capital improvements program (cip) improvement program/2018... · police/fire pension plan. the...

Capital Improvements Program

(CIP)

FY 2018 – FY 2022

Dr. Woody Brown, MayorCurtis Holmes, Vice Mayor

John L. CarrollSamantha Fenger

Donna HolckJamie RobinsonMichael Smith

Henry P. Schubert

Michael Staffopoulos

City Manager

Assistant City Manager

City of Largo, Florida

Proposed Five-Year Capital Improvements Programand Long Range Financial Plan

Fiscal Year 2018 to Fiscal Year 2022

04/01/17

Mayor and City Commission

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City Manager's Letter 1

Long Range Financial PlanNarrative 6General Fund 7Community Development Block Grant (CDBG) Fund 8County Gas Tax (CGT) Fund 9Construction Services Fund 10Community Redevelopment Agency - West Bay Drive (CRA-WBD) Fund 11Fleet Services Fund 12Golf Course Fund 14HOME Fund 15Housing Trust Fund (HTF) Fund 16Local Option Sales Tax (LOST) Fund 17Mobility Impact Fee (MIF) Fund 18Risk Fund 19SHIP Fund 20Solid Waste Fund 21Stormwater Fund 22Trust Funds 23Wastewater Fund 24Transportation Impact Fee (TIF) Fund 26

CIP SummaryCIP Scoring Criteria Guide 27Summary by Customer Project Type / Fund 29Summary by Project Type 30Summary by Fund 32Unfunded Projects 36

Facilities ProjectsFire Station Reconstruction Program 38Fire Station Renovation Program 39Largo Municipal Complex Chiller Replacements 40Parking Lot Resurfacing, Multiple Sites 41Police Building Repair & Maintenance 42WWRF – Biosolids Building Hardening 43WWRF – Operations Center Reconstruction 44Additional Restroom At Largo Central Park – Unfunded 45City Hall Reconstruction – Unfunded 46Central Park Performing Arts Center Maintenance – Unfunded 47Central Park Railroad Building – Unfunded 48City Logistics Warehouse Construction – Unfunded 49Parks Division Site Redesign and Reconstruction – Unfunded 50Public Works Complex Reconstruction – Unfunded 51SW Outdoor Restroom/Parking Lot Replacement – Unfunded 52

Mobility ProjectsCommunity Streets – 20th St NW 53Community Streets – Gladys St. 54Community Streets – Rosery Rd NE (1) 55Community Streets – Rosery Rd NE/NW (2) 56Downtown Plaza Enhancement – Unfunded 57Downtown Multimodal Improvements 58Hurricane Hermine Roadway Infrastructure Improvements 60

Table of Contents

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Table of Contents

Mobility Projects (cont'd)Neighborhood Roadways – 16th St NW 61Neighborhood Roadways – 112th Ave 62Neighborhood Roadways – 127th Ave N 63Neighborhood Roadways – Regina Dr 64Neighborhood Roadways – Stratford Dr 651st Ave NE Roadway & Infrastructure Improvements – Unfunded 66142nd Ave N/16th Ave SW Extension – Unfunded 67CRD Neighborhood Streets – 10th Street NW Extention – Unfunded 68Downtown Community Streets – 4th Street NW – Unfunded 69Major Corridor Traffic Safety Analysis – Unfunded 70Neighborhood Roadways – 2nd St SE/Public Works Entrance – Unfunded 71Unpaved Roads & Alleys – Unfunded 72Urban Trails – Belleair Road Corridor – Unfunded 73Urban Trails – Largo Connector Trail – Unfunded 74

Public Safety ProjectsFirefighter Escape Device Replacement 75Police Portable Radio Replacements 76Public Safety Staffing Plan 77Self Contained Breathing Apparatus (SCBA) Replacement 78Communication Center Additional Consoles – Unfunded 79

Recreation ProjectsFencing Replacement, Multi-Facility 80Playground Replacement 81Southwest Recreation Complex Gymnasium Improvements 82Bayhead Complex and Action Park Reconstruction – Unfunded 83Central Park Entrance Sign/Landscaping/Sculpture – Unfunded 84Central Park Trail Connection – Unfunded 85Design for the Mid-Section of Largo Central Park – Unfunded 86Duke Energy Trail Gateway – Unfunded 87Lake Villa Park Boardwalk – Unfunded 88Largo Central Park Playground Replacement – Unfunded 89Paddling Launches Throughout City – Unfunded 90Parkland Acquisition – Unfunded 91Southwest Aquatic Center Reconstruction – Unfunded 92Synthetic Turf on Football Field – Unfunded 93

Stormwater ProjectsChurch Creek Drainage Improvements Phase II and III 94McKay Creek Regional Watershed Management 95McKay Creek Basin - 20th Ave SW & 10th St SW Outfall Improvement – Unfunded 97Allen's Creek Regional Watershed Management – Unfunded 98Allen's Creek Basin - Deville Dr. Outfall Improvement – Unfunded 100Clearwater Largo Rd. Regional Watershed Management – Unfunded 101Long Branch Creek Regional Watershed Management – Unfunded 102Long Branch Creek Basin - Whitney Rd. Stormwater Infrastructure Imp. – Unfunded 104Starkey Rd Basin Regional Watershed Management – Unfunded 105Starkey Rd Basin - Channel 10 Ditch Outfall Improvement – Unfunded 107Stormwater Retrofit – Heather Hills (115th Street N) – Unfunded 108

Technology ProjectsComputer Server Replacement 109Enterprise Telephone System 110Network Segmentation Project 111Oracle Performance Upgrades 112

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Table of Contents

Technology Projects (cont'd)Enterprise Resource Planning Software Replacement – Unfunded 113Fiber Optic Data Network Reconfiguration – Unfunded 114

VehiclesBookmobile 115Vehicle Replacement Summary 116Recreation, Parks, & Arts Department/IT/Comm. Development Vehicles 117Environmental Services Department 118Fire Rescue Department 119Police Department 120Public Works Department 121

Wastewater ProjectsCollection System Scada Replacement 123Lift Station 2 Inflow and Infiltration Abatement 124Lift Station 3 Inflow and Infiltration Abatement 125Lift Station 10 Inflow and Infiltration Abatement 126Lift Station 15 Inflow and Infiltration Abatement 127Lift Station 19 and LS 2 Sub Basin Inflow and Infiltration Abatement 128Sanitory Sewer Overflow Prevention Projects 1, 2, 3 and 4 129WWRF Master Plan Improvgement - Biological Treatment Systems 130WWRF Master Plan Improvements - Biosolids Drying Facility 131WWRF - Biosolids Facility Improvements (Mechanical) 132WWRF - Effluent Disposal Alternative Analysis 133WWRF - Effluent Pipeline Capacity Increase and Extension 134

MapsFY 2018 - 2022 Capital Improvement Projects 135FY 2018 - 2022 Capital Improvement Roadway Projects 136FY 2018 - 2022 Capital Improvement Projects Map Reference Table 137

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April 1, 2017

Honorable Mayor Brown and Members of the City Commission:

In accordance with Section 5.05 of the City Charter, I hereby submit to the City Commission a proposed CapitalImprovements Program (CIP) for the five-year period covering Fiscal Years 2018 through 2022. The City Charterrequires that the City Manager submit a proposed CIP for a five-year period no later than April 1 of each year, andthat the City Commission adopt a CIP no later than the subsequent June 1. Projects over the five year period total$145,687,200.

In addition to proposed capital projects equaling at least $100,000, the CIP also includes vehicleadditions/replacements, significant maintenance programs, and large scale software purchases. The applicablerecurring impacts of these projects on the annual operating budget are included, recognizing that during certainproject lifecycles the ongoing operating costs can exceed the original capital costs. Projects funded in the CIP arein line with the City’s Strategic Plan Goals.

Financial Projections:The CIP is more than just a list of capital projects. It is a comprehensive financial projection exercise that alsoincludes personnel and operating costs, revenues, and fund balances. The Office of Management and Budget, incoordination with the Finance Department, has generated financial projections for the five-year period beginningwith FY 2018. Included are personnel or operating costs resulting from a CIP project, as well as projected costs forthe Public Safety Staffing Plan (PSSP). These multi-year financial projections enable the City Commission andCity Administration to maintain a long-term perspective when making decisions regarding both expenditures andrevenues.

Revenues – Revenue projections across all of the City’s funds have revealed that there are no drastic changes inexpected revenues from the time the FY 2018 Budget was adopted; however, early signs of a leveling off inrevenue growth are beginning to appear. Revenues in the City’s various service-based funds (Stormwater,Wastewater and Solid Waste) appear to be generating expected revenues. Revenues that serve as indicators ofthe larger economy (sales tax, user fees, Communication Services Tax (CST), and Business Tax Receipts (BTR))are showing signs of slower growth than initially projected. At the time the FY 2017 Budget was adopted, LocalOption Sales Tax (LOST) and state sales taxes were projected to grow at between 5% - 6%; six months later,these same revenues are growing at 3% - 4%, which has impacted both the LOST and General Funds. OtherGeneral Fund specific revenues such as BTR, Electric Utility Taxes and CST are growing at less than 2% ordeclining. User fee revenues from patrons to our recreation and cultural amenities are growing at 1% – 2%annually, which is not meeting or exceeding expenditure growth rates of between 1.5% and 4%. These revenuetrends reflect both a slow growing economy and a revenue structure dependent on economic activity such aselectric usage that will experience slowing growth due to changes in consumer behavior.

Other encouraging revenues in the General Fund are a mix of one-time and recurring revenue increases. First, theCity has included $500K in revenue for Squad 39 and additional EMS Coordinator funding by the Pinellas CountyEMS authority, which is being recommended for funding based on a data-driven county-wide ranking of contractorfunded units that should receive County funding due to call volume. Another positive revenue impact is related to aPayment In Lieu Of Taxes (PILOT) agreement the City has been pursuing through the legal system for the pastseveral years. The Florida Supreme Court recently ruled that the City is owed the back PILOT payments plus legal

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fees, as well as PILOT payments going forward. The total revenue impact for FY 2018 could be as much as$1.5M, but will be no less than $900K, so a $900K one-time revenue has been added to projections. Additionally,$85K annually has been included annually for PILOT payments due to the City going forward.

The final revenue change is related to the administrative services transfer from the Wastewater and Solid WasteFunds to the General Fund. This fee is currently set at 8% of total user fee revenue and goes to fund internalservices that without, those operations would have to fund their own separate operation (Information Technology,Finance (Account Payable, Payroll, etc.), Human Resources, Grounds Maintenance, Custodial, etc.). Included inthe respective fund projections, is a 1% increase in the administrative service transfer (from 8% to 9%), which hasnot been increased in four years.

Expenditures – The CIP process focuses mainly on projecting the City’s capital needs for the five-year planningperiod. General expenditure projections for personnel and operating are used across all funds. Personnel costsare projected to increase at 4% (salary and benefits), while operating costs are projected to increase anywherefrom 1.5% in the General Fund to 3% in the Wastewater Fund.

Also included in the expenditure projections are significant cost increases that the City will need to plan for in theupcoming annual budget cycle. This year’s major expenditure increase known at this time is related to thePolice/Fire Pension Plan. The annual Plan Valuation that determines the City’s annual mandatory contributionincluded a required contribution increase of $888,274 for FY 2018. This increase is due to two factors: first, theinvestment rate of return set by the Police/Fire Pension Board was reduced from 7.50% to 6.75%, and second, theexpected salary increases of covered Plan members increased from 5% to 8.8%. The salary increases are due toadditional police and fire positions added to the Plan through the PSSP and a variety of compression adjustmentsthat have been approved in recent collective bargaining contracts.

The result of this pension contribution increase is different in nature than what was experienced during therecession due to lower than expected investment performance. First, this cost increase is recurring until the timethe Pension Board increases the investment rate of return. Second, the City is adding positions to the pension planas proposed in the PSSP, which increases the number of employees who will receive a pension.

Unfortunately, this increase has more than an $888,000 impact on the General Fund five year projection. As aresult of recent gains in actual investment performance as well as increasing the required employee contribution,staff had projected the annual Pension Contribution to level out at approximately $5M annually. The new projectedcontribution is $6.3M annually, a difference of $1.3M annually and $6.5M for the five-year period. As a frame ofreference, the total PSSP increased General Fund expenditures by a total of $3M over five years. The $6.5MPension increase is more than double and in addition to the cost of the PSSP. As a result, the initial plan of addingPolice Officers and Firefighters is recommended to be extended out an additional two years so that the addition ofpersonnel is staggered; Police Officers in one year and Firefighters in another, and the addition of a second FirePublic Educator (.50FTE) has been removed from the Plan. Some CIP projects have also been deferred orunfunded. The table below shows the net impact to the General Fund after the PSSP is spread out as compared towhat was initially planed for when the FY 2017 Budget was adopted.

Revised PSSP with New Pension Contribution FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 TotalNew Police PSSP 0 257,800 0 268,100 278,800 804,700New Fire PSSP 238,900 0 258,000 0 0 496,900New Mandatory Pension Contribution 6,300,000 6,300,000 6,300,000 6,300,000 6,300,000 31,500,000Impact to General Fund 6,538,900 6,557,800 6,558,000 6,568,100 6,578,800 32,801,600

Net Impact to General Fund 1,042,200 1,259,700 1,021,200 1,568,100 1,578,800 6,470,000

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Fund Balances – When formulating recommended tax, utility rate, and user fee changes, a primary focus of theanalysis is on the ending available fund balance. In order to sustain service levels, keep up with the growing costof providing services, and ensure that reserves can weather unexpected situations, the City plans for tax, user feeand utility rate increases over a five-year period. At the time the FY 2017 Budget was adopted, staff projectedrequired property tax increases between 5% and 7% in the General Fund annually. As a result of the Police FirePension contribution increase, the tax increase projected for FY 2018 has increased from a projected 6% to 8%,with the remaining annual tax increases remaining at the FY 2017 projected levels. Unless additional revenuesources are identified or expenditures are reduced, these tax increases will be required because General Fundexpenditure growth is outpacing revenue growth.

In the City’s enterprise and special revenue funds, rate increases are projected over the five-year period. The tablebelow summarizes recommended increases in property taxes, utility rates and user fees covering the five-year CIPperiod. These are subject to future modification based on actual expenditures and revenues received, as well asany additional information that becomes available throughout the year.

Property Taxes/Utility Rates/User Fees

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022

Property Tax Revenue 8% 6% 7% 5% 5%

Stormwater 10% - - 20% -

Wastewater - - - - -

Solid Waste - - 15% - -

Golf Course - - - 10% -

Service-Level Enhancements:There are several changes to City service levels reflected in the five-year fund projections: public safety staffingincreases, the addition of a bookmobile, wastewater treatment plant and collection system improvements, andstaffing increases related to the acquisition and implementation of an enterprise telephone software system.

The City Commission has made increasing public safety staffing (Police, Fire, and Code Enforcement) a priority forFY 2016 and beyond to help address staffing shortage issues in the Fire Rescue Department, enhance proactivecommunity policing initiatives, and address issues of blight by increasing code enforcement staffing. Although theplan is recommended to be spread out between more fiscal years, the commitment remains to increase publicsafety staffing levels for the community.

The City is pleased to include in this CIP a service enhancement of adding a bookmobile, which will expand libraryservices to the east side of the community and allow access to library services to those that are unable to travel tothe library facility. This project will be funded 100% though a capital campaign by the Greater Largo LibraryFoundation (GLLF). The ongoing operating costs will also be funded 100% by the GLLF through ongoing fund-raising efforts.

The City is continuing on its course to improve its wastewater collection and treatment systems. The CIP includesthe completion of over $100M in projects that will better position the wastewater system to handle flow increasesdue to wet weather events, as well as reducing wet weather inflow and infiltration into the City’s wastewatersystem.

The final service-level enhancement included in the five-year General Fund projection is the acquisition andimplementation of an enterprise telephone software system. The current telephone system support is set to be

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discontinued by the manufacturer in 2018. Additionally, the City is in need of improved functionality to bettermanage call volumes and customer service expectations. In FY 2018 funding is included for the purchase of newsoftware and an additional IT Network Administrator Position that will be tasked with managing the new system.

Capital Project Discussion:Capital needs of the City are largely funded through sources other than the General and Internal Services Funds.Much work has been done in recent years to assess the City's infrastructure and capital needs, beginning with theWastewater Utility System, in compliance with the Florida Department of Environmental Protection (FDEP)mandated consent order improvements. A city-wide assessment of roadways, streets, and pavement conditionshas also been completed. The next assessment that is currently underway is of the city-wide stormwater system.Staff has preliminarily identified numerous stormwater needs that have been combined with street projects. TheCity has also adopted several standards that have set levels of service for new infrastructure projects, such as theCommunity Street standards. The purchase and implementation of GIS and an asset management system is nowbenefiting the wastewater system with the collection and tracking of data which was previously unavailable. Withthis information, staff has been able to identify current infrastructure needs, and will be able to continue to presentdata-driven recommendations on how best to address future capital projects. This ability will expand with theimplementation of a new city-wide asset management system that is currently underway.

A major change from the prior capital projections is the update to the LOST fund to include revenue projectionsand funded projects beyond the expiration of the current Penny, which were not presented in the last CIP cycle. InFebruary Pinellas County released the official revenue projections for the next ten-year sales tax period and theCity Commission approved project list for the next ten year period of the sales tax. The changes include a 3.5%revenue increase assumption and the following expenditure changes: programming of road reconstruction at $3Mannually beginning in 2022; $1.4M annually for stormwater system improvements, and funding for Fire Station 39Reconstruction. The project schedules are serving as placeholders until the referendum on the sales tax is held inNovember 2017 and staff has certainty regarding the revenue for the next ten year period.

Formatting Changes From Prior Year:While reviewing the individual CIP projects there are a number of changes to keep in mind. During the FY 2017CIP process, the document was re-organized by functional program area (e.g mobility, facilities, public safety).This format is continued this year, and the Focus Areas and Initiatives both reflect the City’s updated StrategicPlan. The format of the project pages has also undergone some changes as a result of automating the creation ofthe project page details in the City’s new budget software. Beginning at the top of the CIP project page, theComprehensive Plan element indicator was removed because in almost all cases it was classified as a CapitalImprovement Element, which is implied by the nature of the expenditure. Next, the project scoring has moved froma table indicating each individual category score at the bottom of the page to a total score reported at the top of thepage.

The final change to the CIP document involves the display of the Long Range Financial Plan (LRFP). There is nolonger a list of all the CIP projects at the bottom of each fund projection page. This was a manual data entryprocess performed by staff that has now been discontinued to allow time for higher value projects. A summary ofprojects by fund is still available in the Summary section of the document.

Conclusions:At this time the City's revenue growth is insufficient to support service level enhancements without increasingproperty taxes or finding alternative revenue sources. City staff will continue to explore ways to meet customerservice expectations, with an emphasis on reallocating existing resources, including personnel positions, wherepossible.

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In conclusion, I would like to thank the Department Directors, the Office of Management and Budget, and all thedepartment staff who worked together in creating the CIP. Additionally, I would like to thank the City Commissionfor their guidance and vision. I look forward to working together during the review of the Proposed CIP. Theprojects contained in this plan will support our mission to provide superior services to Largo residents andbusinesses in an effort to reach our vision of becoming the Community of Choice in Tampa Bay, while stillrespecting the fiscal constraints we face.

Respectfully submitted,

Henry P. Schubert, City Manager

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LONG RANGE FINANCIAL PLAN

The following tables summarizes financial projections for all budgeted funds made in preparation of the Cityof Largo's Capital Improvements Program (CIP) and Long Range Financial Plan. Financial projectionsmade by the City's Office of Management and Budget (OMB) and Finance Department are included for thenext five-year period.

All financial projections are based on the best information available at that time and are subject to change.All financial projections are updated twice annually, once while developing the CIP and Long RangeFinancial Plan and a second time during the annual budget process.

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FY 2018 - FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETGENERAL FUND FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022BEGINNING BALANCE 8,070,400 7,466,500 9,141,800 8,599,400 9,600,100 10,172,200 10,848,812 11,746,512Revenue

Property Tax 19,057,388 20,686,000 20,988,300 22,668,400 24,028,500 25,710,500 26,996,000 28,345,800Other Taxes 11,930,934 11,861,500 12,047,500 12,159,300 12,332,000 12,508,200 12,702,100 12,899,500Licenses & Permits 5,756,459 5,906,500 5,701,800 5,784,600 5,898,000 6,013,600 6,131,600 6,251,900Intergovernmental 17,505,976 19,571,500 18,694,400 19,901,100 19,997,000 20,633,600 21,294,500 21,980,900User Charges 4,671,193 4,726,600 4,755,300 4,786,100 4,863,000 4,943,800 5,026,100 5,110,000Fines 390,270 366,000 335,000 335,000 335,000 335,000 335,000 335,000Miscellaneous 1,994,536 1,877,100 1,890,400 3,031,200 2,076,100 2,088,200 2,100,500 2,112,900Interfund Charges / Transfers 3,194,537 3,333,500 3,322,100 3,656,700 3,715,600 3,893,200 3,956,200 4,020,700Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 64,501,293 68,328,700 67,734,800 72,322,400 73,245,200 76,126,100 78,542,000 81,056,700Fund Balance Added (-) / Used (+) -842,738 -1,224,500 542,400 -1,000,700 -572,100 -676,612 -897,700 -1,683,600

TOTAL RESOURCES 63,658,555 67,104,200 68,277,200 71,321,700 72,673,100 75,449,488 77,644,300 79,373,100Expenditures

Personnel (4%) 48,241,277 53,350,700 53,350,700 56,158,500 58,193,000 60,269,000 62,428,000 64,673,000Operating (1.5%) 13,860,398 15,426,700 15,426,700 15,658,100 15,893,000 16,131,400 16,373,400 16,619,000Other (4%) -342,200 -344,000 -344,000 -290,100 -305,300 -321,112 -427,500 -444,600Capital 1,899,080 1,832,800 3,061,100 3,155,900 2,316,800 2,925,400 2,929,000 2,265,800

Total Expenditures 63,658,555 70,266,200 71,494,500 74,682,400 76,097,500 79,004,688 81,302,900 83,113,200Change In Reserves 228,623 0 0 0 0 0 0 0Estimated Unexpended (4.5%) 0 -3,162,000 -3,217,300 -3,360,700 -3,424,400 -3,555,200 -3,658,600 -3,740,100

UNRESTRICTED FUND BALANCE 9,460,803 8,948,700 8,495,900 9,004,300 9,550,112 10,344,412 11,946,512 13,630,112

Property Tax Rate 5.3705 5.3705 5.3705 TBD TBD TBD TBD TBDRevenue Impact 8.72% Incr. 6.06% Incr. 6.06% Incr. 8% Incr. 6% Incr. 7% Incr. 5% Incr. 5% Incr.

UNRESTRICTED FUND BALANCE (MIN. 10%) 14.9% 12.7% 11.9% 12.1% 12.5% 13.1% 14.7% 16.4%

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FY 2018 - FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETCDBG FUND FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022BEGINNING BALANCE 0 0 0 0 0 0 0 0Revenue

Property Tax 0 0 0 0 0 0 0 0Other Taxes 0 0 0 0 0 0 0 0Licenses & Permits 0 0 0 0 0 0 0 0Intergovernmental 596,192 982,700 982,700 550,000 550,000 550,000 550,000 550,000User Charges 0 0 0 0 0 0 0 0Fines 0 0 0 0 0 0 0 0Miscellaneous 298,747 155,000 155,000 155,000 155,000 155,000 155,000 155,000Interfund Charges / Transfers 0 0 0 0 0 0 0 0Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 894,939 1,137,700 1,137,700 705,000 705,000 705,000 705,000 705,000

TOTAL RESOURCES 894,939 1,137,700 1,137,700 705,000 705,000 705,000 705,000 705,000Expenditures

Personnel (4%) 167,236 202,100 202,100 210,200 218,600 227,300 236,400 245,900Operating (2%) 604,179 714,100 714,100 344,800 336,400 327,700 318,600 309,100Other 123,524 221,500 221,500 150,000 150,000 150,000 150,000 150,000Capital 0 0 0 0 0 0 0 0

Total Expenditures 894,939 1,137,700 1,137,700 705,000 705,000 705,000 705,000 705,000Change In Reserves 0 0 0 0 0 0 0 0Estimated Unexpended (3%) 0 0 0 0 0 0 0 0

ENDING BALANCE 0 0 0 0 0 0 0 0

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FY 2018 - FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETCOUNTY GAS TAX FUND FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022BEGINNING BALANCE 4,028,182 3,570,600 3,695,800 872,400 948,100 211,600 843,300 946,500Revenue

Property Tax 0 0 0 0 0 0 0 0Other Taxes 0 0 0 0 0 0 0 0Licenses & Permits 0 0 0 0 0 0 0 0Intergovernmental 1,011,022 1,015,000 1,035,000 1,206,700 1,146,500 1,163,700 1,181,200 1,198,900User Charges 0 0 0 0 0 0 0 0Fines 0 0 0 0 0 0 0 0Miscellaneous 37,745 45,000 45,000 20,000 20,000 20,000 20,000 20,000Interfund Charges / Transfers 0 0 0 0 0 0 0 0Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 1,048,767 1,060,000 1,080,000 1,226,700 1,166,500 1,183,700 1,201,200 1,218,900


Personnel 0 0 0 0 0 0 0 0Operating 218,114 450,000 450,000 450,000 450,000 450,000 450,000 450,000Other 0 0 0 0 0 0 0 0Capital 322,002 3,286,000 3,453,400 701,000 1,453,000 102,000 648,000 1,075,000

Total Expenditures 540,116 3,736,000 3,903,400 1,151,000 1,903,000 552,000 1,098,000 1,525,000Change In Reserves -841,037

ENDING BALANCE 3,695,796 894,600 872,400 948,100 211,600 843,300 946,500 640,400

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FY 2018 - FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETCONSTRUCTION SERVICES FUND FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022BEGINNING BALANCE 3,976,134 4,062,300 3,698,800 3,728,600 3,555,300 3,315,200 3,116,900 2,692,100Revenue

Property Tax 0 0 0 0 0 0 0 0Other Taxes 0 0 0 0 0 0 0 0Licenses & Permits 1,963,790 2,000,000 2,000,000 1,750,000 1,802,500 1,856,600 1,912,300 1,969,700Intergovernmental 0 0 0 0 0 0 0 0User Charges 0 0 0 0 0 0 0 0Fines 0 0 0 0 0 0 0 0Miscellaneous 32,933 40,000 40,000 40,000 40,000 40,000 40,000 40,000Interfund Charges / Transfers 90,000 0 0 90,000 90,000 90,000 0 0Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 2,086,722 2,040,000 2,040,000 1,880,000 1,932,500 1,986,600 1,952,300 2,009,700


Personnel (4%) 838,472 1,345,900 1,345,900 1,399,700 1,455,700 1,513,900 1,574,500 1,637,500Operating (2%) 425,056 550,700 550,700 561,700 572,900 584,400 596,100 608,000Other (4%) 166,900 168,600 168,600 175,300 182,300 189,600 197,200 205,100Capital 714,965 50,800 50,800 24,700 76,000 12,000 134,400 42,200

Total Expenditures 2,145,393 2,116,000 2,116,000 2,161,400 2,286,900 2,299,900 2,502,200 2,492,800Change In Reserves -218,623 0 0 0 0 0 0 0Estimated Unexpended (5%) 0 105,800 105,800 108,100 114,300 115,000 125,100 124,600

ENDING BALANCE 3,698,840 4,092,100 3,728,600 3,555,300 3,315,200 3,116,900 2,692,100 2,333,600

FUND BALANCE % 172% 193% 176% 164% 145% 136% 108% 94%

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FY 2018 - FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETCOMMUNITY REDEVELOPMENT AGENCY FUND FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022BEGINNING BALANCE 1,293,400 1,392,100 1,833,300 1,735,200 1,628,900 1,335,600 1,877,200 2,482,100Revenue

Property Tax 268,263 321,100 320,600 355,700 392,800 436,000 473,100 511,800Other Taxes 0 0 0 0 0 0 0 0Licenses & Permits 0 0 0 0 0 0 0 0Intergovernmental 269,070 321,500 321,000 352,700 385,600 417,300 452,800 489,700User Charges 0 0 0 0 0 0 0 0Fines 0 0 0 0 0 0 0 0Miscellaneous 227,479 12,000 15,000 15,000 15,000 15,000 15,000 15,000Interfund Charges / Transfers 0 0 0 0 0 0 0 0Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 764,812 654,600 656,600 723,400 793,400 868,300 940,900 1,016,500


Personnel (4%) 76,297 80,600 80,600 83,800 87,200 90,700 94,300 98,100Operating (2%) 106,459 182,000 182,000 185,600 189,300 193,100 197,000 200,900Other (4%) 45,808 47,100 47,100 49,000 51,000 53,000 55,100 57,300Capital 179,983 445,000 445,000 537,000 792,800 0 0 0

Total Expenditures 408,547 754,700 754,700 855,400 1,120,300 336,800 346,400 356,300Change In Reserves 183,585 0 0 0 0 0 0 0Estimated Unexpended (3%) 0 0 0 25,700 33,600 10,100 10,400 10,700

ENDING BALANCE 1,833,250 1,292,000 1,735,200 1,628,900 1,335,600 1,877,200 2,482,100 3,153,000

FUND BALANCE % 449% 171% 230% 190% 119% 557% 717% 885%

11

FY 2018 - FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETFLEET SERVICES FUND FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022BEGINNING BALANCE 237,800 331,600 296,600 439,400 562,300 598,500 677,200 731,700Revenue

Property Tax 0 0 0 0 0 0 0 0Other taxes 0 0 0 0 0 0 0 0Licenses & Permits 0 0 0 0 0 0 0 0Intergovernmental 0 0 0 0 0 0 0 0User Charges 0 0 0 0 0 0 0 0Fines 0 0 0 0 0 0 0 0Miscellaneous 31,717 16,000 16,000 16,000 16,000 16,000 16,000 16,000Interfund Charges / Transfers 2,292,257 2,391,600 2,331,300 2,378,100 2,425,700 2,474,200 2,523,600 2,574,100Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 2,323,975 2,407,600 2,347,300 2,394,100 2,441,700 2,490,200 2,539,600 2,590,100


Personnel (4%) 933,187 1,004,600 1,004,600 1,044,800 1,086,600 1,130,100 1,175,300 1,222,300Operating (2%) 1,177,059 1,180,800 1,180,800 1,204,400 1,228,500 1,253,100 1,278,200 1,303,800Other (4%) 119,000 125,200 125,200 130,200 135,400 140,800 146,400 152,300Capital N/A N/A N/A N/A N/A N/A N/A N/A

Total Expenditures 2,229,246 2,310,600 2,310,600 2,379,400 2,450,500 2,524,000 2,599,900 2,678,400Estimated Unexpended (3%) 0 69,300 69,300 71,400 73,500 75,700 78,000 80,400

ENDING BALANCE 332,529 497,900 402,600 525,500 627,000 640,400 694,900 723,800Depreciation 34,465 36,800 36,800 36,800 36,800 36,800 36,800 36,800Change In Reserves -70,348 0 0 0 0 0 0 0Capital 0 0 0 0 -65,300 0 0 0

ENDING CASH BALANCE 296,646 534,700 439,400 562,300 598,500 677,200 731,700 760,600Note: Capital expenditures are not budgeted, depreciation is inlcuded in the Fleet Fund Budget.

FUND BALANCE % 13% 23% 19% 24% 24% 27% 28% 28%

12

FY 2018 - FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETGOLF COURSE FUND FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022BEGINNING BALANCE 281,500 233,100 339,200 339,200 340,700 316,000 108,200 114,400Revenue 10% Rate Incr.

Property Tax 0 0 0 0 0 0 0 0Other taxes 0 0 0 0 0 0 0 0Licenses & Permits 0 0 0 0 0 0 0 0Intergovernmental 0 0 0 0 0 0 0 0User Charges 851,164 873,400 929,000 938,500 943,400 948,300 1,039,300 1,044,400Fines 0 0 0 0 0 0 0 0Miscellaneous 16,248 16,500 17,700 17,700 17,700 17,700 17,700 17,700Interfund Charges / Transfers 0 0 0 0 0 0 0 0Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 867,412 889,900 946,700 956,200 961,100 966,000 1,057,000 1,062,100

TOTAL RESOURCES 1,148,912 1,123,000 1,285,900 1,295,400 1,301,800 1,282,000 1,165,200 1,176,500

ExpendituresPersonnel (4%) 390,498 433,000 433,000 450,300 468,300 487,000 506,500 526,800Operating (3%) 658,815 669,400 669,400 682,800 696,500 710,400 724,600 739,100Other 0 0 0 0 0 0 0 0Capital N/A N/A N/A N/A N/A N/A N/A N/A

Total Expenditures 1,049,313 1,102,400 1,102,400 1,133,100 1,164,800 1,197,400 1,231,100 1,265,900Estimated Unexpended (2%) 0 22,000 0 22,700 23,300 23,900 24,600 25,300

ENDING BALANCE 99,599 42,600 183,500 185,000 160,300 108,500 -41,300 -64,100Depreciation 190,747 183,000 190,700 190,700 190,700 190,700 190,700 190,700Change In Reserves 70,624 0 0 0 0 0 0 0Capital -21,743 -35,000 -35,000 -35,000 -35,000 -191,000 -35,000 -35,000

ENDING CASH BALANCE 339,227 190,600 339,200 340,700 316,000 108,200 114,400 91,600Note: Capital expenditures are not budgeted, depreciation is inlcuded in the Golf Course Fund Budget.

FUND BALANCE % 32% 17% 31% 30% 27% 9% 9% 7%

13

FY 2018 - FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETHOME FUND FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022BEGINNING BALANCE 0 0 0 0 0 0 0 0Revenue

Property Tax 0 0 0 0 0 0 0 0Other Taxes 0 0 0 0 0 0 0 0Licenses & Permits 0 0 0 0 0 0 0 0Intergovernmental 125,934 262,300 262,300 262,300 262,300 262,300 262,300 262,300User Charges 0 0 0 0 0 0 0 0Fines 0 0 0 0 0 0 0 0Miscellaneous 0 0 0 0 0 0 0 0Interfund Charges / Transfers 0 0 0 0 0 0 0 0Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 125,934 262,300 262,300 262,300 262,300 262,300 262,300 262,300

TOTAL RESOURCES 125,934 262,300 262,300 262,300 262,300 262,300 262,300 262,300

ExpendituresPersonnel (4%) 18,265 45,700 45,700 47,500 49,400 51,400 53,500 0Operating (1%) 107,669 216,600 216,600 214,800 212,900 210,900 208,800 262,300Other 0 0 0 0 0 0 0 0Capital 0 0 0 0 0 0 0 0

Total Expenditures 125,934 262,300 262,300 262,300 262,300 262,300 262,300 262,300Change In Reserves 0 0 0 0 0 0 0 0Estimated Unexpended (3%) 0 0 0 0 0 0 0 0

ENDING BALANCE 0 0 0 0 0 0 0 0

14

FY 2018 - FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETHOUSING TRUST FUND FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022BEGINNING BALANCE -12,900 -5,000 -4,400 3,500 11,400 19,300 27,200 35,100Revenue

Property Tax 0 0 0 0 0 0 0 0Other Taxes 0 0 0 0 0 0 0 0Licenses & Permits 0 0 0 0 0 0 0 0Intergovernmental 0 0 0 0 0 0 0 0User Charges 0 0 0 0 0 0 0 0Fines 0 0 0 0 0 0 0 0Miscellaneous 8,536 7,900 7,900 7,900 7,900 7,900 7,900 7,900Interfund Charges / Transfers 0 0 0 0 0 0 0 0Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 8,536 7,900 7,900 7,900 7,900 7,900 7,900 7,900

TOTAL RESOURCES -4,364 2,900 3,500 11,400 19,300 27,200 35,100 43,000Expenditures

Personnel (4%) 0 0 0 0 0 0 0 0Operating (1%) 0 0 0 0 0 0 0 0Other 0 0 0 0 0 0 0 0Capital 0 0 0 0 0 0 0 0

Total Expenditures 0 0 0 0 0 0 0 0Change In Reserves 0 0 0 0 0 0 0 0Estimated Unexpended (3%) 0 0 0 0 0 0 0 0

ENDING BALANCE -4,364 2,900 3,500 11,400 19,300 27,200 35,100 43,000

15

FY 2018 - FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETLOCAL OPTION SALES TAX FUND FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022BEGINNING BALANCE 8,033,917 8,319,500 8,911,600 2,568,500 1,869,000 2,341,900 1,566,200 3,003,200Revenue

Property Tax 0 0 0 0 0 0 0 0Other Taxes 0 0 0 0 0 0 0 0Licenses & Permits 0 0 0 0 0 0 0 0Intergovernmental 7,916,907 8,331,000 8,289,500 8,050,700 8,053,300 8,311,000 8,598,400 8,895,800User Charges 0 0 0 0 0 0 0 0Fines 0 0 0 0 0 0 0 0Miscellaneous 296,594 200,000 200,000 130,000 130,000 130,000 130,000 130,000Interfund Charges / Transfers 0 0 0 0 0 0 0 0Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 8,213,501 8,531,000 8,489,500 8,180,700 8,183,300 8,441,000 8,728,400 9,025,800


Personnel 0 0 0 0 0 0 0 0Operating 0 0 0 0 0 0 0 0Other 3,534,492 3,550,000 3,550,000 3,534,600 3,534,600 1,767,300 0 0Capital 3,452,415 11,282,600 11,282,600 5,345,600 4,175,800 7,449,400 7,291,400 6,858,800

Total Expenditures 6,986,907 14,832,600 14,832,600 8,880,200 7,710,400 9,216,700 7,291,400 6,858,800Change In Reserves -348,928

ENDING BALANCE 8,911,583 2,017,900 2,568,500 1,869,000 2,341,900 1,566,200 3,003,200 5,170,200

16

FY 2018 - FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETMOBILITY IMPACT FEE (MIF) FUND FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022BEGINNING BALANCE 0 0 186,800 388,800 591,800 795,800 1,001,800 1,209,800Revenue

Property Tax 0 0 0 0 0 0 0 0Other Taxes 0 0 0 0 0 0 0 0Licenses & Permits 0 0 0 0 0 0 0 0Intergovernmental 0 0 0 0 0 0 0 0User Charges 0 0 0 0 0 0 0 0Fines 0 0 0 0 0 0 0 0Miscellaneous 186,755 202,000 202,000 203,000 204,000 206,000 208,000 208,000Interfund Charges / Transfers 0 0 0 0 0 0 0 0Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 186,755 202,000 202,000 203,000 204,000 206,000 208,000 208,000

TOTAL RESOURCES 186,755 202,000 388,800 591,800 795,800 1,001,800 1,209,800 1,417,800Expenditures

Personnel 0 0 0 0 0 0 0 0Operating 0 0 0 0 0 0 0 0Other 0 0 0 0 0 0 0 0Capital 0 0 0 0 0 0 0 0

Total Expenditures 0 0 0 0 0 0 0 0Change In Reserves 0 0 0 0 0 0 0 0

ENDING BALANCE 186,755 202,000 388,800 591,800 795,800 1,001,800 1,209,800 1,417,800

17

FY 2018 - FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETRISK SERVICES FUND FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022BEGINNING BALANCE 2,850,200 2,884,800 2,350,600 2,624,100 2,717,000 2,607,900 2,273,300 1,687,000Revenue

Property Tax 0 0 0 0 0 0 0 0Other taxes 0 0 0 0 0 0 0 0Licenses & Permits 0 0 0 0 0 0 0 0Intergovernmental 0 0 0 0 0 0 0 0User Charges 0 0 0 0 0 0 0 0Fines 0 0 0 0 0 0 0 0Miscellaneous 55,128 45,000 45,000 45,000 45,000 45,000 45,000 45,000Interfund Charges / Transfers 10,196,691 11,218,200 11,188,900 12,077,800 13,051,200 14,117,400 15,285,600 16,566,100Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 10,251,819 11,263,200 11,233,900 12,122,800 13,096,200 14,162,400 15,330,600 16,611,100

TOTAL RESOURCES 13,102,019 14,148,000 13,584,500 14,746,900 15,813,200 16,770,300 17,603,900 18,298,100

ExpendituresPersonnel (4%) 379,355 437,500 437,500 455,000 473,200 492,100 511,800 532,300Operating (10%) 9,828,045 10,842,600 10,842,600 11,926,900 13,119,600 14,431,600 15,874,800 17,462,300Other (4%) 19,100 19,300 19,300 20,100 20,900 21,700 22,600 23,500Capital 0 0 0 0 0 0 0 0


ENDING BALANCE 2,875,519 3,187,600 2,624,100 2,717,000 2,607,900 2,273,300 1,687,000 820,500Depreciation 0 0 0 0 0 0 0 0Change In Reserves -524,915 0 0 0 0 0 0 0Capital 0 0 0 0 0 0 0 0

ENDING CASH BALANCE 2,350,604 3,187,600 2,624,100 2,717,000 2,607,900 2,273,300 1,687,000 820,500Note: Capital expenditures are not budgeted, depreciation is inlcuded in the Risk Fund Budget.

FUND BALANCE % 23% 28% 23% 22% 19% 15% 10% 5%

18

FY 2018 - FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETSHIP FUND FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022BEGINNING BALANCE 285,183 200,200 361,600 361,600 0 0 0 0Revenue

Property Tax 0 0 0 0 0 0 0 0Other Taxes 0 0 0 0 0 0 0 0Licenses & Permits 0 0 0 0 0 0 0 0Intergovernmental 387,272 810,300 810,300 510,000 510,000 510,000 510,000 510,000User Charges 0 0 0 0 0 0 0 0Fines 0 0 0 0 0 0 0 0Miscellaneous 296,669 200,000 200,000 200,000 200,000 200,000 200,000 200,000Interfund Charges / Transfers 0 0 0 0 0 0 0 0Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 683,941 1,010,300 1,010,300 710,000 710,000 710,000 710,000 710,000

TOTAL RESOURCES 969,125 1,210,500 1,371,900 1,071,600 710,000 710,000 710,000 710,000Expenditures

Personnel (4%) 96,244 62,300 62,300 64,800 67,400 70,100 72,900 75,800Operating (1%) 508,172 948,000 948,000 1,006,800 642,600 639,900 637,100 634,200Other 0 0 0 0 0 0 0 0Capital 0 0 0 0 0 0 0 0

Total Expenditures 604,416 1,010,300 1,010,300 1,071,600 710,000 710,000 710,000 710,000Change In Reserves -3,105 0 0 0 0 0 0 0

ENDING BALANCE 361,604 200,200 361,600 0 0 0 0 0

19

FY 2018 - FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETSOLID WASTE FUND FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022BEGINNING BALANCE 4,024,700 4,542,200 5,150,800 4,720,421 4,335,384 3,387,722 3,096,877 2,727,960Revenue 15% Rate Incr.

Property Tax 0 0 0 0 0 0 0 0Other taxes 0 0 0 0 0 0 0 0Licenses & Permits 0 0 0 0 0 0 0 0Intergovernmental 60,092 60,000 60,000 60,000 60,000 60,000 60,000 60,000User Charges 10,590,402 10,755,000 10,825,000 10,985,000 11,142,300 12,607,700 12,784,100 12,963,700Fines 0 0 0 0 0 0 0 0Miscellaneous 543,519 665,000 390,000 390,000 375,000 375,000 375,000 225,000Interfund Charges / Transfers 0 0 0 0 0 0 0 0Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 11,194,013 11,480,000 11,275,000 11,435,000 11,577,300 13,042,700 13,219,100 13,248,700


Personnel (4%) 3,218,599 3,572,800 3,572,800 3,715,700 3,864,300 4,018,900 4,179,700 4,346,900Operating (3%) 6,496,322 7,433,600 7,433,600 7,656,600 7,886,300 8,122,900 8,366,600 8,617,600Other (2%) 861,878 893,900 893,900 988,600 1,002,800 1,134,700 1,150,600 1,166,700Capital N/A N/A N/A N/A N/A N/A N/A N/A


ENDING BALANCE 4,641,914 4,892,000 5,358,521 4,659,784 4,052,022 4,083,277 3,577,860 2,834,644Depreciation 1,359,599 1,314,000 1,359,600 1,359,600 1,359,600 1,359,600 1,359,600 1,359,600Change In Reserves 1,486,094 0 0 0 0 0 0 0Capital -2,336,805 -1,997,700 -1,997,700 -1,684,000 -2,023,900 -2,346,000 -2,209,500 -2,850,900

ENDING CASH BALANCE 5,150,802 4,208,300 4,720,421 4,335,384 3,387,722 3,096,877 2,727,960 1,343,344Note: Capital expenditures are not budgeted, depreciation is inlcuded in the Solid Waste Fund Budget.

FUND BALANCE % 49% 35% 40% 35% 27% 23% 20% 10%

20

FY 2018 - FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETSTORMWATER FUND FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022BEGINNING BALANCE 2,513,434 2,903,000 3,136,300 827,400 1,813,300 1,765,500 3,145,100 3,958,100Revenue 10% Rate Incr. 20% Rate Incr.

Property Tax 0 0 0 0 0 0 0 0Other Taxes 0 0 0 0 0 0 0 0Licenses & Permits 0 0 0 0 0 0 0 0Intergovernmental 73,900 0 0 0 0 0 0 0User Charges 5,566,214 5,644,800 5,610,800 6,198,400 6,229,300 6,260,400 7,540,700 7,578,300Fines 0 0 0 0 0 0 0 0Miscellaneous 167,153 100,000 100,000 68,000 93,000 70,000 70,000 70,000Interfund Charges / Transfers 0 0 0 0 0 0 0 0Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 5,807,267 5,744,800 5,710,800 6,266,400 6,322,300 6,330,400 7,610,700 7,648,300


Personnel (4%) 2,076,144 2,303,900 2,303,900 2,396,100 2,491,900 2,591,600 2,695,300 2,803,100Operating (2%) 1,077,908 1,631,200 1,631,200 1,663,800 1,697,100 1,731,000 1,765,600 1,800,900Other (4%) 221,800 233,000 233,000 242,300 252,000 262,100 272,600 283,500Capital 819,988 4,171,400 4,273,700 1,256,200 2,264,400 626,700 2,422,000 3,846,200

Total Expenditures 4,195,840 8,339,500 8,441,800 5,558,400 6,705,400 5,211,400 7,155,500 8,733,700Change In Reserves -988,604Estimated Unexpended (5%) 0 500,000 422,100 277,900 335,300 260,600 357,800 436,700

ENDING BALANCE 3,136,257 808,300 827,400 1,813,300 1,765,500 3,145,100 3,958,100 3,309,400

FUND BALANCE % 75% 10% 10% 33% 26% 60% 55% 38%

21

FY 2018 - FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETTRUST FUNDS FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022BEGINNING BALANCE 3,819,017 2,437,100 3,811,300 3,522,500 3,140,900 2,954,900 2,826,400 2,676,300Revenue

Property Tax 0 0 0 0 0 0 0 0Other Taxes 0 0 0 0 0 0 0 0Licenses & Permits 0 0 0 0 0 0 0 0Intergovernmental 0 0 0 0 0 0 0 0User Charges 0 0 0 0 0 0 0 0Fines 114,823 101,000 101,000 101,000 101,000 101,000 101,000 101,000Miscellaneous 364,765 345,500 345,500 345,500 345,500 345,500 345,500 345,500Interfund Charges / Transfers 0 0 0 0 0 0 0 0Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 479,588 446,500 446,500 446,500 446,500 446,500 446,500 446,500

TOTAL RESOURCES 4,298,605 2,883,600 4,257,800 3,969,000 3,587,400 3,401,400 3,272,900 3,122,800

ExpendituresPersonnel (4%) 0 0 0 0 0 0 0 0Operating (2%) 399,416 549,900 549,900 558,100 566,500 575,000 583,600 592,400Other 0 11,400 11,400 0 0 0 0 0Capital 87,841 174,000 174,000 270,000 66,000 0 13,000 40,000

Total Expenditures 487,257 735,300 735,300 828,100 632,500 575,000 596,600 632,400Change In Reserves 0 0 0 0 0 0 0 0

ENDING BALANCE 3,811,348 2,148,300 3,522,500 3,140,900 2,954,900 2,826,400 2,676,300 2,490,400

22

FY 2018 - FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETWASTEWATER FUND (41/45) FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022BEGINNING BALANCE 29,385,100 28,686,026 39,140,100 36,757,473 26,429,059 14,967,510 10,827,969 6,172,588Revenue

Property Tax 0 0 0 0 0 0 0 0Other taxes 0 0 0 0 0 0 0 0Licenses & Permits 0 0 0 0 0 0 0 0Intergovernmental 0 0 0 0 0 0 0 0User Charges 23,162,268 22,749,000 22,749,000 22,976,500 23,206,200 23,438,100 23,672,500 23,909,200Fines 4,013 5,000 5,000 5,100 5,200 5,300 5,400 5,500Miscellaneous 558,183 437,000 437,000 441,400 445,800 450,300 454,800 459,300Interfund Charges / Transfers 0 0 0 0 0 0 0 0Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 23,724,463 23,191,000 23,191,000 23,423,000 23,657,200 23,893,700 24,132,700 24,374,000


Personnel (4%) 6,237,383 6,776,000 6,776,000 7,047,040 7,328,922 7,622,078 7,926,962 8,244,040Operating (3%) 8,226,780 13,487,300 13,487,300 13,891,919 14,308,677 14,737,937 15,180,075 15,635,477Other (2%) 1,855,859 1,850,000 1,850,000 2,067,900 2,088,600 2,109,400 2,130,500 2,151,800Capital N/A N/A N/A N/A N/A N/A N/A N/A

Total Expenditures 16,320,022 22,113,300 22,113,300 23,006,859 23,726,198 24,469,415 25,237,537 26,031,317Estimated Unexpended (5%) 0 1,009,600 0 1,610,480 1,660,834 1,712,859 1,766,628 1,822,192

ENDING BALANCE 36,789,541 30,773,326 40,217,800 38,784,094 28,020,894 16,104,653 11,489,760 6,337,463Transfer to Fund 42 0 0 0 0 0 0 0 0Debt Principal Payments -1,077,374 -5,824,909 -742,348 -4,437,605 -4,092,697 -5,231,498 -5,305,487 -5,382,800Capitalized Interest -141,808 -45,300 -405,779 -938,361 -910,317 -1,778,527 -1,503,425 -1,426,112Depreciation 4,610,390 5,467,800 5,467,800 6,881,030 8,261,030 8,343,640 8,343,640 8,427,077Capital -4,194,101 -7,780,000 -7,780,000 -13,860,100 -16,311,400 -6,610,300 -6,851,900 -5,447,100Change In Reserves 3,153,487 0 0 0 0 0 0 0

ENDING CASH BALANCE 39,140,135 22,590,917 36,757,473 26,429,059 14,967,510 10,827,969 6,172,588 2,508,527FUND BALANCE % 240% 102% 166% 115% 63% 44% 24% 10%RESERVE FOR FUND 45 4,486,326 6,082,346 4,486,300 4,486,300 4,486,300 4,486,300 4,486,300 4,486,300TOTAL FUND 41, 42 & 45 23,961,649 28,673,263 41,243,773 30,915,359 19,453,810 15,314,269 10,658,888 6,994,827

Note: Capital expenditures are not budgeted, depreciation is inlcuded in the Wastewater Fund Budget.

23

FY 2018 - FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETWASTEWATER FUND 42 FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022BEGINNING BALANCE -24,203,400 0 -19,664,800 0 0 0 0 0Revenue

Property Tax 0 0 0 0 0 0 0 0Other taxes 0 0 0 0 0 0 0 0Licenses & Permits 0 0 0 0 0 0 0 0Intergovernmental 0 0 0 0 0 0 0 0User Charges 0 0 0 0 0 0 0 0Fines 0 0 0 0 0 0 0 0Miscellaneous 0 0 0 0 0 0 0 0Interfund Transfer from Fund 41 0 0 0 0 0 0 0 0

Total Revenue 0 0 0 0 0 0 0 0

TOTAL RESOURCES -24,203,400 0 -19,664,800 0 0 0 0 0Expenditures

Personnel (4%) 0 0 0 0 0 0 0 0Operating (3%) 0 0 0 0 0 0 0 0Other 0 0 0 0 0 0 0 0Capital N/A N/A N/A N/A N/A N/A N/A N/A

Total Expenditures 0 0 0 0 0 0 0 0ENDING BALANCE -24,203,400 0 -19,664,800 0 0 0 0 0

Debt Proceeds 47,169,662 0 28,264,600 27,600,000 0 0Recurring Capital 0 0 0 0 0 0 0 0Debt Principal Payment 0 0 0 0 0 0 0 0CIP Capital -47,169,662 0 -8,599,800 -27,600,000 0 0 0 0Change In Reserves 4,538,588 0 0 0 0 0 0 0

ENDING CASH BALANCE -19,664,812 0 0 0 0 0 0 0

24

ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETFY 2018 - FY 2020 CIP TRANSP. IMPACT FEE (TIF) FUND FY 2016 FY 2017 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022BEGINNING BALANCE 3,790,343 3,672,800 3,652,700 1,453,700 1,472,700 1,483,700 1,480,700 1,373,700Revenue

0 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 0

147,257 40,000 30,000 20,000 20,000 20,000 15,000 10,0000 0 0 0 0 0 0 0

Property TaxOther TaxesLicenses & Permits IntergovernmentalUser ChargesFinesMiscellaneousInterfund Charges / Transfers Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 147,257 40,000 30,000 20,000 20,000 20,000 15,000 10,000


Personnel 0 0 0 0 0 0 0 0Operating 0 0 0 0 0 0 0 0Other 0 0 0 0 0 0 0 0Capital 309,889 2,229,000 2,229,000 1,000 9,000 23,000 122,000 575,000

Total Expenditures 309,889 2,229,000 2,229,000 1,000 9,000 23,000 122,000 575,000Change In Reserves 24,993 0 0 0 0 0 0 0

ENDING BALANCE 3,652,704 1,483,800 1,453,700 1,472,700 1,483,700 1,480,700 1,373,700 808,700

25

City of Largo, Florida FY 2018 – 2022 Capital Improvement Program

Project Evaluation and Criteria Scoring Public Health and Safety Does the project eliminate or prevent a health, environmental, or safety hazard? 5 Project completely eliminates or prevents a significant health, environmental, or safety

hazard for most City residents. 4 Project completely eliminates or prevents a significant health, environmental, or safety

hazard for some city residents (an individual street, neighborhood). 3 Project partially addresses or mitigates a health, environmental, or safety hazard for

most City residents. 2 Project partially addresses or mitigates a health, environmental, or safety hazard for

some City residents (an individual street, neighborhood). 1 Project eliminates a minor health, environmental, or safety hazard for some City

residents. 0 Project does not eliminate or prevent a health, environmental, or safety hazard. Infrastructure Investment and Protection How does the project protect and preserve the City's infrastructure? 5 The project improves and / or protects the City's existing infrastructure which has

passed the end of its useful life. 4 The project improves and/or protects the City’s existing infrastructure which is

approaching the end of its useful life. 3 The project maintains the City's existing infrastructure. 2 This project improves, but also adds to, the City’s overall existing infrastructure

(expansion). 1 Project expands but does not improve overall City infrastructure. 0 The project does not protect, preserve, or improve the City's infrastructure. Regulatory Requirements Is the project being driven due to current or future regulatory requirements? 5 The project is required due to immediate regulatory requirements or mandates 4 This project will partially contribute to meeting immediate regulatory requirements. 3 This project will be required for future regulatory requirements. 2 This project will partially contribute to meeting future regulatory requirements 1 This project may help address future regulatory compliance. 0 The project will not contribute to meeting any regulatory requirements or mandates Strategic Plan Focus Areas Does the project help meet the goals of the City’s Strategic Plan Focus Areas (sustainability, public health & safety, community pride)? 5 Project ties to 3 or more Focus Areas 3 Project ties to 2 Focus Areas 1 Project ties to 1 Focus Area 0 Project ties to no Focus Areas

26

Project Coordination Is the project linked to other existing or proposed projects managed by the City or an external agency? 5 The project requires partnership with an existing, funded project being managed by or

in conjunction with an external agency. Project will not proceed without Largo participation.

4 This project requires partnership with a proposed, unfunded project managed by or in conjunction with an external agency. Project will not proceed without Largo participation.

3 The project is linked to an existing, funded project being managed by the City. 2 The project is linked to a proposed, unfunded project being managed by the City. 1 The project is linked to a proposed, unfunded project being managed by an external

agency. 0 The project is not linked to any other existing or proposed projects Economic Development Does the project help stimulate (re)development of properties within the City? 5 The project involves public/private partnership and direct, guaranteed private

investment (ex: involves contract/agreement with developer). 4 The project involves public/private partnership and is based on developer discussions/recommendations. 3 The project involves primarily City effort and could stimulate private investment. 2 The project involves primarily City effort and supports requests from existing

businesses. 1 The project involves primarily City effort and will generally support existing businesses. 0 The project will not encourage increased economic (re)development within the City Future Budget Impact What impact will the project have on the City's budget in future years? 5 The project will decrease the City's operating budget in future years. 4 The project will have no net impact on the City’s operating budget in future years. 3 The project will lead to further capital projects in the future. 2 The project will increase the City’s operating budget in future years through minor O&M

costs. 1 The project will increase the City's operating budget due to significant O&M costs. 0 The project will increase the City's operating budget due to O&M costs and added

FTEs. Quality of Life Does the project improve the quality of life for Largo residents? 5 The project will provide significant or city-wide improvements to quality of life in Largo. 4 The project will provide significant improvement to quality of life in a neighborhood. 3 The project will provide general improvements to quality of life in Largo. 2 The project will provide general improvement to quality of life in a neighborhood. 1 The project may improve quality of life in Largo. 0 The project will provide no improvements to quality of life in Largo.

27

Summary by Project Type FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 TOTALFacilities Projects $1,100,000 $6,263,000 $4,840,000 $760,000 $44,000 $13,007,000Mobility Projects $3,703,000 $5,153,000 $427,000 $2,552,000 $6,356,000 $18,191,000Public Safety Projects $565,900 $729,000 $1,068,000 $761,900 $419,200 $3,544,000Recreation Projects $415,000 $65,000 $288,000 $402,000 $130,000 $1,300,000Stormwater Projects $131,000 $0 $0 $1,400,000 $1,400,000 $2,931,000Technology Projects $654,000 $547,600 $576,500 $440,600 $355,000 $2,573,700Vehicles $6,804,100 $5,873,400 $6,518,900 $9,763,300 $8,296,300 $37,256,000Wastewater Projects $40,449,900 $10,299,900 $5,899,900 $5,899,900 $5,349,900 $67,899,500TOTAL $53,822,900 $28,930,900 $19,618,300 $21,979,700 $22,350,400 $146,702,200

Summary by Fund FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 TOTALConstruction Services $24,700 $76,000 $12,000 $134,400 $42,200 $289,300County Gas Tax $701,000 $1,453,000 $102,000 $648,000 $1,075,000 $3,979,000Fleet Services $0 $65,300 $0 $0 $0 $65,300General $2,543,300 $1,693,300 $2,292,900 $2,287,500 $1,615,200 $10,432,200Golf Course $0 $0 $156,000 $0 $0 $156,000Local Option Sales Tax $5,345,600 $4,175,800 $7,449,400 $7,291,400 $6,858,800 $31,121,000Solid Waste $1,684,000 $2,023,900 $2,346,000 $2,209,500 $2,850,900 $11,114,300Stormwater $1,256,200 $2,264,400 $626,700 $2,422,000 $3,846,200 $10,415,500Transportation Impact Fee $1,000 $9,000 $23,000 $122,000 $575,000 $730,000Trust $270,000 $66,000 $0 $13,000 $40,000 $389,000Wastewater Capital $27,600,000 $0 $0 $0 $0 $27,600,000Wastewater Operations $13,860,100 $16,311,400 $6,610,300 $6,851,900 $5,447,100 $49,080,800West Bay Drive CRA $537,000 $792,800 $0 $0 $0 $1,329,800TOTAL $53,822,900 $28,930,900 $19,618,300 $21,979,700 $22,350,400 $146,702,200

FY 2018-2022 PROJECT SUMMARY

$0$10,000,000$20,000,000$30,000,000$40,000,000$50,000,000$60,000,000$70,000,000$80,000,000

FY 2018 - 2022 Summary by Type

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022

$0

$10,000,000

$20,000,000

$30,000,000

$40,000,000

$50,000,000

$60,000,000

FY2018 - 2022 Summary by Fund

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022

Revised - 28

Project Type / Name FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Project Score*

Facilities Projects $1,100,000 $6,263,000 $4,840,000 $760,000 $44,000 29Fire Station Reconstruction Program $0 $0 $4,000,000 $0 $0 24Fire Station Renovation Program $230,000 $35,000 $140,000 $250,000 $0 14Largo Municipal Complex Chiller & Boiler Replacements $0 $200,000 $350,000 $375,000 $0 13Parking Lot Resurfacing, Multiple Sites $0 $428,000 $350,000 $135,000 $44,000 18Police Building Repair and Maintenance $150,000 $0 $0 $0 $0 15WWRF - Biosolids Building Hardening $200,000 $1,600,000 $0 $0 $0 20WWRF - Operations Center Reconstruction $520,000 $4,000,000 $0 $0 $0 29Mobility Projects $3,703,000 $5,153,000 $427,000 $2,552,000 $6,356,000 19Community Streets - 20th St NW (PC05) $0 $0 $151,000 $803,000 $0 19Community Streets - Gladys St (PC03) $0 $0 $0 $0 $1,544,000 19Community Streets - Rosery Rd NE (1) (PC02) $709,000 $3,786,000 $0 $0 $0 19Community Streets - Rosery Rd NE(2)/NW (PC04/PC10) $0 $0 $0 $0 $506,000 19Downtown Multimodal Improvements $1,205,000 $932,000 $5,000 $5,000 $0 16Downtown Plaza Enhancement $65,000 $435,000 $0 $0 $0 15Hurricane Hermine Roadway Infrastructure Improvements $1,724,000 $0 $0 $0 $0 19Neighborhood Roadways - 112th Ave (TR81) $0 $0 $0 $0 $440,000 19Neighborhood Roadways - 16th St NW (TR26) $0 $0 $0 $244,000 $1,255,000 19Neighborhood Roadways - Regina Dr. (TR14) $0 $0 $0 $0 $159,000 19Neighborhood Roadways - Stratford Dr (TR72) $0 $0 $271,000 $1,396,000 $0 19Neighborhood Roadways - Valencia Dr S (TR02) $0 $0 $0 $104,000 $537,000 19Neighborhood Roadways- 127th Ave N (TR03) $0 $0 $0 $0 $1,915,000 19Public Safety Projects $565,900 $729,000 $1,068,000 $761,900 $419,200 24Firefighter Escape Device Replacement $0 $0 $0 $100,000 $0 22Police Portable Radio Replacements $250,000 $220,000 $220,000 $220,000 $0 24Public Safety Staffing Plan $315,900 $509,000 $258,000 $441,900 $419,200 21Self Contained Breathing Apparatus (SCBA) Replacement $0 $0 $590,000 $0 $0 18Recreation Projects $415,000 $65,000 $288,000 $402,000 $130,000 18Fencing Replacement, Multi-facility $75,000 $65,000 $75,000 $75,000 $130,000 14Playground Replacement $140,000 $0 $213,000 $327,000 $0 18Southwest Recreation Complex Gymnasium Improvements $200,000 $0 $0 $0 $0 13Stormwater Projects $131,000 $0 $0 $1,400,000 $1,400,000 24Church Creek Drainage Improvements Phase II and III $131,000 $0 $0 $0 $0 24McKay Creek Regional Watershed Management $0 $0 $0 $1,400,000 $1,400,000 24Technology Projects $654,000 $547,600 $576,500 $440,600 $355,000 23Computer Server Replacement $140,000 $150,000 $365,000 $225,000 $135,000 21Enterprise Telephone System $384,000 $147,600 $151,500 $155,600 $160,000 18Network Segmentation Project $130,000 $0 $0 $0 $0 23Oracle Performance Upgrades $0 $250,000 $60,000 $60,000 $60,000 6Vehicles $6,804,100 $5,873,400 $6,518,900 $9,763,300 $8,296,300 11Bookmobile $200,000 $50,000 $52,000 $54,000 $54,000 11Community Development Vehicles $102,500 $55,000 $0 $89,500 $70,400 0EMS Coordinator Vehicle $0 $0 $0 $0 $0 0Environmental Services Vehicles $235,200 $261,500 $649,400 $797,000 $0 0Fire Rescue Vehicles $1,946,000 $829,000 $1,150,000 $3,033,000 $1,837,000 0IT Vehicles $23,500 $24,700 $0 $0 $0 0Police Vehicles $1,496,600 $1,624,400 $1,713,400 $1,796,600 $1,402,400 0Public Works Vehicles $2,577,100 $2,783,400 $2,858,400 $3,632,000 $4,862,500 0RPA Vehicles $223,200 $245,400 $95,700 $361,200 $70,000 0

FY 2018-2022 PROJECT SUMMARY BY TYPE

Revised - 29


FY 2018-2022 PROJECT SUMMARY BY TYPE

Wastewater Projects $40,449,900 $10,299,900 $5,899,900 $5,899,900 $5,349,900 28Collection System SCADA Replacement $300,000 $0 $0 $0 $0 21Lift Station 10 Sanitary Sewer Service Area Inflow and Infiltration Abatement $0 $0 $0 $0 $199,900 26Lift Station 15 Sanitary Sewer Service Area Inflow and Infiltration Abatement $4,500,000 $0 $0 $0 $0 25Lift Station 19 And LS 2 Sub Basin 4 Sanitary Sewer Service Areas Inflow and Infiltration Abatement $0 $0 $0 $199,900 $4,900,000 26Lift Station 2 Sanitary Sewer Service Area Inflow and Infiltration Abatement $199,900 $5,799,900 $5,899,900 $5,500,000 $0 26Lift Station 3 Sanitary Sewer Service Area Inflow and Infiltration Abatement $0 $0 $0 $0 $0 26Sanitary Sewer Overflow Prevention Projects 1, 2, 3 and 4 $4,250,000 $4,500,000 $0 $0 $0 26WWRF - Biosolids Facility Improvements (Mechanical) $200,000 $0 $0 $0 $0 20WWRF - Effluent Disposal Alternative Analysis $0 $0 $0 $150,000 $0 26WWRF Effluent Pipeline Capacity Increase and Extension $0 $0 $0 $50,000 $250,000 18

WWRF Master Plan Improvements - Biological Treatment Systems $27,600,000 $0 $0 $0 $0 28WWRF Master Plan Improvements - Biosolids Drying Facility $3,400,000 $0 $0 $0 $0 22Grand Total $53,822,900 $28,930,900 $19,618,300 $21,979,700 $22,350,400 29

Project Type 5-Year TotalFacilities $13,007,000Mobility $18,191,000Public Safety $3,544,000Recreation $1,300,000Stormwater $2,931,000Technology $2,573,700Vehicles $37,256,000Wastewater $67,899,500Citywide Total $146,702,200

*Project scores in the project type subtotal lines (Ex: Facilities Projects) represent the highest scoring project within that category.This provides an at-a-glance view of the highest-scoring projects across funds.

Facilities9%

Mobility12% Public Safety

3%

Recreation1%

Stormwater2%

Technology2%Vehicles

25%

Wastewater46%

FY 2018 - 2022 CIPProject by Type

Facilities

Mobility

Public Safety

Recreation

Stormwater

Technology

Vehicles

Wastewater

Revised - 30


Construction Services Fund $24,700 $76,000 $12,000 $134,400 $42,200 21Community Development Vehicles $24,700 $26,000 $0 $57,400 $30,200 0Computer Server Replacement $0 $0 $0 $65,000 $0 21Oracle Performance Upgrades $0 $50,000 $12,000 $12,000 $12,000 6County Gas Tax (CGT) Fund $701,000 $1,453,000 $102,000 $648,000 $1,075,000 19Community Streets - 20th St NW (PC05) $0 $0 $49,000 $257,000 $0 19Community Streets - Gladys St (PC03) $0 $0 $0 $0 $106,000 19Community Streets - Rosery Rd NE (1) (PC02) $152,000 $800,000 $0 $0 $0 19Community Streets - Rosery Rd NE(2)/NW (PC04/PC10) $0 $0 $0 $0 $65,000 19Downtown Multimodal Improvements $95,000 $653,000 $0 $0 $0 16Hurricane Hermine Roadway Infrastructure Improvements $454,000 $0 $0 $0 $0 19Neighborhood Roadways - 112th Ave (TR81) $0 $0 $0 $0 $115,000 19Neighborhood Roadways - 16th St NW (TR26) $0 $0 $0 $105,000 $542,000 19Neighborhood Roadways - Regina Dr. (TR14) $0 $0 $0 $0 $111,000 19Neighborhood Roadways - Stratford Dr (TR72) $0 $0 $53,000 $274,000 $0 19Neighborhood Roadways - Valencia Dr S (TR02) $0 $0 $0 $12,000 $65,000 19Neighborhood Roadways- 127th Ave N (TR03) $0 $0 $0 $0 $71,000 19Fleet Services Fund $0 $65,300 $0 $0 $0 0Public Works Vehicles $0 $65,300 $0 $0 $0 0General Fund $2,543,300 $1,693,300 $2,292,900 $2,287,500 $1,615,200 24Bookmobile $200,000 $50,000 $52,000 $54,000 $54,000 11Community Development Vehicles $53,100 $29,000 $0 $32,100 $0 0Computer Server Replacement $100,000 $150,000 $350,000 $160,000 $105,000 21Downtown Multimodal Improvements $5,000 $5,000 $5,000 $5,000 $0 16Enterprise Telephone System $384,000 $147,600 $151,500 $155,600 $160,000 18Fencing Replacement, Multi-facility $75,000 $65,000 $75,000 $75,000 $130,000 14Fire Station Renovation Program $230,000 $35,000 $140,000 $250,000 $0 14Firefighter Escape Device Replacement $0 $0 $0 $100,000 $0 22IT Vehicles $23,500 $24,700 $0 $0 $0 0Network Segmentation Project $130,000 $0 $0 $0 $0 23Oracle Performance Upgrades $0 $75,000 $18,000 $18,000 $18,000 6Parking Lot Resurfacing, Multiple Sites $0 $45,000 $194,000 $135,000 $44,000 18Playground Replacement $0 $0 $0 $8,000 $0 18Police Building Repair and Maintenance $150,000 $0 $0 $0 $0 15Police Portable Radio Replacements $250,000 $220,000 $220,000 $220,000 $0 24Public Safety Staffing Plan $315,900 $297,800 $258,000 $308,100 $278,800 21Public Works Vehicles $203,600 $303,800 $143,700 $405,500 $755,400 0RPA Vehicles $223,200 $245,400 $95,700 $361,200 $70,000 0Self Contained Breathing Apparatus (SCBA) Replacement $0 $0 $590,000 $0 $0 18Southwest Recreation Complex Gymnasium Improvements $200,000 $0 $0 $0 $0 13Golf Course Fund $0 $0 $156,000 $0 $0 18Parking Lot Resurfacing, Multiple Sites $0 $0 $156,000 $0 $0 18

FY 2018-2022 PROJECT SUMMARY BY FUND

Revised - 31



Local Option Sales Tax (LOST) Fund $5,345,600 $4,175,800 $7,449,400 $7,291,400 $6,858,800 24Community Streets - Gladys St (PC03) $0 $0 $0 $0 $717,000 19Community Streets - Rosery Rd NE (1) (PC02) $193,000 $1,012,000 $0 $0 $0 19Community Streets - Rosery Rd NE(2)/NW (PC04/PC10) $0 $0 $0 $0 $127,000 19Downtown Multimodal Improvements $300,000 $0 $0 $0 $0 16EMS Coordinator Vehicle $0 $0 $0 $0 $0 0Fire Rescue Vehicles $1,946,000 $829,000 $1,150,000 $3,033,000 $1,837,000 0Fire Station Reconstruction Program $0 $0 $4,000,000 $0 $0 24Hurricane Hermine Roadway Infrastructure Improvements $1,270,000 $0 $0 $0 $0 19Largo Municipal Complex Chiller & Boiler Replacements $0 $200,000 $350,000 $375,000 $0 13McKay Creek Regional Watershed Management $0 $0 $0 $1,400,000 $1,400,000 24Neighborhood Roadways - 16th St NW (TR26) $0 $0 $0 $39,000 $197,000 19Neighborhood Roadways - Stratford Dr (TR72) $0 $0 $23,000 $120,000 $0 19Neighborhood Roadways - Valencia Dr S (TR02) $0 $0 $0 $75,000 $384,000 19Neighborhood Roadways- 127th Ave N (TR03) $0 $0 $0 $0 $654,000 19Parking Lot Resurfacing, Multiple Sites $0 $383,000 $0 $0 $0 18Playground Replacement $140,000 $0 $213,000 $319,000 $0 18Police Vehicles $1,496,600 $1,624,400 $1,713,400 $1,796,600 $1,402,400 0Public Safety Staffing Plan $0 $127,400 $0 $133,800 $140,400 21Solid Waste Fund $1,684,000 $2,023,900 $2,346,000 $2,209,500 $2,850,900 0Public Works Vehicles $1,684,000 $2,023,900 $2,346,000 $2,209,500 $2,850,900 0Stormwater Fund $1,256,200 $2,264,400 $626,700 $2,422,000 $3,846,200 24Church Creek Drainage Improvements Phase II and III $131,000 $0 $0 $0 $0 24Community Development Vehicles $24,700 $0 $0 $0 $0 0Community Streets - 20th St NW (PC05) $0 $0 $82,000 $431,000 $0 19Community Streets - Gladys St (PC03) $0 $0 $0 $0 $265,000 19Community Streets - Rosery Rd NE (1) (PC02) $348,000 $1,824,000 $0 $0 $0 19Community Streets - Rosery Rd NE(2)/NW (PC04/PC10) $0 $0 $0 $0 $161,000 19Downtown Multimodal Improvements $63,000 $0 $0 $0 $0 16Neighborhood Roadways - 112th Ave (TR81) $0 $0 $0 $0 $325,000 19Neighborhood Roadways - 16th St NW (TR26) $0 $0 $0 $100,000 $516,000 19Neighborhood Roadways - Regina Dr. (TR14) $0 $0 $0 $0 $33,000 19Neighborhood Roadways - Stratford Dr (TR72) $0 $0 $164,000 $845,000 $0 19Neighborhood Roadways - Valencia Dr S (TR02) $0 $0 $0 $17,000 $88,000 19Neighborhood Roadways- 127th Ave N (TR03) $0 $0 $0 $0 $1,190,000 19Oracle Performance Upgrades $0 $50,000 $12,000 $12,000 $12,000 6Public Works Vehicles $689,500 $390,400 $368,700 $1,017,000 $1,256,200 0Transportation Impact Fee (TIF) Fund $1,000 $9,000 $23,000 $122,000 $575,000 19Community Streets - 20th St NW (PC05) $0 $0 $19,000 $99,000 $0 19Community Streets - Gladys St (PC03) $0 $0 $0 $0 $416,000 19Community Streets - Rosery Rd NE (1) (PC02) $1,000 $9,000 $0 $0 $0 19Community Streets - Rosery Rd NE(2)/NW (PC04/PC10) $0 $0 $0 $0 $144,000 19Neighborhood Roadways - Regina Dr. (TR14) $0 $0 $0 $0 $15,000 19Neighborhood Roadways - Stratford Dr (TR72) $0 $0 $4,000 $23,000 $0 19Trust Funds $270,000 $66,000 $0 $13,000 $40,000 19Community Streets - 20th St NW (PC05) $0 $0 $0 $13,000 $0 19Community Streets - Gladys St (PC03) $0 $0 $0 $0 $40,000 19Community Streets - Rosery Rd NE (1) (PC02) $0 $66,000 $0 $0 $0 19Downtown Multimodal Improvements $270,000 $0 $0 $0 $0 16

Revised - 32



Wastewater Capital Project Fund $27,600,000 $0 $0 $0 $0 28

WWRF Master Plan Improvements - Biological Treatment Systems $27,600,000 $0 $0 $0 $0 28Wastewater Operations Fund $13,860,100 $16,311,400 $6,610,300 $6,851,900 $5,447,100 29Collection System SCADA Replacement $300,000 $0 $0 $0 $0 21Community Development Vehicles $0 $0 $0 $0 $40,200 0Community Streets - 20th St NW (PC05) $0 $0 $1,000 $3,000 $0 19Community Streets - Rosery Rd NE (1) (PC02) $15,000 $75,000 $0 $0 $0 19Community Streets - Rosery Rd NE(2)/NW (PC04/PC10) $0 $0 $0 $0 $9,000 19Computer Server Replacement $40,000 $0 $15,000 $0 $30,000 21Environmental Services Vehicles $235,200 $261,500 $649,400 $797,000 $0 0Lift Station 10 Sanitary Sewer Service Area Inflow and Infiltration Abatement $0 $0 $0 $0 $199,900 26Lift Station 15 Sanitary Sewer Service Area Inflow and Infiltration Abatement $4,500,000 $0 $0 $0 $0 25Lift Station 19 And LS 2 Sub Basin 4 Sanitary Sewer Service Areas Inflow and Infiltration Abatement $0 $0 $0 $199,900 $4,900,000 26Lift Station 2 Sanitary Sewer Service Area Inflow and Infiltration Abatement $199,900 $5,799,900 $5,899,900 $5,500,000 $0 26Lift Station 3 Sanitary Sewer Service Area Inflow and Infiltration Abatement $0 $0 $0 $0 $0 26Neighborhood Roadways - Stratford Dr (TR72) $0 $0 $27,000 $134,000 $0 19Oracle Performance Upgrades $0 $75,000 $18,000 $18,000 $18,000 6Sanitary Sewer Overflow Prevention Projects 1, 2, 3 and 4 $4,250,000 $4,500,000 $0 $0 $0 26WWRF - Biosolids Building Hardening $200,000 $1,600,000 $0 $0 $0 20WWRF - Biosolids Facility Improvements (Mechanical) $200,000 $0 $0 $0 $0 20WWRF - Effluent Disposal Alternative Analysis $0 $0 $0 $150,000 $0 26WWRF - Operations Center Reconstruction $520,000 $4,000,000 $0 $0 $0 29WWRF Effluent Pipeline Capacity Increase and Extension $0 $0 $0 $50,000 $250,000 18WWRF Master Plan Improvements - Biosolids Drying Facility $3,400,000 $0 $0 $0 $0 22West Bay Drive Community Redevelopment Agency (WBD-CRA)Fund $537,000 $792,800 $0 $0 $0 21Downtown Multimodal Improvements $472,000 $274,000 $0 $0 $0 16Downtown Plaza Enhancement $65,000 $435,000 $0 $0 $0 15Public Safety Staffing Plan $0 $83,800 $0 $0 $0 21Grand Total $53,822,900 $28,930,900 $19,618,300 $21,979,700 $22,350,400 29

*Project scores in the project type subtotal lines (Ex: Facilities Projects) represent the highest scoring project within that category.This provides an at-a-glance view of the highest-scoring projects across funds.

Revised - 33



Fund 5-Year TotalConstruction Services $289,300County Gas Tax $3,979,000Fleet Services $65,300General $10,432,200Golf Course $156,000LOST $31,121,000Solid Waste $11,114,300Stormwater $10,415,500TIF $730,000Trust $389,000Wastewater Capital $27,600,000Wastewater Operations $49,080,800WBD-CRA $1,329,800All Funds Total $146,702,200

Construction ServicesCounty Gas Tax

Fleet Services General

Golf Course

LOST

Solid Waste

Stormwater

TIFTrust

Wastewater Capital

Wastewater Operations

WBD-CRA

FY2018 - 2022 Projects by Fund

Construction Services

County Gas Tax

Fleet Services

General

Golf Course

LOST

Solid Waste

Stormwater

TIF

Trust

Wastewater Capital

Wastewater Operations

WBD-CRA

Revised - 34

Project Type Project Title Project Status Cost Estimate Project ScoreFacilities Projects City Hall Reconstruction Unfunded $20,000,000 24.00Facilities Projects City Logistics Warehouse Construction Unfunded $3,000,000 19.00Facilities Projects Public Works Complex Reconstruction Unfunded $18,000,000 19.00Facilities Projects Additional Restroom At Largo Central Park Unfunded $250,000 12.00Facilities Projects Central Park Performing Arts Center Maintenance Unfunded $120,000 15.00Facilities Projects Parks Division Site Re-Design and Reconstruction Unfunded $3,200,000 21.00

Facilities Projects Southwest Recreation Outdoor Restroom Replacement and Reconstruction of North Parking Lot

Unfunded $500,000 20.00

Facilities Projects Central Park Railroad Building Unfunded $400,000 13.00

Mobility Projects CRD Neighborhood Streets - 10th St NW Extension Unfunded $295,000 19.00

Mobility Projects Downtown Community Streets - 4th St NW Unfunded $1,100,000 22.00Mobility Projects Major Corridor Traffic Safety Analysis Unfunded $1,410,000 11.00Mobility Projects Unpaved Roads & Alleys Unfunded $2,970,000 18.00Mobility Projects Urban Trails - Belleair Road Corridor Unfunded $2,000,000 19.00Mobility Projects Urban Trails - Largo Connector Trail Unfunded $6,000,000 19.00Mobility Projects Neighborhood Roadways - 2nd St SE/Public Works

(TR07B)Unfunded $300,000 12.00

Mobility Projects 1st Ave NE Roadway & Infrastructure Improvements Unfunded $1,800,000 21.00

Mobility Projects 142nd Ave N/16th Ave SW Extension Unfunded $9,000,000 15.00

Public Safety Projects Communication Center Additional Consoles Unfunded $116,000 13.00

Recreation Projects Bayhead Complex and Action Park Reconstruction Unfunded $1,300,000 22.00

Recreation Projects Design for the Mid-Section of Largo Central Park Unfunded $150,000 19.00Recreation Projects Duke Energy Trail Gateway Unfunded $1,100,000 21.00Recreation Projects Paddling Launches throughout the City Unfunded $250,000 21.00Recreation Projects Synthetic Turf for Football Field Unfunded $600,000 15.00

FY 2018 - 2022 CIP Unfunded Projects

35

Project Type Project Title Project Status Cost Estimate Project Score


Recreation Projects Central Park Entrance Sign, Landscaping and Art Sculpture

Unfunded $225,000 19.00

Recreation Projects Central Park Trail Connection Unfunded $280,000 16.00Recreation Projects Parkland Acquisition Unfunded $2,000,000 16.00Recreation Projects Southwest Aquatic Center Construction Unfunded $9,200,000 25.00Recreation Projects Lake Villa Park Boardwalk Unfunded $250,000 16.00Recreation Projects Largo Central Park Playground Replacement Unfunded $1,000,000

Stormwater Projects Stormwater Retrofit - Heather Hills (115th St N) Unfunded $550,000 12.00Stormwater Projects Allen's Creek Regional Watershed Management Unfunded $740,000 24.00Stormwater Projects Long Branch Creek Regional Watershed Management Unfunded $5,250,000 24.00

Stormwater Projects Starkey Rd Basin Regional Watershed Management Unfunded $1,600,000 24.00

Stormwater Projects Clearwater Largo Rd Regional Watershed Management

Unfunded $350,000 24.00

Stormwater Projects Starkey Road Basin- Channel 10 Ditch Outfall Improvement

Unfunded $600,000 24.00

Stormwater Projects McKay Creek Basin- 20th Ave SW & 10th Street SW Outfall Improvement

Unfunded $275,000 24.00

Stormwater Projects Allen's Creek Basin- Deville Drive Outfall Improvement Unfunded $210,000 24.00

Stormwater Projects Long Branch Creek Basin- Whitney Road Stormwater Infrastructure Improvements

Unfunded $500,000 24.00

36

Project Type Project Title Project Status Cost Estimate Project Score


Technology Projects Fiber Optic Data Network Reconfiguration Unfunded $450,000 15.00Technology Projects Enterprise Resource Planning Software Replacement Unfunded $0 8.00

TOTAL $97,341,000

Project Type Cost EstimateFacilities $45,470,000Mobility $24,875,000Public Safety $116,000Recreation $16,355,000Stormwater $10,075,000

Technology $450,000Total $97,341,000

Total Unfunded Projects

Facilities47%

Mobility26%

Public Safety0%

Recreation17%

Stormwater10%

Technology0% FY 2018 - 2022 CIP

Unfunded Projects by Project Type

Facilities

Mobility

Public Safety

Recreation

Stormwater

Technology

37

City of Largo, Florida FY2018 – FY2022 CIP

Facilities Projects

FIRE STATION RECONSTRUCTION PROGRAM

Project Number: 3

Project Manager:

Facilities Manager

Additional FTEs:

0.00

Project Customer:

Administration

Estimated Useful Life:

40-50 Years

Strategic Focus Area:

Public Health and Safety

Project Status:

Funded

Strategic Plan Initiative:

Invest in Quality Public Infrastructure

Project Score:

24

Cost Estimate (unfunded):

$8,000,000

Project Description: Fire Station 39: This building has exceeded its useful life and currently is in need of a roof replacement and internal renovations. The building has no separate living quarters and has inadequate storage space for the needs of the department. This project is intended to work in coordination with the county project to rebuild Rainbow Village. The current building is 5,300 square feet and was constructed in 1979. Estimated Cost - $4,000,000 Fire Station 38: This is the newest of the three proposed stations, however, it still has many of the same issues. The roof and HVAC systems will need replacing, the building will need to be brought up to ADA and NFPA standards and living quarters will need redesign and reconfiguration. This building has gone through many changes due to personnel additions and changes over the last ten years. The current building is 6,500 square feet and was constructed in 1986. Estimated Cost - $4,000,000 Fire Station 42: In addition to issues regarding access and the age of the facility, this building has undergone multiple roof replacements, renovations, and updates throughout its life. It is recommended that a new building be constructed with better access for apparatus and better separation of living quarters for firefighters. The current building is 5,300 square feet and was constructed in 1978. Estimated Cost - $4,000,000

Revisions from Previous Year: Station 39 funded in FY 2021. Updated unfunded cost to reflect two unfunded stations.

Beyond 5 Years: N/A

Level of Service Change Due to Project: N/A

Funding Breakdown:

Fund 2018 2019 2020 2021 2022

Local Option Sales Tax (LOST) Fund

- - $4,000,000 - -

38

FIRE STATION RENOVATION PROGRAM

Project Number: 9

Project Manager:

Facilities Manager

Additional FTEs:

0.00

Project Customer:

Administration


40 Years


Sustainability

Project Status:

Funded



Project Score:

14

Project Description: The City of Largo operates six fire stations, 38, 39, 40, 41, 42 and 43. The stations are in need of significant repair, maintenance, and upgrade in order to remain operational. An outside consultant completed an analysis in 2015 which included a space needs analysis, identification of all current and immediate repair and maintenance needs and costs, and estimates on the remaining useful life of the buildings. The 2015 Needs Assessment indicated extensive repairs and upgrades for Largo Fire Rescue stations. The Largo Fire Rescue Department is looking ahead to replacing stations that have reached the end of their useful life, including fire stations 38, 39, 42, and 43. The replacement of Station 43 was initiated in FY 16 and will be completed in FY 17. Station 38 would be next, station 42 would be after station 38 and station 39 would be the last, in coordination with the county project to rebuild Rainbow Village. The Fire Rescue Departments aims to replace the latter three stations if the penny is re-approved in a voter referendum. Fire Station 38: Apparatus bay floor resurfacing, interior painting, and drop ceiling replacement. Station 38 is slated to be the first station to be replaced if the penny is re-approved. (Station was built in 1987) Fire Station 39: Roof replacement, apparatus bay floor resurfacing, and interior painting. Station 39 is scheduled to be replaced in coordination with the county project to rebuild Rainbow Village. (Station was built in 1980) Fire Station 40: Major roof repair, apparatus bay floor resurfacing, and interior painting. (Station was built in 1990) Fire Station 41: Flooring replacement, kitchen replacement, and interior painting. (Station was built in 1997) Fire Station 42: Roof replacement, apparatus bay floor resurfacing, and interior painting. Station 42 is slated to be the second station replaced if the penny is re-approved. (Station was built in 1978)

Revisions from Previous Year: N/A

Beyond 5 Years: N/A


Funding Breakdown:

Fund 2018 2019 2020 2021 2022

General Fund $230,000 $35,000 $140,000 $250,000 -

39

LARGO MUNICIPAL COMPLEX CHILLER & BOILER REPLACEMENTS

Project Number: 10

Project Manager:

Facilities Manager

Additional FTEs:

0.00

Project Customer:

City Hall


20 Years


Sustainability

Project Status:

Funded



Project Score:

13

Project Description: The City Hall and Police Department complexes utilize two water cooled chillers to provide chilled water to the various Air Conditioning systems being operated in those buildings. These chillers are housed in building 4 and have been operational since the City occupied the complex in 2000. The Facilities Management HVAC Crew maintains these chillers and at this point has fully rebuilt one of them. It is expected a rebuild will need to occur within the next 12 months for the other. Chillers usually have a 15 to 20 year life cycle. This project would place the replacement of one unit at 20 years, and the second at 21.

Revisions from Previous Year: Boiler has been added to project. Project costs moved to Local Option Sales Tax fund.

Beyond 5 Years: N/A


Funding Breakdown:

Fund 2018 2019 2020 2021 2022


- $200,000 $350,000 $375,000 -

40

PARKING LOT RESURFACING, MULTIPLE SITES

Project Number: 11

Project Manager:

Facilities Manager

Additional FTEs:

0.00

Project Customer:

Parks Administration


20 Years



Project Status:

Funded



Project Score:

18

Project Description: This project is a multi-year maintenance project to resurface parking lots at various City facilities. The projects involve complete resurfacing, sealing and striping.

Revisions from Previous Year: Highland Recreation Complex, and Largo Municipal Complex Buildings 1 and 2 added to the project. Largo Central Park lots moved to Local Option Sales Tax Fund. Removed Parks Administration and included it with the reconstruction project. Bonner and Belcher lots moved from FY18 to FY20. Removed Public Works Complex parking lot from FY20.

Beyond 5 Years: Parking lots will require ongoing preventive repair and maintenance.


Funding Breakdown:

Fund 2018 2019 2020 2021 2022

General Fund - $45,000 $194,000 $135,000 $44,000

Golf Course Fund - - $156,000 - -


- $383,000 - - -

41

POLICE BUILDING REPAIR AND MAINTENANCE

Project Number: 12

Project Manager:

Facilities Manager

Additional FTEs:

0.00

Project Customer:

Communications Center


15 Years



Project Status:

Funded



Project Score:

15

Project Description: The Police Department building has been undergoing renovations over the last several years. In FY 2018 it is anticipated that the Communications Center will require the same remodeling/renovation that the rest of the building received in FY 2015 and FY 2016. This portion of the project is expected to occur in FY 2018 because it is anticipated that negotiations with Pinellas County 911 regarding dispatch consolidation will be resolved. The project scope includes the following: installing an elevated supervisor station; re-route wires from floor to ceiling cable runs, repair/replace/reconfigure workstations to maximize space usage; install overhead lighting system; and, creating a permanent quiet room for dispatchers.


Beyond 5 Years: N/A


Funding Breakdown:

Fund 2018 2019 2020 2021 2022

General Fund $150,000 - - - -

42

WWRF - BIOSOLIDS BUILDING HARDENINGProject Number: 13

Project Manager: Facilities Manager Additional FTEs: 0.00

Project Customer: Wastewater Treatment Plant

Estimated Useful Life: 35 Years


Sustainability Project Status: Funded



Project Score: 20

Project Description: The Biosolids building is a large industrial, pre-engineered metal building. It houses most of the operating components used to convert wastewater solids into a Class AA Biosolid product, used for fertilization. Due to the essential nature of the facility and the potential for the facility to sustain significant damage during a hurricane, a study was conducted to evaluate the structural performance of the building under the effects of a Category 3 hurricane. Based on the results of the contracted study, scope for this project includes either 1) structural modifications to the existing building, including roofing work, wall work, all structural bracing and stiffening, replacement of doors, windows, louvers (framed openings), fans, and painting or 2) replacement of the the entire building.

Revisions from Previous Year: Construction Costs Increased $200,000 from FY2017-2021 CIP.

Beyond 5 Years: N/A


Funding Breakdown: Fund 2018 2019 2020 2021 2022

Wastewater Operations Fund $200,000 $1,600,000 - - -

43

WWRF - OPERATIONS CENTER RECONSTRUCTION

Project Number: 14

Project Manager:

Facilities Manager

Additional FTEs:

0.00

Project Customer:

Wastewater Treatment Plant


50 Years


Sustainability

Project Status:

Funded



Project Score:

29

Project Description: The existing WWRF control building and laboratory, both of which are approximately 40 years of age, are not hurricane hardened. As these structures are essential to treatment plant operations, the Department would like to construct a new facility so that staff could continue to operate the plant after a storm event. This would entail design and construction of a new two-story building overlooking the process trains, which would be hurricane hardened for safe quartering during a storm. It would contain the main control room for SCADA workstations, a server room, a full laboratory for permit required lab analysis, storage for chemicals & supplies, a bunker/lounge area, a records room, and a variety of other needs to be determined during the decision process.


Beyond 5 Years: N/A


Funding Breakdown:

Fund 2018 2019 2020 2021 2022

Wastewater Operations Fund $520,000 $4,000,000 - - -

44

ADDITIONAL RESTROOM AT LARGO CENTRAL PARK

Project Number: 15

Project Manager:

Facilities Manager

Additional FTEs:

0.00

Project Customer:

Largo Central Park


40 Years



Project Status:

Unfunded



Project Score:

12


$250,000

Project Description: Largo Central Park proper is a 33 acre, active park used by the community for a variety of special events throughout the year. Over one million visitors utilize the park to attend special events, have family gatherings, and utilize the playground. The one restroom building has proven to be insufficient for the average use of the park, especially during the winter event season. Staff recommends adding a second restroom across the park from the current facility. This would eliminate or reduce the amount of port-a-lets utilized during events and provide needed services to park patrons.


Beyond 5 Years: N/A


45

CITY HALL RECONSTRUCTION

Project Number: 1

Project Manager:

Facilities Manager

Additional FTEs:

0.00

Project Customer:

City Manager’s Office


40-50 Years


Sustainability

Project Status:

Unfunded



Project Score:

24


$20,000,000

Project Description: The current city hall building is 57,740 square feet and was constructed in 1973 (44 years). The building has a number of issues: it is not rated for hurricane winds and is in a flood plain; the electrical and plumbing systems that are original to the building and are repeatedly needing repair; the HVAC system is original to the building, is not energy efficient, and many of the components are no longer manufactured. Additionally, the City is outgrowing the current size and due to the configuration of the building. The estimate would construct a new building with the same square footage of the current City Hall and does not include land acquisition or design costs at this time. (Note: the same square footage estimate is used because the current building has large areas of non-functional space that could be re-purposed with a different design.) Policy direction is needed to determine the needs for inside a new City Hall building. Depending on the location and design of a new facility, opportunities may exist for public-private partnerships that could help spur economic development.

Revisions from Previous Year: Staff will begin conducting research on public-private partnership opportunities for a future City Hall reconstruction project.

Beyond 5 Years: N/A


46

CENTRAL PARK PERFORMING ARTS CENTER MAINTENANCE

Project Number: 16

Project Manager:

Facilities Manager

Additional FTEs:

0.00

Project Customer:

Largo Cultural Center


25 Years


Community Pride

Project Status:

Unfunded



Project Score:

15


$120,000

Project Description: This project is a multi-year maintenance project of the Central Park Performing Arts Center. The first phase was initiated in FY 2015, with roof replacement and exterior wall and roof maintenance. The second phase in FY 2016 involved the replacement of the ceiling in the Parkview room, renovation of the restrooms, lighting replacement in the playhouse, and lobby improvements that include wall covering as well as carpet replacement. The next phase is recommended for FY 2018, and includes the painting of the Tonne playhouse and raising the ceiling in the lobby and adding two chandeliers. The Suncoast Performing Arts Foundation has pledged to fund up to $50,000 to offset this cost. The final phase, in FY 2022, is the replacement of the retractable seating system, which is 20 years old and has reached its useful life expectancy, and the replacement of the flooring in the Tonne playhouse.

Revisions from Previous Year: Changed the title to reflect change in facility name. Added painting and flooring in the Tonne playhouse.

Beyond 5 Years: N/A

Level of Service Change Due to Project: Improvements provide an updated Central Park Performing Arts Center facility for patrons.

47

CENTRAL PARK RAILROAD BUILDING

Project Number: 128

Project Manager:

Parks Superintendent

Additional FTEs:

0.00

Project Customer:

Largo Central Park


30 years


Community Pride

Project Status:

Unfunded


Cultivate and Support a Vibrant Intergenerational Community That Attracts Residents & Businesses

Project Score:

13


$400,000

Project Description: The Largo Central Railroad is a volunteer hobby group. They provide monthly miniature train rides in Largo Central Park to the general public, making them a very popular attraction in the area drawing over 4,000 people to the park the first full weekend of every month. They also offer their services to families for birthday parties and during special events. The railroad group also maintains the train tracks in the park, and have been instrumental in the development of Largo Central Park. Currently, the group stores their trains and maintenance supplies in metal buildings on site. They have approached the City about replacing the existing buildings, which have reached their expected life expectancy. Staff recommends replacing all the buildings with one fabricated structure that allows for storage, maintenance space, an office for the club, and an educational classroom to allow them to continue and expand their educational programs on the history of railroads and trains. This is an excellent public/private partnership between the City and the Largo Central Railroad organization. Grant funding through the Florida Recreation Development Assistance Program is recommended for this pursuit to assist in funding this project. Grant funding can support up to 50% of the cost of the project. The railroad organization has already initiated fundraising activity and anticipates raising as much as $50,000 to offset the city's portion of the project funding.


Beyond 5 Years: N/A


48

CITY LOGISTICS WAREHOUSE CONSTRUCTION

Project Number: 2

Project Manager:

Facilities Manager

Additional FTEs:

0.00

Project Customer:



40-50 Years


Sustainability

Project Status:

Unfunded



Project Score:

19


$3,000,000

Project Description: The City of Largo's Operational Departments have a number of storage area deficiencies. The Public Works Department needs storage for emergency supplies, the Fire Rescue and Police Departments needs storage for backup apparatus and equipment, and the Parks and Arts Divisions need storage for supplies as well. The City has discussed building a warehouse facility to provide space for these departments near the fire training tower in the south public works storage yard. This building would be similar in size and scope as the new ES Warehouse being built currently. There would be 10,000 square feet of storage space, a small office area, and the building would be wind rated for emergency use. There is the potential to coordinate this project in conjunction with the Public Works Complex Reconstruction project.


Beyond 5 Years: N/A


49

PARKS DIVISION SITE RE-DESIGN AND RECONSTRUCTION

Project Number: 4

Project Manager:

Facilities Manager

Additional FTEs:

0.00

Project Customer:



40-50 Years


Sustainability

Project Status:

Unfunded



Project Score:

21


$3,200,000

Project Description: The City's Facilities Management Division performed a space needs and HVAC Analysis on the current Parks Division building. There are issues with the age of the structure, and proper ventilation of the plumbing. Staff has found mold issues and other health hazards which were remediated as they were reported. The building itself does not meet the current needs of the Parks Division and access as well as storage space needs to be improved. This project includes the demolition of the existing building as well as the reorganization of the site to provide better storage, management, and coordination for the Parks Division. The associated cost is based upon a like-for-like replacement of the existing building, storage areas, equipment shelter and parking lot. The current building's square footage is 7,434 and was constructed in 1976.

Revisions from Previous Year: Updated cost to reflect inflation as well as addition of parking lot reconstruction. Parking lot component was moved from standalone parking lot re-surfacing projects in the CIP.

Beyond 5 Years: N/A


50

PUBLIC WORKS COMPLEX RECONSTRUCTION

Project Number: 5

Project Manager:

Facilities Manager

Additional FTEs:

0.00

Project Customer:

Administration


40-50 Years


Sustainability

Project Status:

Unfunded



Project Score:

19


$18,000,000

Project Description: Due to the complex being built on a former closed landfill, the soil underneath the complex is giving way to considerable damage to both the pavement used around the building and the buildings themselves. The Administration building is showing settling in both the facilities workshop and the fleet central stores area and while currently not a structure issue, may be in the near future. The building does not currently meet some ADA requirements for facilities of this nature and size and the building has had multiple issues with water intrusion over the past ten years. It is in the intention that through this project Public Works administrative and management functions can be reviewed, centralized, and coordinated more efficiently. This project scope and cost is based upon engineering estimates and a space needs analysis done in 2013. Costs include the environmental remediation, the moving of the fuel island, the consolidation of the divisions into one building, and associated vehicle storage areas. Total square footage of existing buildings is 44,528, Public Works Administration and Fleet building was constructed in 1976 and the Solid Waste facility was constructed in 1990.


Beyond 5 Years: N/A


51

SOUTHWEST RECREATION OUTDOOR RESTROOM REPLACEMENT AND RECONSTRUCTION OF NORTH PARKING LOT

Project Number: 100

Project Manager:

Facilities Manager

Additional FTEs:

0.00

Project Customer:

Southwest Recreation Complex


40



Project Status:

Unfunded



Project Score:

20


$500,000

Project Description: This project involves the replacement of the outdoor restroom in the park at the Southwest Recreation Complex as well as resurfacing of the parking lot in the northern section of the property, including converting the existing shell portion of the parking lot into asphalt. The outdoor restroom at the Southwest Recreation Complex is over 30 years old and in need of major renovations. This project includes the purchase and installation of an outdoor restroom to replace the existing restroom. The restroom is designed to serve the park patrons, softball players, little league, playground and the outdoor basketball users; however, the restroom is situated closer to the pool and far from the little league field and basketball courts. Since the existing facility is not located within a safe lighted distance to the users, staff recommends that a prefabricated restroom facility be installed closer to the park amenities most used in the evenings. The project includes the cost of installing a new restroom, including a storage area for the Parks Division. The project also includes renovations to the adjacent parking lot on the north side of the complex. Cost Estimates: Restroom Relocation - $300,000; Parking Lot Reconstruction - $150,000; Parks Storage (either as part of the new restroom or renovating existing building) - $50,000

Revisions from Previous Year: Added north parking lot replacement from parking lot repaving project.

Beyond 5 Years: Facility and parking lot will require ongoing preventive maintenance.


52


Mobility Projects

COMMUNITY STREETS - 20TH ST NW (PC05)

Project Number: 21

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

Street Maintenance


25 Years


Sustainability

Project Status:

Funded



Project Score:

19

Project Description: The City of Largo Community Street Network consists of over 90 miles of interconnected streets, sidewalks, trails and unimproved rights-of-way within central Pinellas County. The City has two goals for the Community Street Network: improving community streets to provide safe and efficient routes from neighborhoods to local destinations; and accommodating growth by improving mobility for all users, especially pedestrians and bicyclists, within constrained rights-of-way that cannot be expanded to accommodate additional automobiles. This includes promoting use of transit, and addressing deficient bicycle and pedestrian accommodations along community streets. The existing transportation facilities on the City's Community Streets do not meet level of service goals for bicycle and pedestrian activities, due to a lack of bicycle facilities, gaps or obstacles along existing sidewalks, inadequate roadway crossings, or other safety hazards. In addition to improving transportation, this project includes critical repairs and rehabilitation of existing infrastructure including pavement, sidewalk, and underground stormwater and wastewater facilities. Consolidating multiple infrastructure improvements into single projects will minimize construction impacts on the community and reduce overall costs. Paving group PC05 consists of 0.44 miles of schedules pavement improvements. The project scope includes pedestrian, bicycle, sidewalk, stormwater infrastructure and water quality improvements.


Beyond 5 Years: This asset will require ongoing maintenance throughout its expected service life.

Level of Service Change Due to Project: Investments in pedestrian and bicycle improvements along these roadways will not only serve to expand transportation options for residents of the City, but also will serve to reduce the number of bicycle and pedestrian-related accidents that occur along these streets. Improvements to the pavement, stormwater and wastewater infrastructure will preserve or restore level of service.

Funding Breakdown:

Fund 2018 2019 2020 2021 2022

County Gas Tax (CGT) Fund - - $49,000 $257,000 -

Stormwater Fund - - $82,000 $431,000 -

Transportation Impact Fee (TIF) Fund

- - $19,000 $99,000 -

Trust Funds - - - $13,000 -

Wastewater Operations Fund - - $1,000 $3,000 -

53

COMMUNITY STREETS - GLADYS ST (PC03)

Project Number: 19

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

Street Maintenance


25 Years


Sustainability

Project Status:

Funded



Project Score:

19

Project Description: The City of Largo Community Street Network consists of over 90 miles of interconnected streets, sidewalks, trails and unimproved rights-of-way within central Pinellas County. The City has two goals for the Community Street Network: improving community streets to provide safe and efficient routes from neighborhoods to local destinations; and accommodating growth by improving mobility for all users, especially pedestrians and bicyclists, within constrained rights-of-way that cannot be expanded to accommodate additional automobiles. This includes promoting use of transit, and addressing deficient bicycle and pedestrian accommodations along community streets. The existing transportation facilities on the City's Community Streets do not meet level of service goals for bicycle and pedestrian activities, due to a lack of bicycle facilities, gaps or obstacles along existing sidewalks, inadequate roadway crossings, or other safety hazards. In addition to improving transportation, this project includes critical repairs and rehabilitation of existing infrastructure including pavement, sidewalk, and underground stormwater and wastewater facilities. Consolidating multiple infrastructure improvements into single projects will minimize construction impacts on the community and reduce overall costs. Paving group PC03 consists of 0.96 miles of schedules pavement improvements. The project scope includes pedestrian, bicycle, sidewalk, sewer, stormwater infrastructure and water quality improvements. Pavement improvement scope consists of major rehabilitation and reconstruction. The overall project scope was reduced due to funding constraints but will remain on schedule. Multimodal improvements will be added in a second phase.

Revisions from Previous Year: Construction moved from FY 2018 to FY 2022.


Level of Service Change Due to Project: The pavement improvements will extend or restore the service life of the City’s roadways and increase driver safety and comfort. Drainage improvements will address current flooding and water quality standards. Sidewalk repairs will improve pedestrian safety and mobility.

Funding Breakdown:

Fund 2018 2019 2020 2021 2022

County Gas Tax (CGT) Fund - - - - $106,000


- - - - $717,000

Stormwater Fund - - - - $265,000


- - - - $416,000

Trust Funds - - - - $40,000

54

COMMUNITY STREETS - ROSERY RD NE (1) (PC02Project Number: 20

Project Manager: City Engineer Additional FTEs: 0.00

Project Customer: Street Maintenance Estimated Useful Life: 25 Years

Strategic Focus Area: Sustainability Project Status: Funded



Project Score: 19

Project Description: The City of Largo Community Street Network consists of over 90 miles of interconnected streets, sidewalks, trails and unimproved rights-of-way within central Pinellas County. The City has two goals for the Community Street Network: improving community streets to provide safe and efficient routes from neighborhoods to local destinations; and accommodating growth by improving mobility for all users, especially pedestrians and bicyclists. This includes promoting use of transit, and addressing deficient bicycle and pedestrian accommodations along community streets. The existing transportation facilities on the City's Community Streets do not meet level of service goals for bicycle and pedestrian activities, due to a lack of bicycle facilities, gaps or obstacles along existing sidewalks, inadequate roadway crossings, or other safety hazards. In addition to improving transportation, this project includes critical repairs and rehabilitation of existing infrastructure including pavement, sidewalk, and underground stormwater and wastewater facilities. Consolidating multiple infrastructure improvements into single projects will minimize construction impacts on the community and reduce overall costs. Paving group PC02 consists of 0.97 miles of schedules pavement improvements. The project scope includes pedestrian, bicycle, sidewalk, urban trail, stormwater infrastructure improvements. Stormwater improvements are a primary driver of this project. The scope of pavement work involves rehabilitation.





County Gas Tax (CGT) Fund $152,000 $800,000 - - -


$193,000 $1,012,000 - - -

Stormwater Fund $348,000 $1,824,000 - - -


$1,000 $9,000 - - -

Trust Funds - $66,000 - - -

Wastewater Operations Fund $15,000 $75,000 - - -

55

COMMUNITY STREETS - ROSERY RD NE(2)/NW (PC04/PC10)

Project Number: 118

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

Street Maintenance


25 Years



Project Status:

New



Project Score:

19

Project Description: The City of Largo Community Street Network consists of over 90 miles of interconnected streets, sidewalks, trails and unimproved rights-of-way within central Pinellas County. The City has two goals for the Community Street Network: improving community streets to provide safe and efficient routes from neighborhoods to local destinations; and accommodating growth by improving mobility for all users, especially pedestrians and bicyclists, within constrained rights-of-way that cannot be expanded to accommodate additional automobiles. This includes promoting use of transit, and addressing deficient bicycle and pedestrian accommodations along community streets. The existing transportation facilities on the City's Community Streets do not meet level of service goals for bicycle and pedestrian activities, due to a lack of bicycle facilities, gaps or obstacles along existing sidewalks, inadequate roadway crossings, or other safety hazards. In addition to improving transportation, this project includes critical repairs and rehabilitation of existing infrastructure including pavement, sidewalk, and underground stormwater and wastewater facilities. Consolidating multiple infrastructure improvements into single projects will minimize construction impacts on the community and reduce overall costs. Paving groups PC04 and PC10 consists of 0.83 miles of schedules pavement improvements. The project scope includes pedestrian, bicycle, sidewalk, urban trail, stormwater infrastructure improvements. Stormwater and multi-modal improvements are a primary driver of this project. The scope of pavement work involves preventative maintenance and rehabilitation.

Revisions from Previous Year: N/A.

Beyond 5 Years: The construction phase of this project is planned for 2023.


Funding Breakdown:

Fund 2018 2019 2020 2021 2022



- - - - $127,000



- - - - $144,000

Wastewater Operations Fund - - - - $9,000

56

DOWNTOWN PLAZA ENHANCEMENT

Project Number: 33

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

West Bay Drive Redevelopment Agency


30 Years


Community Pride

Project Status:

Funded


Develop an Active & Interconnected Downtown

Project Score:

15

Project Description: This project includes design and construction of plaza improvements including a signature design element not yet identified on the triangular parcel at the Southwest corner of West Bay Drive and Missouri Avenue. The project scope involves landscape and hardscape improvements aligned with those planned for the gateway improvements at the Pinellas Trail, as well as the West Bay Drive - CRD gateway signage and landscaping treatments outlined in the WBD-CRD plan.

Revisions from Previous Year: This project was previously unfunded. The project is now proposed for funding for design in FY18 and construction in FY19. Scope and cost will be detailed from an FY17 consultant estimate.

Beyond 5 Years: N/A

Level of Service Change Due to Project: Enhancements to the downtown plaza property will contribute an identifiable sense of place for the West Bay Drive district.

Funding Breakdown:

Fund 2018 2019 2020 2021 2022

West Bay Drive Community Redevelopment Agency (WBD-CRA)Fund

$65,000 $435,000 - - -

57

DOWNTOWN MULTIMODAL IMPROVEMENTS

Project Number: 22

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

Street Maintenance


30 Years


Community Pride

Project Status:

Funded



Project Score:

16

Project Description: The City's Downtown Largo Multimodal Plan (Plan) is a vision for the future that shifts focus from the automobile to mobility through walking, biking, or taking transit by completing the network of sidewalks and bicycle facilities. To achieve this vision, the Plan identifies projects to improve the bicycle and pedestrian network and make using transit more convenient and safer, encouraging alternatives to vehicle travel within the study area. The Plan also serves as a platform to develop and program multimodal improvements using a phased approach over time. This project will include multimodal transportation and gateway improvements, as well as repair and rehabilitation of existing transportation infrastructure to West Bay Drive, between 20th Street and Missouri Avenue, within the City's West Bay Drive Downtown Redevelopment District. The existing transportation facilities do not meet level of service goals for bicycle and pedestrian activities, as the roadway lacks bicycle facilities, has inadequate roadway crossings, and other safety concerns. The corridor also lacks gateway monument signs and way-finding amenities. Improvements to this section of West Bay Drive were ranked among the highest priority projects in the Downtown Largo Multimodal Plan due to a high number of crashes, large vehicular, pedestrian and bicycle traffic, proximity to the Pinellas Trail and bus transit, as well as community requests. In addition to transportation and gateway improvements, this project includes critical repairs and rehabilitation of existing roadway pavement, sidewalks, and curb ramps. Construction of this project is broken into segments to align with the year that the pavement surface is due for preservation or rehabilitation according to the City's Pavement Management Program. Urban Trails – West Bay Drive at Pinellas Trail was the highest ranked trail project within the multimodal plan. The objectives for the improvements to the West Bay Drive project are to: Enhance the overall aesthetics of the Trail and surrounding amenities, Enhance connectivity and access at several locations between Washington Avenue and 4th Avenue NW, Leverage the proximity of the Downtown Largo with the Pinellas Trail overpass, promote area-wide economic development, correct current deficiencies in multimodal connections, and provide opportunities for education and information. Segment 1 (Clearwater-Largo Rd to Missouri Ave) will include repaving and replacing any damaged sidewalks. Segment 2 (20th Street to Clearwater-Largo Rd) will include retrofitting the roadway with bike facilities, streetscaping, and mid-block intersection improvements including high emphasis crosswalks, warning signs, refuges and rapid flashing beacons; and signalized intersection safety modifications including high emphasis crosswalks, curb radius and pedestrian ramp modification, pedestrian refuges, and warning signs.


58

DOWNTOWN MULTIMODAL IMPROVEMENTS

Beyond 5 Years: The City expects costs beyond the 5th year of the planned Downtown Multimodal Improvements for completion of West Bay Drive Segment 2 (20th St to Clearwater-Largo Road). This segment of the project requires County funding. Costs for improvements include a projected $70,000 for design; $521,000 for construction; and $20,000 for maintenance of the infrastructure.

Level of Service Change Due to Project: Improvements to the pavement and sidewalk infrastructure will preserve or restore level of service and comply with Americans with Disabilities Act (ADA) standards. Investments in pedestrian and bicycle improvements will not only serve to expand transportation options for residents of the City, but also will serve to reduce the number of bicycle and pedestrian-related accidents that occur along these streets. Providing gateway treatment for downtown will support redevelopment efforts in the West Bay Drive corridor.

Funding Breakdown:

Fund 2018 2019 2020 2021 2022

County Gas Tax (CGT) Fund $95,000 $653,000 - - -

General Fund $5,000 $5,000 $5,000 $5,000 -


$300,000 - - - -

Stormwater Fund $63,000 - - - -

Trust Funds $270,000 - - - -


$472,000 $274,000 - - -

59

HURRICANE HERMINE ROADWAY INFRASTRUCTURE IMPROVEMENTS

Project Number: 120

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

Street Maintenance


25 Years


Sustainability

Project Status:

New



Project Score:

19

Project Description: Hurricane Hermine a Category 1 hurricane had damaging storm surge, strong winds and heavy rain impacting Pinellas County on September 2, 2016. Peak winds of 62 mph, over 16 inches of rainfall, and a storm surge of 4 feet were reported in Largo Florida. Florida Governor Rick Scott declared a state of emergency for 51 counties, including an estimated $4.6 million of damage in Pinellas County alone. This project will address the damaged roadway infrastructure caused by localized flooding. Heavy rains caused the water table to rise and saturate the base clay layers that expanded. The saturated base caused asphalt cracking and potholes to form. The damage caused by Hurricane Hermine made several roadways unsafe to travel. The roads have been temporarily repaired. FEMA has evaluated the damage to the roadways and will fund only the sections of roadways that were damaged by the hurricane. The City is estimating that FEMA will contribute up to $250,000 for the spot repairs. The purpose of this project is to allocate funding to reconstruct the remainder of the roadway and create a safe driving surface. The scope of this project is to reconstruct several damaged roads from the nearest intersection to the next, as opposed to spot repairs. This effort is aligned with the Improve Infrastructure to support Sustainability principle, which was adopted as part of the City’s 2011-2016 Strategic Plan Update. The following roads were identified during the FEMA roadway damage assessment: Keene Park Drive from Keene Road to Brookfield Drive; Rodgers Avenue from Ulmerton Road to Nicole Lane; 125th Avenue from Vonn Road to Dead End; Kimberly Oaks Circle from 137th Street to 137th Street; 126th Street from Indian Rocks Road to Dead End; Bluff Drive from Crooked Pine to Hilltop Lane; Vancouver Drive from Ocean Courts to Edmont Circle; 6th Street NE & 4th Avenue; 116th Street SW; 5th Avenue & 6th Street NE.


Beyond 5 Years: Roadway improvements will require ongoing preventive maintenance once complete.

Level of Service Change Due to Project: Improvements to the pavement infrastructure will preserve or restore level of service.

Funding Breakdown:

Fund 2018 2019 2020 2021 2022

County Gas Tax (CGT) Fund $454,000 - - - -


$1,270,000 - - - -

60

NEIGHBORHOOD ROADWAYS - 16TH ST NW (TR26)

Project Number: 30

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

Street Maintenance


25 Years


Sustainability

Project Status:

Funded



Project Score:

19

Project Description: The City of Largo's Pavement Management Program includes the policies, practices and resources used to provide the community with over 280 lane miles of safe roadway driving surfaces. The City's roadway pavement surfaces are a vital community asset with a total replacement value of over $50 million. The City utilizes comprehensive asset management strategies to preserve and rehabilitate pavement surfaces. The focus of comprehensive asset management is to optimize the life cycle costs (purchase, operation, maintenance, replacement and disposal) of the capital assets while achieving the desired level of service. The scope of these projects may include pavement improvements, repairs to sidewalk, ADA curb ramps, stormwater and wastewater infrastructure, and traffic and safety improvements to address speeding, parking, volume, and cut-through traffic. Consolidating multiple infrastructure improvements into a single project minimizes construction impacts on the community and reduces overall costs. Paving group TR26 consists of 0.83 miles of scheduled pavement improvements. The project scope includes sidewalk repair, stormwater infrastructure and water quality improvements.




Funding Breakdown:

Fund 2018 2019 2020 2021 2022

County Gas Tax (CGT) Fund - - - $105,000 $542,000


- - - $39,000 $197,000

Stormwater Fund - - - $100,000 $516,000

61

NEIGHBORHOOD ROADWAYS - 112TH AVE (TR81)

Project Number: 127

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

Street Maintenance


25 Years



Project Status:

New



Project Score:

19

Project Description: The City of Largo's Pavement Management Program includes the policies, practices and resources used to provide the community with over 280 lane miles of safe roadway driving surfaces. The City's roadway pavement surfaces are a vital community asset with a total replacement value of over $50 million. The City utilizes comprehensive asset management strategies to preserve and rehabilitate pavement surfaces. The focus of comprehensive asset management is to optimize the life cycle costs (purchase, operation, maintenance, replacement and disposal) of the capital assets while achieving the desired level of service. The scope of these projects may include pavement improvements, repairs to sidewalk, ADA curb ramps, stormwater and wastewater infrastructure, and traffic and safety improvements to address speeding, parking, volume, and cut-through traffic. Consolidating multiple infrastructure improvements into a single project minimizes construction impacts on the community and reduces overall costs. Paving group TR81 consists of 1.43 miles of scheduled pavement improvements. The project scope includes sidewalk repair, underdrain, stormwater infrastructure and water quality improvements. Stormwater improvements are the primary driver of this project, with pavement improvement consisting of minor rehabilitation and preventive maintenance.




Funding Breakdown:

Fund 2018 2019 2020 2021 2022



62

NEIGHBORHOOD ROADWAYS- 127TH AVE N (TR03)

Project Number: 27

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

Street Maintenance


25 Years


Sustainability

Project Status:

Funded



Project Score:

19

Project Description: The City of Largo's Pavement Management Program includes the policies, practices and resources used to provide the community with over 280 lane miles of safe roadway driving surfaces. The City's roadway pavement surfaces are a vital community asset with a total replacement value of over $50 million. The City utilizes comprehensive asset management strategies to preserve and rehabilitate pavement surfaces. The focus of comprehensive asset management is to optimize the life cycle costs (purchase, operation, maintenance, replacement and disposal) of the capital assets while achieving the desired level of service. The scope of these projects may include pavement improvements, repairs to sidewalk, ADA curb ramps, stormwater and wastewater infrastructure, and traffic and safety improvements to address speeding, parking, volume, and cut-through traffic. Consolidating multiple infrastructure improvements into a single project minimizes construction impacts on the community and reduces overall costs. Paving group TR03 consists of 1.27 miles of scheduled pavement improvements. The project scope includes sidewalk repair, underdrain, stormwater infrastructure and water quality improvements. Stormwater improvements are the primary driver of the project. Pavement work consists of major rehabilitation/reconstruction.

Revisions from Previous Year: Construction moved from FY 2018 to FY 2022.



Funding Breakdown:

Fund 2018 2019 2020 2021 2022



- - - - $654,000

Stormwater Fund - - - - $1,190,000

63

NEIGHBORHOOD ROADWAYS - REGINA DR. (TR14)

Project Number: 126

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

Street Maintenance


25 Years



Project Status:

New



Project Score:

19

Project Description: The City of Largo's Pavement Management Program includes the policies, practices and resources used to provide the community with over 280 lane miles of safe roadway driving surfaces. The City's roadway pavement surfaces are a vital community asset with a total replacement value of over $50 million. The City utilizes comprehensive asset management strategies to preserve and rehabilitate pavement surfaces. The focus of comprehensive asset management is to optimize the life cycle costs (purchase, operation, maintenance, replacement and disposal) of the capital assets while achieving the desired level of service. The scope of these projects may include pavement improvements, repairs to sidewalk, ADA curb ramps, stormwater and wastewater infrastructure, and traffic and safety improvements to address speeding, parking, volume, and cut-through traffic. Consolidating multiple infrastructure improvements into a single project minimizes construction impacts on the community and reduces overall costs. Paving group TR14 consists of 1.18 miles of scheduled pavement improvements. The project scope includes sidewalk repairs, sewer/stormwater infrastructure improvements, and water quality improvements.




Funding Breakdown:

Fund 2018 2019 2020 2021 2022




- - - - $15,000

64

NEIGHBORHOOD ROADWAYS - STRATFORD DR (TR72)

Project Number: 28

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

Street Maintenance


25 Years


Sustainability

Project Status:

Funded



Project Score:

19

Project Description: The City of Largo's Pavement Management Program includes the policies, practices and resources used to provide the community with over 280 lane miles of safe roadway driving surfaces. The City's roadway pavement surfaces are a vital community asset with a total replacement value of over $50 million. The City utilizes comprehensive asset management strategies to preserve and rehabilitate pavement surfaces. The focus of comprehensive asset management is to optimize the life cycle costs (purchase, operation, maintenance, replacement and disposal) of the capital assets while achieving the desired level of service. The scope of these projects may include pavement improvements, repairs to sidewalk, ADA curb ramps, stormwater and wastewater infrastructure, and traffic and safety improvements to address speeding, parking, volume, and cut-through traffic. Consolidating multiple infrastructure improvements into a single project minimizes construction impacts on the community and reduces overall costs. Paving group TR72 consists of 1.12 miles of scheduled pavement improvements. The project scope includes sidewalk repair, underdrain, stormwater infrastructure and water quality improvements. Stormwater improvements are the primary driver of this project, with pavement improvement consisting of minor rehabilitation and preventive maintenance.


Beyond 5 Years: This asset will require ongoing maintenance throughout its expected service life..


Funding Breakdown:

Fund 2018 2019 2020 2021 2022

County Gas Tax (CGT) Fund - - $53,000 $274,000 -


- - $23,000 $120,000 -

Stormwater Fund - - $164,000 $845,000 -


- - $4,000 $23,000 -

Wastewater Operations Fund - - $27,000 $134,000 -

65

1ST AVE NE ROADWAY & INFRASTRUCTURE IMPROVEMENTS

Project Number: 112

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

Street Maintenance


25 Years



Project Status:

Unfunded



Project Score:

21


$1,800,000

Project Description: This project is for reconstruction of 1st avenue NE, from Missouri Avenue to 4th St NE, in coordination with the redevelopment of Largo High School. The current road is constructed of red clay brick and is in a state of disrepair, with numerous depressions and patches in the road surface and poor stormwater drainage. The Pinellas County School Board (PCSB) will be performing sanitary sewer and stormwater improvements within the 1st Avenue NE right-of-way as part of the Largo High School construction. The City's scope of work includes restoration of the failed brick surface, concrete sidewalks, and stormwater and wastewater infrastructure improvements. In addition, sidewalk improvements and road repairs to 4th Street NE and 2nd Street NE between East Bay Drive and 1st Avenue NE are proposed as part of the project.

Revisions from Previous Year: This project was deferred indefinitely by the City Commission due to increased costs during the design phase.


Level of Service Change Due to Project: The pavement improvements will extend or restore the service life of the City's roadways and increase driver safety and comfort. Sidewalk repairs and upgrades will provide compliance with minimum Americans with Disabilities Act (ADA) standards and will improve pedestrian safety and mobility.

66

142ND AVE N/16TH AVE SW EXTENSION

Project Number: 133

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

Street Maintenance


N/A


Sustainability

Project Status:

Unfunded


Build a Community of Safe & Healthy Neighborhoods

Project Score:

15


$9,000,000

Project Description: This project entails the development of a new, continuous Community Street along 142nd Avenue North/16th Avenue SE between Belcher Road and Seminole Boulevard to allow local traffic to travel east/west without having to drive along the major transportation corridors in the City. It would include multimodal improvements along the new 142nd Avenue connection, achieving the a goal outlined in the City’s Strategic Plan of developing a multimodal street, trail, and sidewalk network that provides interconnected transportation options to residents. Improvements along this corridor were also ranked highest among multimodal projects in the City of Largo’s Moving Largo multimodal plan. Currently, 142nd Avenue ends to the west at Belcher Rd. Traffic signal modification at Belcher Road and construction of a new traffic signal at Starkey Road will be incorporated in this proposal. This project will require a Joint Project Agreement between the City of Largo and Pinellas County to identify cost sharing for construction and ongoing maintenance. The Plan will detail right-of-way acquisition needs and the location and identification of existing utilities. Cost estimates, including consultant design fees, will be identified in the Plan as well. The conceptual planning process will include a series of meetings with affected residents to obtain input on design. This road project is included in the Pinellas County Long Range Transportation Plan Cost Feasibility Plan Project schedule.


Beyond 5 Years: This asset will require ongoing maintenance throughout its expected service life and will expand the City's inventory of roadway.

Level of Service Change Due to Project: This project would provide a new east-west community street connection with multimodal improvements.

67

CRD NEIGHBORHOOD STREETS - 10TH ST NW EXTENSION

Project Number: 31

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

Street Maintenance


N/A


Sustainability

Project Status:

Unfunded



Project Score:

19


$295,000

Project Description: This project is part of a public-private partnership related to the construction of the Bayside Court apartment complex off of Clearwater-Largo Road, within the City's Clearwater-Largo Road Community Redevelopment District. The project would extend the northern portion of 10th Street NW from Braginton Street to Hudson Street. As part of Bayside Court, the developer will reconstruct Hudson Street to an urban section including sidewalk, drainage, asphalt pavement and streetscape improvements. Connecting 10th Street NW to this improved section of roadway will provide residents in the surrounding neighborhoods with direct bicycle and pedestrian access to Hudson Street, and beyond to the Clearwater-Largo Road corridor. The extension of this road will fill an existing gap in the downtown grid network and will create an important neighborhood connection to downtown amenities and services. This project is unfunded pending the purchase of a previously vacated right-of-way.


Beyond 5 Years: This asset will require ongoing maintenance throughout its expected service life and will expand the City's inventory of roadway.

Level of Service Change Due to Project: The project will provide improved multimodal connections to residents in that neighborhood and provide a more connected street network.

68

DOWNTOWN COMMUNITY STREETS - 4TH ST NW

Project Number: 32

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

Street Maintenance


N/A


Sustainability

Project Status:

Unfunded



Project Score:

22


$1,100,000

Project Description: The Downtown Largo Multimodal Plan (DLMMP) is a vision for the future that shifts focus from the automobile to mobility through walking, biking, or taking transit by completing the network of sidewalks and bicycle facilities. To achieve this vision, the DLMMP identifies projects to improve the bicycle and pedestrian network and make taking transit more convenient and safer, encouraging alternatives to vehicle travel within the study area. The Plan also serves as a platform to develop and program multimodal improvements using a phased approach over time. Multimodal improvements to the 4th Street NW Corridor were ranked among the highest priorities in the DLMMP. This project includes upgrading substandard sidewalk sections and filling sidewalk gaps, creating a shared bike lane along the corridor, and upgrading intersection treatments to improve safety for bicyclists and pedestrians from West Bay Drive to Rosery Road. The existing brick portion of the roadway will be re-built in brick. A feasibility analysis is also planned to determine whether a multi-use path (bicycle and pedestrian use only) could be constructed along the corridor from 8th Avenue NW to Rosery Road.



Level of Service Change Due to Project: Roadway improvements and multimodal improvements to this area will improve transportation options, support pedestrian and bicycle safety, and provide greater connectivity in the downtown area for residents and visitors to walk, bike, or drive to nearby amenities.

69

MAJOR CORRIDOR TRAFFIC SAFETY ANALYSIS

Project Number: 34

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

Street Maintenance


N/A



Project Status:

Unfunded



Project Score:

11


$1,410,000

Project Description: The City of Largo Community Street Network consists of over 90 miles of interconnected streets, sidewalks, trails and unimproved rights-of-way within central Pinellas County. The City has two goals for the Community Street Network: improving community streets to provide safe and efficient routes from neighborhoods to local destinations; and accommodating growth by improving mobility for all users, especially pedestrians and bicyclists, within constrained rights-of-way that cannot be expanded to accommodate additional automobiles. This includes promoting use of transit, and addressing deficient bicycle and pedestrian accommodations along community streets. The existing transportation facilities on the City's Community Streets do not meet level of service goals for bicycle and pedestrian activities, due to a lack of bicycle facilities, gaps or obstacles along existing sidewalks, inadequate roadway crossings, or other safety hazards. According to an analysis of Citywide bicycle and pedestrian crash data between 2004 and 2009, the streets within the network are among the roadways most in need of safety improvements within Pinellas County. Analysis of the crash data identified five locations with high crash concentrations requiring further study and application of safety countermeasures: Clearwater-Largo Road, North of West Bay Drive; East and West Bay Drive; Seminole Boulevard/Missouri Avenue; Ulmerton Road, Belcher Road to US 19; Walsingham Road at Indian Rocks Road. These roadways are within the City of Largo Municipal boundaries but are under the jurisdiction of the FDOT and/or Pinellas County. This project includes coordination with FDOT and Pinellas County to implement safety countermeasures to reduce the incidence of crashes and improve safety for bicyclists and pedestrians on these roadways. Efforts will include pursuit of grant funds to implement the recommended actions from the City's Multimodal Plan. These actions include corridor lighting and pedestrian/bicyclist movement studies, public awareness and enforcement campaigns, and intersection assessment and improvement projects.


Beyond 5 Years: N/A


70

NEIGHBORHOOD ROADWAYS - 2ND ST SE/PUBLIC WORKS (TR07B)

Project Number: 111

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

Street Maintenance



Sustainability

Project Status:

Unfunded



Project Score:

12


$300,000

Project Description: This project will restore the roadway into the Public Works Complex and the Largo Middle School. The roadway section was scheduled with the TR07 project but removed due to cost and uncertainty regarding the timing of future capital improvements at the Public Works Complex.

Revisions from Previous Year: This project was deferred from the FY 2016 – FY 2020 CIP.

Beyond 5 Years: This project will require ongoing preventive maintenance. This project could also be incorporated into future capital projects at the Public Works Complex.

Level of Service Change Due to Project: This project will restore the roadway into the Public Works Complex and the Largo Middle School to ensure continuous safe access for public works vehicles and school buses.

71

UNPAVED ROADS & ALLEYS

Project Number: 35

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

Street Maintenance


50 Years



Project Status:

Unfunded



Project Score:

18


$2,970,000

Project Description: In FY 2001, the City initiated a program to re-construct roads where only unpaved roads exist within City of Largo right-of-way (ROW). Priority for improvement is based on the number of homes serviced and project cost. The City will work in cooperation with the Southwest Florida Water Management District (SWFWMD), to implement the use of pervious pavement where water quality improvements can be achieved within challenging and limited Right-of-Way. A complete citywide inventory of all unpaved alleys will be completed in FY 2017, and proposed schedule will reflect the current 5 year paving plan.


Beyond 5 Years: N/A


72

URBAN TRAILS - BELLEAIR ROAD CORRIDOR

Project Number: 36

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

Administration


N/A


Community Pride

Project Status:

Unfunded



Project Score:

19


$2,000,000

Project Description: This project would create an Urban Trail along Belleair Road from Keene Road east to the Duke Energy Trail (formally known as the Progress Energy Trail). The project would be dependent upon partnership with Pinellas County and the City of Clearwater. The project will develop a major east-west trail corridor providing connectivity between Eagle Lake Park, the Duke Energy Trail, US Highway 19 and Datsko Park.

Revisions from Previous Year: Cost estimate updated from $1.1M (FY 2012 estimate) to current estimate.

Beyond 5 Years: N/A

Level of Service Change Due to Project: This project will expand bicycle and pedestrian mobility options for residents and further the City's progress in achieving multimodal transportation goals laid out in the Strategic Plan and Urban Trails Master Plan.

73

URBAN TRAILS - LARGO CONNECTOR TRAILProject Number: 37


Project Customer: Administration Estimated Useful Life: N/A


Community Pride Project Status: Unfunded



Project Score: 19

Cost Estimate (unfunded): $6,000,000

Project Description: The proposed Largo Connector Trail will bring together the existing Pinellas Trail on the West and the proposed Duke Energy Trail on the East side of US Hwy 19. The proposed project is a 6.2 mile long trail connecting the two trails along easements traveling along 8th Ave. SE and continuing along other easements heading east. Grant opportunities for trails will be pursued for this project.


Beyond 5 Years: N/A

Level of Service Change Due to Project: This project will expand bicycle and pedestrian mobility options for residents and further the City's progress in achieving multimodal transportation goals laid out in the Strategic Plan and Urban Trails Master Plan.

74


Public Safety Projects

FIREFIGHTER ESCAPE DEVICE REPLACEMENTProject Number: 96

Project Manager: Division Chief Additional FTEs: 0.00

Project Customer: Administration Estimated Useful Life: 5 years



Project Status: New


Ensure the Health, Safety, and Economic Viability of the Community Through Effective Emergency Management

Project Score: 22

Project Description: This project involves the replacement of approximately 150 firefighter escape devices, which enables firefighters to escape from upper floors during a rapid fire event, should the need arise. The existing firefighter escape equipment was purchased in FY 2016. In FY 2021 the equipment will be 5 years old and in need of replacement in accordance with the National Fire Protection Association (NFPA) standards.


Beyond 5 Years: N/A

Level of Service Change Due to Project: No service level changes are anticipated.


General Fund - - - $100,000 -

75

POLICE PORTABLE RADIO REPLACEMENTSProject Number: 38

Project Manager: Police Major Additional FTEs: 0.00

Project Customer: Communications Center




Project Status: Funded



Project Score: 24

Project Description: In FY 2008, the Largo Police Department (LPD) replaced all of its portable radios. Since then, those radios have been maintained through an annual service contract, and also upgraded by the manufacturer to be compatible with the new P25 digital communications standards. In FY 2018 those radios will be up to 10 years old and will need to be replaced.

LPD currently deploys 232 radios. The cost estimates for this project were based on $3,683.17 per radio (235 radios), a price from a vendor quote. The costs are split between two fiscal years to help smooth out the large capital cost.

Revisions from Previous Year: Costs were allocated across four years (FY 2018 – FY2021). Previously the project was scheduled to be funded between FY 2018 and FY2019.

Beyond 5 Years: N/A



General Fund $250,000 $220,000 $220,000 $220,000 -

76

PUBLIC SAFETY STAFFING PLANProject Number: 39

Project Manager: City Manager Additional FTEs: 19.50

Project Customer: City Commission Estimated Useful Life: Various






Project Score: 21

Project Description: During the FY 2016 budget process the City Commission approved a five-year Public Safety Staffing Plan (FY 2016 – FY 2020) that addresses staffing needs in the Code Enforcement Division of Community Development, Police, and Fire Rescue Departments. For the remainder of the Plan 19.50 additional FTEs are planned to be added: 12 Police officers, 6 Firefighter/Paramedic/Lieutenant positions and a part-time Public Educator position, and 1 code Enforcement Officer. Police officers will help address community policing issues and general patrol of the city that is increasing in size due to annexation.

Revisions from Previous Year: The additional Code Enforcement Officer and associated vehicle schedule for FY 2017 has been pushed to FY 2019 pending the approval from Pinellas County for the creation of the Clearwater-Largo Road Community Redevelopment Agency (CRA) and Tax Increment Funding. Additional police funding moved to FY 2019, FY 2021, and FY 2022 to fund each component of the plan in alternating years. Part-time fire public educator removed.

Beyond 5 Years: The primary cost in this Plan is personnel, which will continue as long as the positions remain funded in the annual budget. Police vehicles are on a five-year replacement cycle, and code enforcement vehicles are on a seven-year replacement cycle.

Level of Service Change Due to Project: - Code Enforcement: The additional Code Enforcement Officer scheduled for FY 2019 will be dedicated

to the CRAs. - Fire Rescue: The three additional Firefighter/Paramedic positions in FY 2018 will be added to help

alleviate staffing shortages and overtime issues. The three additional Firefighter/Paramedic positions in FY 2020 will be used for staffing shortages and reducing overtime.

- Police: Additional Police Officers will be used to increase regular patrol, add a second Problem Oriented Policing unit to focus on Community Policing issues, and add a Parks Liaison Officer.


General Fund $315,900 $297,800 $258,000 $308,100 $278,800


- $127,400 - $133,800 $140,400


- $83,800 - - -

77

SELF CONTAINED BREATHING APPARATUS (SCBA) REPLACEMENTProject Number: 40

Project Manager: Division Chief Additional FTEs: 0.00

Project Customer: Administration Estimated Useful Life: 10-15






Project Score: 18

Project Description: This project involves the replacement of self-contained breathing apparatus (SCBA), which protects firefighters from respiratory contact with products of combustion, superheated gases, toxic products or other hazardous contaminants. The existing SCBA equipment was purchased in FY 2010. In FY 2020 the equipment will be 10 years old and in need of replacement.


Beyond 5 Years: N/A

Level of Service Change Due to Project: No service level changes are anticipated.


General Fund - - $590,000 - -

78

COMMUNICATION CENTER ADDITIONAL CONSOLESProject Number: 41

Project Manager: Police Major Additional FTEs: 0.00

Project Customer: Communications Center




Project Status: Unfunded



Project Score: 13

Cost Estimate (unfunded) $116,000

Project Description: The Homeland Security Act of 2002 called for the development of the first National Emergency Communications Plan (NECP), involving stakeholders from the private sector and all levels of government. The NECP is a long-term program designed to improve the ability of emergency responders to continue communicating in the event of natural or man-made disasters, and to attain interoperable communications nationwide. In accordance with the Department of Management Services Law Enforcement Communications Plan and Florida's Statewide Communication Interoperability Plan, which align local communications investments with the NECP, Pinellas County is implementing a technology upgrade project to convert its 800 MHz communications equipment to Motorola's P25 digital system.

The County has purchased the first six Largo dispatch center consoles. In FY 2013, the City purchased the microwave connection equipment required to directly interface with Pinellas County. The City will need to purchase an additional 7th console to be operating the Communications Center at maximum capacity during declared emergency situations. The Largo Police Department recommends a total of 8 consoles be available to allow for system redundancies and minimize downtime.


Beyond 5 Years: N/A


79


Recreation Projects

FENCING REPLACEMENT, MULTI-FACILITYProject Number: 42

Project Manager: Parks Superintendent Additional FTEs: 0.00

Project Customer: Athletics Estimated Useful Life: 15-20 years


Sustainability Project Status: Funded



Project Score: 14

Project Description: Many of the facilities for the Recreation, Parks and Arts are fenced, especially the athletic fields. The majority of this fencing has reached or is approaching its life expectancy and many have been repaired. Since the capital outlay is large over the next five years, staff recommends creating a Capital Improvements Plan to program the needed maintenance and fence replacement. Each site was evaluated and a time line for replacement created.


Beyond 5 Years: N/A



General Fund $75,000 $65,000 $75,000 $75,000 $130,000

80

PLAYGROUND REPLACEMENT

Project Number: 43

Project Manager:


Additional FTEs:

0.00

Project Customer:

Parks Maintenance


15-20 years



Project Status:

Funded



Project Score:

18

Project Description: The City’s parks system contains playgrounds at 11 sites ranging in size from the largest in Central Park to the smallest at McMullen Park (one swing set). All playgrounds were evaluated to be placed in a long-range replacement program. The playgrounds were evaluated on cost, age, use, condition, location, parts availability, relevance of play events, and other factors. Depending on these factors, playgrounds were placed in the appropriate year for replacement. The total anticipated replacement value of the playground system is over $2,400,000 over a 10 ten year period. This does include mulch and/or required safety surfacing. Where possible and feasible, playgrounds that receive low usage are being scaled down to just the smaller, more popular components of a playground (swings, merry-go-rounds and other action features). This project is ongoing, each playground is evaluated annually to determine repair and replacement needs. Locations scheduled for replacement include: Woodrow Park (2018), Lake Villa (2018), Highland (2020), Southwest (2021), Datsko (2021), and McMullen (2021).

Revisions from Previous Year: Cost replacement schedule is updated. Five sites moved to Local Option Sales Tax Fund. Southwest Recreation Rocks/Space Net funding removed.

Beyond 5 Years: N/A


Funding Breakdown:

Fund 2018 2019 2020 2021 2022

General Fund - - - $8,000 -


$140,000 - $213,000 $319,000 -

81

SOUTHWEST RECREATION COMPLEX GYMNASIUM IMPROVEMENTS

Project Number: 44

Project Manager:

Facilities Manager

Additional FTEs:

0.00

Project Customer:

Southwest Recreation Complex


25 years


Sustainability

Project Status:

Funded



Project Score:

13

Project Description: Several elements in the gymnasium at the Southwest Recreation Complex are original and are nearing their life expectancy. The proposed project involves the replacement of the lighting system and flooring. The current mercury vapor lighting fixtures are failing and several are in need of replacement. Advances in technology provide more efficient and cost effective gymnasium lighting systems today. Also, the flooring is beginning to show wear and is nearing its useful life. Another element in this project is to install insulating acoustic panels in the ceiling, which were removed several years ago due to damage from moisture in the building.

Revisions from Previous Year: Increased cost estimate $25,000 from FY 2017 – FY 2021 CIP.

Beyond 5 Years: Facility will require ongoing repair and maintenance.


Funding Breakdown:

Fund 2018 2019 2020 2021 2022

General Fund $200,000 - - - -

82

BAYHEAD COMPLEX AND ACTION PARK RECONSTRUCTION

Project Number: 45

Project Manager:

Facilities Manager

Additional FTEs:

0.00

Project Customer:

Athletics


40 years


Sustainability

Project Status:

Unfunded



Project Score:

22


$1,300,000

Project Description: The building at the Bayhead Complex is over 50 years old and has reached its life expectancy. The building is currently used for a summer camp location, and the restrooms are used for various programs and rentals associated with the outdoor amenities. It has also been used as a rental venue for a variety of functions. Staff feels that there is value to maintaining a small building at this site. It is a very heavily used complex between the basketball courts, volleyball courts, skate park, and park areas. Due to the condition of the existing building, staff recommends developing a plan for replacement. Staff proposes replacing with a similar sized facility that includes a small office area, concession, classroom and restrooms that would have access from the inside of the building as well as from the outside of the building. The reconstruction of the basketball courts and parking lot are also included in this project.

Revisions from Previous Year: Updated project description to include the reconstruction of the parking lot and updated cost estimate.

Beyond 5 Years: N/A


83

CENTRAL PARK ENTRANCE SIGN, LANDSCAPING AND ART SCULPTURE

Project Number: 50

Project Manager:


Additional FTEs:

0.00

Project Customer:

Largo Central Park


20 years


Community Pride

Project Status:

Unfunded



Project Score:

19


$225,000

Project Description: In FY 2016, parking lot one was redesigned and the roadway into it was reconstructed creating a large green space at the corner of East Bay Drive and Central Park Drive. Largo Central Park does not have any signs that designate it from that direction, which is the main entry way into the park. Staff recommends creating an entry way into the Cultural District that includes Largo Central Park, the Performing Arts Center and the Library. This project is combined with the demolition and reconstruction of the art sculpture in the parking lot to the south of the performing arts center. The entrance should make a statement about Largo and staff recommends utilizing public art as part of the project. The project includes signage, a public art display and surrounding landscaping.

Revisions from Previous Year: Updated project to combine with the performing arts center sculpture replacement project and update costs to reflect the combination.

Beyond 5 Years: N/A


84

CENTRAL PARK TRAIL CONNECTION

Project Number: 51

Project Manager:


Additional FTEs:

0.00

Project Customer:

Largo Central Park


N/A


Community Pride

Project Status:

Unfunded



Project Score:

16


$280,000

Project Description: This project consists of two phases: The first is to connect the Nature Preserve to the residents in the Country Club Drive area; the second is connecting the Largo Central Park Nature Preserve to Largo Central Park proper. Staff will pursue grant funding to assist with this project. The Nature Preserve is almost completely surrounded by water and only accessible to the public by East Bay Drive. The first phase of the project provides pedestrian access to the residents of Country Club Drive. The connection of the Nature Preserve to the Country Club Drive area at the northeast corner of the park involves reusing two portions of the Nature Preserve floating dock to span the country club canal as well as creating approximately 300 feet of sidewalk along a tee of the East Bay Country Club Golf Course. This will require an easement from the golf course. This project was discussed in the past, and the owners of the golf course were agreeable to providing the easement. The second phase of the project consists of creating a two trail connector and boardwalk system through the mid-section of Largo Central Park along the north border of the Library. This will connect users of Central Park to the Nature Preserve without having to travel and enter along East Bay Drive or without going through the former landfill area.


Beyond 5 Years: N/A


85

DESIGN FOR THE MID-SECTION OF LARGO CENTRAL PARK

Project Number: 46

Project Manager:


Additional FTEs:

0.00

Project Customer:

Largo Central Park



Community Pride

Project Status:

Unfunded



Project Score:

19


$150,000

Project Description: This project is a follow up to the cleanup of lot 14, the former landfill area. In total Central Park is 170 acres. Central park proper is 33 acres and the Nature Preserve is 35 acres. The balance of the park's 100 acres is the midsection which includes the oak forest just behind the library, a maple swamp to the North and lot 14 to the South. Once cleaned up, use of the area needs to be planned as access to this area is one of the highest requests that staff receives from residents and focus group members. The site needs to be master planned for use and access. Public input will be sought once the process begins. The proposed project is to develop a design or master plan for the site.


Beyond 5 Years: N/A


86

DUKE ENERGY TRAIL GATEWAY

Project Number: 47

Project Manager:

Recreation, Parks, and Arts Director

Additional FTEs:

0.00

Project Customer:



N/A


Community Pride

Project Status:

Unfunded



Project Score:

21


$1,100,000

Project Description: This project is to purchase land for the future development of a trail head along the Duke Energy Trail. The current plans for the Duke Energy Trail indicate that it will run through the eastern portion of the City as it is developed. In order to provide Largo citizens access to the trail, staff will be seeking grant opportunities and alternative funding sources for the land acquisition and future development of the property. A potential site has been identified that will provide a great opportunity for community partnership with the Pinellas County School Board, Duke Energy and the City to create a trail loop as well as multi-purpose athletic fields along the trail. Estimated cost of land purchase is $1,100,000.

Revisions from Previous Year: Updated description to reflect public/private partnership potential of the project.

Beyond 5 Years: N/A


87

LAKE VILLA PARK BOARDWALK

Project Number: 129

Project Manager:


Additional FTEs:

0.00

Project Customer:



15-20 years


Community Pride

Project Status:

Unfunded



Project Score:

16


$250,000

Project Description: Lake Villa Park is located in the Clearwater/Largo Road Community Redevelopment Area. Staff recommends utilizing the park as a way to enhance the CRA by making the park more visible from Clearwater/Largo Road. The project involves construction of a boardwalk along the southern part of the lake and wrapping it west toward the roadway as well as installation of a picnic shelter near the western edge. Currently, the only park amenity is a playground and only accessible through the small neighborhood streets. The project expands the use of the park by adding a boardwalk and picnic area. It also enhances visibility of the park from a more heavily traveled roadway, reducing undesirable activity and making it safer for the neighborhood to use. The project has the potential of receiving a variety of grant funding including Florida Recreation Development Assistance Program.


Beyond 5 Years: N/A


88

LARGO CENTRAL PARK PLAYGROUND REPLACEMENT

Project Number: 134

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:



15 years



Project Status:

Unfunded



Project Score:


$1,000,000

Project Description: In 2020, the playground at Largo Central Park will be 10 years old, and the average life expectancy of playgrounds is 15 years. However, this playground is a very popular regional facility that is heavily used. The park logs approximately one million visitors annually and the park and playground serve a focal point to the City. The project includes replacement of the playground and synthetic turf surfacing.


Beyond 5 Years: N/A


89

PADDLING LAUNCHES THROUGHOUT THE CITY

Project Number: 48

Project Manager:


Additional FTEs:

0.00

Project Customer:



20 years


Community Pride

Project Status:

Unfunded



Project Score:

21


$250,000

Project Description: The City has an opportunity to create a blue-way system that the general public can utilize and enjoy. Staff recommends creating a plan for and installing paddle launches where the general public can access the City's ponds, lakes, and creeks for kayaks, canoes and paddle boats. Examples include Sunshine Park, Lake Villa Park and Allen's Creek. Sunshine Park currently requires the reconstruction of the retaining wall in order to mitigate erosion. Staff recommends utilizing this opportunity to install the first paddling launch area. Grant opportunities are available for such projects, and staff intends on submitting applications as they become available.


Beyond 5 Years: N/A


90

PARKLAND ACQUISITION

Project Number: 52

Project Manager:

Recreation, Parks, and Arts Director

Additional FTEs:

0.00

Project Customer:

Administration


N/A


Sustainability

Project Status:

Unfunded



Project Score:

16


$2,000,000

Project Description: This project is established to purchase land throughout the City of Largo's planning service area for recreation services, primarily in the eastern portion of the City. The first step in preparedness is to acquire the property on which to build. Funds must be designated in the planning process for the purchase of property, however development does not have to occur immediately. Based on estimates of property costs and appraisals, staff anticipates an average of $2 to $4 million per property purchase will be needed for land acquisition and associated costs, including demolition and clearing of property. Actual costs will vary based on the size and condition of the property. Grant funds can also be pursued to assist in the acquisition of land. Staff recommends identifying funds for property acquisition by creating a reserve fund that provides for the fund balance to rollover to the following year. Trust funds and grants could be utilized as opportunities arise.


Beyond 5 Years: N/A


91

SOUTHWEST AQUATIC CENTER CONSTRUCTION

Project Number: 54

Project Manager:

Assistant City Manager

Additional FTEs:

0.00

Project Customer:

Southwest Pool Aquatics


30 years


Sustainability

Project Status:

Unfunded



Project Score:

25


$9,200,000

Project Description: In FY 2014, an evaluation of the Southwest Pool, including current amenities and usage as well as future needs was completed. Using the recommendations from this study, staff will need to plan for the future use of the facility. It is anticipated that the pool will be in need of re-surfacing within the next five years. This will be a major capital project and the cost of the maintenance project versus cost to completely renovate the facility and add other features similar to those at the Highland Family Aquatic Center will need to be evaluated and considered. In December 2014, the consultant completed the evaluation of the pool and presented to the City Commission some options to consider for the use of the facility. The City Commission directed staff to develop a CIP based on the option to create a facility that includes play features and revenue generating amenities similar to the Highland Family Aquatic Center, while maintaining a smaller competitive swimming facility. The project also includes the reconstruction of the bathhouse and parking lot improvements.

Revisions from Previous Year: Cost estimates have been updated to reflect the parking lot improvements

Beyond 5 Years: N/A


92

SYNTHETIC TURF FOR FOOTBALL FIELD

Project Number: 49

Project Manager:


Additional FTEs:

0.00

Project Customer:

Athletics


15 years


Sustainability

Project Status:

Unfunded



Project Score:

15


$600,000

Project Description: The City's football field located at the Largo Sports Complex is heavily used during its limited season. The limited use arises out of the need for annual replacement of the turf due to wear and tear from use, as well as the need to rest the turf as part of regular maintenance. Staff recommends installing synthetic turf on the field. While there is a large capital outlay for the turf, annual repair and maintenance will be reduced by eliminating the need for annual turf replacement, and the annual chemical applications estimated at $4,000.


Beyond 5 Years: N/A


93


Stormwater Projects

CHURCH CREEK DRAINAGE IMPROVEMENTS PHASE II AND III

Project Number: 55

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

Stormwater Maintenance


50 Years



Project Status:

Funded



Project Score:

24

Project Description: The Church Creek drainage basin is located in southwest Largo. Its general boundaries are Walsingham Road on the south, Vonn Road on the east, Indian Rocks Road on the west, and Wilcox Road on the north. The current drainage system is in poor condition and does not have the necessary capacity. Phase I of the Church Creek Drainage Improvement Project was completed in 2008 and also included the preliminary design for Phases II and III. Phase I included the replacement of an existing concrete lined channel with a closed concrete box culvert, which runs between residential homes from Croft Drive North and Twigg Terrace. Phases II and III were deferred due to a lack of an easement on private property. An easement is expected to be in place by the end of FY 2017 and will be leveraged in Phase III. Phase II will convey the stormwater coming out of the Phase I box into a new concrete box culvert along Twigg Terrace, discharging it into Church Creek. This work also includes the replacement and relocation of the sanitary gravity line along Twigg Terrace. Phase III will convey excess flow during large storm events through upgraded stormwater infrastructure replacing corrugated metal pipe (CMP) and an open unlined channel with reinforced concrete pipe (RCP) and discharging it further downstream in Church Creek.


Beyond 5 Years: Costs projected beyond the 5th year of this project include construction costs of $1,455,000 and construction administration costs of $45,000.

Level of Service Change Due to Project: This project will prevent property flooding and damage, improve maintenance and operation access, and reduce sediment pollution.

Funding Breakdown:

Fund 2018 2019 2020 2021 2022

Stormwater Fund $131,000 - - - -

94

MCKAY CREEK REGIONAL WATERSHED MANAGEMENT

Project Number: 104

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:



N/A


Sustainability

Project Status:

Funded



Project Score:

24


$5,625,000

Project Description: Pinellas County, in cooperation with the Southwest Florida Water Management District (SWFWMD or District), has identified the implementation of a Watershed Management Program (WMP) as one of its Comprehensive Watershed Management initiatives. A WMP provides the methodology to evaluate the capacity of a watershed to protect, enhance and restore water quality and natural systems, while achieving flood protection. The City of Largo entered into a Cooperative Agreement with Pinellas County in 2012 to conduct the McKay Creek Watershed Management Plan (Plan). The Plan addresses water quality in the impaired McKay Creek drainage basin and identifies Best Management Practices (BMP) designed to reduce the amount of pollutants which flow into South Clearwater Harbor. The McKay Creek watershed encompasses 8.8 square miles (5,652 acres) in west-central Pinellas County. It spans across several jurisdictions and approximately 50 percent of the basin is within the City of Largo limits. Land uses within the basin are predominantly high density residential and urban open space, and over 90 percent of the watershed is urbanized. The basin is bordered by Indian Rocks Road to the west, 113th Street/ Ridge Road to the east, Mehlenbacher Road to the north, and St. Petersburg's jurisdiction to the south. The study included a BMP analysis to find projects that provide flood control and water quality benefits within the McKay Creek Watershed. Selection of appropriate BMPs is a function of several factors, including target pollutants, watershed size, land availability, construction costs, and routine maintenance. Given the widespread flooding within the watershed, most alternatives were identified to address flooding. Where possible, it included components within these BMPs to improve water quality. Significant flooding occurs along Church Creek, McKay Creek, and elsewhere within the watershed. Low relief, high runoff potential, and under-sized storm sewer facilities contribute to the flooding problems. Twelve projects were identified and are effective at providing reduced flood stages. Some of the projects provide large regional benefits, and some provide flood relief for individual neighborhoods; therefore, in any given year improvements can be made based on the amount of funding available. Nine out of the twelve BMPs identified are within the City of Largo jurisdiction. A list of the BMP projects within Largo jurisdiction is located below: - Taylor Lake Drawdown; Walsingham Reservoir Drawdown; 125th Street North Culvert Replacement; 20th Ave. SW Neighborhood Flood Improvement Project (Separate Unfunded CIP Project No 123); 10th St. SW Neighborhood Flood Improvement Project (Separate Unfunded CIP Project No 123); Indian Rocks Road Drainage Improvements; Pond at West Bay Drive Near Velma Drive; 126th Ave. N Neighborhood Drainage Improvements; McKay Creek Canal Widening Upstream of Walsingham Reservoir.

Revisions from Previous Year: The previous "Regional Watershed Management Planning" project was subdivided into individual projects for each watershed.

Beyond 5 Years: This project has several proposed Best Management Practices identified. In any given year improvements can be made based on the amount of funding available. The completion of this project is estimated beyond 5 years. Total five year cost is $5.625M. Remaining unfunded cost is $2.825M.

95

MCKAY CREEK REGIONAL WATERSHED MANAGEMENT

Level of Service Change Due to Project: This project will prevent flooding and damage, enhance water quality, improve maintenance and operation access.

Funding Breakdown:

Fund 2018 2019 2020 2021 2022


- - - $1,400,000 $1,400,000

96

MCKAY CREEK BASIN- 20TH AVE SW & 10TH STREET SW OUTFALL IMPROVEMENT

Project Number: 123

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:

Stormwater Capital Projects


50 Years


Sustainability

Project Status:

Unfunded



Project Score:

24


$275,000

Project Description: The McKay Creek Watershed Management Plan (Plan), completed in 2012, addresses water quality in the McKay Creek drainage basin and identifies Best Management Practices (BMP) designed to reduce the amount of pollutants which flow into South Clearwater Harbor. The study included a BMP analysis to find projects that provide flood control and water quality benefits within the McKay Creek Watershed. Selection of appropriate BMPs is a function of several factors, including target pollutants, watershed size, land availability, construction costs, and routine maintenance. Given the widespread flooding within the watershed, most alternatives were identified to address flooding. Where possible it included components within these BMPs to improve water quality. Structure and roadway flooding occur in several neighborhoods, located on the east side of Taylor Lake near the Pinellas Trail due to its undersized outlets. Currently large flows are discharged overland causing flooding from this neighborhood. This project is a combination of two BMPs identified in the study. The scope of this project include up-sizing the outfall pipes at the 20th Avenue SW neighborhood and the 10th Street SW neighborhood, which ultimately discharge into the Pinellas Trail conveyance system. In additional, storm structures will need to be added and pipe lines increased to reduce the neighborhood flooding.

Revisions from Previous Year: The previous "Regional Watershed Management Planning" project was subdivided into individual projects for each watershed. This project is part of the McKay Creek Watershed BMP list.

Beyond 5 Years: This project will require ongoing preventive maintenance.

Level of Service Change Due to Project: This project will prevent flooding and damage, enhance water quality, and improve maintenance and operation access.

97

ALLEN'S CREEK REGIONAL WATERSHED MANAGEMENT

Project Number: 105

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:



N/A


Sustainability

Project Status:

Unfunded



Project Score:

24


$740,000

Project Description: Pinellas County, in cooperation with the Southwest Florida Water Management District (SWFWMD or District), has identified the implementation of a Watershed Management Program (WMP) as one of its Comprehensive Watershed Management initiatives. A WMP provides the methodology to evaluate the capacity of a watershed to protect, enhance and restore water quality and natural systems, while achieving flood protection. The City of Largo entered into a Cooperative Agreement with Pinellas County and the City of Clearwater in 2012 to conduct the Allen’s Creek Watershed Management Plan (Plan). The Plan addresses water quality in the Allen’s Creek drainage basin and identifies Best Management Practices (BMP) designed to reduce the amount of pollutants which flow into Old Tampa Bay. The Basin is located south central Pinellas County and is distributed throughout the jurisdictions of Unincorporated County and the cities of Largo and Clearwater. In general, the drainage basin is bordered by Drew Street to the north, East Bay Drive to the South, Lake Avenue to the west, and Old Tampa Bay to the east. The Allen's Creek Basin covers an area of approximately 7.7 square miles (5,600 acres), and is an impaired waterbody with a total maximum daily load for nutrients and dissolved oxygen as designated by the FDEP (62-303 F.A.C.). Land use in the Allen’s Creek watershed encompasses a variety of land cover types. The primary land use throughout the watershed is residential, comprising approximately 70% of the project area. The remaining portion of the watershed is comprised mainly of commercial, industrial, institutional and natural land uses. The study included a BMP analysis to find projects that provide flood control and water quality benefits within the Allen’s Creek Watershed. Selection of appropriate BMPs is a function of several factors, including target pollutants, watershed size, land availability, construction costs, and routine maintenance. Given the widespread flooding within the watershed, most alternatives were identified to address flooding. Where possible it included components within these BMPs to improve water quality. Significant flooding occurs along Allen's Creek, and elsewhere within the watershed. Low relief, high runoff potential, and under-sized storm sewer facilities contribute to the flooding problems. Seven projects were identified and are effective at providing reduced flood stages. Some of the projects provide large regional benefits, and some provide flood relief for individual neighborhoods; therefore, in any given year improvements can be made based on the amount of funding available. Two out of the seven BMPs identified are within the City of Largo jurisdiction. A list of the BMP projects within Largo's jurisdiction is located below. Belleair Road/St. Paul’s Drive ; Deville Drive (Separate Unfunded CIP Project No 124)


98

ALLEN'S CREEK REGIONAL WATERSHED MANAGEMENT

Beyond 5 Years: This project has several proposed Best Management Practices identified. In any given year improvements can be made based on the amount of funding available. The completion of this project is estimated beyond 5 years.


99

ALLEN'S CREEK BASIN- DEVILLE DRIVE OUTFALL IMPROVEMENT

Project Number: 124

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:



50 Years


Sustainability

Project Status:

Unfunded



Project Score:

24


$210,000

Project Description: The Allen’s Creek Watershed Management Plan (Plan), completed in 2012, addresses water quality in the McKay Creek drainage basin and identifies Best Management Practices (BMP) designed to reduce the amount of pollutants which flow into Old Tampa Bay. The study included a BMP analysis to find projects that provide flood control and water quality benefits within the Allen’s Creek Watershed. Selection of appropriate BMPs is a function of several factors, including target pollutants, watershed size, land availability, construction costs, and routine maintenance. Given the widespread flooding within the watershed, most alternatives were identified to address flooding. Where possible it included components within these BMPs to improve water quality. The Deville Neighborhood is located north of East Bay Drive, and southeast of McMullen Road. The project area is a residential area that experiences roadway and structure flooding. Water within this residential area flows north and east along the streets, where it is then collected by stormwater inlets at the intersection of Deville Drive North and Deville Drive East. The water is then piped north to the existing channel via a 36-inch pipe towards McMullen Road. Flooding in this residential area can be greatly reduced by installing a parallel 48-inch pipe to the existing outfall. This alternative is predicted to eliminate road flooding, but further evaluation would need to be completed to ensure that the issue is fully addressed.

Revisions from Previous Year: The previous "Regional Watershed Management Planning" project was subdivided into individual projects for each watershed. This project is part of the Allen's Creek Watershed BMP list.



100

CLEARWATER LARGO RD REGIONAL WATERSHED MANAGEMENT

Project Number: 108

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:



N/A


Sustainability

Project Status:

Unfunded



Project Score:

24


$350,000

Project Description: The Clearwater-Largo Road Drainage District Study, completed in 2013, developed strategies for mitigating the stormwater impacts associated with water quantity and water quality of existing development, and potential redevelopment within the West Bay Drive Community Redevelopment District and Clearwater Largo Road Community Redevelopment District. In general, the study area is bordered on the east by 4th Street NE, on the north by Belleair Road, on the west by the Pinellas Trail, and extends south of 8th Avenue SW. The Best Management Practice (BMP) identified in the Clearwater-Largo Road Drainage District Study developed alternatives to address areas that experience significant roadway and property flooding during seasonal summer rains, and compliance with NPDES regulations. The Clearwater-Largo Road study area is a heavily developed, urban environment with aged drainage facilities. Selection of appropriate BMPs is a function of several factors, including target pollutants, watershed size, land availability, construction costs, and routine maintenance. Given the widespread flooding within the watershed, most alternatives were identified to address flooding. Where possible it included components within these BMPs to improve water quality. Five projects were identified and are effective at providing reduced flood stages and water quality. Some of the projects provide large regional benefits, and some provide flood relief for individual neighborhoods; therefore, in any given year improvements can be made based on the amount of funding available. A list of the BMP projects within Largo jurisdiction is located below. Clearwater-Largo Road between 2nd Avenue NW and Mehlenbacher Road (Funded CIP Project FY2017); Clearwater-Largo Road between Mehlenbacher Road and New Jersey Street; 13th Ave NW and Pinellas Trail; Stremma Rd and 4th Street NW; Wet detention treatment area - Water Quality Pond




101

LONG BRANCH CREEK REGIONAL WATERSHED MANAGEMENT

Project Number: 106

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:



N/A


Sustainability

Project Status:

Unfunded



Project Score:

24


$5,250,000

Project Description: Pinellas County, in cooperation with the Southwest Florida Water Management District (SWFWMD or District), has identified the implementation of a Watershed Management Program (WMP) as one of its Comprehensive Watershed Management initiatives. A WMP provides the methodology to evaluate the capacity of a watershed to protect, enhance and restore water quality and natural systems, while achieving flood protection. The City of Largo entered into a Cooperative Agreement with Pinellas County in 2010 to conduct the Long Branch Creek Watershed Management Plan (Plan). The Long Branch Creek watershed originates west of Belcher Road and aligns in a southwest-to-northeast direction ultimately discharging into Old Tampa Bay. The Plan addresses water quality in the impaired Long Branch Creek drainage basin and identifies Best Management Practices (BMP) designed to reduce the amount of pollutants. The Long Branch Creek watershed encompasses 2.8 square miles (1,800 acres) in central Pinellas County. The drainage basin is located in a highly urbanized area of Pinellas County, with approximately 75% of the basin consisting of residential and commercial land use. The basin is mostly within the City of Largo limits, and is bordered by Haines Bayshore Road to the north, 142nd Street to the South, Belcher Road to the west, and Upper Tampa Bay to the east. The study included a BMP analysis to find projects that provide flood control and water quality benefits within the Long Branch Creek Watershed. Selection of appropriate BMPs is a function of several factors, including target pollutants, watershed size, land availability, construction costs, and routine maintenance. Given the widespread flooding within the watershed, most alternatives were identified to address flooding. Where possible it included components within these BMPs to improve water quality. Each BMP was evaluated for its ability to remove the watershed target pollutant which include nutrients, fecal coliform, and suspended solids. Eight projects were identified and are effective at providing reduced flood stages and water quality. Some of the projects provide large regional benefits, and some provide flood relief for individual neighborhoods; therefore, in any given year improvements can be made based on the amount of funding available. A total of eight BMPs were identified within the City of Largo's jurisdiction. Three out of the eight BMPs identified are not feasible or on unavailable private property. A list of the feasible BMP projects within Largo jurisdiction is located below. - Swann Lake Expansion and Channel improvements; Whitney Road Treatment Ponds (Separate Unfunded CIP Project No 125); Dodge Street Retention Pond; Bunting Way Retention Pond Expansion; East Bay and Bedford Circle Retention Pond Expansion.



102

LONG BRANCH CREEK REGIONAL WATERSHED MANAGEMENT


103

LONG BRANCH CREEK BASIN- WHITNEY ROAD STORMWATER INFRASTRUCTURE IMPROVEMENTS

Project Number: 125

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:



50 Years


Sustainability

Project Status:

Unfunded



Project Score:

24


$500,000

Project Description: The Long Branch Creek Watershed Management Plan (Plan), completed in 2010, addresses water quality in the McKay Creek drainage basin and identifies Best Management Practices (BMP) designed to reduce the amount of pollutants which flow into Old Tampa Bay. The study included a BMP analysis to find projects that provide flood control and water quality benefits within the Long Branch Creek Watershed. Selection of appropriate BMPs is a function of several factors, including target pollutants, watershed size, land availability, construction costs, and routine maintenance. Given the widespread flooding within the watershed, most alternatives were identified to address flooding. Where possible it included components within these BMPs to improve water quality. High levels of target pollutants such as nutrients, fecal coliform, and suspended solids were identified in the ditch along Whitney Road near Wolford Road, which outfalls into Long Branch Creek. The ditch alongside Whitney Road consists of a relatively deep earthen channel which runs the entire length of Whitney Road and directs roadway runoff, along with adjacent watershed runoff, to the point of inflow into the Long Branch Creek. Evidence of fecal coliform bacteria was observed at this site even under low flow conditions, suggesting a non-runoff related inflow of bacteria into the drainage system. A vacant pie-shaped parcel is located immediately north of the drainage canal and appears to be a potential location for a small wet detention or infiltration type treatment process. A second parcel owned by Pinellas County is located east of Long Branch Creek and north of Whitney Road. This parcel is currently the site of a small stormwater treatment pond which could be substantially enhanced to perhaps provide treatment for the Whitney Road drainage system as well. The existing channel piping could be extended initially into a small treatment pond associated with the development on the south side of Whitney Road. After migrating through this treatment area, the discharge from Whitney Road would then be directed into an enlarged and reconfigured pond on the north side of the roadway in the parcel currently owned by Pinellas County. This additional detention time and opportunity for biological uptake and degradation of the fecal coliform bacteria has the potential to reduce fecal coliform loading to Long Branch Creek. Constructing a series of berms or check-dams in the existing roadside drainage system along Whitney Road would add to the load reduction.

Revisions from Previous Year: The previous "Regional Watershed Management Planning" project was subdivided into individual projects for each watershed. This project is part of the Long Branch Creek Watershed BMP list.



104

STARKEY RD BASIN REGIONAL WATERSHED MANAGEMENT

Project Number: 107

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:



N/A


Sustainability

Project Status:

Unfunded



Project Score:

24


$1,600,000

Project Description: Pinellas County, in cooperation with the Southwest Florida Water Management District (SWFWMD or District), has identified the implementation of a Watershed Management Program (WMP) as one of its Comprehensive Watershed Management initiatives. A WMP provides the methodology to evaluate the capacity of a watershed to protect, enhance and restore water quality and natural systems, while achieving flood protection. The City of Largo entered into a Cooperative Agreement with Pinellas County in 2012 to conduct the Starkey Road Basin Watershed Management Plan (Plan). The Plan addresses water quality in the Starkey drainage basin and identifies Best Management Practices (BMP) designed to reduce the amount of pollutants which flow into Boca Ciega Bay. The Starkey Road Basin is located in central Pinellas County, and is distributed within the unincorporated Pinellas County, the City of Pinellas Park, the City of Largo, City of Clearwater and the City of Seminole. It is generally bordered on the east by Belcher Road, on the north by Belleair Road, on the west by Ridge Road and Lake Seminole, and extends south of Park Boulevard. The Starkey Road Basin covers an area of approximately 12 square miles (7,400 acres) and is an impaired waterbody for Dissolved Oxygen, Nutrients due to Chlorophyll, and fecal coliform based on FDEP (62-303 F.A.C.). Approximately 89 percent of the basin is comprised of urban land uses. It is highly urbanized and dominated by residential (54 percent) and industrial (12 percent) land uses. The study included a BMP analysis to find projects that provide flood control and water quality benefits within the Starkey Road Basin Watershed. Selection of appropriate BMPs is a function of several factors, including target pollutants, watershed size, land availability, construction costs, and routine maintenance. Given the widespread flooding within the watershed, most alternatives were identified to address flooding. Where possible it included components within these BMPs to improve water quality. The main conveyance feature in the Starkey Road Basin is the Lake Seminole Bypass Canal which ultimately discharges to Long Bayou. Significant flooding occurs throughout the watershed. Low relief, high runoff potential, and under-sized storm sewer facilities contribute to the flooding problems. Seventeen flood prone areas were identified within the City of Largo's limits. Causes of flooding vary by location and include under- designed secondary drainage components (both public and private), adverse tailwater conditions created by primary conveyance system flood stages (open channels, storm pipes and ponds), lack of formal drainage facilities in some older developments, and overgrowth/siltation of collector ditch/swale systems. Ten out of the seventeen BMPs identified are not feasible or on private property. A list of the feasible BMP projects within Largo jurisdiction is located below. - Culvert Upgrade at 2nd Ave NE; Culvert Upgrade at Starkey Road on Channel 10 near East Bay Oaks MHP (Separate Unfunded CIP Project No 122); Culvert Upgrade at Lake Palms Drive On Channel 10 (Separate Unfunded CIP Project No 122); Dahilia Place and Gardenia Place Outfall Improvements (Separate Unfunded CIP Project No 122); Culvert Upgrade for Wetland Outfall To Fulton Drive; Culvert Upgrade on Channel 1 at New Haven Drive and Donegan Road; Culvert Upgrade at Channel 9 at Starkey Road and Tall Pines Drive

105

STARKEY RD BASIN REGIONAL WATERSHED MANAGEMENT



Level of Service Change Due to Project: This project will prevent flooding and damage, enhance water quality, improve maintenance and operation access.

106

STARKEY ROAD BASIN- CHANNEL 10 DITCH OUTFALL IMPROVEMENT

Project Number: 122

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:



50 Years


Sustainability

Project Status:

Unfunded



Project Score:

24


$600,000

Project Description: The Starkey Road Basin Watershed Management Plan (Plan), completed in 2012, addresses water quality in the Starkey drainage basin and identifies Best Management Practices (BMP) designed to reduce the amount of pollutants which flow into Boca Ciega Bay. The study included a BMP analysis to find projects that provide flood control and water quality benefits within the Starkey Road Basin Watershed. Selection of appropriate BMPs is a function of several factors, including target pollutants, watershed size, land availability, construction costs, and routine maintenance. Given the widespread flooding within the watershed, most alternatives were identified to address flooding. Where possible it included components within these BMPs to improve water quality. This BMP project is a combination of three individual BMPs identified in the study. It proposes upgrading the culvert at Starkey Road on Channel 10 near the East Bay Oaks Mobile Home Community and at Lake Palms Drive on Channel 10. The additional culverts will increase conveyance during major storm events that cause significant road flooding of long duration between Starkey Road and Belcher Road and south of East Bay Drive. In combination of upgrading the two culverts, the study recommends re-grading the south-flowing tributary ditch west of Dahlia Place and Gardenia Place to expand the bottom width and recreate a positive ditch bottom gradient. This area discharged stormwater to a south flowing tributary ditch of Starkey Channel 10 which flows west to Channel 1. The Channel 10 tributary ditch is overgrown and undersized to provide adequate conveyance. New inlet/collection structures between the Dahlia Place and Gardenia Place cul- de- sac roadway are also proposed to fully convey roadway runoff through the collector system without overflow down driveways. The study provides a general evaluation of the drainage issues, but further evaluation would be required to fully address the drainage issues.

Revisions from Previous Year: The previous "Regional Watershed Management Planning" project was subdivided into individual projects for each watershed. This project is part of the Starkey Road Watershed BMP list.



107

STORMWATER RETROFIT - HEATHER HILLS (115TH ST N)

Project Number: 58

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:



N/A



Project Status:

Unfunded



Project Score:

12


$550,000

Project Description: The purpose of this project is to make improvements to the linear retention ditch within the Heather Hills Subdivision behind several residential properties near 115th Street North. The ditch lies within the McKay Creek drainage basin between the Pinellas Trail and Ridge Road and is connected to a retention pond that outfalls into the Pinellas Trail stormwater conveyance system. A request to pipe the open system has been made by several residents due to various concerns. In accordance with Southwest Florida Water Management District (SWFWMD), any modification to an existing system requires a permit. SWFWMD regulations require evaluation of impacts to the existing system and potential adverse impacts to the surrounding systems of any modification to the existing conveyance and storage system. Staff has evaluated three alternatives and the costs versus benefits of these improvements to the community. Per Commission's direction, approximately 500 linear feet of 24 inch RCP pipe will be installed in the existing ditch and a shallow swale will be constructed above the proposed pipe. In order to capture some of the existing overland flow, ditch bottom inlets will be placed 100 feet on center the entire length of the swale and connecting to the new pipe. Modification of the existing outfall pond will need to be made to offset the impacts of piping and filling in the existing ditch. In order to offset the impact, an 8 ft tall retaining wall will need to be constructed along the perimeter of the pond to increase the storage capacity. Operations and maintenance costs would remain the same as the swales and inlets would require similar maintenance efforts as the existing ditch. The City Commission has requested that these improvements be reevaluated during the Citywide Stormwater Assessment. The Stormwater Assessment is currently underway in FY17. Upon completion of the assessment, staff will prioritize the improvements.




108


Technology Projects

COMPUTER SERVER REPLACEMENT

Project Number: 60

Project Manager:

IT Infrastructure Manager

Additional FTEs:

0.00

Project Customer:

Infrastructure


5 Years


Sustainability

Project Status:

In Progress



Project Score:

21

Project Description: The City operates, on average, 70 main production computer servers. The computer servers that have reached the end of their useful life are scheduled for replacement annually. The City's main production servers have an average useful life of approximately 5-6 years; however, increased user demand and/or enhanced software capabilities may accelerate replacement requirements, even though a server remains functional. If a computer server being replaced is reliable, the server is reassigned to less demanding production work, becomes a testing server for non-production work, or is retired. This CIP project considers server replacements for all current production servers regardless of location or department being served. The actual number of servers being considered for each year appears in the table below. The increase in FY 2020 is due to the Police servers as well as other servers which were deferred during the recession. Other costs associated with server replacement include installation, training, and all associated licenses and fees. This project will continue in perpetuity following the same replacement schedule beyond the 5th year of the CIP.

Revisions from Previous Year: Cost estimates are updated annually based on market prices. 5 servers have been added to support the Permitting and Development Review software in Community Development which will require replacement in FY 2021.

Beyond 5 Years: This project will continue in perpetuity following the replacement schedule beyond the 5th year of the CIP. The costs will continue to be updated on an annual basis according to market conditions.

Level of Service Change Due to Project: Each server replacement is anticipated to provide increased performance, increased reliability, and minimize maintenance costs.

Funding Breakdown:

Fund 2018 2019 2020 2021 2022

Construction Services Fund - - - $65,000 -

General Fund $100,000 $150,000 $350,000 $160,000 $105,000

Stormwater Fund - - - - -

Wastewater Operations Fund $40,000 - $15,000 - $30,000

ENTERPRISE TELEPHONE SYSTEM

Project Number: 115

Project Manager:


Additional FTEs:

1.00

Project Customer:



10 years


Sustainability

Project Status:

New



Project Score:

18

Project Description: The City’s current telephone system consists of two components: 1) The switch that channels incoming data to the required output port, and 2) the voicemail system. The voicemail system reached end of life (no longer vendor supported) in 2016, and the switch will reach end of life September, 2018.This project will not solve the issue that there are several remote City buildings (e.g. SW Recreation Center, Golf Course, fire stations) that are not integrated into the City’s telephone system, therefore lacking many of the available features.


Beyond 5 Years: There will be recurring licensing and maintenance costs.

Level of Service Change Due to Project: This project addresses the opportunity for replacement with a Unified Communications & Collaboration strategy. Subsequent benefits include a foundation for maintaining parity in the technology and communications environment, while also providing modern enhanced communications methodologies for City staff. The new system will integrate real-time, enterprise, communication services such as instant messaging (chat), voice (including IP telephony), mobility features (including extension mobility and single number reach), audio, web & video conferencing, and desktop sharing.

Funding Breakdown:

Fund 2018 2019 2020 2021 2022

General Fund $384,000 $147,600 $151,500 $155,600 $160,000

NETWORK SEGMENTATION PROJECT

Project Number: 116

Project Manager:


Additional FTEs:

0.00

Project Customer:



25 years


Sustainability

Project Status:

Funded



Project Score:

23

Project Description: The City of Largo’s computing environment has been operating on a flat network architecture for over thirty years. Evolving innovations including Cloud computing, collaboration, video training, cyber security, e-commerce as well as network management tools have created the need to transition to a more sustainable industry segmentation network methodology. On a flat network, transmitted data is received simultaneously by all devices on the network, regardless of the intended destination. This produces unnecessary traffic, and impacts performance by slowing down network transaction speeds. A segmented network restricts data routing to predefined areas of the network and drastically reduces the traffic. Scope of the network segmentation project includes 1) Re-addressing the Internet Protocol (IP) from the current external public IP schema to an internal, private IP schema 2) Creating small groups of devices with similar network addresses (segments) and 3) Replacing hard coded IP addresses by implementing internal Dynamic Host Control Protocol (DHCP).


Beyond 5 Years: N/A

Level of Service Change Due to Project: Segmenting the City’s computer network is vital for adhering to the following demands: 1) increased Cloud applications 2) collaborative functionality 3) video training 4) regulatory compliance expectations 5) network security 6) enhanced technology management tools

Funding Breakdown:

Fund 2018 2019 2020 2021 2022

General Fund $130,000 - - - -

ORACLE PERFORMANCE UPGRADES

Project Number: 62

Project Manager:

IT Business Services Manager

Additional FTEs:

0.00

Project Customer:

Business Services


5 Years


Sustainability

Project Status:

Funded


Foster a Community Where Opportunities Exist for Residents and Businesses to Realize Their Full Potential

Project Score:

6

Project Description: This project is for the purchase of performance enhancing processors for the Oracle servers. Multiple departments (mainly Environmental Services and Community Development) in the City use Oracle based software that is maintained by City IT staff. Currently, users of Oracle based software are experiencing performance issues (downtime, slow processing speed). The purchase of the processors will help correct these issues, and also allow for the expansion of the use of Oracle software, if required. The cost for this project includes the additional processor licenses in FY 2019, and required support services (year one included with initial purchase).

Revisions from Previous Year: None.

Beyond 5 Years: This project will incur operating costs indefinitely beyond the 5th year of the CIP. Licensing costs will total approximately $60,000 per year.

Level of Service Change Due to Project: Additional processors would maintain, with the option to increase, the response from the database to the application.

Funding Breakdown:

Fund 2018 2019 2020 2021 2022

Construction Services Fund - $50,000 $12,000 $12,000 $12,000

General Fund - $75,000 $18,000 $18,000 $18,000

Stormwater Fund - $50,000 $12,000 $12,000 $12,000

Wastewater Operations Fund - $75,000 $18,000 $18,000 $18,000

ENTERPRISE RESOURCE PLANNING SOFTWARE REPLACEMENT

Project Number: 101

Project Manager:

Additional FTEs:

0.00

Project Customer:



15 Years


Sustainability

Project Status:

Unfunded


Advance a Flexible and Resilient Organization That Delivers Superior City Services

Project Score:

8


$1,000,000

Project Description: The City has utilized the current enterprise-wide resource tracking software for over 25 years. The software is the City's system of record for employee data, payroll, finance (accounts receivable, accounts payable, solid waste billing), and purchasing; however, many if not most of these modules function as independent applications with minimal integration. Additionally, the current software lacks many modern features allowing for automation of processes and reporting of critical financial and human resources data. As a result, the City has outgrown its current software. Project implementation also presents the opportunity for both standardization and automation of core business processes, with the ultimate goal of integrating these numerous functions within a single, comprehensive application. Anticipated efficiency gains with a new ERP system will be realized through the elimination of multiple points of data entry which enables reuse of data across the enterprise, in addition to the inclusion of modern reporting features that will reduce staff time associated with manually compiling data from various sources.


Beyond 5 Years: Annual software support will be an ongoing expenditure.

Level of Service Change Due to Project: Elimination of multiple points of data entry, process automation, modern reporting features that will reduce staff time manually compiling data.

FIBER OPTIC DATA NETWORK RECONFIGURATION

Project Number: 64

Project Manager:


Additional FTEs:

0.00

Project Customer:

Infrastructure


20 Years


Sustainability

Project Status:

Unfunded



Project Score:

15


$450,000

Project Description: This project is a multi-phase approach to implementing a survivable fiber optic network communications infrastructure for the City. The purpose of this project is to have a functioning Synchronous Optical Network, or SONET Ring. A SONET Ring is known as a “self-healing ring” where two or more transmission paths between network switches are used to digitally cross-connect data transmission points. If there is a break in one line, another line will still be functioning. This is being done in order to create redundant fiber optic connections between key City buildings and ensure sites remain connected to the Data Center in the event of network hardware failure or failure of the fiber optic cabling. The City has identified key buildings, including PD, EOC, the Community Center, and the Streets and Drainage building that will be included in this redundant network. The implementation of this fiber ring consists of three phases, each with multiple steps. This plan is based on current conditions. Future decisions for building design/placement, regulatory issues, technology and industry best practices may affect its implementation. It may be necessary to change this outlined scope in whole or in part in order to complete all phases described herein. Phase 1 – Survivable Fiber Remediation: The primary goal of this phase is to eliminate City Hall as a potential point of network failure by relocating the primary network node to the EOC for connectivity. This Phase was completed in FY 2015. Phase 2 – Hut Bypass: This phase of the project will remove the existing data hut currently located in Largo Central Park and reroute the fiber connections directly to location of the Data Center. This phase will be completed in FY 2016. Phase 3 – SONET Ring installation: This phase will include the installation of additional fiber infrastructure and the connection of key City facilities (Data Center to Community Center and Community Center to Public Works) in a way that they have two paths to remain connected to the Data Center. The run from the Data Center to Community Center portion will be completed in FY 2016. The Community Center to Public Works portion of this phase, which will complete the Ring, is currently unfunded.


Beyond 5 Years: N/A



Vehicles

BOOKMOBILE

Project Number: 73

Project Manager:

Library Director

Additional FTEs:

0.00

Project Customer:

Administration


15 Years


Community Pride

Project Status:

Funded



Project Score:

11

Project Description: The Greater Largo Library Foundation (GLLF) is currently fund-raising for a bookmobile program to include funding a vehicle, computers and library materials. Total funds will support the vehicle for at least 5 years. Continuous fundraising will help supplement annual costs through the GLLF endorsement. No additional FTEs are required. Existing Library staff will be re-allocated to the bookmobile. Acquisition and operation of the bookmobile is contingent upon successful fundraising by the GLLF.

Revisions from Previous Year: Reduced estimated capital cost to $200,000 based on revised vehicle scope and specifications. Project scope no longer includes a shelter for the vehicle.

Beyond 5 Years: Ongoing operating costs entail fuel, maintenance, and additional library materials.

Level of Service Change Due to Project: Library materials and services will be expanded to parts of the community that cannot currently reach the Library facility.

Funding Breakdown:

Fund 2018 2019 2020 2021 2022

General Fund $200,000 $50,000 $52,000 $54,000 $54,000

115

Department FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 TotalCommunity Development $102,500 $55,000 $0 $89,500 $70,400 $317,400Environmental Services $235,200 $261,500 $649,400 $797,000 $0 $1,943,100Fire Rescue $1,946,000 $829,000 $1,150,000 $3,033,000 $1,837,000 $8,795,000Information Technology $23,500 $24,700 $0 $0 $0 $48,200Police $1,496,600 $1,624,400 $1,713,400 $1,796,600 $1,402,400 $8,033,400Public Works $2,577,100 $2,783,400 $2,858,400 $3,632,000 $4,862,500 $16,713,400Recreation, Parks, and Arts $223,200 $245,400 $95,700 $361,200 $70,000 $995,500TOTAL $6,604,100 $5,823,400 $6,466,900 $9,709,300 $8,242,300 $36,846,000

Fund FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 TotalConstruction Services $24,700 $26,000 $0 $57,400 $30,200 $138,300Fleet Services $0 $65,300 $0 $0 $0 $65,300General $503,400 $602,900 $239,400 $798,800 $825,400 $2,969,900Local Option Sales Tax $3,442,600 $2,453,400 $2,863,400 $4,829,600 $3,239,400 $16,828,400Solid Waste $1,684,000 $2,023,900 $2,346,000 $2,209,500 $2,850,900 $11,114,300Stormwater $714,200 $390,400 $368,700 $1,017,000 $1,256,200 $3,746,500Wastewater $235,200 $261,500 $649,400 $797,000 $40,200 $1,983,300Total $6,604,100 $5,823,400 $6,466,900 $9,709,300 $8,242,300 $36,846,000

FY 2018-2022 Vehicle Replacement Schedule

Summary By Department

Summary by Fund

116

Fund Vehicle FY 2018 FY 2019 FY 2020 FY 2021 FY 202201 - General Fund 45-30-04 $25,200 $0 $0 $0 $001 - General Fund 45-40-05 $0 $30,000 $0 $0 $001 - General Fund 45-50-06 $157,800 $0 $0 $0 $001 - General Fund 45-50-11 $0 $0 $0 $63,800 $001 - General Fund 45-92-44 $0 $133,000 $0 $0 $001 - General Fund 45-92-60 $0 $0 $0 $85,500 $001 - General Fund 45-92-61 $0 $0 $0 $80,000 $001 - General Fund 45-93-05 $0 $26,200 $0 $0 $001 - General Fund 45-94-04 $0 $0 $33,800 $0 $001 - General Fund 45-52-07 $0 $0 $34,000 $0 $001 - General Fund 45-53-09 $40,200 $0 $0 $0 $001 - General Fund 45-53-12 $0 $26,200 $0 $0 $001 - General Fund 45-53-13 $0 $0 $27,900 $0 $001 - General Fund 45-60-04 $0 $30,000 $0 $0 $001 - General Fund 45-51-08 $0 $0 $0 $30,500 $001 - General Fund 45-51-09 $0 $0 $0 $32,400 $001 - General Fund 45-51-11 $0 $0 $0 $69,000 $001 - General Fund 45-53-14 $0 $0 $0 $0 $70,000Total $223,200 $245,400 $95,700 $361,200 $70,000

Fund Vehicle FY 2018 FY 2019 FY 2020 FY 2021 FY 202201 - General Fund 19-30-04 $0 $24,700 $0 $0 $001 - General Fund 19-30-06 $23,500 $0 $0 $0 $0Total $23,500 $24,700 $0 $0 $0

Fund Vehicle FY 2018 FY 2019 FY 2020 FY 2021 FY 202213 - Construction Services Fund 56-20-20 $24,700 $0 $0 $0 $001 - General Fund 56-20-21 $0 $29,000 $0 $0 $001 - General Fund 56-20-22 $0 $0 $0 $32,100 $013 - Construction Services Fund 56-20-23 $0 $26,000 $0 $0 $013 - Construction Services Fund 56-20-24 $0 $0 $0 $28,700 $013 - Construction Services Fund 56-20-25 $0 $0 $0 $28,700 $014 - Stormwater Fund 56-61-02 $24,700 $0 $0 $0 $001 - General Fund 56-63-08 $24,700 $0 $0 $0 $001 - General Fund 56-64-03 $28,400 $0 $0 $0 $013 - Construction Services Fund 56-20-26 $0 $0 $0 $0 $30,20041 - Wastewater Operations Fund 56-65-02 $0 $0 $0 $0 $40,200Total $102,500 $55,000 $0 $89,500 $70,400


Recreation, Parks, and Arts Vehicles

Information Technology Vehicles

Community Development Vehicles

117

Fund Vehicle FY 2018 FY 2019 FY 2020 FY 2021 FY 202241 - Wastewater Operations Fund 62-21-01 $0 $0 $515,000 $0 $041 - Wastewater Operations Fund 62-21-04 $24,700 $0 $0 $0 $041 - Wastewater Operations Fund 62-22-04 $0 $0 $0 $541,000 $041 - Wastewater Operations Fund 62-22-75 $110,000 $0 $0 $0 $041 - Wastewater Operations Fund 62-22-81 $0 $29,000 $0 $0 $041 - Wastewater Operations Fund 62-22-82 $0 $0 $42,300 $0 $041 - Wastewater Operations Fund 62-24-09 $0 $0 $40,000 $0 $041 - Wastewater Operations Fund 62-24-10 $0 $26,000 $0 $0 $041 - Wastewater Operations Fund 62-25-11 $42,500 $0 $0 $0 $041 - Wastewater Operations Fund 62-25-13 $58,000 $0 $0 $0 $041 - Wastewater Operations Fund 62-25-14 $0 $30,800 $0 $0 $041 - Wastewater Operations Fund 62-22-86 $0 $0 $52,100 $0 $041 - Wastewater Operations Fund 62-22-94 $0 $30,300 $0 $0 $041 - Wastewater Operations Fund 62-22-95 $0 $0 $0 $41,000 $041 - Wastewater Operations Fund 62-22-96 $0 $0 $0 $160,000 $041 - Wastewater Operations Fund 62-22-97 $0 $0 $0 $55,000 $041 - Wastewater Operations Fund 62-23-10 $0 $30,800 $0 $0 $041 - Wastewater Operations Fund 62-22-84 $0 $30,800 $0 $0 $041 - Wastewater Operations Fund 62-22-85 $0 $57,800 $0 $0 $041 - Wastewater Operations Fund 62-23-13 $0 $26,000 $0 $0 $0Total $235,200 $261,500 $649,400 $797,000 $0


Environmental Services Vehicles

118

Fund Vehicle FY 2018 FY 2019 FY 2020 FY 2021 FY 202216 - Local Option Sales Tax (LOST) Fund 35-152 $1,100,000 $0 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 35-161 $90,000 $0 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 35-177 $0 $755,000 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 35-183 $71,000 $0 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 35-186 $0 $0 $270,000 $0 $016 - Local Option Sales Tax (LOST) Fund 35-188 $0 $0 $790,000 $0 $016 - Local Option Sales Tax (LOST) Fund 35-189 $0 $0 $0 $1,700,000 $016 - Local Option Sales Tax (LOST) Fund 35-192 $0 $0 $0 $830,000 $016 - Local Option Sales Tax (LOST) Fund 35-193 $0 $0 $0 $285,000 $016 - Local Option Sales Tax (LOST) Fund 35-194 $35,000 $0 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 35-196 $650,000 $0 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 35-197 $0 $37,000 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 35-198 $0 $37,000 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 35-200 $0 $0 $90,000 $0 $016 - Local Option Sales Tax (LOST) Fund 35-202 $0 $0 $0 $0 $870,00016 - Local Option Sales Tax (LOST) Fund 35-203 $0 $0 $0 $45,000 $016 - Local Option Sales Tax (LOST) Fund 35-204 $0 $0 $0 $0 $90,00016 - Local Option Sales Tax (LOST) Fund 35-206 $0 $0 $0 $83,000 $016 - Local Option Sales Tax (LOST) Fund 35-207 $0 $0 $0 $0 $87,00016 - Local Option Sales Tax (LOST) Fund 35-208 $0 $0 $0 $90,000 $016 - Local Option Sales Tax (LOST) Fund 35-209 $0 $0 $0 $0 $790,000Total $1,946,000 $829,000 $1,150,000 $3,033,000 $1,837,000


Fire Rescue Vehicles

119

Fund Vehicle FY 2018 FY 2019 FY 2020 FY 2021 FY 202216 - Local Option Sales Tax (LOST) Fund

Patrol Cruisers $1,282,000 $1,346,000 $1,555,400 $1,706,600 $1,402,400

16 - Local Option Sales Tax (LOST) Fund 39-555 $37,200 $0 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 39-562 $0 $0 $0 $50,000 $016 - Local Option Sales Tax (LOST) Fund 39-587 $0 $0 $0 $40,000 $016 - Local Option Sales Tax (LOST) Fund 39-642 $0 $31,200 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 39-653 $0 $0 $39,500 $0 $016 - Local Option Sales Tax (LOST) Fund 39-654 $0 $0 $39,500 $0 $016 - Local Option Sales Tax (LOST) Fund 39-655 $0 $0 $39,500 $0 $016 - Local Option Sales Tax (LOST) Fund 39-656 $0 $0 $39,500 $0 $016 - Local Option Sales Tax (LOST) Fund 39-682 $0 $53,000 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 39-636 $0 $31,000 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 39-637 $0 $31,000 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 39-638 $0 $33,600 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 39-639 $0 $33,600 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 39-640 $0 $33,800 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 39-641 $0 $31,200 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 39-593 $24,700 $0 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 39-594 $24,700 $0 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 39-595 $0 $0 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 39-596 $26,200 $0 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 39-597 $26,200 $0 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 39-598 $26,200 $0 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 39-591 $24,700 $0 $0 $0 $016 - Local Option Sales Tax (LOST) Fund 39-592 $24,700 $0 $0 $0 $0Total $1,496,600 $1,624,400 $1,713,400 $1,796,600 $1,402,400


Police Vehicles

120

Fund Vehicle FY 2018 FY 2019 FY 2020 FY 2021 FY 202201 - General Fund 60-65-35 $0 $108,000 $0 $0 $001 - General Fund 60-65-39 $0 $0 $0 $75,800 $001 - General Fund 60-65-40 $0 $0 $0 $119,700 $001 - General Fund 60-45-29 $31,000 $0 $0 $0 $001 - General Fund 60-65-27 $80,000 $0 $0 $0 $001 - General Fund 60-65-31 $0 $0 $52,100 $0 $001 - General Fund 60-65-32 $0 $0 $26,800 $0 $001 - General Fund 60-65-33 $0 $0 $35,100 $0 $001 - General Fund 60-45-24 $0 $47,400 $0 $0 $001 - General Fund 60-45-25 $0 $47,400 $0 $0 $001 - General Fund 60-45-26 $0 $47,400 $0 $0 $001 - General Fund 60-45-27 $24,600 $0 $0 $0 $001 - General Fund 60-45-28 $0 $0 $29,700 $0 $001 - General Fund 60-44-05 $0 $25,100 $0 $0 $001 - General Fund 60-44-06 $0 $28,500 $0 $0 $001 - General Fund 60-45-19 $31,000 $0 $0 $0 $001 - General Fund 60-45-34 $0 $0 $0 $0 $36,20001 - General Fund 60-45-36 $0 $0 $0 $0 $50,00001 - General Fund 60-65-29 $0 $0 $0 $210,000 $001 - General Fund 60-65-30 $37,000 $0 $0 $0 $001 - General Fund 60-65-34 $0 $0 $0 $0 $258,00001 - General Fund 60-65-41 $0 $0 $0 $0 $139,70001 - General Fund 60-65-42 $0 $0 $0 $0 $271,50014 - Stormwater Fund 60-66-82 $280,000 $0 $0 $0 $014 - Stormwater Fund 60-66-83 $0 $0 $0 $37,800 $014 - Stormwater Fund 60-66-84 $0 $0 $0 $53,400 $014 - Stormwater Fund 60-66-86 $0 $108,000 $0 $0 $014 - Stormwater Fund 60-66-97 $0 $189,300 $0 $0 $014 - Stormwater Fund 60-66-74 $0 $0 $0 $252,000 $014 - Stormwater Fund 60-66-75 $110,800 $0 $0 $0 $014 - Stormwater Fund 60-66-76 $185,000 $0 $0 $0 $014 - Stormwater Fund 60-66-78 $0 $0 $113,400 $0 $014 - Stormwater Fund 60-66-81 $0 $0 $0 $31,800 $014 - Stormwater Fund 60-66-64 $0 $63,000 $0 $0 $014 - Stormwater Fund 60-66-71 $0 $30,100 $0 $0 $014 - Stormwater Fund 60-66-72 $0 $0 $0 $210,000 $014 - Stormwater Fund 60-66-73 $0 $0 $0 $252,000 $014 - Stormwater Fund 60-66-33 $0 $0 $255,300 $0 $014 - Stormwater Fund 60-66-60 $55,000 $0 $0 $0 $014 - Stormwater Fund 60-66-63 $25,200 $0 $0 $0 $014 - Stormwater Fund 60-66-62 $33,500 $0 $0 $0 $014 - Stormwater Fund 60-66-77 $0 $0 $0 $0 $258,00014 - Stormwater Fund 60-66-88 $0 $0 $0 $0 $217,20014 - Stormwater Fund 60-66-89 $0 $0 $0 $0 $106,00014 - Stormwater Fund 60-66-90 $0 $0 $0 $0 $165,00014 - Stormwater Fund 60-66-91 $0 $0 $0 $0 $510,00014 - Stormwater Fund 60-66-96 $0 $0 $0 $180,000 $050 - Solid Waste Fund 60-37-29 $0 $0 $0 $0 $210,00050 - Solid Waste Fund 60-31-07 $0 $32,000 $0 $0 $050 - Solid Waste Fund 60-33-34 $0 $32,500 $0 $0 $050 - Solid Waste Fund 60-38-15 $0 $0 $356,000 $0 $050 - Solid Waste Fund 60-38-10 $0 $238,000 $0 $0 $050 - Solid Waste Fund 60-38-11 $0 $0 $356,000 $0 $050 - Solid Waste Fund 60-38-12 $0 $0 $356,000 $0 $050 - Solid Waste Fund 60-38-13 $0 $0 $356,000 $0 $0

Public Works Vehicles


121

Fund Vehicle FY 2018 FY 2019 FY 2020 FY 2021 FY 2022Public Works Vehicles


50 - Solid Waste Fund 60-38-14 $0 $0 $336,000 $0 $050 - Solid Waste Fund 60-37-21 $0 $29,200 $0 $0 $050 - Solid Waste Fund 60-37-23 $170,000 $0 $0 $0 $050 - Solid Waste Fund 60-37-24 $170,000 $0 $0 $0 $050 - Solid Waste Fund 60-37-25 $170,000 $0 $0 $0 $050 - Solid Waste Fund 60-37-26 $0 $0 $0 $358,300 $050 - Solid Waste Fund 60-37-27 $0 $0 $0 $198,000 $050 - Solid Waste Fund 60-36-44 $322,000 $0 $0 $0 $050 - Solid Waste Fund 60-36-45 $322,000 $0 $0 $0 $050 - Solid Waste Fund 60-36-47 $0 $0 $0 $374,000 $050 - Solid Waste Fund 60-36-48 $0 $0 $0 $374,000 $050 - Solid Waste Fund 60-36-49 $0 $0 $0 $374,000 $050 - Solid Waste Fund 60-34-15 $0 $0 $0 $265,600 $050 - Solid Waste Fund 60-36-38 $0 $40,200 $0 $0 $050 - Solid Waste Fund 60-33-42 $0 $320,000 $0 $0 $050 - Solid Waste Fund 60-33-43 $0 $0 $336,000 $0 $050 - Solid Waste Fund 60-34-11 $226,000 $0 $0 $0 $050 - Solid Waste Fund 60-34-12 $0 $238,000 $0 $0 $050 - Solid Waste Fund 60-34-13 $0 $0 $250,000 $0 $050 - Solid Waste Fund 60-34-14 $0 $0 $0 $265,600 $050 - Solid Waste Fund 60-33-36 $304,000 $0 $0 $0 $050 - Solid Waste Fund 60-33-38 $0 $320,000 $0 $0 $050 - Solid Waste Fund 60-33-39 $0 $320,000 $0 $0 $050 - Solid Waste Fund 60-33-40 $0 $134,000 $0 $0 $050 - Solid Waste Fund 60-33-41 $0 $320,000 $0 $0 $050 - Solid Waste Fund 60-31-08 $0 $0 $0 $0 $36,90050 - Solid Waste Fund 60-33-44 $0 $0 $0 $0 $371,00050 - Solid Waste Fund 60-34-16 $0 $0 $0 $0 $277,00050 - Solid Waste Fund 60-36-51 $0 $0 $0 $0 $393,00050 - Solid Waste Fund 60-36-52 $0 $0 $0 $0 $393,00050 - Solid Waste Fund 60-36-53 $0 $0 $0 $0 $393,00050 - Solid Waste Fund 60-36-54 $0 $0 $0 $0 $393,00050 - Solid Waste Fund 60-37-28 $0 $0 $0 $0 $384,00060 - Fleet Services Fund 60-43-03 $0 $65,300 $0 $0 $0Total $2,577,100 $2,675,400 $2,858,400 $3,632,000 $4,862,500

122


Wastewater Projects

COLLECTION SYSTEM SCADA REPLACEMENT

Project Number: 117

Project Manager:

Additional FTEs:

0.00

Project Customer:

Wastewater Collection System


N/A


Sustainability

Project Status:

Funded



Project Score:

21

Project Description: Upgrading the lift station SCADA system by replacing the Dataflow telemetry system with Wonderware telemetry system for monitoring of all city owned wastewater lift stations. Wonderware would allow for improved and additional data collection with the Wet Weather project. Currently, the Wastewater Reclamation Facility (WWRF) already utilizes Wonderware, this transition will provide for uniform SCADA systems across the Environmental Services Department.


Beyond 5 Years: Environmental Services currently pays for yearly maintenance and support for Wonderware for use by the WWRF and Dataflow for the Collection System. Elimination of Dataflow would save the department money.

Level of Service Change Due to Project: Creating uniform systems across Environmental Services Department would allow for both Collections and WWRF to monitor the SCADA system. Wonderware would allow for improved and additional flow monitoring data which would increase the efficiency of data reporting.

Funding Breakdown:

Fund 2018 2019 2020 2021 2022

Wastewater Operations Fund $300,000 - - - -

123

LIFT STATION 2 SANITARY SEWER SERVICE AREA INFLOW AND INFILTRATION ABATEMENT

Project Number: 98

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:



25



Project Status:

New



Project Score:

26

Project Description: The City's goal is to reduce the total volume of wastewater received at the Wastewater Reclamation Facility (WWRF) during periods of significant wet weather. While the WWRF has capacity to treat the additional wastewater volumes generated during significant rainfall events, there are several lift station sanitary sewer service areas which have had recorded Sanitary Sewer Overflows (SSOs) during wet weather events of lengthy durations. The Lift Station 2 sanitary sewer service area is one of the wastewater collection systems that has experienced Sanitary Sewer Overflows (SSO’s) during past heavy storm events. As such, the City plans to implement improvements to the wastewater collection system in this service area to mitigate the problematic SSOs. Due to the size of this basin, the scope of this work cannot be completed in wet season 2018. Rather than delay actual I&I abatement improvements until after the wet season 2020, this project will be broken into four preliminary engineering analysis phases and subsequently four phases to implement the construction of the I&I abatement improvements. An engineering consultant will implement a preliminary engineering analysis that involves identification of storm water inflow and groundwater infiltration (I/I) sources, provides recommendations for I/I abatement projects, assists in I/I abatement, and documents I/I flow reduction. The following sequence is planned for the three phases: FY 2018 Phase 1a: Consulting services. FY 2019 Phase 1b: Construction of I&I Abatement Improvements. FY 2019 Phase 2a: Consulting services. FY 2020 Phase 2b: Construction of I&I Abatement Improvements. FY 2020 Phase 3a: Consulting services will be comprised of the following tasks: FY 2021 Phase 3b: Construction of I&I Abatement Improvements FY 2021 Phase 4a: To be combined and budgeted with LS 19 I&I preliminary engineering analysis FY 2021 Phase 4b: To be combined and budgeted with LS 19 Construction of I&I Abatement Improvements


Beyond 5 Years: N/A

Level of Service Change Due to Project: No change in Level of Service

Funding Breakdown:

Fund 2018 2019 2020 2021 2022

Wastewater Operations Fund $199,900 $5,799,900 $5,899,900 $5,500,000 -

124


Project Number: 110

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:



25



Project Status:

New



Project Score:

26


$4,199,900

Project Description: The City's goal is to reduce the total volume of wastewater received at the Wastewater Reclamation Facility (WWRF) during periods of significant wet weather. While the WWRF has capacity to treat the additional wastewater volumes generated during significant rainfall events, there are several lift station sanitary sewer service areas which have had recorded Sanitary Sewer Overflows (SSOs) during wet weather events of lengthy duration. The Lift Station 3 (and former LS6) sanitary sewer service area is one of the wastewater collection systems that has experienced Sanitary Sewer Overflows (SSO’s) during past heavy storm events. As such, the City plans to implement improvements to the wastewater collection system in this service area to mitigate the problematic SSOs. During Phase 1 an engineering consultant will implement a preliminary engineering analysis that involves identification of storm water inflow and groundwater infiltration ( I/I) sources, provides recommendations for I/I abatement projects, assists in I/I abatement, and documents I/I flow reduction. During Phase 2 I/I abatement improvements will take place. The following sequence is planned for the two phases: Unfunded Phase 1: Consulting services will be comprised of the following tasks: Task 1 – Project Management and Administration Task 2 – Storm Water Inflow Source Identification (Smoke/Dye Testing) Task 3 – Storm Water Inflow Abatement Design (Preparation of Bid Documents) Task 4 – Wastewater Flow Monitoring (I/I Analysis). Task 5 – Infiltration Source Identification (MH Inspections/Night Flow Isolations/CCTV) Task 6 – Infiltration Abatement Design (Preparation of Bid Documents) Unfunded Phase 2: Construction of I&I Abatement Improvements


Beyond 5 Years: Phase 1 is recommended for FY 2023 Phase 2 is recommended for FY 2024


125


Project Number: 103

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:



25



Project Status:

New



Project Score:

26


$3,400,000

Project Description: The City's goal is to reduce the total volume of wastewater received at the Wastewater Reclamation Facility (WWRF) during periods of significant wet weather. While the WWRF has capacity to treat the additional wastewater volumes generated during significant rainfall events, there are several lift station sanitary sewer service areas which have had recorded Sanitary Sewer Overflows (SSOs) during wet weather events of lengthy durations. The Lift Station 10 sanitary sewer service area is one of the wastewater collection systems that has experienced Sanitary Sewer Overflows (SSO’s) during past heavy storm events. As such, the City plans to implement improvements to the wastewater collection system in this service area to mitigate the problematic SSOs. During Phase 1 an engineering consultant will implement a preliminary engineering analysis that involves identification of storm water inflow and groundwater infiltration (I/I) sources, provides recommendations for I/I abatement projects, assists in I/I abatement, and documents I/I flow reduction. During Phase 2 I/I abatement improvements will take place. The following sequence is planned for the two phases: FY 2022 Phase 1: Consulting services will be comprised of the following tasks: Task 1 – Project Management and Administration Task 2 – Storm Water Inflow Source Identification (Smoke/Dye Testing) Task 3 – Storm Water Inflow Abatement Design (Preparation of Bid Documents) Task 4 – Wastewater Flow Monitoring (I/I Analysis) Task 5 – Infiltration Source Identification (MH Inspections/Night Flow Isolations/CCTV) Task 6 – Infiltration Abatement Design (Preparation of Bid Documents)


Beyond 5 Years: Proposed FY 2023 Phase 2: Construction of Lift Station 10 Sanitary Sewer Service Area I&I Abatement Improvements


Funding Breakdown:

Fund 2018 2019 2020 2021 2022

Wastewater Operations Fund - - - - $199,900

126


Project Number: 97

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:



25



Project Status:

New



Project Score:

25

Project Description: The City's goal is to reduce the total volume of wastewater received at the Wastewater Reclamation Facility (WWRF) during periods of significant wet weather. While the WWRF has capacity to treat the additional wastewater volumes generated during significant rainfall events, there are several lift station sanitary sewer service areas which have had recorded Sanitary Sewer Overflows (SSOs) during wet weather events of lengthy durations. The Lift Station 15 sanitary sewer service area is one of the wastewater collection systems that have experienced SSO’s during these past type of events. As such, this project implements improvements identified in the FY 2017 Inflow and Infiltration (I&I) Abatement Preliminary Engineering Study that identified corrective repairs to the manholes, gravity sewer and lateral lines within the wastewater collection system in this sanitary sewer service area to mitigate the problematic SSOs. This work does not include any repairs to the private portion of the 1,139 laterals.


Beyond 5 Years: N/A

Level of Service Change Due to Project: Improved level of service resulting from cleaning up fewer sanitary sewer overflows.

Funding Breakdown:

Fund 2018 2019 2020 2021 2022

Wastewater Operations Fund $4,500,000 - - - -

127

LIFT STATION 19 AND LS 2 SUB BASIN 4 SANITARY SEWER SERVICE AREAS INFLOW AND INFILTRATION ABATEMENT

Project Number: 109

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:



25



Project Status:

New



Project Score:

26

Project Description: The City's goal is to reduce the total volume of wastewater received at the Wastewater Reclamation Facility (WWRF) during periods of significant wet weather. While the WWRF has capacity to treat the additional wastewater volumes generated during significant rainfall events, there are several lift station sanitary sewer service areas which have had recorded Sanitary Sewer Overflows (SSOs) during wet weather events of lengthy durations. The Lift Stations 19 and 2 (sub-basin 4) sanitary sewer service areas are two of the wastewater collection systems that experienced Sanitary Sewer Overflows (SSO’s) during past heavy storm events. As such, the City plans to implement improvements to the wastewater collection system in these service areas to mitigate the problematic SSOs. In FY 2021, an engineering consultant will implement a preliminary engineering analysis that involves identification of storm water inflow and groundwater infiltration ( I/I) sources, provides recommendations for I/I abatement projects, assists in I/I abatement, and documents I/I flow reduction. In FY 2022, I/I abatement improvements will take place. The following sequence is planned for the two phases: FY 2021: Consulting services will be comprised of the following tasks: Task 1 – Project Management and Administration Task 2 – Storm Water Inflow Source Identification (Smoke/Dye Testing) Task 3 – Storm Water Inflow Abatement Design (Preparation of Bid Documents) Task 4 – Wastewater Flow Monitoring (I/I Analysis) Task 5 – Infiltration Source Identification (MH Inspections/Night Flow Isolations/CCTV) Task 6 – Infiltration Abatement Design (Preparation of Bid Documents) FY 2022: Construction of I&I Abatement Improvements


Beyond 5 Years: N/A


Funding Breakdown:

Fund 2018 2019 2020 2021 2022

Wastewater Operations Fund - - - $199,900 $4,900,000

128

SANITARY SEWER OVERFLOW PREVENTION PROJECTS 1, 2, 3 AND 4

Project Number: 99

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:



50



Project Status:

New



Project Score:

26

Project Description: This project includes consultant design efforts and implements construction improvements to the sanitary sewer conveyance system for four (4) areas around Wilcox Road, West Bay Drive/Clearwater Largo Road, 8th Avenue/20th Street SW and Del Robles/Rosery Road. These areas were identified in the FY 2017 engineering evaluation of the four (4) areas that experienced Sanitary Sewer Overflows (SSOs) during heavy rain events. This project is intended to reduce SSOs caused by deficiencies identified in the study. FY 2018 Phase 1: Construction of sanitary sewer improvements to two (2) areas around Wilcox Road and West Bay Drive/Clearwater Largo Road. FY 2018 Phase 2: Design of sanitary sewer improvements to two (2) areas around 8th Avenue/20th Street SW and Del Robles/Rosery Road. FY 2019 Phase 3: Construction of sanitary sewer improvements to two (2) areas around 8th Avenue/20th Street SW and Del Robles/Rosery Road.


Beyond 5 Years: N/A


Funding Breakdown:

Fund 2018 2019 2020 2021 2022

Wastewater Operations Fund $4,250,000 $4,500,000 - - -

129

WWRF MASTER PLAN IMPROVEMENTS - BIOLOGICAL TREATMENT SYSTEMSProject Number: 74


Project Customer: Wastewater Treatment Plant

Estimated Useful Life: 10-30 Years






Project Score: 28

Project Description: The City's Wastewater Reclamation Facility (WWRF) Master Plan encompasses a number of major wastewater infrastructure improvement projects intended to provide protection from sanitary sewer overflows, accommodate population growth, comply with effluent limitations, and replace deteriorated and antiquated infrastructure. The following key driving forces were considered in development of the scope and schedule for proposed capital improvements presented in the WWRF Master Plan:

- Need to make improvements to comply with WWRF effluent limits for discharge to Tampa Bay in accordance with the FDEP Administrative Order, which addresses nitrogen limits. - Need to replace critical infrastructure, due to age and condition, to prevent infrastructure failures and to improve reliability, safety and overall facility performance and efficiency. Design for this project has been included in the FY 2016 budget at $2.2 million.

Revisions from Previous Year: Additional requirements were added in FY 2017. This includes additional plant electrical system replacement and relocation. It also includes project administrative costs for managing loan requirements, a 0.3 percent stipend for the unsuccessfully shortlisted Design Build teams, two years of RPR services and one FTE to manage Davis Bacon and American Iron and Steel (AIS) requirements.

Beyond 5 Years: N/A



Wastewater Capital Project Fund $27,600,000 - - - -

130

WWRF MASTER PLAN IMPROVEMENTS - BIOSOLIDS DRYING FACILITY

Project Number: 75

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:



30 Years



Project Status:

Funded



Project Score:

22

Project Description: The City's Wastewater Reclamation Facility Master Plan encompasses a number of major wastewater infrastructure improvement projects intended to provide protection from sanitary sewer overflows, accommodate population growth, comply with effluent limitations, and replace deteriorated and antiquated infrastructure. The following key driving forces were considered in development of the scope and schedule for proposed capital improvements presented in the WWRF Master Plan: - Need to increase WWRF's capacity to handle projected flow increases necessary to meet FDEP Consent Order requirements to provide protection from sanitary sewer overflows within the collection system, and to accommodate future population growth; - Need make improvements to comply with WWRF effluent limits for discharge to Tampa Bay in accordance with the FDEP Consent Order, which addresses disinfection by-product limits, and the FDEP Administrative Order, which addresses nitrogen limits. - Need to replace critical infrastructure, due to age and condition, to prevent infrastructure failures and to improve reliability, safety and overall facility performance and efficiency. This project is for major capital improvements to the biosolids drying facility of the WWRF. The tables below provide a summary of the proposed project as identified within the Master Plan including the general project scope, cost, and schedule.

Revisions from Previous Year: Project was previously scheduled for FY 2017 and has been rebudgeted to FY 2018.

Beyond 5 Years: N/A


Funding Breakdown:

Fund 2018 2019 2020 2021 2022

Wastewater Operations Fund $3,400,000 - - - -

131

WWRF - BIOSOLIDS FACILITY IMPROVEMENTS (MECHANICAL)

Project Number: 76

Project Manager:

Wastewater Manager

Additional FTEs:

0.00

Project Customer:



20-30 Years



Project Status:

Funded



Project Score:

20

Project Description: This project is for major operating improvements to the various components of the Biosolids facility which are nearing their projected year for rehabilitation. In FY 2010, consultants assessed the condition of several integral components and determine appropriate replacement schedules for the following units: Belt and Screw Conveyors, Crushers, Belt Filter Presses, Polymer System, Settling Chambers, Screeners, Product Silos, Product Recycle Bins and Pugmills. The consultant analysis completed in FY 2011 includes recommendations summarized below for major operating improvements.

Revisions from Previous Year: Some improvements completed in FY 2017. Remainder of project construction moved to FY2018.

Beyond 5 Years: N/A


Funding Breakdown:

Fund 2018 2019 2020 2021 2022

Wastewater Operations Fund $200,000 - - - -

132

WWRF - EFFLUENT DISPOSAL ALTERNATIVE ANALYSIS

Project Number: 77

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:



30 Years


Sustainability

Project Status:

Funded



Project Score:

26

Project Description: The Wastewater Reclamation Facility (WWRF) currently discharges treated effluent to Tampa Bay through Feather Sound. This is the only existing discharge method other than reclaimed water. The WWRF has no backup discharge system in the event of an emergency, such as a failure in the effluent discharge system to Feather Sound or if there is danger of high flows backing up to nearby homes. Environmental Services requests a feasibility study to determine alternatives for effluent discharge, including primary, secondary, and emergency discharge. Design and construction costs will be contingent on results of the feasibility study in coordination with the Florida Department of Environmental Protection.


Beyond 5 Years: Preliminary Engineering of this project will take place in FY 2021. Final design and construction will likely take place in FY 2022 – FY 2023. Cost estimates for design and construction are not available at this time due to the number of variables affecting the project (e.g. length, location, permitting, etc.).

Level of Service Change Due to Project: This project would provide an additional discharge point for treated effluent in the event of emergency, rather than creating backups or overflows at the WWRF or in the collection system.

Funding Breakdown:

Fund 2018 2019 2020 2021 2022

Wastewater Operations Fund - - - $150,000 -

133

WWRF EFFLUENT PIPELINE CAPACITY INCREASE AND EXTENSION

Project Number: 113

Project Manager:

City Engineer

Additional FTEs:

0.00

Project Customer:



50 years



Project Status:

New



Project Score:

18

Project Description: Project is to increase the size of the effluent pipeline to the Feather Sound discharge, from the WWRF to the point of discharge. Some sections of the pipeline are associated with the FDOT Gateway Expressway and are being recapitalized to a 42" diameter as a standalone project. FY 2021 - Professional Services for a technical justification (prelim engineering). Administration wants technical justification for the project before proceeding with design. FY 2022 - Survey and Design for the remainder of the pipeline is included in this project


Beyond 5 Years: Construction is recommended for FY 2023 and is estimated at $5.175M. This new sanitary asset will require ongoing preventive maintenance once complete.

Level of Service Change Due to Project: Higher volumes of effluent discharge can be sent to Feather Sound.

Funding Breakdown:

Fund 2018 2019 2020 2021 2022

Wastewater Operations Fund - - - $50,000 $250,000

134

14

12

74

133

4 47

44

55

109

97

99

99

43

4343

43

3

37

46 51 122122

123

125

58

14

109

1137576

98

99

117

43 43

43

4340

38

115

116

70

62

77

10

128

13

130

22 22

129

44

55

103

109

110

97

99

99

99

43

43

43

100

15

2

5

41

4550

52

123

54

101134

33

3

111

112

31

33

36

37

46

49

51 122122

124125

58

FY 2018-2022 Capital Improvement Projects

Publication Date: 3/21/20170 3,500

Feet

Map Legend

## Funded CIP Projects## Unfunded CIP Projects West Bay Drive Community Redevelopment District

Largo City Limits

Clearwater Largo Road Community Redevelopment District

135

PC03

PC10

TR14

PC05

TR72

TR02

PC02PC04

TR26

TR03

120

120

120120

120

120

120

120

120

120

31

32

112

FY 2018-2022 Capital Improvement Roadway Projects

Publication Date: 3/21/20170 3,500

Feet

Map Legend

## Unfunded CIP Projects

## Funded CIP ProjectsWest Bay Drive Community Redevelopment DistrictLargo City Limits

Clearwater Largo Road Community Redevelopment District1st Ave NE Roadway & Infrastructure Improvements

CRD Neighborhood Streets - 10th St NW ExtensionDowntown Community Streets - 4th St NW

Hurricane Hermine Roadway Infrastructure ImprovementsFY 19FY 21FY 22

No Constructionin FY 2018 or 2020

136

Project Number Project Title Project Type Status1 City Hall Reconstruction Facilities Projects Unfunded2 City Logistics Warehouse Construction Facilities Projects Unfunded3 Fire Station Reconstruction Program Facilities Projects Funded4 Parks Division Site Re-Design and Reconstruction Facilities Projects Unfunded5 Public Works Complex Reconstruction Facilities Projects Unfunded9 Fire Station Renovation Program Facilities Projects Funded

10 Largo Municipal Complex Chiller & Boiler Replacements Facilities Projects Funded11 Parking Lot Resurfacing, Multiple Sites Facilities Projects Funded12 Police Building Repair and Maintenance Facilities Projects Funded13 WWRF - Biosolids Building Hardening Facilities Projects Funded14 WWRF - Operations Center Reconstruction Facilities Projects Funded15 Additional Restroom At Largo Central Park Facilities Projects Unfunded16 Central Park Performing Arts Center Maintenance Facilities Projects Unfunded19 Community Streets - Gladys St (PC03) Mobility Projects Funded20 Community Streets - Rosery Rd NE (1) (PC02) Mobility Projects Funded21 Community Streets - 20th St NW (PC05) Mobility Projects Funded22 Downtown Multimodal Improvements Mobility Projects Funded27 Neighborhood Roadways- 127th Ave N (TR03) Mobility Projects Funded28 Neighborhood Roadways - Stratford Dr (TR72) Mobility Projects Funded29 Neighborhood Roadways - Valencia Dr S (TR02) Mobility Projects Funded30 Neighborhood Roadways - 16th St NW (TR26) Mobility Projects Funded31 CRD Neighborhood Streets - 10th St NW Extension Mobility Projects Unfunded32 Downtown Community Streets - 4th St NW Mobility Projects Unfunded33 Downtown Plaza Enhancement Mobility Projects Funded34 Major Corridor Traffic Safety Analysis Mobility Projects Unfunded35 Unpaved Roads & Alleys Mobility Projects Unfunded36 Urban Trails - Belleair Road Corridor Mobility Projects Unfunded37 Urban Trails - Largo Connector Trail Mobility Projects Unfunded38 Police Portable Radio Replacements Public Safety Projects Funded39 Public Safety Staffing Plan Public Safety Projects Funded40 Self Contained Breathing Apparatus (SCBA) Replacement Public Safety Projects Funded41 Communication Center Additional Consoles Public Safety Projects Unfunded42 Fencing Replacement, Multi-facility Recreation Projects Funded43 Playground Replacement Recreation Projects Funded

44 Southwest Recreation Complex Gymnasium Improvements Recreation Projects Funded

45 Bayhead Complex and Action Park Reconstruction Recreation Projects Unfunded46 Design for the Mid-Section of Largo Central Park Recreation Projects Unfunded47 Duke Energy Trail Gateway Recreation Projects Unfunded48 Paddling Launches throughout the City Recreation Projects Unfunded49 Synthetic Turf for Football Field Recreation Projects Unfunded

50 Central Park Entrance Sign, Landscaping and Art Sculpture Recreation Projects Unfunded

51 Central Park Trail Connection Recreation Projects Unfunded52 Parkland Acquisition Recreation Projects Unfunded54 Southwest Aquatic Center Construction Recreation Projects Unfunded55 Church Creek Drainage Improvements Phase II and III Stormwater Projects Funded58 Stormwater Retrofit - Heather Hills (115th St N) Stormwater Projects Unfunded62 Oracle Performance Upgrades Technology Projects Funded64 Fiber Optic Data Network Reconfiguration Technology Projects Unfunded65 Public Works Vehicles Vehicles Funded66 RPA Vehicles Vehicles Funded68 IT Vehicles Vehicles Funded69 Community Development Vehicles Vehicles Funded70 Environmental Services Vehicles Vehicles Funded71 Fire Rescue Vehicles Vehicles Funded72 Police Vehicles Vehicles Funded73 Bookmobile Vehicles Funded

74 WWRF Master Plan Improvements - Biological Treatment Systems

Wastewater Projects Funded

FY 2018-2022 CIP Maps - Project Key

137

Project Number Project Title Project Type Status

FY 2018-2022 CIP Maps - Project Key

75 WWRF Master Plan Improvements - Biosolids Drying Facility Wastewater Projects Funded

76 WWRF - Biosolids Facility Improvements (Mechanical) Wastewater Projects Funded77 WWRF - Effluent Disposal Alternative Analysis Wastewater Projects Funded96 Firefighter Escape Device Replacement Public Safety Projects New

97 Lift Station 15 Sanitary Sewer Service Area Inflow and Infiltration Abatement

Wastewater Projects New



99 Sanitary Sewer Overflow Prevention Projects 1, 2, 3 and 4 Wastewater Projects New

100 Southwest Recreation Outdoor Restroom Replacement and Reconstruction of North Parking Lot

Facilities Projects Unfunded

101 Enterprise Resource Planning Software Replacement Technology Projects Unfunded



104 McKay Creek Regional Watershed Management Stormwater Projects Funded105 Allen's Creek Regional Watershed Management Stormwater Projects Unfunded106 Long Branch Creek Regional Watershed Management Stormwater Projects Unfunded107 Starkey Rd Basin Regional Watershed Management Stormwater Projects Unfunded108 Clearwater Largo Rd Regional Watershed Management Stormwater Projects Unfunded

109 Lift Station 19 And LS 2 Sub Basin 4 Sanitary Sewer Service Areas Inflow and Infiltration Abatement




111 Neighborhood Roadways - 2nd St SE/Public Works (TR07B) Mobility Projects Unfunded

112 1st Ave NE Roadway & Infrastructure Improvements Mobility Projects Unfunded113 WWRF Effluent Pipeline Capacity Increase and Extension Wastewater Projects New115 Enterprise Telephone System Technology Projects New116 Network Segmentation Project Technology Projects Funded117 Collection System SCADA Replacement Wastewater Projects Funded118 Community Streets - Rosery Rd NE(2)/NW (PC04/PC10) Mobility Projects New120 Hurricane Hermine Roadway Infrastructure Improvements Mobility Projects New

122 Starkey Road Basin- Channel 10 Ditch Outfall Improvement Stormwater Projects Unfunded

123 McKay Creek Basin- 20th Ave SW & 10th Street SW Outfall Improvement

Stormwater Projects Unfunded

124 Allen's Creek Basin- Deville Drive Outfall Improvement Stormwater Projects Unfunded

125 Long Branch Creek Basin- Whitney Road Stormwater Infrastructure Improvements

Stormwater Projects Unfunded

126 Neighborhood Roadways - Regina Dr. (TR14) Mobility Projects New127 Neighborhood Roadways - 112th Ave (TR81) Mobility Projects New128 Central Park Railroad Building Facilities Projects Unfunded129 Lake Villa Park Boardwalk Recreation Projects Unfunded133 142nd Ave N/16th Ave SW Extension Mobility Projects Unfunded134 Largo Central Park Playground Replacement Recreation Projects Unfunded

138