Mayor Riggle and Members of City Council R. Thomas Homan, City Manager. SUBJECT: Capital Improvement Program DATE: August 14, 2017

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1 TO: FROM: Mayor Riggle and Members of City Council R. Thomas Homan, City Manager SUBJECT: Capital Improvement Program DATE: August 14, 2017 Pursuant to section 79 of the City Charter, submitted herewith is my proposed Capital Improvement Plan, adoption of which must occur by October 15, The first reading of the Plan will take place Monday, August 28, 2017; the second reading on Monday, September 11, 2017; and the third reading and adoption on Monday, October 9, In addition, consideration should be given to scheduling at least one to two work sessions, with one of them on Monday, October 2, The work session format will provide a better opportunity for more in-depth discussion and review. Reviews will also take place by the Planning Commission at its September 6 meeting and by the Parks and Recreation Board at its September 12 meeting. This CIP is organized in the same way as in years before with the department narrative followed by the project funding. I am happy to report that the CIP enables the city to advance a number of important projects from different City departments. These include: Public Utilities: Design and construction of a new water distribution line, which will cross the Olentangy River and provide improved service in the city s growing southeast section. Technology: Replacement of the police department s record management system Public Works: Traffic signal system upgrade on major city corridors Economic Development: Ohio Wesleyan University has developed a draft letter of intent for a collaborative entrepreneur center to be located on the their campus. This is being reviewed by the City and County and will be acted on in This letter of intent would establish a strong relationship with a board of advisors for the center, a University-led operational plan, and a team focused effort toward servicing entrepreneurs from throughout the country. The LOI also establishes a supportive fee structure for the City and county to financially support the center on an ongoing basis. Work on

2 the CoHatch co-working facility is moving along. The City is currently working on a tenant landlord model for the Gazette Building that would involve landlord financing of renovations for which CoHatch also will have a financial contribution. Details of this model are currently being evaluated and negotiated, but would hopefully, lead to CoHatch occupying the first floor and lower level of the building while also renovating the second floor for city office occupancy. The financing would be repaid by CoHatch as a tenant through rent. ~~~~~~~~~~~~~~~ Regarding transportation, you will notice that the CIP differs from previous years. A 2016 transportation levy that would have funded maintenance and network improvements was defeated in November. Consequently, the CIP being presented here does not include any new and dedicated funding for the city s transportation infrastructure. In fact, the CIP reflects less annual funding for the city s local street resurfacing. Had the levy passed, approximately $800,000 annually would have been available for local street resurfacing. Instead, this plan reflects approximately $150,000 annually for this program, far short of what the annual investment should be. The good news on our transportation front is that within a few months of the levy defeat, we received notification that funding for the Point project had been recommended for approval as part of the Mid-Ohio Regional Planning Commission s Transportation Improvement Program (TIP). In June, final approval was granted. All told, the city is expected to receive approximately $17.6 million in state and federal funding for this project. Delaware is required to commit to paying a 20-percent match about $6.2 million by The transportation levy could have provided funds for the local contribution; instead, the CIP reflects $350,000 annually that will go towards the City s match. The City has formally requested the county s financial participation, as this project has regional significance; JEDD revenue will continue to be pledged for the project as well. As Council considers levy options for the future, I have included, as an appendix, an updated report from Bill Ferrigno, the city s engineer, on the city s resurfacing and maintenance needs. As you know, our ability to maintain roadway and traffic infrastructure throughout the city has not been sustainable for some time. Periods of rapid expansion in combination with significant increases in construction material costs strain the city s ability to adequately address our roadway network and related infrastructure. Bill s updated report considers a Fix It First approach.

3 Delaware s top priority would be: (1) establishing roadway maintenance as a priority, and (2) maximizing pavement lifespan by keeping roads in good repair. You will see that less emphasis is being placed on network improvement projects, a course we can discuss in more detail during CIP deliberations. In addition to the Point Project, the CIP reflects continued funding for the E. William St. improvement project, which is expected to be under construction in Once completed, it will provide a continuous center turn lane to reduce the number of rear-end and side swipe accidents through the corridor. This project will also eliminate the severe blind spot and substandard turning radius at the northeast corner of the Lake Street intersection by widening the bridge over E. William Street. The new pedestrian bridge will be more than double the length that it currently is. The project is primarily being funded through a federal earmark. At the same time, planning continues on options for improving E. Central Avenue. Attempts to stabilize the roadway have only minimal longevity. Complete roadway reconstruction is necessary. Ongoing analysis will aide in identifying several alternative approaches related to Central Avenue pavement condition and traffic volumes. Alternatives being studied include one-way configurations, reversible lanes, conventional (expensive) widening, and nonconventional (lower cost) widening. All alternatives assume E. William and The Point Projects are committed projects. Not surprisingly - whatever the option - the challenge will be coming up with the City s local contribution. Nonetheless, a plan to address the ongoing deterioration of this critical stretch of roadway needs to be developed so City Council knows what its options are. ~~~~~~~~~~~~~~~ As the general fund summary shows, the plan is in balance in 2018, but out of balance for , underscoring the ongoing challenge of trying to address the city s infrastructure needs with a limited funding stream. Until a new revenue source is identified, tough choices will need to be made, on which projects won t be addressed for In the past the City has invested in computerized maintenance management systems (CMMS) software to assist us in planning for future infrastructure maintenance demands and to coordinate maintenance efforts. We are currently exploring options to better integrate our infrastructure data with long-term financial planning strategies to help insure financial sustainability and to improve our financial resiliency.

4 While it won t result in a new revenue stream, the city is exploring the use of capital reserve analysis as a tool for future capital improvement planning. Known commonly as a replacement reserve study, this budget planning tool has been used by the community association industry for 20-plus years. The study prescribes a long-term 10- to 40-year forecast of capital needs that would be modified on an ongoing basis as demands and opportunities change. While incorporated into our current planning process as an element of capital reserve planning, we lack a systematic and sustainable approach to this type of forecasting. Over the course of the next several weeks, staff and I look forward to reviewing this plan with City Council; and providing council with additional information it may need before a vote to adopt the plan is taken October 9. I want to thank my staff for their hard work in putting this document together, in particular, Finance Director Dean Stelzer and Executive Assistant Kim Gepper.

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