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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