF Thermal Imager 12,000 12,000GF Evidence Light Source 20,000 GF CNT Rescue Phone 22,000 GF ESU/ Jail Transport Van 25,000 GF CSS Vehicle Replacement ‐ 1 per year 26,010 26,530 27,061 27,602 28,154 28,717GF Motorcycles ‐ 5 per year 85,372 87,080 88,821 90,598 92,410 94,258GF Police SUV's ‐ 3 per year 100,112 102,115 104,157 106,240 108,365 110,532GF Narcotics Vehicle ‐ 1 per year 128,481 131,051 133,672 136,345 139,072 141,853GF SRO (V6) ‐ 6 per year 171,325 174,752 178,247 181,812 185,448 189,157GF CID Mid‐Size Vehicles ‐ 10 per year 246,481 251,411 256,439 261,568 266,799 272,135GF Place Holder for Property and Evidence 300,000 GF Police Vehicles (V6) ‐ 12 per year 342,528 349,379 356,366 363,494 370,764 378,179GF Police Vehicles (V8) ‐ 13 per year 488,556 498,327 508,294 518,459 528,829 539,405GF Intoxalizer 5000 6,000GF Polygraph Computer/Software/Equipment 7,500GF Fingerprint Development Chamber 10,450GF Vehicle Disrupter 15,000
GF
Smart Board Replacement/ Printer for Patrol
Briefing Room 10,000GF Clubcar Utility Vehicle 12,000Grant ICAC UC Computers Mac Pro w/ Software 7,500Grant ICAC Storage System 20,000Grant Laser Scene Capture 60,000TBD Lenco Bearcat Armored Vehicle 250,000
Equipment Total 1,986,366 1,776,094 1,685,056 1,686,118 1,729,840 2,004,237
Fiscal Year
Police CapitalAppendix C
City of BoisePolice Capital Improvement Plan, 2011-2020
Square CIP Associated
Type of Capital Infrastructure Feet Acreage Value times equals O&M Cost
Facilities not including staffing
2013 Improvements to Firing Range 440,000$ 0%
2014 Improvements to Firing Range 220,000$ 0% -$ $ -
2015 Improvements to Firing Range 300,000$ 0%
2016 Improvements to Firing Range 400,000$ 0%
2017 Improvements to Firing Range 400,000$ 0%
2016 Central District Station 18,500 3.00 3,850,000$ 50% 1,925,000$ $ 75,850
2017 Vehicle Storage (impound and evidence) 24,000 2.00 2,000,000$ 25% 500,000$ $ -
Total Infrastructure 7,610,000$ 2,425,000$ 75,850$
Growth Amount to
Portion Include in Fees