Loading...
HomeMy WebLinkAbout5. CIP Policy 05-07-2015 CITY OF OSHKOSH Capital Improvement Program(CIP)Policy Policy Statement The establishment of a formal policy governing the purpose and acceptable parameters of a Capital Improvement Program(CIP) is an effective contribution to the financial management practices of the City of Oshkosh. A formally adopted policy will provide a decision making process based on evaluation, selection, and multi-year scheduling of capital projects. Purpose The purpose of this policy is to manage and plan capital spending for multiple years and maintain adequate debt service capacity for current and future needs. This will also ensure the city is able to deliver services for citizens, and maintain and improve adequate infrastructure. In addition it is important to minimize tax spikes and avoid large rate increases related to capital spending while maintaining a reliable infrastructure for our citizens and employees. Strategic Plan The City of Oshkosh adopts a new Strategic Plan every two years that provides a"roadmap" for the City's future. Depending on internal and external circumstances,the Strategic Plan contains several priority goals for the City to undertake. Each goal is intended to support the larger vision for the City and to point the way of progress toward that vision. The goals of the Strategic Plan are incorporated in the annual Capital Improvement Program development process,providing City staff the framework in which to allocate resources to meet the goals. Definitions Capital Outlay—Individual items with minimum value of at least$5,000 and life greater than one year(Included in operations budget). Capital Project—Individual items with minimum value of at least$10,000 and has expected life of at least ten years. (Not included in operations budget). Capital Improvement Program CIP)—A comprehensive schedule of approved capital improvement projects. The program shall be for a five-year period. The program shall be annually revised and shall meet borrowing guidelines provided by the Common Council for the first two years of the program. The remaining three years will provide an estimate of the financial resources needed to complete the program. Useful Life Policy All City assets will be assigned a useful life as a means to plan for capital project expenditures, as well as meet Governmental Accounting Standards Board's (GASB) Statement 34 which requires State and Local governments to depreciate their exhaustible capital assets,including infrastructure. The term"useful life"will be determined by either accepted standards &practices and/or best estimate based on industry or prior experience(s). Recommended estimates for"useful life" are as follows: Buildings and Building Improvements Parking Lots 25 years Buildings Foundation/Frame/Structure 40 years Paths and Trails 25 years Building Improvements 20 years Retaining Walls 20 years Tennis&Basketball Courts 20 years Infrastructure Roads &Highways (includes curb &gutter) Machinery and Equipment Sealcoats 3 years Business/Office Equipment 8 years Asphalt(Cold-Mixed) 5 years Custodial Equipment 5 years Asphalt(Hot-Mixed) 12 years Fire Department Equipment 7 years Concrete Pavement 25 years Furniture 15 years Sewer Mains, Lift Stations 50 years Grounds Equipment—Mowers 7 years Sanitary Mains 50 years Kitchen Equipment—Appliances 10 years Storm Mains 40 years Mounted Equip w/Truck Chassis 8 years Sidewalks 20 years Outdoor Equipment—Playgrounds 20 years Street Lights 30 years Plazas and Pavilions 40 years Water Mains 75 years Radio Communications 7 years Water System 40 years Water Meters 20 years Wells&Pump Houses 30 years Vehicles Land/Land Improvements Squad Cars 4 years Land No Depreciation Transit Buses 10 years Athletic Fields, Bleachers 15 years Cars, Light Trucks &Vans 10 years Benches, Tables, Grills 5 years Heavy trucks (more than 13,OOOlbs) 10 years Fencing, Gates 20 years Fire Trucks 15 years Landscaping,Ball Park 25 years Heavy Equipment-Loaders, Graders 10 years Outdoor Equipment 20 years Outdoor Lighting 20 years CIP Development Process The Capital Improvement Program will be developed on an annual basis and follow the process below as much as possible. Major Milestones Time Frame Process Step Deliverable/Output Participants Review of CIP Policy January Long Range Finance Possible recommendation to Council Analysis of available and February to March Director of Finance Established parameters for borrowing acceptable funding levels for Long Range Finance levels and expected expenditure limit for projects in the CIP. CIP. Major Milestones Time Frame Process Step Deliverable/Output Participants Submission of project requests Month of April Department Heads All requests sent to CIP document covering five-year period by Staff Members developer. department director on CIP request form and scoring sheet Preliminary CIP document Month of June Dept. of Public Works Draft CIP document. created Finance Department Department directors review of Mid June City Manager Preliminary CIP document. project requests with City Director of Finance Manager and Finance Director. Department Heads and Staff City Manager evaluation of July City Manager Recommended CIP document. projects based on review criteria Director of Finance and borrowing limits. Presentation of the proposed August City Manager Completed review ensuring alignment five-year CIP to the Plan Planning Department with Comprehensive Plan. Commission for consideration. Presentation of the proposed Month of October City Manager Receive comments and direction from five-year CIP to Common Director of Finance Common Council regarding projects for Council for consideration. Department Heads and final recommendation. Staff Recommendation to the November City Manager Adopted five-year CIP Common Council for final adoption. CIP Rankine Process Thirteen evaluation criteria have been developed to assist with prioritizing initial project requests. Each project included in the CIP will be evaluated against this criterion. This ensures the most objective process possible and leads to consistent decision making. The scoring which is derived from the tools below will assist the City Manager in prioritizing and preparing the final CIP plan. Every project is evaluated against each criterion and assigned points on a scale of 15, 10, 5, or 0. The project review criterion consists of the following categories: • Conformity to Approved City Strategic Plan • Mandates or Department Plan(s) • Public Health and Safety • Financial Commitments and Leverage of • Implementation Feasibility Outside Funding 9 Operating Budget Impact • Percentage of Population Served • Linkages to Other CIP Projects or Other • Project/Item Life Organization Projects • Estimated Frequency of Use (Average Per • Infrastructure Investment/Protection Year) • Encouragement of Economic Development • Service Level The City Manager also reserves the right to assess an extra 5 points per project.