HomeMy WebLinkAboutResolution 2013-109 revised capital improvement program manualMARANA RESOLUTION NO. 2013-109
RELATING TO PUBLIC WORKS; APPROVING AND AUTHORIZING THE
IMPLEMENTATION OF A REVISED CAPITAL IMPROVEMENT PROGRAM MANUAL
TO ASSIST IN THE COORDINATION OF COMMUNITY PLANNING, FINANCIAL
CAPACITY AND PHYSICAL DEVELOPMENT OF THE TOWN OF MARANA
WHEREAS the Mayor and Council through the Public Works Department of the Town
of Marana are responsible for the planning, financing and implementation of capital
improvement projects within the Town; and
WHEREAS the original Capital Improvement Program Manual was adopted by
Resolution No. 2007-93 to insure sound fiscal and capital planning through effective leadership
and the involvement and cooperation of all municipal departments; and
WHEREAS various revisions of the Capital Improvement Program Manual have been
presented to clarify terms and conform to current Town practices and procedures; and
WHEREAS, the Mayor and Council of the Town of Marana find that adoption of the
revised Capital Improvement Program Manual is in the best interests of the public.
NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF THE
TOWN OF MARANA, ARIZONA, that the Capital Improvement Program Manual (2013
Revision) attached to and incorporated by this reference in this resolution as Exhibit A is hereby
adopted.
BE IT FURTHER RESOLVED that the Town's Manager and staff are hereby directed
and authorized to undertake all other and further tasks required to carry out the terms,
obligations, and objectives of the manual.
PASSED AND ADOPTED BY THE MAYOR AND COUNCIL OF THE TOWN OF
MARANA, ARIZONA, this 19 day of November, 2013.
Marana Resolution No. 2013-109
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Mayor Ed Honea
. ...
AS TO FORM:
ll/13/2013 2:34 PM FJC
EXHIBIT A
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TABLE OF CONTENTS
Introduction
What is a Capital Improvement Program? ................................................................ 3
Implementing the Capital Improvement Program .......................................................... 4
Step One: Create the CIP Working Group schedule .......................................... 4
Step Two: Assess the Town's financial capacity .............................................. 6
Step Three: Determine the status of previously approved projects ..................... 6
Step Four: Solicit and compile project requests ................................................ 6
Step Five: Establish project priority .................................................................. 7
Step Six: Develop a CIP financing plan .......................................................... 8
Step Seven: Adopt a Capital Improvement Program ........................................... 8
Step Eight: Monitor approved projects ............................................................... 9
Step Nine: Update the CIP process .................................................................... 9
Appendix
Appendix A
Al:
A2:
Appendix B
B1:
B2:
CIP Manua1(2013 Revision)
Town Council Resolution 2013-XXX .............................................. 11
Creation of the CIP Working Group ................................................ 12
Original Town Council Resolution 2007-93 .................................... 13
CIPProject Request ......................................................................... 14
CIP Project Rating Sheet .................................................................. 16
Page: 2 of 16
INTRODUCTION
WHAT IS A CAPITAL IMPROVEMENTS PROGRAM?
In order to establish a formal Capital Improvement Program (CIP), the Town adopted a
CIP Manual through Town Council Resolution 2007-93 (see Appendix, Appendix A2) in
june 2007.
A Capital Improvements Program is a blueprint for planning the Towri s capital
expenditures and is one of the most important responsibilities of local government
officials. The CIP coordinates coinmunity planning, financial capacity and physical
development.
A capital improvements program is composed of two parts --a Capital Budget and a
Capital Program.
A Capital Budget is the upcoming year's spending plan for capital projects.
A capital project is defined as:
1. A project that represents significant public impact.
2. Has a useful life of at least five years.
3. Costs over $100,000 (may be slightly less than $100,000, if the capital
improvement meets the first two requirements).
A Capital Program is a plan for capital expenditures that extends five years beyond the
Capital Budget.
Development of a CIP that will insure sound fiscal and capital planning requires effective
leadership and the involvement and cooperation of all municipal departments. For that
reason, this manual places responsibility for overseeing the CIP process with the Town
Manager, the Town Council, and a CIP Working Group (See Appendix A1).
A complete, properly developed CIP has the following benefits:
1. Facilitates coordination between capital needs and the operating budgets.
2. Enhances the community's credit rating, control of its tax rate, and avoids
sudden changes in its debt service requirements.
3. Identifies the most economical means of financing capital projects.
4. Increases opportunities for obtaining federal and state aid.
5. Relates public facilities to other public and private development and
redevelopment policies and plans.
6. Focuses attention on community objectives and fiscal capacity.
7. Keeps the public informed about future needs and projects.
8. Coordinates the activities of neighboring and overlapping units of local
government to reduce duplication.
CIP Manual (2013 Revision) Page: 3 of 16
9. Encourages careful project planning and design to avoid costly mistakes and
help a community reach desired goals.
10. Establishing ongoing Operations & Maintenance as part of the normal budget
process.
IMPLEMENTING THE CAPITAL IMPROVEMENT PROGRAM
Step One; Create the CIP Workinq Group Schedu/e
The CIP Working Group reviews the prior year's CIP Working Group Schedule, and then
prepares a revised schedule for the upcoming year. This schedule should be given to all
local officials involved in the CIP process.
CIP Manual (2013 Revision)
Page: 4 of 16
A sample CIP Working Group Schedule has been provided below.
_____ _ _ _ _____ __ ___ __ _ _ __ __ ___ _ __ _ __ - ___ _ ______ _.
CIP Working Group Schedule
' Timeline ' Task
'. July � The CIP Working Group reviews and revises the prior year's CIP Process and decides on any '
i changes.
" The CIP Schedule in Step One is revised and the updated CIl' manual is distributed to the
' ; CIP Working Group, project managers and project element managers.
i
� _ ______ ; _ .. ___. . _ _ _ �_____ ---- --- _..._.__ __ _ _______.. '
; August ; Meeting with the Finance Department to review the Towri s projected financial capacity.
Staff prepares the CIP web application process for the new budget year.
� _ __.__ .. _. __ ___ _.. _____ ___ __ � � _ ____ .. . _.. �. ......____.;
{ September Review funds available over the next 5 years by fund source.
[, October Call for Projects - direction from Council. Town Manager and Finance Director request
guidance as to the Council's priorities for the short and long-term goals with respect to
; Capital Projects.
�_.�_
� _�__�_�__� _.�.._ _____.._. . . ,...._ __...._.
_....._._________ � . �_____.__� . ... , _.—_
� ` Create a status report of previously approved projects.
� : CIP Kickoff Meeting. Departments are provided instructions, materiaLs, forms, and resources
� ' necessary to prepare their CIP requests. The Finance Director presents a report of the Town's :
a financial capacity, to the CIP Workmg Group. ;
3 .....�___..______...�. � ._ ............................. _._,,,,,,,,,,..,. ....__........._ ........ ......_'_ __, ........ .. , ....._. _....„,,, ,._,._..., .._ -______ ..
' November Departments meet with project managers and project element managers (Real Property,
i Environmental Services, etc...) to scope potential projects. The Departments then submit their ;
a project requests to the CIP Working Group.
; December The CIP Working Group ranks by priority the CIP project requests, and produces a summary
of their findings. 'This summary is then provided to the Managef s Office.
; The CIP Working Group receives additional input/considerations from the Manager's office. :
; The CIP Working Group then prepares the five-year CIP and makes recommendations on
: method of financing based upon financial analysis.
` January The CIP Working Group presents their recommended Capital Improvement Program to the
Finance Director and the Town Managex's Office.
February The CIP Working Group prepares the final recommended CIP, following the Finance
� Director's and the Town Manager's recommendations.
� March ; Town Council reviews the final recommended Capital Improvement Program at a special
' budget study session. The CIP Working Group makes modifications to CIP after the Town
,
� Councils review.
,
;
[. _ ......... ...... ... .............. . :
; Project Rollover. In March the Project Managers produce a report detailing the current
' progress of all their projects. The Finance Department updates the accounting of any project
that will continue into the following year.
� May :. Town Council adoption of the upcoming year's Capital Improvement Plan.
; Department Directors begin preparation for acquisition and development activities for July
� 1st.
_�. ___�_ �._ . _._ ���_ __ _ . __.��_.�..��..__. . . �._........... ._�. . ._...... _.�......_.�_... _____ ___�_. _�____ _._.
� June The CIP Working Group reviews all CIP procedures, identifies any deficiencies within the
, CIP Process and makes recommendations to change the CIP Process.
; _. _.._. _ _..._ _ _ . ..
� July 1st - Ongoing Beginning of fiscal year. Monitoring of new and ongoing projects.
CIP Manual (2013 Revision)
Page: 5 of 16
Step Two; Assess The Town's Financia/ Capacifv
The Finance Director will analyze the Town's ability to afford major expenditures. This
analysis should examine recent and anticipated trends in revenues, expenditures, debt
and unfunded liabilities such as pension costs. This financial analysis will permit the
scheduling of funding sources to:
1. Balance debt service burden and ongoing operating expenditures
2. Determine available debt capacity and acceptable debt service levels
3. Maximize intergovernmental aid for capital expenditures
4. Keep the direct & indirect tax rates stable
Step Three; Determine the Status of Pre vious/y Aparo ved Profects
The next step is to identify projects currently in development, design or construction,
determine whether additional funds are required, and determine the amount of unspent
funds available from completed and discontinued projects. The benefit of this report is that
officials involved in the budget process will be kept informed of the progress of projects
approved in prior years. The results of this analysis are presented in a written report to the
Finance Manager and the CIP Working group. No special format is suggested for this
report, but it should be completed before department and division heads submit their
requests for new projects (Step Four).
Step Four; So/icit and Compi/e Profect Requests
The CIP Working Group solicits recommendations for CIP projects.
Using or adapting the "Capital Project Request" form located in the Appendix (Appendix
B1), each department submits requests that include a clear statement of the need and
justification for the project, its costs, its net effect on the operating budget, and an
implementation schedule.
To ensure a consistent naming convention for projects, each project submitted must adhere
to the CIP Working Group's naming convention requirements. These naming convention
requirements shall be drafted by the CIP Working Group and then disseminates to all
project managers and project element managers prior to the solicitation for projects.
An inventory of the Town properties and assets will be a vital planning resource. Knowing
the quantity, location, and condition of Town assets is an essential element in planning for
future replacement needs. Departxnent heads and division managers should evaluate and
considered the Towri s existing assets when drafting CIP project requests for the upcoming
CIP year.
Step Five; Estab/ish Proiect Prioritv
In this step the CIP Working Group ranks in priority the CIP Project Requests, and
CIP Manual (2013 Revision)
Page: 6 of 16
produces a summary of their findings.
Projects underway in the construction phase should not be re-rated. Those projects
should be allotted their continuation/completion funding prior to the rating of the
remaining scheduled projects and projects newly introduced to the process. If there are
significant increases in the resources needed to complete the project, a more thorough
analysis and discussion with the Project Manager and Finance Departxnent staff will be
necessary.
In addition to adopted policies, a rating sheet should be used to encourage objectivity. It
can assist the CIP Working Group in the development of numerical rating of projects and
help in the setting of project priorities. A sample rating sheet is included in the Appendix
(Appendix B2). It can provide assistance in evaluating projects according to six criteria,
help translate subjective project information, and convert the CIP Working Group's
independent analysis into objective numerical weights. These weights can guide the CIP
Working Group in establishing project priorities. The rating sheet can be modified
according to the Working Group's needs.
In reviewing project requests, the CIP Working Group should consider the following
questions:
1. Does the requested project contribute to the achievement of existing Town goals,
policies, plans and work programs?
2. What are the general benefits of the project?
3. What is its total cost (both capital and annual operating expenses), and what is
its effect on tax rates?
4. Is the project acceptable to the public?
5. Are there legal requirements that must be met?
Whether or not a rating sheet is used, the CIP Working Group should review each project
in relation to other projects and determine their relative importance based on the set
criteria. This will permit the Working Group to establish project priorities based on both
the community's goals and objective analysis.
CIP Manual (2013 Revision)
Page: 7 of 16
Step Six; Deve%p A CIP Financin ►q P/an
Based upon the assessment of the Town's financial capacity (Step Two), the Finance
Director and the CIP Working Group will develop a recommended method of financing
each project. There are a number of ways to finance CIP Projects. Some of the most
common long and short-term financing options are:
Long-Term Financing.
1. Setting aside money in the stabilization fund to pay for all or a portion of a
capital project.
2. State and federal loans and grants.
3. Private Sector obligations and commitments.
4. General obligation bonds, revenue bonds, special taxing/ improvement districts.
Short-Term Financing and other Service Provision Options:
1. Appropriation of current revenue or reserves such as available cash on hand.
2. Short-term debt such as revenue bond anticipation notes and grants anticipation
notes.
3. Contracting/ leasing provisions authorized by ARS — NOTE: A community may
enter into a multi-year contract for any period of time that services the best
interest of the governmental body, however, payment and performance
obligations for succeeding fiscal years shall be dependent on the availability and
appropriation of funds.
4. Private sector service provision is also available. Under this option private firms
provide public services to a community on a contractual basis or through
another arrangement such as a license or lease-back agreement (for capital
assets).
Step Seven; Adopt a Capita/ Improvement ProQram
The CIP working Group creates a Tentative Capital Improvement Program for all
proposed CIP projects. The report should include a summary of the CIP Working Group's
recommendations for the upcoming year's Capital Budget and the following year's Capital
Program as well as the Finance Director's analysis of the Town's fiscal capacity (Step
Two).
It is this final document that is presented through the Town Manager to the Council
Members as the CIP Working Group's Tentative Capital Improvement Program covering
the next five years. If the Council Members would like additional information about
requested projects, they may review copies the "Capital Project Request" forms (Step 4).
The Town Council may hold its own public hearing to present the Tentative Capital
Improvement Program and solicit further citizen comment. If the Council holds its own
hearing on the annual budget, the Tentative Capital Improvement Program hearing can
be incorporated into the regular budget hearing.
CIP Manual (2013 Revision)
Page: 8 of 16
The Town Council then considers (and may amend) the Tentative Capital Improvement
Program, any amendments are forwarded to the CIP Working Group. The CIP Working
Group reviews and recommends action only on the Capital Budget, but does so in
consideration of the overall Capital Improvement Program. The Tentative Capital
Improvement Program is then revised and re-submitted.
The final Tentative Capital Improvement Program is then presented at a formally
noticed Town Council Study Session. This will demonstrate to the community that the
Capital Improvement Program is part of a long-range plan to upgrade and maintain the
Town's infrastructure.
The advantages of presenting the Capital Improvement Program at a study session are:
1. The Mayor and Council are kept informed of the ongoing need for large capital
expenditures.
2. The Mayor, Council and the public are provided an opportunity to look to the
future and consider the quality of services that will be provided.
After the Town Council Study Session the entire Capital Improvement Program is then
presented to Council for approval. Once the Town Council approves the CIP, Department
Directors will begin preparation for acquisition and development activities on july 1.
Step Eiq►ht; MonitorApproved Proiects
Once the Mayor and Town Council have adopted the Capital Budget and the fiscal year
begins, departments are authorized to begin project implementation. The Town Council,
through the CIP Working Group, should monitor the progress of the CIP Projects. Periodic
reports by the CIP Working Group to the Council Members should indicate changes in the
targeted completion dates, identify serious problems, and document the financial status of
each project. Those reports may be based on project updates provided by the responsible
departments on a quarterly or other regular basis. These updates should provide the
information necessary to complete Step Three, determining the status of approved
projects.
Step Nine; Update the CIP Process
Annual updating of the CIP Process should be conducted to reflect new information, and
policies. A review of all CIP procedures should be conducted by the CIP Working Group
to identify any deficiencies within the CIP Process. Minor changes may be made to the CIP
Manual at this time and major updates to the CIP Manual shall be presented to council for
adoption.
This completes the CIP process.
CIP Manual (2013 Revision)
Page: 9 of 16
APPENDIX
Appendix A
Al:
A2:
Appendix B
B1:
B2:
CIP Manual (2013 Revision)
Town Council Resolution 2013-X��X .............................................. 11
Creation of the CIP Working Group ................................................ 12
Original Town Council Resolution 2007-93 .................................... 13
CIP Project Request ......................................................................... 14
CIP Project Rating Sheet .................................................................. 16
Page: 10 of 16
Appendix A1:
RESOLUTION ADOPTING THE REVISED TOWN OF MARANA CAPITAL
IMPROVEMENT PROGRAM MANUAL
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CREA TION OF THE CIP WORKING GROUP
Section 1.
After the Town Council adopts the CIP Manual by Resolution, a CIP Working Group shall
be established.
The CIP Working Group should be composed of one member of the Manager's Office, and
the Director or designee from each of the following Departments: Engineering, Operations
and Maintenance, Parks and Recreation, Utilities, and two other executive level staff
selected annually to offer an opportunity to various departments to experience and
contribute to the CIP process. The Finance Director, Town Attorney, Community
Development Director, environmental personnel, and the CIP Project Control Specialist or
their designees shall be ex-officio, non-voting members. The CIP Project Control Specialist
shall facilitate all meetings.
Section 2.
The CIP Working Group shall study proposed capital projects and improvements
involving major non-recurring tangible assets and projects.
All officers, boards and Town Departxnents, including the Council Members, shall, give
to the CIP Working Group, on forms prepared by it, information concerning all
anticipated projects requiring Town Council action during the ensuing five years. The
CIP Working Group shall consider the relative need, impact, timing and cost of these
expenditures and the effect each will have on the financial position of the town. No
appropriation shall be voted for a capital improvement requested by a department, board
or commission unless the proposed capital improvement is considered in the CIP
Working Group's reportl, or the CIP Working Group shall first have submitted a report
to the Town Council explaining the omission.
Section 3.
The CIP Working Group shall prepare an annual report recommending a Capital
Improvement Budget for the next fiscal year, and a Capital Improvement Program
including recommended capital improvements for the following 4 fiscal years. The report
shall be submitted to the Town Manager & Town Council for its consideration and
approval. The annual report shall be present to council for adoption by the town.
1 This does not apply to citizen petitions.
CIP Manual (2013 Revision)
Page: 12 of 16
Appendix A2:
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Page: 13 of 16
Figure B1:
CIP Proiect Request
,__ -____ � _ ____ ___. v _ _ _ � ___ _ __ _ _ ___ _ _ .
Department: !
;— _� _ _.. ...__..__._..__ _
� Contact Person �
;� _ __......_�__ ____ _.__ �_.. . .
' Telephone Number: ; �
_. _____ . .... . . . ....................... _ __ _�
Email Address: ; �
� � _ _ � � � .. . ____ __._ - -
--
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€ Date Prepared: ;
� __ _ __ �_.........� .. ___ _____� .. . __ ___ _ ._ ....� .� __ _____�_. �..... _ � _� .. ......... .. _ � .. ... . _� �� . ... _ .
1. Project title:
2. Purpose of
a. () Add a new item to the program
b. () Delete an item in a year already part of the program
c. () Modify a project already in the adopted program
3. Department priority:
a. ( ) High
b. ( ) Medium
c. ( ) Low
4. Location:
5. Scope:
6. Town contractually obligated to the project?
a. yes/no
7. Useful life of the project (years):
8. Timeline:
CIP Manual (2013 Revision)
Page: 14 of 16
9. Cost & recommended sources of funding:
10. Funding justification
11. Operating Cost Spreadsheet
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Personnel number) : Frin e benefits :
Personnel cost : Personnel Justification :
Contractual services : General admin costs :
Materials & su lies : Other :
E ui ment urchases : Subtotal :
Utilities : Total O eratin Costs :
Other : Ex lain Other :
Subtotal :
12. Net effect on Town income
a. Taxes:
b. Other income:
c. Subtotal:
d. Gain from sale of replaced assets:
e. Total:
13. Attachments:
CIP Manuai (2013 Revision)
Page: 15 of 16
Appendix B2:
CIP PROJECT RATING SHEET
Project Name•
Department• _
CIP#
Estimated Cost:
Total Score:
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Town obligated to the project, either Yes 50
contractually or by legal mandate?
Project aligns with Towri s Goals Strategic Plan, 15
Facilities Master Plan, 10
General Plan, 5
Streets and Routes etc. 0
Town Department Priority Mandatory 10
Classification Maintenance 7
Improve Efficiency 5
New Service 2
Project's Funding Sources & Non-General Fund >= 80% 10
Commitments Non-General Fund = 60-79% 5
Non-General Fund = 30-59% 3
Non-General Fund < 30% 0
Effect on Operating & Maintenance Reduce Cost 10
Costs Cost Unchanged 5
Increase Cost 0
Effect on Town s Revenue Significant Increase in revenue 10
(tax base) &/or job creation
Moderate Increase in revenue &/or 5
job creation
No Increase 0
TOTAL SCORE
CIP Manual (2013 Revision)
Page: 16 of 16