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Capital Improvements Program

(CIP)

FY 2017 – FY 2021

City of Largo, Florida

Proposed FiveYear Capital Improvements Program

and Long Range Financial PlanFiscal Year 2017 to Fiscal Year 2021

04/01/16

Mayor and City Commission

Dr. Woody Brown, MayorJamie Robinson, Vice Mayor

John L. CarrollSamantha Fenger

Donna HolckCurtis HolmesMichael Smith

City Manager

Henry P. Schubert

Assistant City Manager

Michael Staffopoulos

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Table of Contents

City Manager's Letter CM1

Long Range Financial PlanNarrative LR1General Fund LR5Golf Course Fund LR7Solid Waste Fund LR8Wastewater Fund LR10Community Development Block Grant (CDBG) Fund LR13Community Redevelopment Agency West Bay Drive (CRAWBD) Fund LR14Construction Services Fund LR15County Gas Tax (CGT) Fund LR16HOME Fund LR17Housing Trust Fund (HTF) Fund LR18Local Option Sales Tax (LOST) Fund LR19SHIP Fund LR21Stormwater Fund LR22Transportation Impact Fee (TIF) Fund LR24Fleet Services Fund LR26Risk Fund LR27Trust Funds LR28

CIP SummarySummary by Customer Department / Program Area / Fund SUM1CIP Scoring Criteria Guide SUM2Summary by Customer Department SUM3Summary by Program Area SUM5Summary by Fund SUM7Summary By Project Score SUM10Unfunded Projects SUM12

Facilities ProjectsFire Station Renovation Program FP2Largo Municipal Complex Chiller Replacements FP4Parking Lot Resurfacing, Multiple Sites FP5Police Building Repair & Maintenance FP6WWRF – Biosolids Building Hardening FP7WWRF – Operations Center Reconstruction FP8Additional Restroom At Largo Central Park – Unfunded FP9Cultural Center Facility Maintenance – Unfunded FP9City Hall Reconstruction – Unfunded FP10City Logistics Warehouse Construction – Unfunded FP10Fire Station Reconstruction Program – Unfunded FP11Parks Division Building Reconstruction – Unfunded FP11Public Works Complex Reconstruction – Unfunded FP12SW Outdoor Basketball & Restroom Replacement – Unfunded FP12

Mobility ProjectsCommunity Streets Roadway and Infrastructure Improvements MP2Downtown Multimodal Improvements MP8Neighborhood Roadway and Infrastructure Improvements MP11

MP18CRD Neighborhood Streets 10th Street NW Extention – Unfunded

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Table of Contents

MP18Downtown Plaza Enhancement – Unfunded MP19Major Corridor Traffic Safety Analysis – Unfunded MP19Unpaved Roads & Alleys – Unfunded MP20Urban Trails – Belleair Road Corridor – Unfunded MP20Urban Trails – Largo Connector Trail – Unfunded MP21

Public Safety ProjectsPolice Portable Radio Replacements PSP2Public Safety Staffing Plan PSP3Self Contained Breathing Apparatus (SCBA) Replacement PSP4Communication Center Additional Consoles – Unfunded PSP5

Recreation ProjectsFencing Replacement, MultiFacility RP2Replacement of City Playgrounds RP3Southwest Recreation Complex Gymnasium Improvements RP5Bayhead Complex and Action Park Reconstruction – Unfunded RP6Design for the MidSection of Largo Central Park – Unfunded RP6Duke Energy Trail Gateway – Unfunded RP7Install Paddling Launches Throughout City – Unfunded RP7Install Synthetic Turf on Football Field – Unfunded RP8Largo Central Park Entrance Sign and Landscaping – Unfunded RP8Largo Central Park Trail Connection – Unfunded RP9Parkland Acquisition – Unfunded RP9Replace Sign Sculpture for the Largo Cultural Center – Unfunded RP10Southwest Aquatic Center Reconstruction – Unfunded RP10

Stormwater ProjectsChurch Creek Drainage Improvements Phase II and III SP2Citywide Stormwater Program Update SP4Regional Watershed Management Planning – Unfunded SP6

SP7

Technology ProjectsComputer Server Replacement TP2Desktop Device Replacement – Citywide TP4Oracle Performance Upgrades TP5Public Infrastructure Asset Management System TP6Enterprise Service Request & Work Order System TP8Fiber Optic Data Network Reconfiguration – Unfunded TP9

VehiclesBookmobile VEH2IT Vehicle – Additional VEH3Vehicle Replacement Summary VEH4Administration / Information Technology VEH5Community Development Department VEH6Environmental Services Department VEH7Fire Rescue Department VEH8Police Department VEH9Public Works Department VEH10Recreation, Parks, & Arts Department VEH14Accessories VEH15

Downtown Community Streets 4th Street NW – Unfunded

Stormwater Retrofit – Heather Hills (115th Street N) – Unfunded

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Table of Contents

Wastewater ProjectsWWRF Master Plan Improvements – Biological Treatment Systems WP2WWRF Master Plan Improvements – Biosolids Drying Facility WP4WWRF – Biosolids Facility Improvements (Mechanical) WP6WWRF – Effluent Disposal Alternative Analysis WP8

MapsOverview Map MAP1FY 2017 – 2021 Citywide Pavement and Infrastructure Improvements Map MAP2Unfunded Projects Overview Map MAP3

IV

April 1, 2016

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 fiveyear period covering Fiscal Years 2017 through 2021. The City Charterrequires that the City Manager submit a proposed CIP for a fiveyear 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$110,370,400.

In addition to proposed capital projects equaling at least $100,000, the CIP also includes vehicleadditions/replacements, significant maintenance programs, as well as large scale software purchases. Theapplicable recurring impacts of these projects on the annual operating budget are included, recognizing thatduring certain project lifecycles the onging operating costs can exceed the original capital costs. Additionally,offsetting revenues and/or grants associated with projects are also defined to reveal the net budget impact.

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 fiveyear period beginningwith FY 2017. Included are personnel or operating costs resulting from a CIP project, as well as projected costsfor the Public Safety Staffing Plan. These multiyear financial projections enable the City Commission and CityAdministration to maintain a longterm perspective when making decisions regarding both expenditures andrevenues. While the future is never certain and projections need to be periodically reviewed and updated,subsequent implications of current decisions must always be considered.

Changes From Prior Year:This CIP has had several significant changes in formatting and project prioritization methods. First, the documentis no longer organized by department, rather it is organized by program area, or project type (e.g mobility,facilities, public safety). The Government Finance Officers Association (GFOA) best practices for CIP presentationrecommends focusing on sources and uses of funds. The purpose of the project is much more important than theorganizational unit assigned to manage or budget the project. Sometimes the project name alone does not fullycommunicate the type of project, so organizing by project type serves as a guide for readers. Additionally, manyprojects involve resources from multiple departments, making the assignment of one particular departmentdifficult.

Second, the format of the project pages has also undergone some significant changes. The top section now liststhe project manager and customer at the top rather than the department, in an effort to mirror the City's ProjectManagement Policy. Also added to the top section is a line for the applicable Future Focus Area to better showhow capital spending is inline with the City Commission's priorities. At the bottom of all project pages where theproject characteristics checkboxes used to be, there is now a project scoring table. GFOA best practices statethat “prioritizing capital project requests is a critical step in the capital plan preparation process.” and recommend“use[ing] a rating system to facilitate decisionmaking.” For this year, existing CIP projects were not scored, butnew projects and all unfunded projects were scored. Information regarding the scoring criteria can be found in thesummary section of the CIP. The scoring is intended to help determine which projects receive funding in the

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future, as well as to provide clearer prioritization of workload for project managers. For the current CIP, noadditional funding was available to allocate for highly ranked projects. It is intended that with the renewal of thePenny for Pinellas in FY 2020, this ranking will help determine project prioritization for the next 10years. Staffintends that the project scoring criteria will be reexamined at the beginning of each future CIP process to ensureconsistency with City Commission and Administration goals and priorities.

The final change to the CIP involves the display of unfunded projects. There is no longer a separate section orseparate project page for each unfunded project. Rather, there is a summary of each unfunded project at the endof each program area section. This change reduced the number of pages with blank information in the document,and grouped the projects in the applicable program area.

Financial Projections:General Fund financial projections begin with yearend FY 2015, where revenues met forecasts, while overallexpenditures were more than projected. This resulted in an ending fund balance of 11.7%, with approximately$740,000 less fund balance than was initially estimated.

The less than projected fund balance restricts the financial position of the General Fund. Also restricting thefinancial position of this fund is revenue performance. Revenues are still projected to be relatively flat goingforward. The economy is in a slow recovery, but the positive impact on City revenues is isolated to sales taxrelated revenues, new construction and small, incremental property value increases. Further, many of the revenuestreams such as utility and communications services taxes are flat or declining due to such things as increasingenergy efficiency and changes in how consumers purchase communications services. The current and futurechallenge will be in balancing the rising costs of providing City services and customer service expectations againstflat or slower growing revenues.

The fiveyear General Fund projection includes 5% increases in property values over the five year period, alongwith tax revenue increases between 6% 8%. While increases of 5% annually are necessary to maintain currentoperations, tax increases between 6% and 8% are necessary to fund the proposed public safety staffing levelincreases.

ServiceLevel Enhancements:There are several changes to City service levels reflected in the fiveyear fund projections: public safety staffingincreases, the addition of a bookmobile, and staffing increases related to the acquisition and implementation of anenterprise asset management software system and an enterprise service request software system.

The City Commission has made increasing public safety staffing (Police, Fire, and Code Enforcement) a priorityfor FY 2016 and beyond to help address staffing shortage issues in the Fire Rescue Department, enhanceproactive community policing initiatives, and address issues of blight by increasing code enforcement staffing andrelated program support.

The City is pleased to include in this CIP a service enhancement of adding a bookmobile, which will expandlibrary services to the est side of the community and allow access to library services to those that are unable totravel to the library facility. This project will be funded 100% though a capital campaign by the Greater LargoLibrary Foundation (GLLF). The ongoing operating costs will also be funded 100% by the GLLF through ongoingfundraising efforts.

The final servicelevel enhancement included in the fiveyear General Fund projection (and split among otherfunds) is the acquisition and implementation of enterprise asset management software and enterprise servicerequest software. The current asset management software utilized for the wastewater system is requiring anupgrade that will potentially meet or exceed the cost of a new system. Other areas of the city (stormwater,transportation, etc) would like to utilize the software, so a new procurement process is underway to find a productthat will meet all identified needs. The asset management software will allow for greater proactive maintenance on

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the City's various assets. Staff will be able to monitor work conducted on assets (e.g. sanitary sewer pipes), todetermine full lifecycle costs and acceptable replacement schedules. As more data is input into this system, Cityand Department management will be able to better determine the most efficient way to allocate fiscal and staffresources. The service request software will allow the City to track all internal and external customer interactions.Staff will have historical information on customer service issues, which will lead to a more complete understandingof citizen needs. These records will provide key data points, helping to more efficiently guide allocation of Cityresources. Additionally, residents will have a single source for submitting and tracking requests so that requestscan be more easily fulfilled. These two projects will require a total of two additional personnel in the ITDepartment, whose costs will be allocated among several different funding sources depending on whichdepartments utilize the software.

Taxes, Utility Rates, and User Fees:Below is the history of the millage rate and Property Tax Revenue in the General Fund since 2008, along with theprojected millage rate for next year.

Property Tax Revenue ComparisonFiscalYear

Property Tax (millage)Rate

Description of Property Tax RevenueImpact

General Fund Property TaxRevenue Budget

Difference from PriorYear

2008 3.6514 9% Reduction $16,280,000 $1,512,000

2009 3.8448 3.8% Reduction $15,755,000 $525,000

2010 4.3113 Same as prior year/Rolledback $15,836,000 $81,000

2011 4.3113 10.9% Reduction $14,251,000 $1,585,000

2012 4.5594 Same as prior year/Rolledback $14,371,000 $120,000

2013 4.9999 7.3% Increase $15,440,000 $1,069,000

2014 5.2139 5% Increase $16,346,000 $906,000

2015 5.1943 4.39% Increase $17,163,000 $817,000

2016 5.3705 8.72% Increase $19,056,000 $1,893,000

2017 Est. 5.5283 8% Increase $20,561,000 $1,505,000

Note: A Rolledback millage rate maintains the same revenue as the prior year plus allows for credit for annexation and newconstruction that year.

When formulating recommended tax, utility rate, and user fee changes, a primary focus of the analysis is on theending available fund balance. Ending fund balance is not only a measure of the overall financial health of a fund,but also provides a cushion to meet any unforeseen opportunities and challenges. Each department (includingthose utilizing enterprise funds) has been required to reduce their budgets in the past. As a result, the City hasbeen able to maintain many utility rates over the past several years, with the exception of the Stormwater Fee.

The chart below summarizes recommended increases in property taxes, utility rates and user fees covering thefiveyear CIP period. These are subject to future modification based on actual revenues and expendituresreceived, as well as any additional information as it becomes available throughout the year.

Property Taxes/Utility Rates/User Fees

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

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

Stormwater 25%

Wastewater

Solid Waste 20%

Golf Course 3% 3% 3% 3% 3%

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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 citywide assessment of roadways, streets, and pavement conditionshas also been completed. The next assessment that is currently underway is of the citywide 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 presentdatadriven recommendations on how best to address future capital projects. This ability will expand with theimplementation of a citywide asset management system.

This CIP is presented with an unusual circumstance. The 5th year of the CIP in the Local Option Sales Tax Fund,one of the primary sources for capital project funding, is presented with no funded projects and only with theliability of public safety vehicle replacements ($5M). The existing sales tax levy is set to expire on December 31 st

2019. In conjunction with Pinellas County, the City is formulating a campaign for the voter referendum inNovember 2017 for extension of the sales tax levy for another 10 years. This spring and summer staff will beworking on revenue projections and developing a list of potential projects for consideration by the CityCommission for inclusion in the formal campaign. Once the City Commission approves a ten year plan for the nextpahse of the Penny for Pinellas (Local Option Sales Tax), the next CIP will be prepared assuming voter approvalof the extension. As a result of this situation, the outer years of the CIP for nonutility (wastewater/stormwater)projects has very little funding allocated to projects.

Finally, the largescale capital projects at the City's Watewater Treatment Plant and on the City's Wastewatercollection system continue to progress. Borrowing for these projects is underway and will continue as the variousprojects enter their respective construction phases. There is no other borrowing for capital projects projected inany other funds at this time.

Conclusions:As the economy continues to slowly recover, revenues will also slowly increase; however, at this time the City'srevenue growth is insufficient to support additional positions or service level enhancements without increasingproperty taxes or finding alternative revenue sources. City staff will continue to explore ways for meeting customerservice expectations, with an emphasis on reallocating existing resources, including personnel positions, wherepossible.

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 and look forward to working together during the review of the Proposed CIP. Theprojects contained in this document will continue to provide and support quality services to Largo residents andbusinesses, while still respecting the present fiscal constraints we face moving forward.

Respectfully submitted,

Henry P. Schubert, City Manager

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Long Range Financial Plan

Narrative

IntroductionThis narrative summarizes financial projections made in preparing the City of Largo's Capital ImprovementsProgram (CIP) and Long Range Financial Plan for the next fiveyear period. Financial projections were made bythe Office of Management and Budget (OMB) and Finance Department with assistance provided by alldepartments. This narrative includes financial projections for the City's major funds (e.g. General Fund,Wastewater, etc.) and selected nonmajor funds.

All financial projections are based on the best information available and are subject to change. All financialprojections are updated twice annually; once while developing the CIP and Long Range Financial Plan, and asecond time during the annual budget process.

Fund Balance – All FundsA regular topic of discussion during the CIP and Long Range Financial Planning process involves determining anappropriate level of available fund balance. While there is no officially required available fund balance amount forevery fund (except that the available fund balance must not be less than zero), the City Commission has givenstaff direction to create a policy (currently under review by the City Commission) that establishes a minimumunrestricted General Fund fund balance of 10% and establishes a target unrestricted fund balance of 20%. Forother funds, most government finance practitioners recommend maintaining a minimum budgetary (available)fund balance of between 5% and 15%. 5% is an acceptable level for nonmajor funds with low recurringoperating and minimal capital expenditures, while major funds with high recurring operating and capital needsshould maintain at least 15%. Furthermore, some communities maintain a larger fund balance based on thecommunity's unique circumstances, such as a desire for greater security and flexibility. Several factors toconsider when establishing a minimum available fund balance include:

• Stability of the local and state economy• Degree of revenue volatility and diversity of revenue sources• Relative degree of reliance on a small number of larger taxpayers and businesses• Amount of outstanding debt and capacity to incur additional debt• Control over service levels and willingness to reduce service levels, if needed• Levels of insurance coverage and organizational risk tolerance (risk aversion)

Another factor to consider when evaluating the level of fund balance is a community's susceptibility to naturaldisasters. Since the City of Largo is located in a high risk coastal area, the City must consider the financialimpact of a major natural disaster on operations and infrastructure when evaluating fund balance.

General FundThe General Fund typically includes few CIP projects because most general government projects are budgetedin the Local Option Sales Tax (LOST) Fund or other special revenue funds. The General Fund, however, is stillthe largest City Fund because the General Fund accounts for most of the City's recurring personnel andoperating costs. The General Fund receives most taxes levied by the City, including property and utility taxes.The City's primary discretionary tax is the property tax, which is subject to growth limitations due to the Truth InMillage (TRIM) statutes.

Future property tax rates are unknown at this time due to TRIM requirements mandating that millage rates becalculated from the rolledback rate, or the rate that brings in the same revenues as previous year. The GeneralFund includes projections on the tax rate, based on assumptions for property value growth.

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General Fund (cont.)Other General Fund revenues are still relatively flat. There is some growth anticipated in sales tax relatedrevenues due to the economic recovery. There was an increase in property tax revenue as a result of propertytax increases and property value growth over the past three years. Although revenues are projected to graduallyincrease in FY 2017 and beyond, the cost of providing city services is increasing at a faster rate than revenues.Additionally, there are $2.5M $3.7M in CIP projects annually in the General Fund due to the significant need tocomplete deferred maintenance and repair projects on City facilities and the need to implement enterprisesoftware systems to track and maintain city assets and better meet customer service needs. Therefore,maintaining and growing the General Fund fund balance will be a continuing challenge. The fund projectionsshow the General Fund fund balance remaining steady at approximately 11%12%; however, the City weatheredthe recent recession better than many other municipalities due to a 25% fund balance at the start of thedownturn. Rebuilding the fund balance will be an important factor for weathering future recessions.

The General Fund revenue assumptions include property tax revenue growing between 6% and 8% for the fiveyear period. This increase in property taxes can be achieved through an increase in property values or anincrease in the millage rate, or a combination of both. The assumption for taxable property growth is 5% eachyear, which includes new construction and annexations.

The General Fund expenditure assumptions includes 4% increases in annual personnel costs to include wagesand benefit cost increases. Police and Fire pension costs reflect a large increase for two reasons: the FY 2016pension contribution is deflated because the City had a $520,000 prepayment in FY 2015, and, a $725,000increase in contribution is due in FY 2017 due to investment returns being less than 1%. Going forward, pensioncontributions are flatlined at $5M annually assuming that investment performance will improve. Annual operatingcosts are projected to increase by 1.5% each year, and the capital projects vary from year to year as shown.Over the next few months, City Administration and staff will be working on generating salary and benefitprojections and collecting budget data to generate the proposed budget for FY 2017, which will include CityAdministration's recommendations regarding service levels and a plan to achieve the City Commission's fundbalance goals.

County Gas Tax FundThe Gas Tax is levied on each gallon of gas sold and distributed based on population. Due to continuingefficiencies in fuel consumption, revenue projections for all years presented are fairly flat. In FY 2018 theanticipated revenue increases slightly to reflect the next adjustment in population, which has increased for theCity of Largo. This fund is the dedicated funding source for maintaining and building roadways and streets, andthe rental costs for streetlights. The City has identified maintenance needs with the completion of the streets androadway assessment. Funding those needs will be an ongoing challenge because the needs exceed the amountof funding available and this revenue is not growing

Solid Waste FundBased on an analysis of present and projected future service costs, a 20% increase in sold waste rates isexpected in FY 2020. Additionally, there are no disposal/tipping fee increases projected over the next five years.Pinellas County has been discussing an increase in tipping fees, but so far one has not been approved.Projected costs would increase significantly if a disposal fee increase does occur, which account forapproximately 40% of the Solid Waste Fund's operating costs.

Stormwater FundDue to the identified infrastructure and maintenance needs/requirements of the City's stormwater system thefund is unable to accommodate these capital needs without a rate increases. A 25% rate increased was adoptedfor FY 2016. An additional 25% rate increase is scheduled for FY 2018. Also by this time the stormwater assetcondition assessment will be completed. The results will identify and quantify the infrastructure and maintenanceneeds of the City's stormwater system beyond what is currently associated with road projects. Also underway isan analysis of the City's stormwater rate structure. It is anticipated that, along, with the next rate increase, acomplete restructuring will occur that may result in multiple tiers of rates and address issues of mixeduse

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Stormwater Fund (cont.)(commercial and residential) facilities and their impact on the stormwater system, as well as the size of eachresidential unit.

Wastewater FundDue to operating budget reductions the Environmental Services Department has implemented over the pastseveral years, mostly thanks to project prioritization of consent order projects over others, and the projects beingscheduled over a longer period of time, there have been no rate increases since July 2007, and there are noprojected rate increases for the fiveyear period. Capital needs remain heavy during the fiveyear period. Thereare also many needs expected beyond the fiveyear period for replacement and rehab of the wastewatercollection and reclaimed water conveyance systems. A study is currently planned to assess the undergroundportions of the collection and reclaimed water systems and is expected to result in significant capital projects.

Local Option Sales Tax (LOST) FundThe LOST Fund accounts for proceeds from the local option sales tax, which is also called the Penny forPinellas. Revenue growth in this fund remains strong between 4% 6% annually. The 5 th year of the CIP in theLocal Option Sales Tax Fund, one of the primary sources for capital project funding, is presented with no fundedprojects and only with the liability of public safety vehicle replacements, which will have to be funded by theGeneral Fund if the sales tax is not renewed.. The existing sales tax levy is set to expire on December 31 st 2019.In conjunction with Pinellas County, the City is formulating a campaign for the voter referendum in November2017 for extension of the sales tax levy for another 10 years. This spring and summer staff will be working onrevenue projections and designing a list of potential projects to present to and get consensus from the CityCommission for inclusion in the formal campaign.

Other FundsCommunity Development Block Grant (CDBG) projects are proposed based on anticipated federal block grantentitlement revenue and recurring program revenue from loan repayments. All revenue must be spent inaccordance with federal guidelines. CDBG revenue is not projected to increase over the next several years,based on anticipated federal funding reductions.

Construction Services Fund revenue is derived from building permit fees. Revenue projections are based onknowledge of actual largescale construction projects on the horizon and can vary from year to year. Updatedrevenue projections for the fiveyear period have revenue growing at a steady pace while redevelopment activityis continuing to occur. The fund balance in this fund is more than 50% higher than the established minimum of75%. Before a rate decrease is implemented, staff needs to complete the implementation of the new permittingand development review software system and associated customer service enhancements. Staff is currentlyworking on the implementation and costing out the required customer service enhancements for the FY 2017budget. These expenditures will draw down fund balance.

Community Redevelopment Agency (CRA) Fund projections are based on property values and the sale of CRAowned property for redevelopment activity, which are highly susceptible to change. Capital projects in this fundinclude making multimodal transportation improvements in the CRA and addressing road, sidewalk andstormwater issues. There is also an addition of a Code Enforcement Officer projected for FY 2018 to address theblighted areas in the CRA.

The Fleet Services Fund is an internal service fund that derives all revenue from charges to user departments.Operational changes made by the Fleet Manager and Public Works Director helped to stabilize expendituresduring the past five years. Over the next five years the focus is on maintaining fund balance while continuing toachieve operational efficiencies.

The recent recession has drastically affected the golf course's revenue, and significant measures have beentaken to balance the Golf Course Fund, including suspending payments to the General Fund for regularadministrative service charges. During the past few years there have been increased efforts to better manage

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Other Funds (cont.)and market the golf course, which, along with favorable weather, have helped increase revenues and stabilizethe Fund. One of the newest programs, “Foot Golf” has been contributing to higher revenues that can be seenduring this fiscal year. Foot Golf revenues have now flattened and it is projected that 3% rate increase will benecessary in each year going forward to sustain operations. There are also several significant repair andmaintenance projects projected in the current planning period and beyond. The golf course does not haveenough fund balance to meet its capital needs. During the next five years, the City Commission will reach adecision point where further capital investment will be necessary and will have to come from the General Fund,or other funding alternatives will have to be explored.

Transportation impact fees are established by Pinellas County and are shared with the municipality that collectedthe fee. The Transportation Impact Fee (TIF) Fund revenue projections are based on impact fees paid by newdevelopment, which can vary widely from year to year. The roadway and street projects budgeted in this Fundhave several components budgeted in other funds (Stormwater, Wastewater, LOST, etc.).

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Assumptions: 5% Property Value Growth; Tax Revenue Increases between 6% & 8% Annually; $450K EMS Additional EMS Revenue in FY 2017.FY 2017 – FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETGENERAL FUND FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021BEGINNING BUDGETARY FUND BALANCE 9,193,000 8,684,100 8,070,300 8,157,100 8,758,200 9,304,400 9,669,000 10,181,700Revenue

Property Tax 17,150,075 19,056,000 19,038,000 20,555,000 21,787,000 23,094,000 24,710,000 25,945,000 Other Taxes 11,695,854 12,029,000 12,005,000 12,205,000 12,440,200 12,680,500 12,926,100 13,177,300 Licenses & Permits 5,998,453 6,270,500 6,322,500 6,475,500 6,631,500 6,791,500 6,955,500 7,123,500 Intergovernmental 16,240,075 16,953,700 16,889,600 18,064,300 18,694,400 19,350,900 20,035,600 20,748,700 Grants 288,177 159,500 159,500 266,000 0 0 0 0 User Charges 4,724,755 4,673,300 4,529,300 4,592,100 4,649,400 4,707,300 4,765,600 4,824,500 Fines 404,646 320,000 374,000 364,000 364,000 364,000 364,000 364,000 Miscellaneous 1,794,161 1,798,900 1,795,000 2,414,300 1,877,900 1,893,300 1,909,300 1,925,300 Interfund Charges/Transfers 3,151,097 3,187,600 3,187,600 3,219,000 3,258,800 3,315,200 3,412,400 3,432,400

Total Revenue 61,447,293 64,448,500 64,300,500 68,155,200 69,703,200 72,196,700 75,078,500 77,540,700Fund Balance Added ()/Used (+) 676,859 113,200 86,800 601,100 546,200 364,600 512,700 703,700Total Revenue & Fund Balance 62,124,152 64,561,700 64,213,700 67,554,100 69,157,000 71,832,100 74,565,800 76,837,000Expenditures

Personnel (4% growth) 42,216,907 45,862,600 45,862,600 47,697,000 49,605,000 51,589,000 53,653,000 55,799,000Police/Fire Pension 4,908,400 4,127,500 4,127,500 5,373,200 5,000,000 5,000,000 5,000,000 5,000,000Operating (1.5% growth) 12,943,849 14,523,800 14,523,800 14,742,000 14,963,000 15,187,000 15,415,000 15,646,000

Current Reductions Needed 0 0 0 0 0 0 0 0Other / Transfer Out (1%) 339,400 341,200 341,200 345,000 438,000 422,300 422,300 332,300Recurring NonCIP Capital 518,678 1,065,700 1,065,700 1,065,700 1,065,700 1,065,700 1,065,700 1,065,700 Capital / CIP Projects 1,086,079 1,256,300 1,256,300 1,759,300 675,300 1,026,000 1,657,700 1,328,600 CIP Operating 789,639 1,099,000 1,099,000 816,900 1,926,000 2,167,700 2,120,700 2,374,000

Total Expenditures 62,124,152 67,593,700 67,593,700 71,109,100 72,797,000 75,613,100 78,489,800 80,881,000Estimated Unexpended (5%) 3,032,000 3,380,000 3,555,000 3,640,000 3,781,000 3,924,000 4,044,000Net Expenditures 62,124,152 64,561,700 64,213,700 67,554,100 69,157,000 71,832,100 74,565,800 76,837,000

Changes in Reserves 445,800BUDGETARY FUND BALANCE 8,070,341 8,570,900 8,157,100 8,758,200 9,304,400 9,669,000 10,181,700 10,885,400Committed for Next Year's Budget 3,145,200 2,541,200 2,953,900 3,093,800 3,416,400 3,411,300 3,340,300 3,340,300UNASSIGNED FUND BALANCE 4,925,141 6,029,700 5,203,200 5,664,400 5,888,000 6,257,700 6,841,400 7,545,100Assigned for Vacation Liability 2,348,886 2,474,100 2,348,900 2,348,900 2,348,900 2,348,900 2,348,900 2,348,900UNRESTRICTED FUND BALANCE 7,274,027 8,503,800 7,552,100 8,013,300 8,236,900 8,606,600 9,190,300 9,894,000

Property Tax Rate 5.1943 5.3705 5.3705 5.5283 5.5850 5.6421 5.7533 5.7567RB Net + 5% RB + 8.72% RB + 8.72% RB + 8% RB+ 6% RB+ 6% RB+ 7% RB+ 5%

UNRESTRICTED FUND BALANCE (MIN. 10%) 11.7% 12.6% 11.2% 11.3% 11.3% 11.4% 11.7% 12.2%

LR - 5 (Revised 05/11/16)

BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETGENERAL FUND CIP CAPITAL DEPARTMENT FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021Bookmobile LI 0 0 600,000 0 0 0 0Computer Server Replacement Program IT 108,000 108,000 108,000 126,000 144,000 324,000 108,000Desktop Device Replacement – Citywide IT 75,000 75,000 225,000 0 0 60,000 60,000Enterprise Infrastructure Asset Management System IT 0 0 117,000 0 0 0 0Enterprise Service Request/Work Order System IT 0 0 63,000 0 0 0 0Fencing Replacement Throughout the City RPA 25,000 25,000 75,000 50,000 50,000 50,000 112,000Largo Municipal Complex Chiller Replacement PW 0 0 0 0 0 350,000 375,000Largo.com Upgrade / Replacement GO 100,000 100,000 0 0 0 0 0Oracle Performance Upgrades IT 0 0 0 0 125,000 0 0SCBA Replacement FD 0 0 0 0 0 590,000 0Telephone System Replacement Program IT 230,000 230,000 0 0 0 0 0Vehicle Replacements – AD & IT AD/IT 56,800 56,800 22,400 0 24,700 0 0Vehicle Replacements – CD CD 47,100 47,100 78,700 57,000 28,100 0 31,100Vehicle Replacements – PW PW 316,800 316,800 96,000 149,000 326,600 143,700 405,500Vehicle Replacements – RPA RPA 297,600 297,600 374,200 293,300 327,600 140,000 237,000TOTAL CIP CAPITAL 1,256,300 1,256,300 1,759,300 675,300 1,026,000 1,657,700 1,328,600

BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETCIP OPERATING DEPARTMENT FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021Bookmobile LI 0 0 0 50,000 52,000 54,000 56,000Cultural Center Facility Maintenance RPA 200,000 200,000 0 0 0 0 0Downtown Multimodal Gateway CD 5,000 5,000 0 5,000 5,000 5,000 5,000Enterprise Infrastructure Asset Management System IT 0 0 34,000 52,000 54,000 56,000 58,000Enterprise Service Request/Work Order System IT 0 0 21,000 32,000 33,000 34,000 35,000Fire Station Renovation & Replacement Program FD 225,000 225,000 232,000 155,000 35,000 120,000 150,000Largo.com Upgrade / Replacement (1 FTE & Support) GO 92,000 92,000 0 0 0 0 0Oracle Performance Upgrades IT 0 0 0 0 0 30,000 30,000Parking Lot Resurfacing RPA 150,000 150,000 132,000 119,000 383,000 52,000 174,000Police Building Repair & Maintenance PD 300,000 300,000 150,000 0 0 0 0Police Portable Radio Replacements PD 0 0 0 450,000 450,000 0 0Public Safety Staffing Plan CD/FD/PD 779,300 779,300 247,900 752,000 1,072,700 1,641,700 1,691,000Replacement of City Playgrounds RPA 127,000 127,000 0 136,000 83,000 128,000 175,000Southwest Gymnasium Floor & Lighting Replacement RPA 0 0 0 175,000 0 0 0TOTAL CIP OPERATING 1,099,000 1,099,000 816,900 1,926,000 2,167,700 2,120,700 2,374,000

TOTAL CIP 2,355,300 2,355,300 2,576,200 2,601,300 3,193,700 3,778,400 3,702,600

LR - 6 (Revised 05/11/16)

FY 2017 – FY 2021 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETGOLF COURSE FUND FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021BEGINNING BALANCE 270,293 283,800 281,500 190,100 152,400 125,400 109,600 49,300Revenue 3% Rate Inc. 3% Rate Inc. 3% Rate Inc. 3% Rate Inc. 3% Rate Inc.

Property Tax 0 0 0 0 0 0 0 0 Franchise Fees 0 0 0 0 0 0 0 0 Utility Taxes 0 0 0 0 0 0 0 0 Licenses & Permits 0 0 0 0 0 0 0 0 Intergovernmental 0 0 0 0 0 0 0 0 Grants 0 0 0 0 0 0 0 0 User Charges 860,875 889,900 853,900 890,100 927,800 967,200 1,008,300 1,051,300 Fines 0 0 0 0 0 0 0 0 Miscellaneous 23,993 16,500 16,500 14,900 14,700 14,500 14,500 10,900 Interfund Charges/Transfers 0 0 0 0 0 0 0 0 Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 884,868 906,400 870,400 905,000 942,500 981,700 1,022,800 1,062,200

TOTAL RESOURCES 1,155,161 1,190,200 1,151,900 1,095,100 1,094,900 1,107,100 1,132,400 1,012,900Expenditures

Personnel (4%) 421,460 421,200 421,200 438,000 456,000 474,000 493,000 513,000 Operating (2%) 581,559 665,100 665,100 674,700 684,500 694,500 704,700 715,100 Transfer Out 0 0 0 0 0 0 0 0 Debt Service N/A N/A N/A N/A N/A N/A N/A N/A

Recurring Capital (NonCIP) N/A N/A N/A N/A N/A N/A N/A N/A CIP Projects N/A N/A N/A N/A N/A N/A N/A N/A

CIP Operating 0 0 0 0 0 0 0 0Total Expenditures 1,003,019 1,086,300 1,086,300 1,112,700 1,140,500 1,168,500 1,197,700 1,228,100ENDING BALANCE 152,142 103,900 65,600 17,600 45,600 61,400 65,300 215,200

Unexpended 2% 0 22,000 22,000 22,000 23,000 23,000 24,000 25,000Depreciation 182,505 183,000 183,000 183,000 183,000 183,000 183,000 183,000Capital/Debt Principal 91,600 80,500 80,500 35,000 35,000 35,000 191,000 35,000Chg in Reserves 110,881 0 0 0 0 0 0NonCIP Capital 33,838 0 0 0 0 0 0

ENDING CASH BALANCE 281,529 228,400 190,100 152,400 125,400 109,600 49,300 42,200

FUND BALANCE % 28% 21% 17% 14% 11% 9% 4% 3%

DEPARTMENT BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETCIP CAPITAL PROJECTS FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021Parking Lot Rehabilitation RPA 0 0 0 0 0 156,000 0TOTAL 0 0 0 0 0 156,000 0

LR - 7

FY 2017 – FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETSOLID WASTE FUND FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021BEGINNING BALANCE 4,302,478 4,069,900 4,024,700 4,325,500 3,888,400 3,571,000 2,880,700 2,660,100Revenue 20% Increase

Property Tax 0 0 0 0 0 0 0 0 Franchise Fees 0 0 0 0 0 0 0 0 Utility Taxes 0 0 0 0 0 0 0 0 Licenses & Permits 0 0 0 0 0 0 0 0 Intergovernmental 0 0 0 0 0 0 0 0 Grants 59,929 60,000 60,000 60,000 60,000 60,000 60,000 60,000 User Charges 10,451,893 10,745,000 10,705,000 10,833,000 10,962,000 11,278,000 12,095,000 12,201,000 Fines 0 0 0 0 0 0 0 0 Miscellaneous 172,384 155,000 155,000 165,000 168,000 171,000 165,000 160,000 Interfund Charges/Transfers 0 0 0 0 0 0 0 0 Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 10,684,206 10,960,000 10,920,000 11,058,000 11,190,000 11,509,000 12,320,000 12,421,000


Personnel (4%) 3,117,423 3,356,200 3,356,200 3,490,000 3,630,000 3,775,000 3,926,000 4,083,000 Operating (3%) 6,664,175 6,963,500 6,963,500 7,197,000 7,439,000 7,690,000 7,950,000 8,219,000 Other/ Transfers Out 836,177 860,000 860,000 885,000 895,000 921,000 986,000 994,000


CIP Operating 0 0 0 2,000 3,000 3,000 3,000 3,000Total Expenditures 10,617,775 11,179,700 11,179,700 11,574,000 11,967,000 12,389,000 12,865,000 13,299,000

Estimated Unexpended 7% 618,500 722,400 748,100 774,800 802,600 831,300 861,100ENDING BALANCE 4,368,909 4,468,700 4,487,400 4,557,600 3,886,200 3,493,600 3,167,000 2,643,200

Depreciation 1,531,100 1,251,400 1,251,400 1,314,000 1,379,700 1,448,700 1,521,100 1,597,200Capital & Debt Principal 745,804 1,383,300 1,383,300 1,953,200 1,664,900 2,031,600 1,998,000 2,626,700Change in Reserves 1,121,927 0 0 0 0 0 0 0Recurring Capital (NonCIP) 7,600 30,000 30,000 30,000 30,000 30,000 30,000 30,000

ENDING CASH BALANCE 4,024,678 4,306,800 4,325,500 3,888,400 3,571,000 2,880,700 2,660,100 1,583,700

FUND BALANCE % 38% 39% 39% 34% 30% 23% 21% 12%

BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGET

SOLID WASTE CIP CAPITAL DEPARTMENT FY2016 FY 2016 FY2017 FY2018 FY2019 FY 2020 FY 2021

Enterprise Service Request/Work Order System IT 0 0 6,000 0 0 0 0Neighborhood Roadway & Infrastructure Improvements CD 25,000 25,000 0 0 0 0 0

Solid Waste Vehicle (Additional) PW 300,000 300,000 0 0 0 0 0

Vehicle Replacements – Public Works PW 1,058,300 1,058,300 1,947,200 1,664,900 2,031,600 1,998,000 2,626,700

TOTAL 1,383,300 1,383,300 1,953,200 1,664,900 2,031,600 1,998,000 2,626,700

LR - 8


SOLID WASTE CIP OPERATING DEPARTMENT FY2016 FY 2016 FY2017 FY2018 FY2019 FY 2020 FY 2021

Enterprise Service Request/Work Order System IT 0 0 2,000 3,000 3,000 3,000 3,000

TOTAL 0 0 2,000 3,000 3,000 3,000 3,000

TOTAL CIP 1,383,300 1,383,300 1,955,200 1,667,900 2,034,600 2,001,000 2,629,700

LR - 9

FY 2017 FY 2021 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETWASTEWATER FUND 41/45 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021BEGINNING BALANCE 19,921,100 25,384,000 29,385,100 26,638,400 22,362,800 12,521,800 7,853,600 8,468,000Revenue

Property Tax 0 0 0 0 0 0 0 0Franchise Fees 0 0 0 0 0 0 0 0Utility 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 0Grants 0 0 0 0 0 0 0 0User Charges 23,390,159 22,564,000 22,502,000 22,613,000 22,718,000 22,823,000 22,929,000 23,035,000Fines 6,400 5,000 5,000 5,000 5,000 5,000 5,000 5,000Miscellaneous 739,877 375,000 385,000 535,000 526,000 385,000 312,000 326,000Interfund Charges/Transfers 0 0 0 0 0 0 0 0Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 24,136,436 22,944,000 22,892,000 23,153,000 23,249,000 23,213,000 23,246,000 23,366,000


Personnel (4%) 6,106,973 6,639,300 6,639,300 6,904,900 7,181,100 7,468,300 7,767,000 8,077,700Operating (3%) 10,599,643 14,308,700 14,308,700 14,728,900 15,674,200 16,071,700 16,289,100 16,544,300Other/Transfers 1,801,320 1,921,600 1,921,600 1,809,000 1,817,400 1,825,800 1,834,300 1,842,800Interest Payments N/A N/A N/A N/A N/A N/A N/A N/A

Recurring Capital (NonCIP) N/A N/A N/A N/A N/A N/A N/A N/ACIP Operating Projects 0 501,000 501,000 126,000 117,000 120,000 153,000 156,000

Total Expenditures 18,507,936 23,370,600 23,370,600 23,568,800 24,789,700 25,485,800 26,043,400 26,620,800ENDING BALANCE 25,549,600 24,957,400 28,906,500 26,222,600 20,822,100 10,249,000 5,056,200 5,213,200

Est Unexpended (5%) 0 1,004,300 1,004,300 1,081,700 1,142,800 1,177,000 1,202,800 1,231,100Debt Proceeds 0 0 0 0 0 0 0 0Transfer to Fund 42 0 0 0 10,000,000 0 0Depreciation 4,396,550 7,877,900 7,877,900 8,105,200 8,851,800 9,044,600 9,051,200 9,089,300Recurring Capital (NonCIP) 75,996 347,000 347,000 357,000 368,000 379,000 390,000 402,000Debt Principal Payment 1,052,548 2,957,800 1,077,374 5,824,909 6,808,617 6,447,281 6,252,530 6,052,700CIP Capital 1,824,598 11,282,400 9,655,100 6,819,500 1,099,000 5,783,100 198,400 1,142,800Capitalized Interest 85,575 70,800 70,800 45,300 19,300 7,600 1,300 0Change in Reserves 2,477,681 0 0 0 0 0 0 0

ENDING CASH BALANCE 29,385,114 19,181,600 26,638,426 22,362,791 12,521,783 7,853,619 8,467,970 7,936,100 FUND BALANCE % 193% 108% 167% 109% 57% 36% 38% 35%Reserve for Fund 45 6,082,346 6,082,346 6,082,346 6,082,346 6,082,346 6,082,346 6,082,346 6,082,346 Total Fund 41 and Fund 42 11,264,021 25,263,946 32,720,772 28,445,137 18,604,129 13,935,965 14,550,316 14,018,446

LR - 10

WASTEWATER FUND 41/44/45 BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETCIP CAPITAL PROJECTS DEPARTMENT FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021Collection – Braginton Street Sewer Extension ES 410,000 410,000 0 0 0 0 0Collection Lake Avenue System Expansion ES 1,230,000 1,230,000 0 0 0 0 0Collection Utility Line Relocations ES 3,500,000 3,500,000 0 0 0 0 0Computer Server Replacement IT 27,000 27,000 36,000 12,000 0 36,000 27,000

CD 1,504,000 110,000 1,154,000 11,000 86,000 1,000 3,000

Enterprise Service Request/Work Order System IT 0 0 29,000 0 0 0 0Oracle Performance Upgrades IT 0 0 0 0 125,000 0 0Public Infrastructure Asset Management System IT 0 0 234,000 0 0 0 0

CD 34,600 1,300 0 0 0 27,000 134,000

Vehicle Replacement – CD CD 21,900 21,900 0 0 0 0 0

Vehicle Replacement ES ES 829,900 829,900 776,500 356,000 172,100 134,400 828,800

WWRF – Biosolids Building Hardening ES 200,000 0 0 200,000 1,400,000 0 0WWRF – Biosolids Drying Facility Improvements ES 0 0 3,820,000 0 0 0 0WWRF – Operations Center Reconstruction ES 0 0 50,000 520,000 4,000,000 0 0

ES 25,000 25,000 720,000 0 0 0 0

WWRF – Effluent Disposal Alternative Analysis ES 0 0 0 0 0 0 150,000WWRF Warehouse ES 3,500,000 3,500,000 0 0 0 0 0

TOTAL CIP CAPITAL 11,282,400 9,655,100 6,819,500 1,099,000 5,783,100 198,400 1,142,800

WASTEWATER FUND 41/44/45 BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETCIP OPERATING PROJECTS DEPARTMENT FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021Engineering Vehicle (Additional) CD 1,000 1,000 0 0 0 0 0Collection – Interceptor Manhole Rehab ES 500,000 500,000 0 0 0 0 0Enterprise Service Request/Work Order System IT 0 0 9,000 14,000 14,000 14,000 14,000Oracle Performance Upgrades IT 0 0 0 0 0 30,000 30,000Public Infrastructure Asset Management System IT 0 0 67,000 103,000 106,000 109,000 112,000WWRF – Effluent Disposal Alternative Analysis ES 0 0 50,000 0 0 0 0TOTAL CIP OPERATING 501,000 501,000 126,000 117,000 120,000 153,000 156,000

TOTAL CIP PROJECTS 11,783,400 10,156,100 6,945,500 1,216,000 5,903,100 351,400 1,298,800

Community Streets Roadway & Infrastructure Improvements

Neighborhood Roadway & Infrastructure Rehabilitation

WWRF Biosolids Facility Improvements (Mechanical)

LR - 11

FY 2017 FY 2021 CIPBORROWING PROJECTIONS ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETWASTEWATER FUND 42 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021BEGINNING BALANCE 4,335,600 6,000,000 24,203,000 0 0 0 0 0Revenue

Franchise Fees 0 0 0 0 0 0 0 0Utility Taxes 0 0 0 0 0 0 0 0Intergovernmental 0 0 0 0 0 0 0 0Grants 0 0 0 0 0 0 0 0User Charges 0 0 0 0 0 0 0 0Fines 0 0 0 0 0 0 0 0Interfund Transfer from Fund 41 0 0 0 0 10,000,000 0 0 0Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 0 0 0 0 10,000,000 0 0 0

TOTAL RESOURCES 4,335,600 6,000,000 24,203,000 0 10,000,000 0 0 0Expenditures

Other/ Trsfr Out to Fund 41/ Interest 0 0 0 0 0 0 0 0Debt Service N/A N/A N/A N/A N/A N/A N/A N/A

Recurring Capital (NonCIP) N/A N/A N/A N/A N/A N/A N/A N/ACIP Operating Projects 0 0 0 0 0 0 0 0

Total Expenditures 0 0 0 0 0 0 0 0ENDING BALANCE 4,335,600 6,000,000 24,203,000 0 10,000,000 0 0 0

Est Unexpended (4%)State Revolving Loan Funds (State FY 15 up to $3 0 0 33,216,406 0 0 0 0 0State Revolving Loan Funds (State FY 16 up to $1 0 16,570,406 17,718,400 0 0 0 0 0Debt Proceeds 2 0 33,729,594 28,818,194 0 0 0 0 0Debt Proceeds 3 0 18,450,000 0 0 11,300,000 0 0 0Recurring Capital 0 0 0 0 0 0 0 0Debt Principal Payment 0 0 0 0 0 0 0 0CIP Capital 14,724,177 74,750,000 55,550,000 0 21,300,000 0 0 0Change in Reserves 13,814,862 0 0 0 0 0 0

ENDING CASH BALANCE 24,203,439 0 0 0 0 0 0 0

WASTEWATER FUND 41/44/45 BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETCIP PROJECTS REQUIRING BORROWING DEPARTMENT FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

ES 18,000,000 18,000,000 0 0 0 0 0

ES 9,300,000 9,300,000 0 0 0 0 0

ES 45,200,000 26,000,000 0 0 0 0 0

WWRF – Biological Treatment System Improvements ES 2,250,000 2,250,000 0 21,300,000 0 0 0TOTAL 74,750,000 55,550,000 0 21,300,000 0 0 0*Consent Order Projects

Collection Wet Weather Monitoring & Pumping System*WWRF Disinfection System Improvements / Effluent Pumping System Improvements*WWRF – Influent Pumping & Headworks Improvements

LR - 12

FY 2017 – FY 2021 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETCDBG FUND FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021CARRY FORWARD 0 0 0 0 0 0 0 0Revenue

Franchise Fees 0 0 0 0 0 0 0 0 Utility Taxes 0 0 0 0 0 0 0 0 Licenses & Permits 0 0 0 0 0 0 0 0 Intergovernmental 376,608 778,700 778,700 778,700 778,700 778,700 778,700 778,700 Grants 0 0 0 0 0 0 User Charges 0 0 0 0 0 0 Fines 0 0 0 0 0 0 Miscellaneous / Program Income 64,005 205,000 205,000 205,000 205,000 205,000 205,000 205,000 Interfund Charges/Transfers 0 0 0 0 0 0 0 0 Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 440,613 983,700 983,700 983,700 983,700 983,700 983,700 983,700

TOTAL RESOURCES 440,613 983,700 983,700 983,700 983,700 983,700 983,700 983,700Expenditures

Personnel 175,413 213,600 213,600 222,100 231,000 240,200 249,800 259,800 Operating – rehab and homestead 135,168 601,100 601,100 592,600 583,700 726,300 716,700 706,699 Other – public service & subrecipient 130,032 169,000 169,000 169,000 169,000 17,200 17,200 17,201 Debt Service 0 0 0 0 0 0

Recurring Capital (NonCIP)/Rehab 0 0 0 0 0 0 CIP Projects 0 0 0 0 0 0

CIP Operating 0 0 0 0 0 0Total Expenditures 440,613 983,700 983,700 983,700 983,700 983,700 983,700 983,700

Estimated Unexpended 0 0 0 0 0 0 0ENDING BALANCE 0 0 0 0 0 0 0 0

LR - 13

FY 2017 – FY 2021 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETCOMMUNITY REDEVELOPMENT AGENCY FUND FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021BEGINNING BALANCE 1,970,800 2,256,600 1,293,400 716,300 453,100 171,700 168,200 502,900Revenue

Property Tax 244,888 268,400 268,300 306,700 342,000 379,200 422,700 459,600 Franchise Fees 0 0 0 0 0 0 0 0 Utility Taxes 0 0 0 0 0 0 0 0 Licenses & Permits 0 0 0 0 0 0 0 0 Intergovernmental 254,085 269,000 269,100 298,700 329,500 361,500 391,900 426,400 Grants 0 0 0 0 0 0 0 0 User Charges 0 0 0 0 0 0 0 0 Fines 0 0 0 0 0 0 0 0 Miscellaneous 170,946 60,500 230,100 10,700 7,900 3,400 3,800 11,300 Interfund Charges/Transfers 0 0 0 0 0 0 0 0 Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 669,919 597,900 767,500 616,100 679,400 744,100 818,400 897,300

TOTAL RESOURCES 2,640,719 2,854,500 2,060,900 1,332,400 1,132,500 915,800 986,600 1,400,200Expenditures

Personnel (4%) 74,709 77,500 77,500 80,600 83,800 87,200 90,700 94,300 Operating (1%) 49,017 267,100 267,100 269,800 272,500 275,200 278,000 280,800 Other (4%) 34,687 45,000 45,000 46,800 48,700 50,600 52,600 54,700 Recurring Capital (NonCIP) 23,182 20,000 433,600 0 0 0 0 0 CIP Projects 0 935,000 521,400 425,000 497,000 274,000 0 0 CIP Operating 0 0 0 57,100 58,800 60,600 62,400 64,300

Total Expenditures 181,595 1,344,600 1,344,600 879,300 960,800 747,600 483,700 494,100Change in Reserves 1,165,720 0 0 0 0 0 0 0

ENDING BALANCE 1,293,404 1,509,900 716,300 453,100 171,700 168,200 502,900 906,100

FUND BALANCE % 712% 112% 53% 52% 18% 22% 104% 183%

DEPARTMENT BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETCIP CAPITAL FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

CD 262,000 262,000 0 0 0 0 0

CD 73,000 0 0 0 0 0 0

Downtown Multimodal Gateway Improvements CD 600,000 183,400 36,000 472,000 274,000 0 0

CD 0 76,000 389,000 0 0 0 0

Public Safety Staffing Plan CD/FD/PD 0 0 0 25,000 0 0 0TOTAL 935,000 521,400 425,000 497,000 274,000 0 0

CIP OPERATINGPublic Safety Staffing Plan CD/FD/PD 0 0 0 57,100 58,800 60,600 62,400TOTAL 0 0 57,100 58,800 60,600 62,400 64,300

1ST Avenue NE Roadway and Infrastructure Improvements


Neighborhood Local Roadway & Infrastructure Rehabilitation

LR - 14

FY 2017 – FY 2021 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETCONSTRUCTION SERVICES FUND FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021BEGINNING BALANCE 2,640,800 3,533,800 3,976,100 3,385,200 3,364,200 3,450,100 3,531,000 3,634,000Revenue

Property Tax 0 0 0 0 0 0 0 0 Franchise Fees 0 0 0 0 0 0 0 0 Utility Taxes 0 0 0 0 0 0 0 0 Licenses & Permits 2,618,457 1,715,000 1,715,000 1,593,000 1,638,000 1,685,000 1,734,000 1,786,000 Intergovernmental 0 0 0 0 0 0 0 0 Grants 0 0 0 0 0 0 0 0 User Charges 0 0 0 0 0 0 0 0 Fines 0 0 0 0 0 0 0 0 Miscellaneous 42,924 30,000 40,000 50,800 58,900 69,000 79,400 81,800 Interfund Charges/Transfers 0 90,000 90,000 0 90,000 90,000 90,000 0 Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 2,661,381 1,835,000 1,845,000 1,643,800 1,786,900 1,844,000 1,903,400 1,867,800


Personnel (4%) 924,832 1,150,100 1,150,100 1,196,000 1,244,000 1,294,000 1,346,000 1,400,000 Operating (2%) 219,776 323,100 323,100 330,000 337,000 344,000 351,000 358,000 Other 160,500 166,900 166,900 173,600 180,500 187,700 195,200 203,000 Debt Service 0 0 0 0 0 0 0 0

Recurring Capital (NonCIP) 5,000 15,000 15,000 0 0 0 0 0 CIP Projects 23,352 909,000 909,000 52,800 29,000 30,200 3,000 161,400

CIP Operating 0 0 0 0 0 0 0 0Total Expenditures* 1,333,460 2,564,100 2,564,100 1,752,400 1,790,500 1,855,900 1,895,200 2,122,400

Change in Reserves 7,413 0 0 0 0 0 0 0Estimated Unexpended (5%) 0 82,100 128,200 87,600 89,500 92,800 94,800 106,100

ENDING BALANCE 3,976,134 2,886,800 3,385,200 3,364,200 3,450,100 3,531,000 3,634,000 3,485,500

FUND BALANCE % 298% 113% 132% 192% 193% 190% 192% 164%

DEPARTMENT BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGET

CIP CAPITAL FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

Development Services Software CD 900,000 900,000 0 0 0 0 0Computer Server Replacement CD 9,000 9,000 0 0 0 0 99,000Enterprise Service Request/Work Order System IT 0 0 8,000 3,000 3,000 3,000 3,000Public Safety Staffing Plan CD/FD/PD 47,100 47,100 0 0 0 0 0Vehicle Replacement – Community Development CD 0 0 44,800 26,000 27,200 0 59,400TOTAL 909,000 909,000 52,800 29,000 30,200 3,000 161,400*Note: Revenue projections are based on expected development; therefore, expenditures react to unexpected revenue fluctuations

LR - 15

FY 2017 – FY 2021 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETCOUNTY GAS TAX FUND FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021BEGINNING BALANCE 3,764,100 3,526,600 4,028,200 3,164,200 570,700 892,200 68,300 698,600Revenue

Utility Taxes 0 0 0 0 0 0 0 0 Intergovernmental 982,612 965,000 990,000 995,000 1,067,500 1,095,300 1,100,800 1,106,300 Grants 0 0 0 0 0 0 0 0 User Charges 0 0 0 0 0 0 0 0 Fines 0 0 0 0 0 0 0 0 Miscellaneous 53,739 40,000 40,000 47,500 10,000 17,800 1,500 15,700 Interfund Charges/Transfers 0 0 0 0 0 0 0 0 Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 1,036,351 1,005,000 1,030,000 1,042,500 1,077,500 1,113,100 1,102,300 1,122,000


Personnel 0 0 0 0 0 0 0 0 Operating 250,087 445,000 445,000 370,000 370,000 370,000 370,000 370,000 Other 0 0 0 0 0 0 0 0 Debt Service 0 0 0 0 0 0 0 0

Recurring Capital (NonCIP) 0 0 0 0 0 0 0 0 CIP Projects 534,788 2,308,800 1,449,000 3,266,000 386,000 1,567,000 102,000 648,000

CIP Operating 0 0 0 0 0 0 0Total Expenditures 784,875 2,753,800 1,894,000 3,636,000 756,000 1,937,000 472,000 1,018,000

Change in Reserves 12,606ENDING BALANCE 4,028,182 1,777,800 3,164,200 570,700 892,200 68,300 698,600 802,600

FUND BALANCE % 513% 65% 167% 16% 118% 4% 148% 79%

DEPARTMENT BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETCIP CAPITAL FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

CD 155,000 155,000 0 0 0 0 0

CD 1,154,300 605,000 2,012,000 220,000 914,000 49,000 257,000

Downtown Multimodal Improvements CD 0 0 32,000 95,000 653,000 0 0Neighborhood Roadway & Infrastructure Improvements CD 936,500 689,000 1,222,000 71,000 0 53,000 391,000TOTAL 2,308,800 1,449,000 3,266,000 386,000 1,567,000 102,000 648,000

1st Avenue Roadway & Infrastructure ImprovementsCommunity Streets Roadway & Infrastructure Improvements

LR - 16

FY 2017 – FY 2021 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETHOME FUND FY 2015 FY 2016 FY 2015 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021BEGINNING BALANCE 0 0 0 0 0 0 0 0Revenue

Franchise Fees 0 0 0 0 0 0 0 0 Utility Taxes 0 0 0 0 0 0 0 0 Licenses & Permits 0 0 0 0 0 0 0 0 Intergovernmental 276,131 251,800 251,800 251,800 251,800 251,800 251,800 251,800 User Charges 0 0 0 0 0 0 0 0 Fines 0 0 0 0 0 0 0 0 Miscellaneous / Program Income 0 0 0 0 0 0 0 0 Interfund Charges/Transfers 0 0 0 0 0 0 0 0 Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 276,131 251,800 251,800 251,800 251,800 251,800 251,800 251,800


Personnel 32,550 48,100 48,100 50,000 52,000 54,100 56,300 58,600 Operating (Rehab) 243,581 203,700 203,700 201,800 199,800 197,700 195,500 193,200 Other (DPA) 0 0 0 0 0 0 0 0 Debt Service 0 0 0 0 0 0 0 0

Recurring Capital (NonCIP) 0 0 0 0 0 0 0 0 CIP Projects 0 0 0 0 0 0 0 0

CIP Operating 0 0 0 0 0 0 0 0Total Expenditures 276,131 251,800 251,800 251,800 251,800 251,800 251,800 251,800

Estimated UnexpendedENDING BALANCE 0 0 0 0 0 0 0 0

LR - 17

FY 2017 – FY 2021 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETHOUSING TRUST FUND FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021BEGINNING BALANCE 6,732 8,500 13,600 6,600 0 0 0 0Revenue

Franchise Fees 0 0 0 0 0 0 0 0 Utility Taxes 0 0 0 0 0 0 0 0 Licenses & Permits 0 0 0 0 0 0 0 0 Intergovernmental 0 0 0 0 0 0 0 0 User Charges 0 0 0 0 0 0 0 0 Fines 0 0 0 0 0 0 0 0 Miscellaneous / Program Income 32 7,000 7,000 7,000 7,000 7,000 7,000 7,000 Interfund Charges/Transfers 0 0 0 0 0 0 0 0 Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 32 7,000 7,000 7,000 7,000 7,000 7,000 7,000

TOTAL RESOURCES 6,764 15,500 6,600 400 7,000 7,000 7,000 7,000Expenditures

Personnel 5,758 4,000 0 0 0 0 0 0 Operating (AHD, Rehab) 4,831 11,500 0 400 7,000 7,000 7,000 7,000 Other 9,824 0 0 0 0 0 0 0 Debt Service/ Rehab 0 0 0 0 0 0 0 0


CIP Operating 0 0 0 0 0 0 0 0Total Expenditures 20,413 15,500 0 400 7,000 7,000 7,000 7,000

Change in Reserves 0 0 0 0 0ENDING BALANCE 13,649 0 6,600 0 0 0 0 0

LR - 18

FY 2017 – FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETLOCAL OPTION SALES TAX (LOST) FUND FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021BEGINNING BALANCE 6,665,306 7,806,400 8,033,900 3,439,300 2,172,000 1,317,700 1,764,500 501,300 Revenue 5/12 revenue est.

Property Tax 0 0 0 0 0 0 0 0 Franchise Fees 0 0 0 0 0 0 0 0 Utility Taxes 0 0 0 0 0 0 0 0 Licenses & Permits 0 0 0 0 0 0 0 0 Intergovernmental 6,677,490 7,060,000 7,140,000 7,461,000 7,797,000 8,148,000 3,547,800 0 Grants/Donations 0 0 0 0 0 0 0 0 User Charges 0 0 0 0 0 0 0 0 Fines 0 0 0 0 0 0 0 0 Miscellaneous 258,375 1,654,000 1,654,000 202,000 188,000 176,000 190,000 161,000 Interfund Charges/Transfers* 0 0 0 0 0 0 0 4,339,600 Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 6,935,865 8,714,000 8,794,000 7,663,000 7,985,000 8,324,000 3,737,800 4,500,600

TOTAL RESOURCES 13,601,171 16,520,400 16,827,900 11,102,300 10,157,000 9,641,700 5,502,300 5,001,900 Expenditures

Personnel 0 0 0 0 0 0 0 Operating 0 0 0 0 0 0 0 Other 0 0 0 0 0 0 0 Debt Service 3,534,544 3,550,000 3,550,000 3,534,600 3,534,600 3,534,700 1,767,300 0

Recurring Capital (NonCIP) 0 15,000 15,000 0 0 0 0 0 CIP Projects 2,504,370 10,440,300 9,823,600 5,395,700 5,304,700 4,342,500 3,233,700 5,001,900

Transfer Out 0 0 0 0 0 0 0 0Total Expenditures 6,038,914 14,005,300 13,388,600 8,930,300 8,839,300 7,877,200 5,001,000 5,001,900

Change in Reserves 471,660 0 0 0 0 0 0ENDING BALANCE 8,033,917 2,515,100 3,439,300 2,172,000 1,317,700 1,764,500 501,300 0 *$4,339,600 transfer from General Fund if Sales Tax is not renewed in 2020.

LR - 19


LOST FUND CIP PROJECTS DEPARTMENT FY2016 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021

CD 140,000 232,200 0 0 0 0 0

CD1,104,500 497,900 1,676,000 862,000 1,157,000 0 0

Downtown Multimodal Improvements CD 0 31,900 0 300,000 0 0 0Emergency Power, Municipal & Police Buildings GO 2,200,000 2,200,000 0 0 0 0 0Fiber Optic Network Reconfiguration IT 400,000 400,000 0 0 0 0 0Fire Station 43 Replacement FD 3,000,000 3,000,000 0 0 0 0 0Fire Station Renovation & Replacement Program FD 130,000 130,000 0 0 0 0 0Neighborhood Roadway & Infrastructure Improvements CD 602,300 468,100 1,280,000 654,000 0 23,000 0Playground Replacement (Highland) RPA 0 0 0 0 213,000 0 0Public Safety Staffing Plan CD/FD/PD 0 0 121,200 127,400 133,800 140,400 0Vehicle Replacement – Fire Rescue FD 1,288,900 1,288,900 931,900 1,743,800 1,121,000 1,238,100 3,074,200Vehicle Replacement – Police PD 1,574,600 1,574,600 1,386,600 1,617,500 1,717,700 1,832,200 1,927,700TOTAL 10,440,300 9,823,600 5,395,700 5,304,700 4,342,500 3,233,700 5,001,900

BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETDEBT SERVICE FY2016 FY 2016 FY2017 FY2018 FY 2019 FY 2020 FY 2021Community Center FY 2009 $10M Borrowing @ 3.443% 1,256,700 1,256,700 1,256,600 1,256,600 1,256,700 628,300 0Highland Rec FY 2012 $17M Borrowing @1.72% 2,278,000 2,278,000 2,278,000 2,278,000 2,278,000 1,139,000 0TOTAL DEBT SERVICE 3,534,700 3,534,700 3,534,600 3,534,600 3,534,700 1,767,300 0

101st Street Channel Bank Stabilization


LR - 20

FY 2016 – FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETSHIP FUND FY 2014 FY 2015 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020BEGINNING BALANCE 173,100 297,100 135,033 0 0 0 0 0

Revenue Franchise Fees 0 0 0 0 0 0 0 0 Utility Taxes 0 0 0 0 0 0 0 0 Licenses & Permits 0 0 0 0 0 0 0 0 Intergovernmental 63,685 360,000 360,000 360,000 360,000 360,000 360,000 360,000 User Charges 0 0 0 0 0 0 0 0 Fines 0 0 0 0 0 0 0 0 Miscellaneous / Program Income 137,404 130,000 130,000 130,000 130,000 130,000 142,000 142,000 Interfund Charges/Transfers 0 0 0 0 0 0 0 0

Total Revenue 201,089 490,000 490,000 490,000 490,000 490,000 502,000 502,000


Personnel 49,458 74,100 74,100 77,100 80,200 83,400 86,700 90,200 Operating (DPA, AHD) 160,171 713,000 550,933 412,900 409,800 406,600 415,300 411,800 Other – public services 0 0 0 0 0 0 0 0 Capital 0 0 0 0 0 0 0 0

NonCIP/ Rehab 0 0 0 0 0 0 0 0 CIP 0 0 0 0 0 0 0 0


Estimated UnexpendedChange in Reserves 29,527

ENDING BALANCE 135,033 0 0 0 0 0 0 0

LR - 21

FY 2017 – FY 2020 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETSTORMWATER FUND FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021BEGINNING BALANCE 2,045,934 2,259,400 2,513,400 2,799,200 407,400 975,600 1,313,600 3,411,200Revenue 25% Incr. 25% Incr.

Property Tax 0 0 0 0 0 0 0 0 Franchise Fees 0 0 0 0 0 0 0 0 Utility Taxes 0 0 0 0 0 0 0 0 Licenses & Permits 0 0 0 0 0 0 0 0 Intergovernmental 2,000 0 0 0 0 0 0 0 Grants 0 0 0 0 0 0 0 0 User Charges 4,504,069 5,509,800 5,624,800 5,652,800 7,090,800 7,125,800 7,161,800 7,197,800 Fines 0 0 0 0 0 0 0 0 Miscellaneous 69,074 138,000 138,000 117,000 65,000 98,000 60,000 107,000 Interfund Charges/Transfers 0 0 0 0 0 0 0 0 Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 4,575,143 5,647,800 5,762,800 5,769,800 7,155,800 7,223,800 7,221,800 7,304,800


Personnel (4%) 1,940,538 2,277,500 2,277,500 2,369,000 2,464,000 2,563,000 2,666,000 2,773,000 Operating (2%) 1,327,643 1,708,100 1,708,100 1,777,000 1,813,000 1,849,000 1,886,000 1,924,000 Other/Transfer 164,600 221,800 221,800 230,700 239,900 249,500 259,500 269,900 Debt Service 0 0 0 0 0 0 0 0

Recurring Capital ( NonCIP) 78,242 0 0 0 0 0 0 0 CIP Projects 617,204 3,105,300 1,666,600 4,305,900 2,490,700 2,664,300 639,700 2,256,000

CIP Operating 0 0 0 0 0 0 0 0Total Expenditures 4,128,227 7,312,700 5,874,000 8,682,600 7,007,600 7,325,800 5,451,200 7,222,900

Estimated Unexpended (6%) 0 397,000 397,001 521,000 420,000 440,000 327,000 433,000Change in Reserves 20,585 0 0 0 0 0 0 0

ENDING BALANCE 2,513,435 991,500 2,799,201 407,400 975,600 1,313,600 3,411,200 3,926,100

FUND BALANCE % 61% 14% 48% 5% 14% 18% 63% 54%

LR - 22

BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETSTORMWATER CIP PROJECTS DEPARTMENT FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

CD 47,000 47,000 0 0 0 0 0Adrian & Gladys Sidewalk & Drainage Improvements CD 0 0 0 0 0 0 0Church Creek Drainage Improvements CD 0 0 131,000 0 0 0 0Citywide Stormwater Assessment CD 250,000 0 250,000 0 0 0 0

CD264,000 50,000 90,000 526,000 2,085,000 82,000 431,000

Computer Server Replacement IT 0 0 0 6,000 0 0 0Downtown Multimodal Gateway Improvements CD 38,000 9,700 0 63,000 0 0 0Enterprise Service Request/Work Order System IT 0 0 16,000 6,000 6,000 6,000 6,000Neighborhood Roadway & Infrastructure Improvements CD 1,764,400 818,000 3,370,000 1,190,000 0 164,000 962,000Public Infrastructure Asset Management System IT 0 0 50,000 17,000 18,000 19,000 20,000Vehicle Replacements – Community Development CD 21,900 21,900 0 26,000 0 0 0Vehicle Replacements – Public Works PW 720,000 720,000 398,900 656,700 555,300 368,700 837,000TOTAL 3,105,300 1,666,600 4,305,900 2,490,700 2,664,300 639,700 2,256,000

1st Avenue NE Roadway & Infrastructure Improvements


LR - 23

FY 2017 – FY2021 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETTRANSP. IMPACT FEE FUND FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021BEGINNING BALANCE 4,321,877 3,866,100 3,790,300 3,622,300 1,688,900 1,575,700 1,867,300 2,138,900Revenue

Property Tax 0 0 0 0 0 0 0 0 Franchise Fees 0 0 0 0 0 0 0 0 Utility Taxes 0 0 0 0 0 0 0 0 Licenses & Permits 0 0 0 0 0 0 0 0 Intergovernmental 0 0 0 0 0 0 0 0 Grants 0 0 0 0 0 0 0 0 User Charges 0 0 0 0 0 0 0 0 Fines 0 0 0 0 0 0 0 0 Miscellaneous 244,469 290,000 290,000 295,600 303,800 301,600 294,600 303,500 Interfund Charges/Transfers 0 0 0 0 0 0 0 0 Debt Proceeds 0 0 0 0 0 0 0

Total Revenue 244,469 290,000 290,000 295,600 303,800 301,600 294,600 303,500


Personnel 0 0 0 0 0 0 0 0 Operating 0 0 0 0 0 0 0 0 Other (Highland Avenue Transfer) 0 0 0 0 0 0 0 0 Debt Service 0 0 0 0 0 0 0 0

Recurring Capital (NonCIP) 0 0 0 0 0 0 0 0 CIP Projects 200,001 1,096,000 458,000 2,229,000 417,000 10,000 23,000 122,000

CIP Operating 0 0 0 0 0 0 0 0Total Expenditures 200,001 1,096,000 458,000 2,229,000 417,000 10,000 23,000 122,000

Change in Reserves 576,000 0 0 0 0 0 0 0ENDING BALANCE 3,790,345 3,060,100 3,622,300 1,688,900 1,575,700 1,867,300 2,138,900 2,320,400


TIF CIP PROJECTS DEPARTMENT FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

CD 60,000 60,000 0 0 0 0 0

CD 897,000 234,000 1,854,000 416,000 0 19,000 99,000

CD 0 7,000 36,000 1,000 10,000 0 0

CD 130,000 156,000 335,000 0 0 4,000 23,000

CD 9,000 1,000 4,000 0 0 0 0

Transit Station Master Plan (TIF 8) CD 0 0 0 0 0 0TOTAL FUNDED CIP PROJECTS 1,096,000 458,000 2,229,000 417,000 10,000 23,000 122,000

1st Avenue NE Roadway & Infrastructure Rehabilitation TIF 7A

Community Streets Roadway & Infrastructure Improvements – TIF 7

Community Streets Roadway & Infrastructure Improvements – TIF 7A

Neighborhood Roadway & Infrastructure Improvements TIF 7

Neighborhood Roadway & Infrastructure Improvements TIF 7A

LR - 24

TIF DISTRICT BREAKDOWN ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETDISTRICT 7 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021BEGINNING BALANCE 3,682,630 3,168,500 3,063,600 2,951,600 1,044,500 916,200 1,202,300 1,460,500Revenue (11366600) 117,489 250,000 250,000 250,000 250,000 250,000 250,000 250,000

Interest 39,476 28,000 28,000 31,900 37,700 36,100 31,200 36,500Projects (5666)

Adrian & Gladys Sidewalk/Drainage Imp 200,001 0 0 0 0 0 0 0

0 130,000 156,000 335,000 0 0 4,000 23,000

Community Streets Roadway & Infrastructure 0 897,000 234,000 1,854,000 416,000 0 19,000 99,000Encumbrance 576,000 0 0 0 0 0 0 0DISTRICT BALANCE 3,063,594 2,419,500 2,951,600 1,044,500 916,200 1,202,300 1,460,500 1,625,000

ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETDISTRICT 7A FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021BEGINNING BALANCE 233,691 244,700 246,100 182,100 146,700 151,100 146,300 150,800Revenue (11366603) 6,733 0 0 0 0 0 0 0

Interest 5,639 4,000 4,000 4,600 5,400 5,200 4,500 3,800Projects (5667)

Community Streets Roadway & Infrastructure 0 0 7,000 36,000 1,000 10,000 0 0

0 9,000 1,000 4,000 0 0 0 0

1st Avenue NE Roadway & Infrastructure Rehabilitation 0 60,000 60,000 0 0 0 0 0Encumbrance 0 0 0 0 0 0 0 0DISTRICT BALANCE 246,064 179,700 182,100 146,700 151,100 146,300 150,800 154,600

ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETDISTRICT 8 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021BEGINNING BALANCE 368,416 413,500 440,700 446,700 453,500 461,600 469,300 476,000Revenue (11366601) 63,853 0 0 0 0 0 0 0

Interest 8,459 6,000 6,000 6,800 8,100 7,700 6,700 11,900Projects (5668)Expenditures 0 0 0 0 0 0 0 0Encumbrance 0 0 0 0 0 0 0 0DISTRICT BALANCE 440,728 419,500 446,700 453,500 461,600 469,300 476,000 487,900

ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETDISTRICT 9 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021BEGINNING BALANCE 37,140 39,400 39,900 41,900 44,200 46,800 49,400 51,600Revenue (11366602) 0 0 0 0 0 0 0 0

Interest 2,820 2,000 2,000 2,300 2,600 2,600 2,200 1,300Projects (5669)Expenditures 0 0 0 0 0 0 0 0Encumbrance 0 0 0 0 0 0 0 0DISTRICT BALANCE 39,959 41,400 41,900 44,200 46,800 49,400 51,600 52,900

Neighborhood Roadway & Infrastructure Improvements

Neighborhood Roadway & Infrastructure Improvements

LR - 25

FY 2017 – FY 2021CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETFLEET SERVICES FUND FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021AVAILABLE FUND BALANCE 230,127 173,600 237,800 395,100 433,700 474,200 451,400 496,000Revenue

Property Tax 0 0 0 0 0 0 0 0 Franchise Fees 0 0 0 0 0 0 0 0 Utility Taxes 0 0 0 0 0 0 0 0 Licenses & Permits 0 0 0 0 0 0 0 0 Intergovernmental 0 0 0 0 0 0 0 0 User Charges 0 0 0 0 0 0 0 0 Fines 0 0 0 0 0 0 0 0 Miscellaneous 17,494 16,000 16,000 0 0 0 0 0 Interfund Charges/Transfers 2,024,061 2,259,300 2,273,100 2,130,100 2,194,100 2,260,100 2,328,000 2,398,800 Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 2,041,555 2,275,300 2,289,100 2,130,100 2,194,100 2,260,100 2,328,000 2,398,800


Personnel (4%) 836,975 928,300 928,300 965,000 1,004,000 1,044,000 1,086,000 1,129,000 Operating (2%) 1,047,226 1,085,300 1,085,300 1,107,000 1,129,000 1,152,000 1,175,000 1,199,000 Other (4%) 114,200 119,000 119,000 124,000 129,000 134,000 139,000 145,000 Debt Service 0 0 0 0 0 0 0 0


CIP Operating 0 0 0 0 0 0 0 0Total Expenditures 1,998,401 2,132,600 2,132,600 2,196,000 2,262,000 2,330,000 2,400,000 2,473,000

Unexpended (3%) 0 64,100 64,000 65,900 67,900 69,900 72,000 74,200ENDING FUND BALANCE 273,281 380,400 458,300 395,100 433,700 474,200 451,400 496,000

Depreciation 26,156 36,800 36,800 38,600 40,500 42,500 44,600 46,800Change in Reserves 4,550 0 0 0 0 0 0 0Capital 66,182 100,000 100,000 0 0 65,300 0 0

ENDING CASH BALANCE 237,804 317,200 395,100 433,700 474,200 451,400 496,000 542,800Note: Capital expenditures are not budgeted, depreciation is included in the Fleet Fund Budget.FUND BALANCE % 12% 15% 19% 20% 21% 19% 21% 22%

DEPARTMENT BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETCIP CAPITAL FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021Vehicle Replacement – Public Works PW 100,000 100,000 0 0 65,300 0 0TOTAL CIP 100,000 100,000 0 0 65,300 0 0

LR - 26

FY 2017 – FY 2021 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETRISK FUND FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021BEGINNING BALANCE 1,649,784 2,205,900 2,703,300 2,789,300 2,919,400 3,106,600 3,364,500 3,709,700 Revenue

Property Taxes 0 0 0 0 0 0 0 0 Other Taxes 0 0 0 0 0 0 0 0 Licenses & Permits 0 0 0 0 0 0 0 0 Intergovernmental 0 0 0 0 0 0 0 0 User Charges 0 0 0 0 0 0 0 0 Fines 0 0 0 0 0 0 0 0 Miscellaneous 60,251 40,000 40,000 40,000 40,000 40,000 40,000 40,000 Interfund Charges/Transfers 9,865,447 10,793,000 10,242,300 10,890,000 11,586,100 12,334,700 13,139,700 14,005,600 Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 9,925,698 10,833,000 10,282,300 10,930,000 11,626,100 12,374,700 13,179,700 14,045,600


Personnel (4%) 362,934 413,200 413,200 430,000 447,000 465,000 484,000 503,000 Operating (6%) 8,803,583 10,079,400 10,079,400 10,684,000 11,325,000 12,005,000 12,725,000 13,489,000 Other (4%) 18,400 19,100 19,100 19,900 20,700 21,500 22,400 23,300 Debt Service 0 0 0 0 0 0 0 0


CIP Operating 0 0 0 0 0 0 0 0Total Expenditures 9,184,917 10,511,700 10,511,700 11,133,900 11,792,700 12,491,500 13,231,400 14,015,300Estimated Unexpended (3%) 323,000 315,400 334,000 353,800 374,700 396,900 420,500ENDING FUND BALANCE 2,390,565 2,850,200 2,789,300 2,919,400 3,106,600 3,364,500 3,709,700 4,160,500Change in Reserves 312,742 0 0 0 0 0 0 0Change in Catastrophe Reserve 0 0 0 0 0 0 0 0ENDING CASH BALANCE 2,703,307 2,850,200 2,789,300 2,919,400 3,106,600 3,364,500 3,709,700 4,160,500

FUND BALANCE % 29% 27% 27% 26% 26% 27% 28% 30%

LR - 27

FY 2017 – FY 2021 CIP ACTUAL BUDGET ESTIMATED BUDGET BUDGET BUDGET BUDGET BUDGETTRUST FUNDS (75 & 76) FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021BEGINNING BALANCE 3,664,200 3,812,000 3,920,300 3,812,100 3,808,900 3,561,700 3,237,000 2,978,300Revenue

Property Tax 0 0 0 0 0 0 0 0 Franchise Fees 0 0 0 0 0 0 0 0 Utility Taxes 0 0 0 0 0 0 0 0 Licenses & Permits 0 0 0 0 0 0 0 0 Intergovernmental 0 0 0 0 0 0 0 0 Grants 0 0 0 0 0 0 0 0 User Charges 0 0 0 0 0 0 0 0 Fines 104,222 107,500 107,500 107,500 107,500 100,000 100,000 100,000 Miscellaneous 637,703 464,000 464,000 464,000 464,000 150,000 150,000 150,000 Interfund Charges/Tranfers 0 0 0 0 0 0 0 0 Debt Proceeds 0 0 0 0 0 0 0 0

Total Revenue 741,925 571,500 571,500 571,500 571,500 250,000 250,000 250,000


Personnel 0 0 0 0 0 0 0 Operating 451,127 485,000 418,700 418,700 418,700 418,700 418,700 418,700 Other/Transfers 23,218 0 0 0 0 0 0 0 Debt Service 0 0 0 0 0 0 0 0

Recurring Capital (NonCIP) 11,435 65,000 65,000 65,000 65,000 65,000 65,000 65,000 CIP Projects 0 199,000 196,000 91,000 335,000 91,000 25,000 38,000


Estimated Unexpended 0 0 0 0 0Change in Reserves 0 0 0 0 0

ENDING BALANCE 3,920,345 3,634,500 3,812,100 3,808,900 3,561,700 3,237,000 2,978,300 2,706,600


CIP CAPITAL DEPARTMENT FY2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

CD 15,000 15,000 0 0 0 0CD 69,000 66,000 66,000 40,000 66,000 0 13,000

Downtown Multimodal and Gateway Improvements CD 115,000 115,000 0 270,000 0 0 0

Neighborhood Roadway & Infrastructure Improvements CD 0 0 25,000 25,000 25,000 25,000 25,000

TOTAL 199,000 196,000 91,000 335,000 91,000 25,000 38,000

1st Avenue NE Roadway & Infrastructure RehabilitationCommunity Streets Roadway & Infrastructure Improvements

LR - 28

PROPOSED FY 2017 – 2021 CAPITAL IMPROVEMENTS PROGRAMSUMMARY BY CUSTOMER DEPARTMENT FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 TOTAL

Administration 678,400 230,000 237,000 244,000 251,000 1,640,400Community Development 123,500 109,000 55,300 0 90,500 378,300Environmental Services 5,416,500 22,376,000 5,572,100 134,400 978,800 34,477,800Fire Rescue 1,163,900 1,898,800 1,156,000 1,948,100 3,224,200 9,391,000General Operating 0 0 0 350,000 375,000 725,000Information Technology 369,000 144,000 418,700 480,000 354,000 1,765,700Legislative 426,200 963,200 1,267,100 1,844,500 1,755,300 6,256,300Library 600,000 50,000 52,000 54,000 56,000 812,000Police 1,536,600 2,067,500 2,167,700 1,832,200 1,927,700 9,531,700Public Works 16,404,100 7,691,600 8,253,800 2,962,400 6,445,200 41,757,100Recreation, Parks, & Arts 581,200 773,300 1,056,600 526,000 698,000 3,635,100

TOTAL 27,299,400 36,303,400 20,236,300 10,375,600 16,155,700 110,370,400

SUMMARY BY PROGRAM AREA FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 TOTAL

Facilities 514,000 274,000 418,000 678,000 699,000 2,583,000Mobility 13,581,000 5,221,000 5,275,000 452,000 2,576,000 27,105,000Public Safety 426,200 1,413,200 1,717,100 2,434,500 1,755,300 7,746,300Recreation 75,000 361,000 346,000 178,000 287,000 1,247,000Stormwater 381,000 0 0 0 0 381,000Technology 1,025,000 374,000 631,000 724,000 605,000 3,359,000Vehicles 6,657,200 6,640,200 6,449,200 5,909,100 10,083,400 35,739,100Wastewater 4,640,000 22,020,000 5,400,000 0 150,000 32,210,000

TOTAL 27,299,400 36,303,400 20,236,300 10,375,600 16,155,700 110,370,400

SUMMARY BY FUND FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 TOTAL

Construction Services 52,800 29,000 30,200 3,000 161,400 276,400County Gas Tax 3,266,000 386,000 1,567,000 102,000 648,000 5,969,000CRA 482,100 555,800 334,600 62,400 64,300 1,499,200Fleet Fund 0 0 65,300 0 0 65,300General Fund 2,576,200 2,601,300 3,193,700 3,778,400 3,702,600 15,852,200Golf Course 0 0 0 156,000 0 156,000Local Option Sales Tax (LOST)* 5,395,700 5,304,700 4,342,500 3,233,700 5,234,900 23,511,500Solid Waste 1,955,200 1,667,900 2,034,600 2,001,000 2,629,700 10,288,400Stormwater 4,305,900 2,490,700 2,664,300 639,700 2,256,000 12,356,600Transportation Impact Fee (TIF) 2,229,000 417,000 10,000 23,000 122,000 2,801,000Trust Fund 91,000 335,000 91,000 25,000 38,000 580,000Wastewater 6,945,500 22,516,000 5,903,100 351,400 1,298,800 37,014,800

TOTAL 27,299,400 36,303,400 20,236,300 10,375,600 16,155,700 110,370,400

SUM - 1 (Revised 05/11/16)

CIP Scoring Criteria Guide

PROJECT SCORING SCORING CRITERIA DESCRIPTIONSPublic Health and Safety Public Health and Safety

5 Project completely eliminates or prevents a health, environmental, or safety hazard3 Project partially eliminates or prevents a health, environmental, or safety hazard

0 Project does not eliminate or prevent a health, environmental, or safety hazard

Infrastructure Investment and Protection Infrastructure Investment and Protection5 The project improves and / or protects the City's infrastructure3 The project maintains the City's infrastructure0 The project does not protect, preserve, or improve the City's infrastructure

Regulatory Requirements Regulatory Requirements5 The project is required due to regulatory requirements or mandates3 The project will be required due to likely future regulatory requirements or mandates0 The project will not be subject to any current or future regulatory requirements or mandates

City Commission Future Focus Areas City Commission Future Focus Areas5 Project ties to 3 or more Future Focus Areas3 Project ties to 1 or 2 Future Focus Areas0 Project ties to no Future Focus Areas

Project Coordination Project Coordination5 The project is linked to an existing or proposed project being managed by an external agency3 The project is linked to an existing or proposed project being managed by the City0 The project is not linked to any other existing or proposed projects

Economic Development Economic Development5 The project is being conducted with direct developer involvement

3 The project will encourage increased economic (re)development within the City

0 The project will not encourage increased economic (re)development within the City

Operating Budget Impact Operating Budget Impact5 The project will not increase the City's operating budget in future years

3 The project will increase the City's operating budget due to O&M costs

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

Quality of Life Quality of Life5 The project will provide significant or citywide improvements to quality of life in Largo

3 The project will provide general or neighborhood improvements to quality of life in Largo

0 The project will provide no improvements to quality of life in Largo

The following outlines the methodology used on the project pages to score this year's new, revised, and unfunded projects. No existing project prioritizations have been altered based on these criteria. Scores are provided by the requesting department, reviewed by the CIP Review Committee, and finally approved by City Administration. Scores are not weighted in any way. Project scoring and criteria are subject to change in future years based on City

Commission and Administration goals, objectives, and priorities.

One of the main responsibilities of the City is to ensure the health and safety of the public. Projects which will partially or completely eliminate or prevent health, environmental, or safety hazards will receive higher priority scores.

The City's infrastructure (e.g. Wastewater, Stormwater, Streets, Facilities) is its most valuable and critical asset. Currently, much of the infrastructure is at or past the end of its useful life and must be replaced or improved in order to meet the growing demands of the population. Therefore, projects which improve or maintain the City's infrastructure will be ranked as higher priority.

The City is subject to certain Federal and State regulations and mandates, frequently relating to the condition of the City's infrastructure. If the City is not currently in regulatory compliance, the projects required to meet standards tend to be extremely complex and costly. However, the costs of non compliance are even greater. At times the City is able to predict future regulatory requirements based on political and industry trends. Priority will be given to projects which are required now or will likely be required in the near future.

In February 2015 the City Commission identified six Future Focus Areas: Fiscal Stability, Community Pride, Sustainability, Economic Development, Public Health & Safety, and Partnerships. These are the strategic issues that the City's elected leaders had directed staff to address over the next ten years. All projects should be able to be categorized into at least one of the Future Focus Areas to ensure adherence to this Commission directive.

The City of Largo exists in the center of one of the most densely populated counties in the State with over 20 different municipalities and other government agencies, in addition to State and Federal jurisdictions. Frequently, Largo's capital needs intersect with those of another agency. In the spirit of cooperation, the City will give priority to projects which are being directed by one or more external partners. Priority will similarly be given to those projects which the City is managing which will require interdepartmental or interagency coordination. Standalone projects will not receive any priority points for this category.

There has been a market increase in development and redevelopment of properties. Projects which have direct involvement of a developer (i.e. specific development project is underway) will receive high priority to ensure successful completion. Those projects which will encourage development activity but do not already have a private partner are also preferred.

Some capital projects require increased operation and maintenance costs or additional personnel. Due to the finite financial resources available to the City to take on additional annual costs, these projects will be scored lower on this category. Projects which may reduce or have a net zero impact on the City's annual operating budget are preferred.

Projects which will have positive impacts on the quality of life of Largo residents will receive high priority. Whatever the project, it should be noticeable and meaningful to the average resident in their daily life. Projects which will have citywide impacts will be ranked higher than those on a more neighborhood specific level.

SUM - 2

Proposed FY 2017 – 2021 CIP Summary By Customer Department

Project Name Status Dept. Program Area Fund Score FY 2017 FY 2018 FY 2019 FY 2020 FY 2021Public Infrastructure Asset Management System New AD Technology General 17 151,000 52,000 54,000 56,000 58,000Public Infrastructure Asset Management System New AD Technology Wastewater 17 301,000 103,000 106,000 109,000 112,000Public Infrastructure Asset Management System New AD Technology Stormwater 17 50,000 17,000 18,000 19,000 20,000Enterprise Service Request & Work Order System New AD Technology Construx 17 8,000 3,000 3,000 3,000 3,000Enterprise Service Request & Work Order System New AD Technology General 17 84,000 32,000 33,000 34,000 35,000Enterprise Service Request & Work Order System New AD Technology Solid Waste 17 8,000 3,000 3,000 3,000 3,000Enterprise Service Request & Work Order System New AD Technology Stormwater 17 16,000 6,000 6,000 6,000 6,000Enterprise Service Request & Work Order System New AD Technology Wastewater 17 38,000 14,000 14,000 14,000 14,000Vehicle Replacement – Administration Existing AD Vehicles General N/A 22,400 0 0 0 0Vehicle Replacement – Community Development Exisiting CD Vehicles General N/A 78,700 57,000 28,100 0 31,100Vehicle Replacement – Community Development Exisiting CD Vehicles Stormwater N/A 0 26,000 0 0 0Vehicle Replacement – Community Development Existing CD Vehicles Construx N/A 44,800 26,000 27,200 0 59,400Vehicle Replacement – Environmental Services Exisiting ES Vehicles Wastewater N/A 776,500 356,000 172,100 134,400 828,800WWRF – Biosolids Building Hardening Exisiting ES Wastewater Wastewater N/A 0 200,000 1,400,000 0 0WWRF – Operations Center Reconstruction Exisiting ES Wastewater Wastewater N/A 50,000 520,000 4,000,000 0 0WWRF Master Plan Improvements – Biological Treatment Systems Exisiting ES Wastewater Wastewater N/A 0 21,300,000 0 0 0WWRF Master Plan Improvement – Biosolids Drying Facility Exisiting ES Wastewater Wastewater N/A 3,820,000 0 0 0 0WWRF – Biosolids Facility Improvement (Mechanical) Existing ES Wastewater Wastewater N/A 720,000 0 0 0 0WWRF – Effluent Disposal Alternative Analysis New ES Wastewater Wastewater 21 50,000 0 0 0 150,000Self Contained Breathing Apparatus (SCBA) Replacement Exisiting FR Public Safety General N/A 0 0 0 590,000 0Fire Station Renovation Program Revised FR Facilities General N/A 232,000 155,000 35,000 120,000 150,000Vehicle Replacement – Fire Rescue Exisiting FR Vehicles LOST N/A 931,900 1,743,800 1,121,000 1,238,100 3,074,200Largo Municipal Complex Chiller Replacements Revised GO Facilities General N/A 0 0 0 350,000 375,000Computer Server Replacement Revised IT Technology General 22 108,000 126,000 144,000 324,000 108,000Computer Server Replacement Revised IT Technology Stormwater 22 0 6,000 0 0 0Computer Server Replacement Revised IT Technology Wastewater 22 36,000 12,000 0 36,000 27,000Computer Server Replacement Revised IT Technology Construx 22 0 0 0 0 99,000Desktop Device Replacement – Citywide Revised IT Technology General N/A 225,000 0 0 60,000 60,000Oracle Performance Upgrades Exisiting IT Technology General N/A 0 0 125,000 30,000 30,000Oracle Performance Upgrades Existing IT Technology Wastewater N/A 0 0 125,000 30,000 30,000IT Vehicle – Additional New IT Vehicles General 12 23,000 1,000 1,000 1,000 1,000Vehicle Replacement – Information Technology Exisiting IT Vehicles General N/A 0 0 24,700 0 0Public Safety Staffing Plan New LEG Public Safety General 21 247,900 752,000 1,072,700 1,641,700 1,691,000Public Safety Staffing Plan New LEG Public Safety LOST 21 121,200 127,400 133,800 140,400 0Public Safety Staffing Plan New LEG Public Safety CRA 21 57,100 83,800 60,600 62,400 64,300Bookmobile New LI Vehicles General 14 600,000 50,000 52,000 54,000 56,000Police Portable Radio Replacement Exisiting PD Public Safety General N/A 0 450,000 450,000 0 0Police Building Repair & Maintenance Exisiting PD Facilities General N/A 150,000 0 0 0 0Vehicle Replacement – Police Exisiting PD Vehicles LOST N/A 1,386,600 1,617,500 1,717,700 1,832,200 1,927,700Community Streets Roadway and Infrastructure Improvements Revised PW Mobility CGT N/A 2,012,000 220,000 914,000 49,000 257,000Community Streets Roadway and Infrastructure Improvements Revised PW Mobility LOST N/A 1,676,000 862,000 1,157,000 0 0Community Streets Roadway and Infrastructure Improvements Revised PW Mobility CRA N/A 0 0 0 0 0Community Streets Roadway and Infrastructure Improvements Revised PW Mobility Stormwater N/A 90,000 526,000 2,085,000 82,000 431,000Community Streets Roadway and Infrastructure Improvements Revised PW Mobility Wastewater N/A 1,154,000 11,000 86,000 1,000 3,000Community Streets Roadway and Infrastructure Improvements Revised PW Mobility Solid Waste N/A 0 0 0 0 0Community Streets Roadway and Infrastructure Improvements Revised PW Mobility TIF7 N/A 1,854,000 416,000 0 19,000 99,000Community Streets Roadway and Infrastructure Improvements Revised PW Mobility TIF7A N/A 36,000 1,000 10,000 0 0Community Streets Roadway and Infrastructure Improvements Revised PW Mobility Tree N/A 66,000 40,000 66,000 0 13,000Downtown Multimodal Improvements Revised PW Mobility General N/A 0 5,000 5,000 5,000 5,000Downtown Multimodal Improvements Revised PW Mobility CGT N/A 32,000 95,000 653,000 0 0

SUM - 3

Proposed FY 2017 – 2021 CIP Summary By Customer Department

Project Name Status Dept. Program Area Fund Score FY 2017 FY 2018 FY 2019 FY 2020 FY 2021Downtown Multimodal Improvements Revised PW Mobility LOST N/A 0 300,000 0 0 0Downtown Multimodal Improvements Revised PW Mobility CRA N/A 36,000 472,000 274,000 0 0Downtown Multimodal Improvements Revised PW Mobility Stormwater N/A 0 63,000 0 0 0Downtown Multimodal Improvements Revised PW Mobility Tree N/A 0 270,000 0 0 0Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility CGT N/A 1,222,000 71,000 0 53,000 391,000Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility LOST N/A 1,280,000 654,000 0 23,000 233,000Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility CRA N/A 389,000 0 0 0 0Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility Stormwater N/A 3,370,000 1,190,000 0 164,000 962,000Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility Wastewater N/A 0 0 0 27,000 134,000Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility Solid Waste N/A 0 0 0 0 0Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility TIF7 N/A 335,000 0 0 4,000 23,000Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility TIF7A N/A 4,000 0 0 0 0Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility Tree N/A 25,000 25,000 25,000 25,000 25,000Church Creek Drainage Improvements Phase II and III New PW Stormwater Stormwater 25 131,000 0 0 0 0Citywide Stormwater Program Update Revised PW Stormwater Stormwater N/A 250,000 0 0 0 0Vehicle Replacement – Public Works Exisiting PW Vehicles General N/A 96,000 149,000 326,600 143,700 405,500Vehicle Replacement – Public Works Existing PW Vehicles Solid Waste N/A 1,947,200 1,664,900 2,031,600 1,998,000 2,626,700Vehicle Replacement – Public Works Exisiting PW Vehicles Stormwater N/A 398,900 656,700 555,300 368,700 837,000Vehicle Replacement – Public Works Exisiting PW Vehicles Fleet N/A 0 0 65,300 0 0Parking Lot Resurfacing, Multiple Sites Revised RPA Facilities General N/A 132,000 119,000 383,000 52,000 174,000Parking Lot Resurfacing, Multiple Sites Revised RPA Facilities Golf N/A 0 0 0 156,000 0Fencing Replacement, MultiFacility Existing RPA Recreation General N/A 75,000 50,000 50,000 50,000 112,000Replacement of City Playgrounds Revised RPA Recreation General N/A 0 136,000 83,000 128,000 175,000Replacement of City Playgrounds Revised RPA Recreation LOST N/A 0 0 213,000 0 0Southwest Recreation Complex Gymnasium Improvements Existing RPA Recreation General N/A 0 175,000 0 0 0Vehicle Replacement – Recreation, Parks, and Arts Exisiting RPA Vehicles General N/A 374,200 293,300 327,600 140,000 237,000TOTAL 27,322,400 36,304,400 20,237,300 10,376,600 16,156,700

Department FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 5Year TotalAD 678,400 230,000 237,000 244,000 251,000 1,640,400CD 123,500 109,000 55,300 0 90,500 378,300ES 5,416,500 22,376,000 5,572,100 134,400 978,800 34,477,800FR 1,163,900 1,898,800 1,156,000 1,948,100 3,224,200 9,391,000GO 0 0 0 350,000 375,000 725,000IT 392,000 145,000 419,700 481,000 355,000 1,792,700LEG 426,200 963,200 1,267,100 1,844,500 1,755,300 6,256,300LI 600,000 50,000 52,000 54,000 56,000 812,000PD 1,536,600 2,067,500 2,167,700 1,832,200 1,927,700 9,531,700PW 16,404,100 7,691,600 8,253,800 2,962,400 6,445,200 41,757,100RPA 581,200 773,300 1,056,600 526,000 698,000 3,635,100Citywide Total 27,322,400 36,304,400 20,237,300 10,376,600 16,156,700 110,397,400

1%0%

31%

9%1%2% 6% 1% 9%

38%

3%

FY 2017 FY 2021 CIPTotal Projects By Customer Department

AD CD ES FR GO IT LEG LI PD PW RPA

SUM - 4

Proposed FY 2017 – 2021 CIP Summary By Program Area

Project Name Status Dept. Program Area Fund Score FY 2017 FY 2018 FY 2019 FY 2020 FY 2021Fire Station Renovation Program Revised FR Facilities General N/A 232,000 155,000 35,000 120,000 150,000Largo Municipal Complex Chiller Replacements Revised GO Facilities General N/A 0 0 0 350,000 375,000Police Building Repair & Maintenance Exisiting PD Facilities General N/A 150,000 0 0 0 0Parking Lot Resurfacing, Multiple Sites Revised RPA Facilities General N/A 132,000 119,000 383,000 52,000 174,000Parking Lot Resurfacing, Multiple Sites Revised RPA Facilities Golf N/A 0 0 0 156,000 0Community Streets Roadway and Infrastructure Improvements Revised PW Mobility CGT N/A 2,012,000 220,000 914,000 49,000 257,000Community Streets Roadway and Infrastructure Improvements Revised PW Mobility LOST N/A 1,676,000 862,000 1,157,000 0 0Community Streets Roadway and Infrastructure Improvements Revised PW Mobility CRA N/A 0 0 0 0 0Community Streets Roadway and Infrastructure Improvements Revised PW Mobility Stormwater N/A 90,000 526,000 2,085,000 82,000 431,000Community Streets Roadway and Infrastructure Improvements Revised PW Mobility Wastewater N/A 1,154,000 11,000 86,000 1,000 3,000Community Streets Roadway and Infrastructure Improvements Revised PW Mobility Solid Waste N/A 0 0 0 0 0Community Streets Roadway and Infrastructure Improvements Revised PW Mobility TIF7 N/A 1,854,000 416,000 0 19,000 99,000Community Streets Roadway and Infrastructure Improvements Revised PW Mobility TIF7A N/A 36,000 1,000 10,000 0 0Community Streets Roadway and Infrastructure Improvements Revised PW Mobility Tree N/A 66,000 40,000 66,000 0 13,000Downtown Multimodal Improvements Revised PW Mobility General N/A 0 5,000 5,000 5,000 5,000Downtown Multimodal Improvements Revised PW Mobility CGT N/A 32,000 95,000 653,000 0 0Downtown Multimodal Improvements Revised PW Mobility LOST N/A 0 300,000 0 0 0Downtown Multimodal Improvements Revised PW Mobility CRA N/A 36,000 472,000 274,000 0 0Downtown Multimodal Improvements Revised PW Mobility Stormwater N/A 0 63,000 0 0 0Downtown Multimodal Improvements Revised PW Mobility Tree N/A 0 270,000 0 0 0Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility CGT N/A 1,222,000 71,000 0 53,000 391,000Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility LOST N/A 1,280,000 654,000 0 23,000 233,000Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility CRA N/A 389,000 0 0 0 0Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility Stormwater N/A 3,370,000 1,190,000 0 164,000 962,000Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility Wastewater N/A 0 0 0 27,000 134,000Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility Solid Waste N/A 0 0 0 0 0Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility TIF7 N/A 335,000 0 0 4,000 23,000Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility TIF7A N/A 4,000 0 0 0 0Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility Tree N/A 25,000 25,000 25,000 25,000 25,000Self Contained Breathing Apparatus (SCBA) Replacement Exisiting FR Public Safety General N/A 0 0 0 590,000 0Public Safety Staffing Plan New LEG Public Safety General 21 247,900 752,000 1,072,700 1,641,700 1,691,000Public Safety Staffing Plan New LEG Public Safety LOST 21 121,200 127,400 133,800 140,400 0Public Safety Staffing Plan New LEG Public Safety CRA 21 57,100 83,800 60,600 62,400 64,300Police Portable Radio Replacement Exisiting PD Public Safety General N/A 0 450,000 450,000 0 0Fencing Replacement, MultiFacility Existing RPA Recreation General N/A 75,000 50,000 50,000 50,000 112,000Replacement of City Playgrounds Revised RPA Recreation General N/A 0 136,000 83,000 128,000 175,000Replacement of City Playgrounds Revised RPA Recreation LOST N/A 0 0 213,000 0 0Southwest Recreation Complex Gymnasium Improvements Existing RPA Recreation General N/A 0 175,000 0 0 0Church Creek Drainage Improvements Phase II and III New PW Stormwater Stormwater 25 131,000 0 0 0 0Citywide Stormwater Program Update Revised PW Stormwater Stormwater N/A 250,000 0 0 0 0Public Infrastructure Asset Management System New AD Technology General 17 151,000 52,000 54,000 56,000 58,000Public Infrastructure Asset Management System New AD Technology Wastewater 17 301,000 103,000 106,000 109,000 112,000Public Infrastructure Asset Management System New AD Technology Stormwater 17 50,000 17,000 18,000 19,000 20,000Enterprise Service Request & Work Order System New AD Technology Construx 17 8,000 3,000 3,000 3,000 3,000Enterprise Service Request & Work Order System New AD Technology General 17 84,000 32,000 33,000 34,000 35,000Enterprise Service Request & Work Order System New AD Technology Solid Waste 17 8,000 3,000 3,000 3,000 3,000Enterprise Service Request & Work Order System New AD Technology Stormwater 17 16,000 6,000 6,000 6,000 6,000Enterprise Service Request & Work Order System New AD Technology Wastewater 17 38,000 14,000 14,000 14,000 14,000Computer Server Replacement Revised IT Technology General 22 108,000 126,000 144,000 324,000 108,000Computer Server Replacement Revised IT Technology Stormwater 22 0 6,000 0 0 0

SUM - 5

Proposed FY 2017 – 2021 CIP Summary By Program Area

Project Name Status Dept. Program Area Fund Score FY 2017 FY 2018 FY 2019 FY 2020 FY 2021Computer Server Replacement Revised IT Technology Wastewater 22 36,000 12,000 0 36,000 27,000Computer Server Replacement Revised IT Technology Construx 22 0 0 0 0 99,000Desktop Device Replacement – Citywide Revised IT Technology General N/A 225,000 0 0 60,000 60,000Oracle Performance Upgrades Exisiting IT Technology General N/A 0 0 125,000 30,000 30,000Oracle Performance Upgrades Existing IT Technology Wastewater N/A 0 0 125,000 30,000 30,000Vehicle Replacement – Administration Existing AD Vehicles General N/A 22,400 0 0 0 0Vehicle Replacement – Community Development Exisiting CD Vehicles General N/A 78,700 57,000 28,100 0 31,100Vehicle Replacement – Community Development Exisiting CD Vehicles Stormwater N/A 0 26,000 0 0 0Vehicle Replacement – Community Development Existing CD Vehicles Construx N/A 44,800 26,000 27,200 0 59,400Vehicle Replacement – Environmental Services Exisiting ES Vehicles Wastewater N/A 776,500 356,000 172,100 134,400 828,800Vehicle Replacement – Fire Rescue Exisiting FR Vehicles LOST N/A 931,900 1,743,800 1,121,000 1,238,100 3,074,200IT Vehicle – Additional New IT Vehicles General 12 23,000 1,000 1,000 1,000 1,000Vehicle Replacement – Information Technology Exisiting IT Vehicles General N/A 0 0 24,700 0 0Bookmobile New LI Vehicles General 14 600,000 50,000 52,000 54,000 56,000Vehicle Replacement – Police Exisiting PD Vehicles LOST N/A 1,386,600 1,617,500 1,717,700 1,832,200 1,927,700Vehicle Replacement – Public Works Exisiting PW Vehicles General N/A 96,000 149,000 326,600 143,700 405,500Vehicle Replacement – Public Works Existing PW Vehicles Solid Waste N/A 1,947,200 1,664,900 2,031,600 1,998,000 2,626,700Vehicle Replacement – Public Works Exisiting PW Vehicles Stormwater N/A 398,900 656,700 555,300 368,700 837,000Vehicle Replacement – Public Works Exisiting PW Vehicles Fleet N/A 0 0 65,300 0 0Vehicle Replacement – Recreation, Parks, and Arts Exisiting RPA Vehicles General N/A 374,200 293,300 327,600 140,000 237,000WWRF – Biosolids Building Hardening Exisiting ES Wastewater Wastewater N/A 0 200,000 1,400,000 0 0WWRF – Operations Center Reconstruction Exisiting ES Wastewater Wastewater N/A 50,000 520,000 4,000,000 0 0WWRF Master Plan Improvements – Biological Treatment Systems Exisiting ES Wastewater Wastewater N/A 0 21,300,000 0 0 0WWRF Master Plan Improvement – Biosolids Drying Facility Exisiting ES Wastewater Wastewater N/A 3,820,000 0 0 0 0WWRF – Biosolids Facility Improvement (Mechanical) Existing ES Wastewater Wastewater N/A 720,000 0 0 0 0WWRF – Effluent Disposal Alternative Analysis New ES Wastewater Wastewater 21 50,000 0 0 0 150,000TOTAL 27,322,400 36,304,400 20,237,300 10,376,600 16,156,700

Program Area FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 5Year TotalFacilities 514,000 274,000 418,000 678,000 699,000 2,583,000Mobility 13,581,000 5,221,000 5,275,000 452,000 2,576,000 27,105,000

Public Safety 426,200 1,413,200 1,717,100 2,434,500 1,755,300 7,746,300Recreation 75,000 361,000 346,000 178,000 287,000 1,247,000Stormwater 381,000 0 0 0 0 381,000Technology 1,025,000 374,000 631,000 724,000 605,000 3,359,000

Vehicles 6,680,200 6,641,200 6,450,200 5,910,100 10,084,400 35,766,100Wastewater 4,640,000 22,020,000 5,400,000 0 150,000 32,210,000

Citywide Total: 27,322,400 36,304,400 20,237,300 10,376,600 16,156,700 110,397,400

2%

24%

7%

0%3%

33%

29%

FY 2017 FY 2021 CIPProjects By Program Area

Facilities Mobility Public Safety Recreation Stormwater Technology Vehicles Wastewater

SUM - 6

Proposed FY 2017 – 2021 CIP Summary By Fund

Project Name Status Dept. Program Area Fund Score FY 2017 FY 2018 FY 2019 FY 2020 FY 2021Community Streets Roadway and Infrastructure Improvements Revised PW Mobility CGT N/A 2,012,000 220,000 914,000 49,000 257,000Downtown Multimodal Improvements Revised PW Mobility CGT N/A 32,000 95,000 653,000 0 0Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility CGT N/A 1,222,000 71,000 0 53,000 391,000Enterprise Service Request & Work Order System New AD Technology Construx 17 8,000 3,000 3,000 3,000 3,000Computer Server Replacement Revised IT Technology Construx 22 0 0 0 0 99,000Vehicle Replacement – Community Development Existing CD Vehicles Construx N/A 44,800 26,000 27,200 0 59,400Community Streets Roadway and Infrastructure Improvements Revised PW Mobility CRA N/A 0 0 0 0 0Downtown Multimodal Improvements Revised PW Mobility CRA N/A 36,000 472,000 274,000 0 0Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility CRA N/A 389,000 0 0 0 0Public Safety Staffing Plan New LEG Public Safety CRA 21 57,100 83,800 60,600 62,400 64,300Vehicle Replacement – Public Works Exisiting PW Vehicles Fleet N/A 0 0 65,300 0 0Fire Station Renovation Program Revised FR Facilities General N/A 232,000 155,000 35,000 120,000 150,000Largo Municipal Complex Chiller Replacements Revised GO Facilities General N/A 0 0 0 350,000 375,000Police Building Repair & Maintenance Exisiting PD Facilities General N/A 150,000 0 0 0 0Parking Lot Resurfacing, Multiple Sites Revised RPA Facilities General N/A 132,000 119,000 383,000 52,000 174,000Downtown Multimodal Improvements Revised PW Mobility General N/A 0 5,000 5,000 5,000 5,000Self Contained Breathing Apparatus (SCBA) Replacement Exisiting FR Public Safety General N/A 0 0 0 590,000 0Public Safety Staffing Plan New LEG Public Safety General 21 247,900 752,000 1,072,700 1,641,700 1,691,000Police Portable Radio Replacement Exisiting PD Public Safety General N/A 0 450,000 450,000 0 0Fencing Replacement, MultiFacility Existing RPA Recreation General N/A 75,000 50,000 50,000 50,000 112,000Replacement of City Playgrounds Revised RPA Recreation General N/A 0 136,000 83,000 128,000 175,000Southwest Recreation Complex Gymnasium Improvements Existing RPA Recreation General N/A 0 175,000 0 0 0Public Infrastructure Asset Management System New AD Technology General 17 151,000 52,000 54,000 56,000 58,000Enterprise Service Request & Work Order System New AD Technology General 17 84,000 32,000 33,000 34,000 35,000Computer Server Replacement Revised IT Technology General 22 108,000 126,000 144,000 324,000 108,000Desktop Device Replacement – Citywide Revised IT Technology General N/A 225,000 0 0 60,000 60,000Oracle Performance Upgrades Exisiting IT Technology General N/A 0 0 125,000 30,000 30,000Vehicle Replacement – Administration Existing AD Vehicles General N/A 22,400 0 0 0 0Vehicle Replacement – Community Development Exisiting CD Vehicles General N/A 78,700 57,000 28,100 0 31,100IT Vehicle – Additional New IT Vehicles General 12 23,000 1,000 1,000 1,000 1,000Vehicle Replacement – Information Technology Exisiting IT Vehicles General N/A 0 0 24,700 0 0Bookmobile New LI Vehicles General 14 600,000 50,000 52,000 54,000 56,000Vehicle Replacement – Public Works Exisiting PW Vehicles General N/A 96,000 149,000 326,600 143,700 405,500Vehicle Replacement – Recreation, Parks, and Arts Exisiting RPA Vehicles General N/A 374,200 293,300 327,600 140,000 237,000Parking Lot Resurfacing, Multiple Sites Revised RPA Facilities Golf N/A 0 0 0 156,000 0Community Streets Roadway and Infrastructure Improvements Revised PW Mobility LOST N/A 1,676,000 862,000 1,157,000 0 0Downtown Multimodal Improvements Revised PW Mobility LOST N/A 0 300,000 0 0 0Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility LOST N/A 1,280,000 654,000 0 23,000 233,000Public Safety Staffing Plan New LEG Public Safety LOST 21 121,200 127,400 133,800 140,400 0Replacement of City Playgrounds Revised RPA Recreation LOST N/A 0 0 213,000 0 0Vehicle Replacement – Fire Rescue Exisiting FR Vehicles LOST N/A 931,900 1,743,800 1,121,000 1,238,100 3,074,200Vehicle Replacement – Police Exisiting PD Vehicles LOST N/A 1,386,600 1,617,500 1,717,700 1,832,200 1,927,700Community Streets Roadway and Infrastructure Improvements Revised PW Mobility Solid Waste N/A 0 0 0 0 0Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility Solid Waste N/A 0 0 0 0 0Enterprise Service Request & Work Order System New AD Technology Solid Waste 17 8,000 3,000 3,000 3,000 3,000Vehicle Replacement – Public Works Existing PW Vehicles Solid Waste N/A 1,947,200 1,664,900 2,031,600 1,998,000 2,626,700Community Streets Roadway and Infrastructure Improvements Revised PW Mobility Stormwater N/A 90,000 526,000 2,085,000 82,000 431,000Downtown Multimodal Improvements Revised PW Mobility Stormwater N/A 0 63,000 0 0 0Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility Stormwater N/A 3,370,000 1,190,000 0 164,000 962,000Church Creek Drainage Improvements Phase II and III New PW Stormwater Stormwater 25 131,000 0 0 0 0

SUM - 7


Project Name Status Dept. Program Area Fund Score FY 2017 FY 2018 FY 2019 FY 2020 FY 2021Citywide Stormwater Program Update Revised PW Stormwater Stormwater N/A 250,000 0 0 0 0Public Infrastructure Asset Management System New AD Technology Stormwater 17 50,000 17,000 18,000 19,000 20,000Enterprise Service Request & Work Order System New AD Technology Stormwater 17 16,000 6,000 6,000 6,000 6,000Computer Server Replacement Revised IT Technology Stormwater 22 0 6,000 0 0 0Vehicle Replacement – Community Development Exisiting CD Vehicles Stormwater N/A 0 26,000 0 0 0Vehicle Replacement – Public Works Exisiting PW Vehicles Stormwater N/A 398,900 656,700 555,300 368,700 837,000Community Streets Roadway and Infrastructure Improvements Revised PW Mobility TIF7 N/A 1,854,000 416,000 0 19,000 99,000Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility TIF7 N/A 335,000 0 0 4,000 23,000Community Streets Roadway and Infrastructure Improvements Revised PW Mobility TIF7A N/A 36,000 1,000 10,000 0 0Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility TIF7A N/A 4,000 0 0 0 0Community Streets Roadway and Infrastructure Improvements Revised PW Mobility Tree N/A 66,000 40,000 66,000 0 13,000Downtown Multimodal Improvements Revised PW Mobility Tree N/A 0 270,000 0 0 0Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility Tree N/A 25,000 25,000 25,000 25,000 25,000Community Streets Roadway and Infrastructure Improvements Revised PW Mobility Wastewater N/A 1,154,000 11,000 86,000 1,000 3,000Neighborhood Roadway and Infrastructure Improvements Revised PW Mobility Wastewater N/A 0 0 0 27,000 134,000Public Infrastructure Asset Management System New AD Technology Wastewater 17 301,000 103,000 106,000 109,000 112,000Enterprise Service Request & Work Order System New AD Technology Wastewater 17 38,000 14,000 14,000 14,000 14,000Computer Server Replacement Revised IT Technology Wastewater 22 36,000 12,000 0 36,000 27,000Oracle Performance Upgrades Existing IT Technology Wastewater N/A 0 0 125,000 30,000 30,000Vehicle Replacement – Environmental Services Exisiting ES Vehicles Wastewater N/A 776,500 356,000 172,100 134,400 828,800WWRF – Biosolids Building Hardening Exisiting ES Wastewater Wastewater N/A 0 200,000 1,400,000 0 0WWRF – Operations Center Reconstruction Exisiting ES Wastewater Wastewater N/A 50,000 520,000 4,000,000 0 0WWRF Master Plan Improvements – Biological Treatment Systems Exisiting ES Wastewater Wastewater N/A 0 21,300,000 0 0 0WWRF Master Plan Improvement – Biosolids Drying Facility Exisiting ES Wastewater Wastewater N/A 3,820,000 0 0 0 0WWRF – Biosolids Facility Improvement (Mechanical) Existing ES Wastewater Wastewater N/A 720,000 0 0 0 0WWRF – Effluent Disposal Alternative Analysis New ES Wastewater Wastewater 21 50,000 0 0 0 150,000TOTAL 27,322,400 36,304,400 20,237,300 10,376,600 16,156,700

Fund FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 5Year Total

Construction Svcs. 52,800 29,000 30,200 3,000 161,400 276,400

County Gas Tax 3,266,000 386,000 1,567,000 102,000 648,000 5,969,000

CRA 482,100 555,800 334,600 62,400 64,300 1,499,200

Fleet 0 0 65,300 0 0 65,300

General 2,599,200 2,602,300 3,194,700 3,779,400 3,703,600 15,879,200

Golf 0 0 0 156,000 0 156,000

LOST 5,395,700 5,304,700 4,342,500 3,233,700 5,234,900 23,511,500

Solid Waste 1,955,200 1,667,900 2,034,600 2,001,000 2,629,700 10,288,400

Stormwater 4,305,900 2,490,700 2,664,300 639,700 2,256,000 12,356,600

TIF 2,229,000 417,000 10,000 23,000 122,000 2,801,000Trust Funds 91,000 335,000 91,000 25,000 38,000 580,000Wastewater 6,945,500 22,516,000 5,903,100 351,400 1,298,800 37,014,800

Citywide Total: 27,322,400 36,304,400 20,237,300 10,376,600 16,156,700 110,397,400

0%5%1%

15%

0%

22%

9%10%

3%1%

34%

FY 2017 FY 2021 CIPProjects By Fund

Construx CGT CRA Fleet General Golf LOST Solid Waste

Stormwater TIF Trust Funds Wastewater

SUM - 8


Project Name Status Dept. Program Area Fund Score FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

34%

2%

36%

26%

1%

FY 2017 FY 2021 CIP

LOST Projects by Customer Department

Fire Rescue Legislative Police Public Works Recreation, Parks, & Arts

26%

2%1%

71%

FY 2017 FY 2021 CIPLOST Projects by Program Area

Mobility Public Safety Recreation Vehicles

SUM - 9

Proposed FY 2017 – 2021 CIP – Summary by Project Score

Includes Unfunded Projects; Existing Projects Not Scored

Project Name Budget Impact Total ScoreFacilities ProjectsFire Station Renovation Program N/A N/A N/A N/A N/A N/A N/A N/A N/A

Largo Municipal Complex Chiller Replacements N/A N/A N/A N/A N/A N/A N/A N/A N/A

Parking Lot Resurfacing, Multiple Sites N/A N/A N/A N/A N/A N/A N/A N/A N/A

Police Building Repair and Maintenance N/A N/A N/A N/A N/A N/A N/A N/A N/A

WWRF – Biosolids Building Hardening N/A N/A N/A N/A N/A N/A N/A N/A N/A

WWRF – Operations Center Reconstruction N/A N/A N/A N/A N/A N/A N/A N/A N/A

Fire Station Reconstruction Program – UNFUNDED 5 5 3 5 3 3 5 3 32

City Hall Reconstruction – UNFUNDED 3 5 0 5 0 3 5 3 24

SW Outdoor Basketball & Restroom Replacement – UNFUNDED 5 5 0 3 0 0 5 5 23

Parks Division Building Reconstruction – UNFUNDED 5 5 3 3 0 0 5 0 21

City Logistics Warehouse Construction – UNFUNDED 3 5 0 5 3 0 3 0 19

Public Works Complex Reconstruction – UNFUNDED 3 5 0 3 0 0 5 3 19

Cultural Center Facility Maintenance – UNFUNDED 0 3 0 5 0 0 5 3 16

Additional Restroom at Largo Central Park – UNFUNDED 3 0 0 3 0 0 3 5 14

Mobility ProjectsCommunity Streets Roadway and Infrastructure Improvements N/A N/A N/A N/A N/A N/A N/A N/A N/A

Downtown Multimodal Improvements N/A N/A N/A N/A N/A N/A N/A N/A N/A

Neighborhood Roadway and Infrastructure Improvements N/A N/A N/A N/A N/A N/A N/A N/A N/A

3 5 0 5 3 3 3 3 25

3 5 0 5 3 3 3 3 25

Urban Trails – Belleair Road Corridor – UNFUNDED 3 0 0 5 5 3 3 5 24

Urban Trails – Largo Connector Trail – UNFUNDED 3 0 0 5 5 3 3 5 24

Major Corridor Traffic Safety Analysis – UNFUNDED 3 3 0 3 5 3 0 5 22

Unpaved Roads & Alleys – UNFUNDED 3 5 0 3 0 0 3 3 17

Downtown Plaza Enhancement – UNFUNDED 0 0 0 3 3 3 3 3 15

Public Safety Projects

Police Portable Radio Replacements N/A N/A N/A N/A N/A N/A N/A N/A N/A

Self Contained Breathing Apparatus (SCBA) Replacement N/A N/A N/A N/A N/A N/A N/A N/A N/A

Public Safety Staffing Plan 5 0 0 5 3 3 0 5 21

Communication Center Additional Consoles – UNFUNDED 3 0 3 3 0 0 3 3 15

Recreation Projects

Fencing Replacement, MultiFacility N/A N/A N/A N/A N/A N/A N/A N/A N/A

Replacement of City Playgrounds N/A N/A N/A N/A N/A N/A N/A N/A N/A

Southwest Recreation Complex Gymnasium Improvements N/A N/A N/A N/A N/A N/A N/A N/A N/A

Bayhead Complex and Action Park Reconstruction – UNFUNDED 3 5 0 5 0 3 5 5 26

Duke Energy Trail Gateway – UNFUNDED 3 0 0 5 5 3 3 5 24

Install Paddling Launches Throughout City – UNFUNDED 3 0 3 5 0 3 3 5 22

Largo Central Park Entrance Sign and Landscaping – UNFUNDED 0 3 0 5 0 3 5 5 21

Southwest Aquatic Center Construction – UNFUNDED 5 5 0 3 0 3 0 5 21

Design for the Midsection of Largo Central Park – UNFUNDED 0 0 0 3 3 3 5 5 19

Largo Central Park Trail Connection – UNFUNDED 0 0 0 5 0 3 3 5 16

Public Health & Safety

InfrastructureProtection

RegulatoryRequirements

FutureFocus Areas

ProjectCoordination

EconomicDevelopment

QualityOf Life

CRD Neighborhood Streets – 10th Street NW Extension – UNFUNDEDDowntown Community Streets – 4th Street NW – UNFUNDED

SUM - 10

Proposed FY 2017 – 2021 CIP – Summary by Project Score

Includes Unfunded Projects; Existing Projects Not Scored

Project Name Budget Impact Total ScorePublic Health

& SafetyInfrastructure

ProtectionRegulatory

RequirementsFuture

Focus AreasProject

CoordinationEconomic

DevelopmentQualityOf Life

Parkland Acquisition – UNFUNDED 0 0 0 5 0 5 0 5 15

Replace Sign Sculpture for the Largo Cultural Center – UNFUNDED 0 5 0 3 0 0 5 0 13

Install Synthetic Turf on Football Field – UNFUNDED 0 3 0 3 0 0 5 0 11

Stormwater Projects

Citywide Stormwater Program Update N/A N/A N/A N/A N/A N/A N/A N/A N/A

Regional Watershed Management Planning – UNFUNDED 5 5 5 3 5 3 3 5 34

Church Creek Drainage Improvements Phase II and III 5 5 3 3 3 0 3 3 25

3 3 0 3 0 0 3 3 15

Technology Projects

Desktop Device Replacement – Citywide N/A N/A N/A N/A N/A N/A N/A N/A N/A

Oracle Performance Upgrades N/A N/A N/A N/A N/A N/A N/A N/A N/A

Computer Server Replacement 3 3 5 3 3 0 5 0 22

Public Infrastructure Asset Management System 3 3 5 3 3 0 0 0 17

Enterprise Service Request & Work Order System 3 3 0 3 3 0 0 5 17

Fiber Optic Data Network Reconfiguration – UNFUNDED 3 5 0 3 0 0 5 0 16

Vehicles

Bookmobile 0 0 0 3 5 0 3 3 14

IT Vehicle – Additional 3 3 0 3 0 0 3 0 12

Vehicle Replacements N/A N/A N/A N/A N/A N/A N/A N/A N/A

Wastewater Projects

WWRF Master Plan Improvements – Biological Treatment Systems N/A N/A N/A N/A N/A N/A N/A N/A N/A

WWRF Master Plan Improvements – Biosolids Drying Facility N/A N/A N/A N/A N/A N/A N/A N/A N/A

WWRF – Biosolids Facility Improvements (Mechanical) N/A N/A N/A N/A N/A N/A N/A N/A N/A

WWRF – Effluent Disposal Alternative Analysis 5 5 3 3 0 0 5 0 21

Stormwater Retrofit – Heather Hills (115th Street N) – UNFUNDED

SUM - 11

Proposed FY 2017 – 2021 CIP – Unfunded Projects

Project Name Dept. Program Area Total Score Budget ImpactFire Station Reconstruction Program FR Facilities 10,750,000 32 5 5 3 5 3 3 5 3City Hall Reconstruction AD Facilities 18,000,000 24 3 5 0 5 0 3 5 3SW Outdoor Basketball & Restroom Replacement RPA Facilities 400,000 23 5 5 0 3 0 0 5 5Parks Division Building Reconstruction RPA Facilities 2,500,000 21 5 5 3 3 0 0 5 0Public Works Complex Reconstruction PW Facilities 20,000,000 19 3 5 0 3 0 0 5 3City Logistics Warehouse AD Facilities 3,000,000 19 3 5 0 5 3 0 3 0Cultural Center Facility Maintenance RPA Facilities 1,000,000 16 0 3 0 5 0 0 5 3Additional Restroom at Largo Central Park RPA Facilities 257,000 14 3 0 0 3 0 0 3 5

PW Mobility 295,000 25 3 5 0 5 3 3 3 3Downtown Community Streets PW Mobility 1,110,000 25 3 5 0 5 3 3 3 3Urban Trails – Belleair Road Corridor CD Mobility 1,030,000 24 3 0 0 5 5 3 3 5Urban Trails – Largo Connector Trail RPA Mobility 1,000,000 24 3 0 0 5 5 3 3 5Major Corridor Traffic Safety Analysis CD Mobility 1,410,000 22 3 3 0 3 5 3 0 5Unpaved Roads & Alleys PD Mobility 2,970,000 17 3 5 0 3 0 0 3 3Downtown Plaza Enhancement CD Mobility 200,000 15 0 0 0 3 3 3 3 3

Comunication Center Additional Consoles PD Public Safety 116,000 15 3 0 3 3 0 0 3 3

Bayhead Complex and Action Park Reconstruction RPA Facilities 1,050,000 26 3 5 0 5 0 3 5 5Duke Energy Trail Gateway RPA Recreation 1,100,000 24 3 0 0 5 5 3 3 5Install Paddling Launches Throughout city RPA Recreation 250,000 22 3 0 3 5 0 3 3 5Largo Central Park Entrance Sign and Landscaping RPA Recreation 125,000 21 0 3 0 5 0 3 5 5Southwest Aquatic Center Construction RPA Recreation 9,000,000 21 5 5 0 3 0 3 0 5Design for the Mid-Section of Largo Central Park RPA Recreation 150,000 19 0 0 0 3 3 3 5 5Largo Central Park Trail Connection RPA Recreation 280,000 16 0 0 0 5 0 3 3 5Parkland Acquisition RPA Recreation 2,000,000 15 0 0 0 5 0 5 0 5Replace Sign Sculpture for the Largo Cultural Center RPA Recreation 100,000 13 0 5 0 3 0 0 5 0Install Synthetic Turf on Football Field RPA Recreation 600,000 11 0 3 0 3 0 0 5 0

Regional Watershed Management Planning PW Stormwater 14,800,000 34 5 5 5 3 5 3 3 5PW Stormwater 550,000 15 3 3 0 3 0 0 3 3

Fiber Optic Data Network Reconfiguration IT Technology 450,000 16 3 5 0 3 0 0 5 0

Total of Unfunded ProjectsProgram Area Estimated Cost

Facilities 55,907,000Mobility 8,015,000

Public Safety 116,000Recreation 14,655,000Stormwater 15,350,000Technology 450,000

Citywide Total: 94,493,000

EstimatedCost

Public Health & Safety

InfrastructureProtection

RegulatoryRequirements

FutureFocus Areas

ProjectCoordination

EconomicDevelopment

QualityOf Life

CRD Neighborhood Streets – 10th Street NW Extension

Stormwater Retrofit – Heather Hills (115th Street N)

59%

8%

0%

16%

16%0%

FY 2017-2021 CIP

Unfunded Projects by Program Area

Facilities

Mobility

Public Safety

Recreation

Stormwater

Technology

SUM - 12

City of Largo, FloridaFY2017 – FY2021 CIP

Facilities Projects

FP - 1

FIRE STATION RENOVATION PROGRAMService – Based

Project Manager: Facilities Manager Future Focus Areas: Sustainability

Project Customer: Fire Rescue Comp Plan Element: Capital Improvements

Strategic Plan Initiative: Improve Infrastructure New/Existing/Revised: Revised, FY 2016 Budget Pg. 451

Estimated Useful Life: 40 Years Additional FTEs: N/A

Project Description:

Revisions from Previous Year:

The Renovations will occur in the following order:Renovation Year Stations

2017 41

Interior Painting 2017

Bay floor Resurfacing 2018

Roof Replacement 2018 42

Major Roof Replacement 2019 40

Roof Replacement 2020 39

HVAC Replacement 2021 41

Level of Service Changes Due to Project:N/A

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 a needs analysis in 2015 to determine the following: space needs analysis, analysis 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 reapproved 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 reapproved. (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 build 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 reapproved. (Station was built in 1978.)

Staff reorganized the work by project instead of station. Doing the renovations by project is more affordable since the City does not have to rebid out the same or similar renovations each year. Hurricane doors were completed in FY 2016. The Cost of repairing the heating, ventilation, and air condition (HVAC) in Station 41 was added for FY 2021.

Flooring Replacement, kitchen replacement 38,39,40,41,4

238, 39, 40 and 42

FP - 2

FIRE STATION RENOVATION PROGRAM

Funding Breakdown (in Thousands):

FY2017 FY2018 FY2019 FY2020 FY2021 TOTAL

Revenue County Fire 39 29 26 18 23 135

Operating Cost General 232 155 35 120 150 692

Total Project Cost 232 155 35 120 150 692

Net Budget Impact 193 126 9 102 128 557

Project or Job No.:N/A Project Scoring

Public Health & Safety N/A N/A Project CoordinationBorrowing Required? Infrastructure Protection N/A N/A Economic DevelopmentNo Regulatory Requirements N/A N/A Operating Budget Impact

Future Focus Areas N/A N/A Quality of LifeHow Costs Were Derived: Total Score N/AFY 2016 Facilities Cost Estimates

FP - 3

LARGO MUNICIPAL COMPLEX CHILLER REPLACEMENTSService – Based


Project Customer: General Operating/City Hall Comp Plan Element: Capital Improvements

Strategic Plan Initiative: Improve Infrastructure New/Existing/Revised: Revised, FY 20162020, PW 2



Beyond 5 Years:N/A

Project Cost Breakdown2020 – Chiller #1 $350,000.002021 – Chiller #2 $375,000.00TOTAL $725,000.00

Level of Service Changes due to Project:N/A


Fund FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 TOTAL

Revenue 0 0 0 0 0 0

Capital Cost General 0 0 0 350 375 725

Operating Cost 0 0 0 0 0 0



Project or Job No.: Project ScoringN/A Public Health & Safety N/A N/A Project Coordination

Infrastructure Protection N/A N/A Economic DevelopmentBorrowing Required? Regulatory Requirements N/A N/A Operating Budget ImpactNo Future Focus Areas N/A N/A Quality of Life

Total Score N/AHow Costs Were Derived:FY 2016 Budget Estimate

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.

FP - 4

PARKING LOT RESURFACING, MULTIPLE SITESService – Based

Project Manager: Facilities Manager Future Focus Areas: Public Health and Safety

Project Customer: Recreation, Parks, & Arts Comp Plan Element: Capital Improvements

Strategic Plan Initiative: Improve Infrastructure New/Existing/Revised: Revised, FY2016 Budget Pg. 474

Estimated Useful Life: 20 years Additional FTEs: N/A


Parking lot site Year Est. CostLargo Sports Complex 2017 $132,000Belcher Soccer Complex 2018 $119,000Largo Central Park, Lot 2 2019 $161,000Largo Central Park, Lot 3 2019 $222,000Narrows Nature Park 2020 $52,000Largo Golf Course 2020 $156,000

2021 $174,000

Revisions from Previous Year:A timeline was developed for the majority of parking lot sites.




Revenue 0 0 0 0 0 0


Capital Cost Golf 0 0 0 156 0 156


Total Project Cost 132 119 383 208 174 1,016

Net Budget Impact 132 119 383 208 174 1,016



Future Focus Areas N/A N/A Quality of LifeHow Costs Were Derived: Total Score N/AQuotes based on 2015 projects adjusted for inflation

This project is a multiyear maintenance project to resurface parking lots at various recreation and parks facilities. The projects involve complete resurfacing, sealing and striping. The following is a list of parking lots and anticipated timeline.

Central Park Nature Preserve

FP - 5

POLICE BUILDING REPAIR AND MAINTENANCEService – Based


Project Customer: Police Department Comp Plan Element: Capital Improvements

Strategic Plan Initiative: Improve Infrastructure New/Existing/Revised: Existing, FY 20162020 CIP: Pg. PD2



Beyond 5 Years:N/A

Revisions from Previous Year:N/A




Revenue 0 0 0 0 0 0

Capital Cost 0 0 0 0 0 0






Future Focus Areas N/A N/A Quality of LifeHow Costs Were Derived: Total Score N/AFY 2016 Vendor Quotes

In FY2013, the police building was hardened and had a new hurricane rated roof installed. This project solved ongoing issues with water intrusion and made the building hurricane survivable. Now that this project is complete, the police building requires a variety of maintenance to the interior of the building to repair areas where water intrusion has damaged walls, flooring and lighting. Additionally, there are several areas that require general repair and replacement of existing flooring or paint that have simply reached the end of its useful life.

The areas that require repair due to water intrusion include: the south entrance hallway, the muster room, the north restrooms, the property and evidence room, the Investigation Offices, and the training room. The areas that require repair and maintenance include: flooring throughout the building (1st and 2nd level) and communications center lighting.

In FY 2020 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 projected to occur in FY 2020 because it is anticipated by that time the negotiations with Pinellas County 911 regarding dispatch consolidation will have a resolution. The project scope includes the following: installing an elevated flooring system to conceal wires and cabling; repair/replace/reconfigure workstations to maximize space usage; install overhead lighting system; and, creating a permanent quiet room for dispatchers.

FP - 6

WWRF – BIOSOLIDS BUILDING HARDENINGService – Based


Project Customer: Environmental Services/WWRF Comp Plan Element: Sanitary Sewer Subelement

Strategic Plan Initiative: Improve Infrastructure New/Existing/Revised: Existing, FY16 Budget: Pg. 447



Beyond 5 Years:N/A

Revisions from Previous Year:Design has been reprogrammed from FY 2016 to FY 2018.

Project / Cost Schedule:FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

Preliminary Engineering 0 0 0 0 0Design 0 200 0 0 0Construction 0 0 1,400 0 0Maintenance 0 0 0 0 0




Revenue 0 0 0 0 0 0

Capital Cost Wastewater 0 200 1,400 0 0 1,600


Total Project Cost 0 200 1,400 0 0 1,600

Net Budget Impact 0 200 1,400 0 0 1,600



Future Focus Areas N/A N/A Quality of LifeHow Costs Were Derived: Total Score N/AEstimates by architect

The Biosolids building is a large industrial, preengineered metal building. It houses most of the operating components used to convert wastewater solid 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), and fans, and painting or 2) replacement of the the entire building.

FP - 7

WWRF – OPERATIONS CENTER RECONSTRUCTIONService – Based


Project Customer: Environmental Services/WWRF Comp Plan Element: Sanitary Sewer Subelement




Beyond 5 Years:N/A

Revisions from Previous Year:None.


Preliminary Engineering 50 0 0 0 0Design 0 520 0 0 0Construction 0 0 4,000 0 0Maintenance 0 0 0 0 0




Revenue 0 0 0 0 0 0

Capital Cost Wastewater 50 520 4,000 0 0 4,570


Total Project Cost 50 520 4,000 0 0 4,570

Net Budget Impact 50 520 4,000 0 0 4,570



Future Focus Areas N/A N/A Quality of LifeHow Costs Were Derived: Total Score N/AFY 2014 WWRF Facility Master Plan

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 twostory 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 design process.

FP - 8

ADDITIONAL RESTROOM AT LARGO CENTRAL PARK – UNFUNDEDService – Based


Project Customer: Recreation, Parks & Arts/Parks Comp Plan Element: Capital Improvements

Strategic Plan Initiative: Improve Infrastructure New/Existing/Revised: Existing



Cost Estimate Project Scoring$200,000 Public Health & Safety 3 0 Project Coordination

Infrastructure Protection 0 0 Economic DevelopmentHow Costs Were Derived: Regulatory Requirements 0 3 Operating Budget Impact

Future Focus Areas 3 5 Quality of LifeTotal Score 14

CULTURAL CENTER FACILITY MAINTENANCE – UNFUNDEDService – Based

Project Manager: Facilities Manager Future Focus Areas: Community Pride

Project Customer: Recreation Parks & Arts/Cultural Cntr Comp Plan Element: Capital Improvements

Strategic Plan Initiative: Improve Infrastructure New/Existing/Revised: Revised, FY 2016 Budget Pg. 472



Cost Estimate: Project Scoring$1,000,000.00 Public Health & Safety 0 0 Project Coordination

Infrastructure Protection 3 0 Economic DevelopmentHow Costs Were Derived: Regulatory Requirements 0 5 Operating Budget ImpactVendor quote Future Focus Areas 5 3 Quality of Life

Total Score 16

Largo Central Park proper is 33acre of very 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 not be sufficient 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 portalets utilized during events and provide needed services to park patrons.

This project is a multiyear maintenance project of the Largo Cultural 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, in FY 2022, is the replacement of the retractable seating system, which is 20 years old and has reached its useful life expectancy.

FP - 9

CITY HALL RECONSTRUCTION – UNFUNDEDService – Based

Project Manager: Facilities Manager Future Focus Areas: Improve Infrastructure

Project Customer: Administration/City Manager's Office Comp Plan Element: Capital Improvements

Strategic Plan Initiative: Improve Infrastructure New/Existing/Revised: New



Cost Estimate Project Scoring$18,000,000 Public Health & Safety 3 0 Project Coordination

Infrastructure Protection 5 3 Economic DevelopmentHow Costs Were Derived: Regulatory Requirements 0 5 Operating Budget ImpactFY 2016 Facilities Estimate Future Focus Areas 5 3 Quality of Life

Total Score 24

CITY LOGISTICS WAREHOUSE CONSTRUCTION – UNFUNDEDService – Based

Project Manager: Facilities Manager Future Focus Areas: Improve Infrastructure

Project Customer: Administration/City Manager's Office Comp Plan Element: Capital Improvements






Total Score 19

The City Hall facility has a number of issues. First, it is not rated for hurricane winds and is in a flood plain. It has electrical and plumbing systems that are original to the building and are repeatedly needing repair. The HVAC system needs to be redesigned as it is not efficient and does not service employees there appropriately. The building is not hardened and has significant space utilization issues.

This 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. Policy direction is needed to determine the needs for inside a new City Hall building. The current building is 57,740 square feet and was constructed in 1973.

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, 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..

FP - 10

FIRE STATION RECONSTRUCTION PROGRAM – UNFUNDEDService – Based


Project Customer: Fire Rescue Comp Plan Element: Capital Improvements






Total Score 32

PARKS DIVISION BUILDING RECONSTRUCTION – UNFUNDEDService – Based


Project Customer: Recreation, Parks, and Arts/Parks Comp Plan Element: Capital Improvements






FY 2016 Facilities Update to 2012 Architects EstimatesFuture Focus Areas 3 0 Quality of Life

Total Score 21

Fire Station 39: This building has exceeded it's useful life and currently is in need of a roof replacement and internal renovations. The building has no separated 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 $3,500,000Fire Station 38: This is the youngest of the three proposed stations however 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 $3,750,000Fire Station 42: On top of issues regarding access and the age of the facility, the building has had multiple roof replacements, renovations, and updates throughout its life. It is recommended that a new building be built 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 $3,500,000

The City's Facilities Management Division has performed both a Space Needs and an 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 in the past and has remedied as they are 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 likeforlike replacement of the existing building. The current building's square footage is 7,434 and was constructed in 1976.

FP - 11

PUBLIC WORKS COMPLEX RECONSTRUCTION – UNFUNDEDService – Based


Project Customer: Public Works/Administration Comp Plan Element: Capital Improvements





Infrastructure Protection 5 0 Economic DevelopmentHow Costs Were Derived: Regulatory Requirements 0 5 Operating Budget ImpactFY16 Facilities Update to 2013 Architects Estimates Future Focus Areas 3 3 Quality of Life

Total Score 19

SW OUTDOOR BASKETBALL & RESTROOM REPLACEMENT – UNFUNDEDService – Based


Project Customer: Recreation, Parks & Arts/Recreation Comp Plan Element: Recreation and Open Space





Infrastructure Protection 5 0 Economic DevelopmentHow Costs Were Derived: Regulatory Requirements 0 5 Operating Budget Impact2015 est. to replace Bayhead basketball + restroom Future Focus Areas 3 5 Quality of Life

Total Score 23

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.

This project involves the replacement of the outdoor restroom in the park at the Southwest Recreation Complex as well as the replacement of the outdoor basketball courts. By FY 2017, the outdoor restroom at the Southwest Recreation Complex will be 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 outdoor basketball courts at the Southwest Recreation Complex are over 30 years old. The concrete court surface is cracking and in need of repairs. Staff anticipates that in at least five years, the courts would have reached the end of their useful life and would require major repairs or replacement. The project includes renovations to the adjacent parking lot on the north side of the complex.

FP - 12


Mobility Projects

MP - 1

COMMUNITY STREETS ROADWAY AND INFRASTRUCTURE IMPROVEMENTSService – Based

Project Manager: City Engineer Future Focus Areas: Economic Development

Project Customer: Public Works – Streets & Stormwater Comp Plan Element: Transportation

Strategic Plan Initiative: Network of Community Streets New/Existing/Revised: Revised, FY16 Budget: Pg. 422




Project Area Name Map No Change from previous year Driver Gladys St PC03 Scope Reduced 6Trotter Rd SL04/PC01 Construction shifted from FY16 to FY17 6Rosery Rd NE PC02 Design shifted from FY16 to FY18 1, 6Rosery Rd NE PC04 Design shifted FY16 to Beyond 5yr / Construction shifted FY20to Beyond 5yr 6Rosery Rd NE PC10 Design shifted FY18 to Beyond 5yr / Construction shifted FY20 to Beyond 5yr 620th St NW PC05 Design shifted FY18 to FY20 / Construction shifted FY20 to FY21 6

SL11 Design shifted FY18 to Beyond 5yr / Construction shifted FY20 to Beyond 5yr 6*Projects shifted to beyond 5 years have priority over new projects.

This project will address multiple infrastructure needs within the City's Community Streets including transportation, pavement, stormwater and sanitary sewer. The City of Largo Community Street Network consists of over 90 miles of interconnected streets, sidewalks, trails and unimproved rightsofway 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 rightsofway 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. 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 project schedule below, provides the roadways currently within Largo's jurisdiction that are identified for improvements through FY 2021. Community Streets are scheduled for improvements to align with the year that the pavement surface is due for preservation or rehabilitation according to the City's Pavement Management Program. In addition to pavement improvements, the completion of sidewalks, sidewalk repairs, and upgrade of curb ramps to Americans with Disabilities Act (ADA) standards are required improvements, and depending on the needs of a particular Community Street, roadway and infrastructure improvements may include, urban trail markings, crosswalks, shared lane bicycle markings, paved shoulder, wayfinding signs, bicycle lanes, street trees and repair to underground stormwater and wastewater facilities. Bicycle and pedestrian improvements will be consistent with the adopted Community Street Multimodal Plan.

An improvement in the economy is creating a trend of increasing construction cost and budget needs which is affecting all the CIP projects within the RightofWay. During the economic downturn in recent years, the state lost a large portion of its construction workforce. Due to the increase in construction work, the current project bid prices have been high. Current projections have identified a 20 – 25 % increase in cost of construction since last year.

The current CIP included updating the engineer cost estimates based on current projected unit construction costs. An improvement in the economy is creating a trend of increasing construction cost and budget needs which is affecting all the CIP projects within the RightofWay. This update has resulted in shifting a number of projects beyond the 5 year CIP planning schedule due to budget constraints. The table below provides a summary of the revisions:

* Drivers for change from previous years: (1) – Updated cost estimates based upon current pricing; (2) – Segment's stormwater or underdrain needs; (3) – Segment's pavement needs; (4) – Scope increased to reflect Community Street standards; (5) – Wastewater

system needs; (6) – Funding availability.

2nd Ave NE

MP - 2

COMMUNITY STREETS ROADWAY AND INFRASTRUCTURE IMPROVEMENTS

Project Schedule:

Segments below in bold italic have been revised from the previous year's CIP (FY 2016 – 2020) as follows:

Location Group ID Driver Pavement Work Miles/Yr Project Cost

Clrwtr Largo Rd – (1) PA02 2015 / 2017 Pavement Minor Rehab/ Prevent P,B,SR,SI,SQ 0.50 $1,130,0000.50

Trotter Rd SL04/PC01 2016/2017 Pavement Major Rehab/Recon P,B,UT,SI,SQ,W 0.66 $6,499,0000.66

Gladys St PC03 2016 / 2018 Pavement Major Rehab/Recon P,B,SR,SI,W 0.96 $1,732,0000.96

Rosery Rd NW PC02 2016 / 2019 Stormwater Rehabilitation P,B,SR,UT,SI 0.97 $4,850,0000.97

20th St NW PC05 2018 / 2020 Stormwater Preventive Maintenance P,B,SR,SI,SQ 0.44 $953,0000.44

* P=Pedestrian, B= Bicycle, SR= Sidewalk Repair, UT= Urban Trail, SI= Storm Infrastr, SQ= Stormwater Quality, W=Wastewater


Preliminary Engineering 0 532 0 30 0Design 0 189 535 121 0Construction 6,558 1,290 3,603 0 763Construction administration 330 65 180 0 40

Beyond 5 Years:

Level of Service Changes Due to Project:

Design / Const.

Additional Work*

The City faces ongoing costs beyond the 5th year of the planned Community Streets Roadway and Infrastructure Improvements. Costs for improvements include a projected $394,000 for preliminary engineering work on future projects; $437,000 for design; $2,958,000 for construction; and $150,000 for maintenance of the infrastructure.

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 pedestrianrelated accidents that occur along these streets. Improvements to the pavement, stormwater and wastewater infrastructure will preserve or restore level of service.

MP - 3




Revenue 0 0 0 0 0 0

Capital Cost CGT 2,012 220 914 49 257 3,452

Capital Cost LOST 1,676 862 1,157 0 0 3,695

Capital Cost CRDWBD 0 0 0 0 0 0

Capital Cost Stormwater 90 526 2,085 82 431 3,214

Capital Cost Wastewater 1,154 11 86 1 3 1,255

Capital Cost Solid Waste 0 0 0 0 0 0

Capital Cost TIF7 1,854 416 0 19 99 2,388

Capital Cost TIF7A 36 1 10 0 0 47

Capital Cost Tree 66 40 66 0 13 185


Total Project Cost 6,888 2,076 4,318 151 803 14,236

Net Budget Impact 6,888 2,076 4,318 151 803 14,236

Project or Job No.:79 COM Project Scoring


Future Focus Areas N/A N/A Quality of LifeHow Costs Were Derived: Total Score N/AEngineer Estimate County FY 15 APA Unit Costs

MP - 4


COMMUNITY STREETS – CLEARWATER LARGO RD (1) (PA02)Service – Based




Estimated Useful Life: 25 Additional FTEs: N/A


Design Cost: $181,000Construction Cost: $949,000 Total Project Cost $1,130,000

COMMUNITY STREETS – TROTTER RD (SL04/PC01)Service – Based

Project Manager: City Engineer Future Focus Areas: Sustainability





Design Cost: $560,000Construction Cost: $5,939,000Total Project Cost $6,499,000

Paving group PA02 consists of 0.50 miles of schedules pavement improvements. The project scope includes pedestrian, bicycle, sidewalk, stormwater infrastructure and water quality improvements.

Paving group SL04/PC01 consists of 0.66 miles of schedules pavement improvements. The project scope includes pedestrian, bicycle, sidewalk, sewer, stormwater infrastructure and water quality improvements.

MP - 5


COMMUNITY STREETS – GLADYS ST (PC03)Service – Based







COMMUNITY STREETS – ROSERY RD NW (PC02)Service – Based






Design Cost: $1,066,500Construction Cost: $3,783,500Total Project Cost $4,850,000

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. Project scope was reduced due on funding constraints but will remain on schedule. Multimodal improvements will be added in a second phase.

Paving group PC02 consists of 0.97 miles of schedules pavement improvements. The project scope includes pedestrian, bicycle, sidewalk, urban trail, stormwater infrastructure improvements.

MP - 6


COMMUNITY STREETS – 20th ST NW (PC05)Service – Based



Strategic Plan Initiative: Improve Infrastructure New/Existing/Revised: Revised, FY16 Budget: Pg. 422



Design Cost: $150,500Construction Cost: $803,000Total Project Cost $953,500

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.

MP - 7

DOWNTOWN MULTIMODAL IMPROVEMENTSService – Based

Project Manager: City Engineer Future Focus Areas: Community Pride


Strategic Plan Initiative: Network of Community Streets New/Existing/Revised: Revised, FY20162020 CIP: CD7




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 wayfinding 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 areawide economic development, correct current deficiencies in multimodal connections, and provide opportunities for education and information.

Segment 1 (ClearwaterLargo Rd to Missouri Ave) will include repaving and replacing any damaged sidewalks.

Segment 2 (20th Street to ClearwaterLargo Rd) will include retrofitting the roadway with bike facilities, street scaping, and midblock 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.

A feasibility evaluation was conducted in FY14 on each of the three segments inorder to develop the scope and schedule for the overall project. This CIP included updating the engineer cost estimates based on current projected unit construction costs. An improvement in the economy is creating a trend of increasing construction cost and budget needs which is affecting all the CIP projects within the RightofWay. The evaluation for the Urban Trails segment was completed in FY 13, design is in progress and construction has been shifted out to FY18 due to FDOT grant fund availability. Staff withdrew the FY16 Southwest Florida Water Management District Cooperative Funding Initiative grant for construction due to FDOT, but will reapply for the SWFWMD grant for FY 18. Funding revenue reflects projected Pinellas County contributions in FY17. No changes to the schedules for segment 1 and 2. Maintenance costs increased to reflect current expected cost of maintenance.

MP - 8

DOWNTOWN MULTIMODAL IMPROVEMENTS

Project / Cost Schedule:

Final Design Construction Construction Cost Total Cost

Urban Trails – West Bay Drive at Pinellas Trail: Completed FY 2016 FY 2018 $1,543,200 $1,768,200West Bay Drive Segment 1 (ClwtrLrg to Missouri): FY 2017 FY 2018 FY 2019 $927,000 $1,107,000*West Bay Drive Segment 2 (20th St to ClwtrLrg): FY 2017 $1,506,000 $1,788,000

* Requires County FundingFY 2017* FY 2018 FY 2019 FY 2020 FY 2021

Preliminary Engineering 115 0 0 0 0Design 0 135 0 0 0Construction 0 1,497 899 0 0Construction Administration 0 47 28 0 0Maintenance 0 5 5 5 5* Requires County Funding

Beyond 5 Years:




Revenue Grants 47 480 0 0 0 527

Capital Cost CGT 32 95 653 0 0 780

Capital Cost LOST 0 300 0 0 0 300


Capital Cost Stormwater 0 63 0 0 0 63



Total Project Cost 68 1,205 932 5 5 2,215


Preliminary Design

Beyond 5th Beyond 5th

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 ClearwaterLargo 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.

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 pedestrianrelated accidents that occur along these streets. Providing gateway treatment for downtown will support redevelopment efforts in the West Bay Drive corridor.

MP - 9

DOWNTOWN MULTIMODAL IMPROVEMENTS




MP - 10

NEIGHBORHOOD ROADWAY AND INFRASTRUCTURE IMPROVEMENTSService – Based







Project Area Name Map No Change from previous year Driver 137th Ln N TR06 Construction shifted FY18 to FY17 3

TR03 Design shifted from FY16 to FY17 2,3Valencia Dr S TR02 Design shifted FY17 to FY21 / Construction shifted FY19 to Beyond 5yr 1, 416th St NW TR26 Design shifted FY17 to FY21 / Construction shifted FY19 to Beyond 5yr 1, 4Regina Dr W TR14 Design shifted FY18 to Beyond 5yr / Construction shifted FY19 to Beyond 5yr 4Balboa Ln TR47 Design shifted FY18 to Beyond 5yr / Construction shifted FY20 to Beyond 5yr 4Stratford Dr TR72 Design shifted from FY18 to FY20 / Construction shifted from FY20 to FY21 1, 45th Ave SE TR89 Design shifted FY18 to Beyond 5yr / Construction shifted FY20 to Beyond 5yr 4

TR81 Design shifted FY19 to Beyond 5yr / Construction shifted FY21 to Beyond 5yr 4*Projects shifted to beyond 5 years have priority over new projects.

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. In 2009, the City undertook a new initiative to incorporate comprehensive asset management strategies into the City's approach to planning and administering pavement management activities. The strategies place an emphasis on preserving and rehabilitating pavement surfaces. 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 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 project schedule below provides the roadways currently within Largo's jurisdiction that are identified for pavement improvements through FY 2021. In addition to pavement improvement needs, the table also identifies additional work, including repairs to sidewalk, ADA curb ramps, stormwater and wastewater infrastructure, and traffic and safety improvements to address speeding, parking, volume, and cutthrough traffic, which will be included in the project. Consolidating multiple infrastructure improvements into single projects will minimize construction impacts on the community and reduce overall costs.

The current CIP included updating the engineer cost estimates based on current projected unit construction costs. An improvement in the economy is creating a trend of increasing construction cost and budget needs which is affecting all the CIP projects within the RightofWay. This update has resulted in shifting a number of projects beyond the 5 year CIP planning schedule due to budget constraints. The table below provides a summary of the revisions:

* Drivers for change from previous years: (1) – Updated cost estimates based on current pricing; (2) – Stormwater or underdrain needs (3) – Segment's pavement needs; (4) – Funding availability.

127th Ave N

112th Ave N

MP - 11

NEIGHBORHOOD ROADWAY AND INFRASTRUCTURE IMPROVEMENTS

Project Schedule:Segments below in bold italic have been revised from the previous year's CIP (FY 2016 – 2020) as follows:

Location Group ID Driver Pavement Work Miles/Yr Project Cost

3rd Ave NW TR13 2016 / 2017 Stormwater Minor Rehab/ Prevent SI, SQ,SR 0.99 $2,215,00012th St NW TR36 2016 / 2017 Stormwater Minor Rehab/ Prevent SI, SQ,SR 1.31 $1,867,000

TR12 2016 / 2017 Pavement Minor Rehab/ Prevent SI, SR 2.10 $1,569,000137th Ln N TR06 2016 / 2017 Stormwater Major Rehab/Recon SI ,U, SR 0.89 $1,788,000

5.29TR03 2017 / 2018 Stormwater Major Rehab/Recon SI, U, SR 1.27 $2,286,000

1.27Stratford Dr TR72 2020 / 2021 Stormwater Minor Rehab/ Prevent SR,SI,U 1.12 $1,667,000

1.12Valencia Dr S TR02 2021 / 2022 Pavement Major Rehab/Recon SR, SI 0.68 $640,00016th St NW TR26 2021 / 2022 Stormwater Minor Rehab/ Prevent SI, SQ, SR 0.83 $1,499,000

1.51

* SR= Sidewalk Repairs, SI= Storm Infrastructure, SQ= Stormwater Quality, W=Wastewater, U= Underdrain Replacement


Preliminary Engineering 74 0 0 68 20Design 297 0 0 203 132Construction 6,068 1,882 25 25 1,575Construction Administration 186 58 0 0 41

Beyond 5 Years:


Design / Const.

Additional Work*

2nd St SW

127th Ave N

The City faces ongoing costs beyond the 5th year of the planned Neighborhood Roadway and Infrastructure Improvements. Costs for improvements include a projected $252,000 for preliminary engineering work on future projects; $786,000 for design; $6,925,000 for construction; and $209,000 for maintenance of the infrastructure.

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.

MP - 12




Revenue 0 0 0 0 0 0

Capital Cost CGT 1,222 71 0 53 391 1,737

Capital Cost LOST* 1,280 654 0 23 233 2,190


Capital Cost Stormwater 3,370 1,190 0 164 962 5,686

Capital Cost Wastewater 0 0 0 27 134 161

Capital Cost Solid Waste 0 0 0 0 0 0

Capital Cost TIF7 335 0 0 4 23 362

Capital Cost TIF7A 4 0 0 0 0 4



Total Project Cost 6,625 1,940 25 296 1,768 10,654

Net Budget Impact 6,625 1,940 25 296 1,768 10,654

Project or Job No.:79 LOC Project Scoring



*2021 LOST funding shown is for project projection and scheduling purposes only. Projects will be placed on hold pending renewal of the Local Option Sales Tax and not calculated in the FY20172021 projections.

MP - 13


Service – Based







Service – Based







NEIGHBORHOOD ROADWAYS 3rd AVE NW (TR13)

Paving group TR13 consists of 0.99 miles of scheduled pavement improvements. The project scope includes sidewalk repairs, stormwater infrastructure and water quality improvements. Scope increased to include 10th St. NW paving per February 9, 2016 City Commission direction.

NEIGHBORHOOD ROADWAYS 12th ST NW (TR36)

Paving group TR36 consists of 1.31 miles of scheduled pavement improvements. The project scope includes sidewalk repairs, sewer, stormwater infrastructure and water quality improvements.

MP - 14


Service – Based







Service – Based







NEIGHBORHOOD ROADWAYS 2nd ST SW (TR12)

Paving group TR12 consists of 2.10 miles of scheduled pavement improvements. The project scope includes sidewalk repairs, sewer, and stormwater infrastructure improvements.

NEIGHBORHOOD ROADWAYS 137th LN N (TR06)

Paving group TR06 consists of 0.89 miles of scheduled pavement improvements. The project scope includes sidewalk repair, underdrain, stormwater infrastructure and water quality improvements.

MP - 15


Service – Based







NEIGHBORHOOD ROADWAYS – STRATFORD DR (TR72)Service – Based







NEIGHBORHOOD ROADWAYS 127th AVE N (TR03)



MP - 16


NEIGHBORHOOD ROADWAYS – VALENCIA DR S (TR02)Service – Based






Design Cost: $103,500Construction Cost: $536,500Total Project Cost $640,000

Service – Based







Paving group TR02 consists of 0.68 miles of scheduled pavement improvements. The project scope includes, stormwater infrastructure and water quality improvements.

NEIGHBORHOOD ROADWAYS – 16th ST NW (TR26)

Paving group TR26 consists of 0.83 miles of scheduled pavement improvements. The project scope includes sidewalk repairs, stormwater infrastructure and water quality improvements.

MP - 17

Service – Based


Project Customer: Public Works/Streets & Stormwater Comp Plan Element: Transportation

Strategic Plan Initiative: Network of Community Streets New/Existing/Revised: Existing, FY20162020 CIP: UN4

Estimated Useful Life: N/A Additional FTEs: N/A



Infrastructure Protection 5 3 Economic DevelopmentHow Costs Were Derived: Regulatory Requirements 0 3 Operating Budget ImpactFY2012 Engineer Cost Estimate Future Focus Areas 5 3 Quality of Life

Total Score 25

Service – Based


Project Customer: Public Works/Streets & Stormwater Comp Plan Element: Transportation

Strategic Plan Initiative: Network of Community Streets New/Existing/Revised: Existing, FY20162020 CIP: UN6





Total Score 25

CRD NEIGHBORHOOD STREETS – 10th STREET NW EXTENSION – UNFUNDED

This project is part of a publicprivate partnership related to the construction of the Bayside Court apartment complex off of ClearwaterLargo Road, within the City's ClearwaterLargo 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 10 th 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 ClearwaterLargo 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 rightofway.

DOWNTOWN COMMUNITY STREETS 4th STREET NW – UNFUNDED

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 rebuild in brick. A feasibility analysis is also planned to determine whether a multiuse path (bicycle and pedestrian use only) could be constructed along the corridor from 8th Avenue NW to Rosery Road.

MP - 18

DOWNTOWN PLAZA ENHANCEMENT – UNFUNDEDService – Based


Project Customer: Com Dev/Economic Development Comp Plan Element: Transportation

Strategic Plan Initiative: Expand Parks, Trails, and Greenways New/Existing/Revised: Existing, FY20162020 CIP: UN8





Total Score 15

MAJOR CORRIDOR TRAFFIC SAFETY ANALYSIS – UNFUNDEDService – Based

Project Manager: City Engineer Future Focus Areas: Public Health and Safety

Project Customer: Community Development Comp Plan Element: Transportation

Strategic Plan Initiative: Improve Infrastructure New/Existing/Revised: Existing, FY20162020 CIP: UN13





Total Score 22

This project includes design and construction of plaza improvements including a signature gateway element not yet identified on the triangular parcel at the Southwest corner of West Bay Drive and Missouri Avenue.

The City of Largo Community Street Network consists of over 90 miles of interconnected streets, sidewalks, trails and unimproved rightsofway 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 rightsofway 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: ClearwaterLargo 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.

MP - 19

UNPAVED ROADS & ALLEYS – UNFUNDEDService – Based



Strategic Plan Initiative: Improve Infrastructure New/Existing/Revised: Revised, FY20162020 CIP: UN28



Unpaved Road Segment Length (ft) Location Cost Est.136 At 5th Ave SW $150,000

Creek Lane 343 Between Adrian Ave & Hillsdale Ave $370,000321 Between 16th Ave SW & 18th Ave SW $350,000

Willow Avenue 839 Between Fulton Dr and Lake Palm Dr $900,0001092 $1,200,000


Infrastructure Protection 5 0 Economic DevelopmentHow Costs Were Derived: Regulatory Requirements 0 3 Operating Budget Impact2016 Engineer Cost Estimate Future Focus Areas 3 3 Quality of Life

Total Score 17

URBAN TRAILS – BELLEAIR ROAD CORRIDOR – UNFUNDEDService – Based


Project Customer: Community Development Comp Plan Element: Transportation






Total Score 24

In FY 2001, the City initiated a program to reconstruct roads where only unpaved roads exist within City of Largo rightofway (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 RightofWay. A complete citywide inventory of all unpaved public unpaved alleys will be completed in FY 2017, and proposed schedule will reflect the current 5 year paving plan.

3rd ST SW

20th Street SW

71st Street N North of 142nd Avenue

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 eastwest trail corridor providing connectivity between Eagle Lake Park, the Duke Energy Trail, US Highway 19 and Datsko Park.

MP - 20

URBAN TRAILS – LARGO CONNECTOR TRAIL (UNFUNDED)Service – Based


Project Customer: Recreation, Parks & Arts/Parks Comp Plan Element: Recreation and Open Space

Strategic Plan Initiative: Expand Parks, Trails, and Greenways New/Existing/Revised: New




Infrastructure Protection 0 3 Economic DevelopmentHow Costs Were Derived: Regulatory Requirements 0 3 Operating Budget ImpactEngineer Cost Estimate Future Focus Areas 5 5 Quality of Life

Total Score 24

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 8 th Ave. SE and continuing along other easements heading east. Grant opportunities for trails will be pursued for this project.

MP - 21


Public Safety Projects

PSP - 1

POLICE PORTABLE RADIO REPLACEMENTSService – Based

Project Manager: Police Major Future Focus Areas: Public Health and Safety

Project Customer: Police Department/Comm Center Comp Plan Element: Capital Improvements

Strategic Plan Initiative: Improve Infrastructure New/Existing/Revised: Existing, FY 20162020 CIP: Pg. PD4



Beyond 5 Years:N/A


Level of Service Changes Due to Project:This project is intended to maintain the existing level of service.



Revenue 0 0 0 0 0 0







Future Focus Areas N/A N/A Quality of LifeHow Costs Were Derived: Total Score N/AFY 2016 Vendor Quote

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.

PSP - 2

PUBLIC SAFETY STAFFING PLANService – Based

Project Manager: City Manager Future Focus Areas: Public Health and Safety

Project Customer: City Commission Comp Plan Element: Intergovernmental Coordination

Strategic Plan Initiative: Engage the Neighborhoods New/Existing/Revised: New

Estimated Useful Life: Various Additional FTEs: 19.50


Beyond 5 Years:





Revenue 0 0 0 0 0 0

Capital Cost LOST 121,200 127,400 133,800 140,400 0 522,800

Capital Cost CRA 0 25,000 0 0 0 25,000

Operating Cost CRA 57,100 58,800 60,600 62,400 64,300 303,200

Operating Cost General 247,900 752,000 1,072,700 1,641,700 1,691,000 5,405,300

Total Project Cost 426,200 963,200 1,267,100 1,844,500 1,755,300 6,256,300

Net Budget Impact 426,200 963,200 1,267,100 1,844,500 1,755,300 6,256,300

During the FY 2016 budget process the City Commission approved a fiveyear Public Safety Staffing Plan (FY 2016 – FY 2020) that addresses staffing needs in the Code Enforcement Division of Community Development, Police, and Fire Rescue. For the remainder of the Plan 19.50 additional FTEs are planned to be added: 12 Police officers, 6 Firefighter/Paramedic positions and a parttime 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.

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 fiveyear replacement cycle, and code enforcement vehicles are on a sevenyear replacement cycle.

The additional Code Enforcement Officer and associated vehicle schedule for FY 2017 has been pushed to FY 2018 pending the approval from Pinellas County for the creation of the ClearwaterLargo Road Community Redevelopment Agency (CRA) and Tax Increment Funding.

Code Enforcement: The additional Code Enforcement Officer scheduled for FY 2018 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.

PSP - 3

PUBLIC SAFETY STAFFING PLAN


Public Health & Safety 5 3 Project CoordinationBorrowing Required? Infrastructure Protection 0 3 Economic DevelopmentNo Regulatory Requirements 0 0 Operating Budget Impact

Future Focus Areas 5 5 Quality of LifeHow Costs Were Derived: Total Score 21FY 2016 Cost Estimates

PSP - 4

SELF CONTAINED BREATHING APPARATUS (SCBA) REPLACEMENTService – Based

Project Manager: Division Chief of Logistics Future Focus Areas: Public Health and Safety

Project Customer: Fire Chief Comp Plan Element: Capital Improvements

Strategic Plan Initiative: Improve Infrastructure New/Existing/Revised: Existing, FY 2016 Budget, Page 453

Useful Life: 10 Years Additional FTEs: N/A



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


FY2017 FY2018 FY2019 FY2020 FY2021 TOTAL

Revenue County Fire 0 0 0 159 0 159






Public Health & Safety N/A N/A Project CoordinationBorrowing Required: Infrastructure Protection N/A N/A Economic DevelopmentNo Regulatory Requirements N/A N/A Operating Budget Impact

Future Focus Areas N/A N/A Quality of LifeHow Costs Were Derived: Total Score N/AFY 2016 Product Quotes

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.

PSP - 5

COMMUNICATION CENTER ADDITIONAL CONSOLES (UNFUNDED)Service – Based

Project Manager: Police Major Future Focus Areas: Public Health and Safety

Project Customer: Police Department – Comm Center Comp Plan Element: Capital Improvements

Strategic Plan Initiative: Improve Infrastructure New/Existing/Revised: Revised, FY 2016FY2020 CIP PD5




Infrastructure Protection 0 0 Economic DevelopmentHow Costs Were Derived: Regulatory Requirements 3 3 Operating Budget ImpactFY 2016 Vendor Quote Future Focus Areas 3 3 Quality of Life

Total Score 15

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 longterm program designed to improve the ability of emergency responders to continue communicating in the event of natural or manmade 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 addditional 7 th console to be operating the Communications Center at maximum capacity during declared emergency situations. In addition, the Largo Police Department is now requesting an 8th console be bought.

PSP - 6


Recreation Projects

RP - 1

FENCING REPLACEMENT, MULTIFACILITYService – Based

Project Manager: Parks Superintendent Future Focus Areas: Sustainability

Project Customer: Recreation Parks & Arts Comp Plan Element: Capital Improvements




Fencing Site Year Est. CostLCP, Library (South) 2017 $12,000Southwest Athletic Fields 2017 $63,000Northeast Park, BBall 2018 $50,000Belcher Soccer 2019 $50,000Highland Athletic Field 2020 $50,000Sports Complex 2021 $112,000





Revenue 0 0 0 0 0 0







Future Focus Areas N/A N/A Quality of LifeHow Costs Were Derived: Total Score N/Aquotes based on 2015 projects adjusted for inflation

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.

RP - 2

REPLACEMENT OF CITY PLAYGROUNDSService – Based

Project Manager: Parks Superintendent Future Focus Areas: Public Health and Safety

Project Customer: Recreation Parks & Arts Comp Plan Element: Recreation and Open Space

Strategic Plan Initiative: Improve Infrastructure New/Existing/Revised: Revised,FY 2016 Budget Pg. 475



Playground sites Year Est. CostSouthwest 2018 $136,000Datsko 2019 $75,000McMullen 2019 $8,000Highland (LOST) 2019 $213,000Woodrow 2020 $28,000Lake Villa 2020 $100,000

2021 $175,000

Revisions from Previous Year:Costs are updated and full replacement plan is included.




Revenue 0 0 0 0 0 0


Capital Cost LOST 0 0 213 0 0 213



The city 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 10 year 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 $1,471,000 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, Merrygorounds and other action features). This project is ongoing, each playground is evaluated annually to determine repair and replacement needs.

Largo Central Park surfacing replacement

RP - 3

REPLACEMENT OF CITY PLAYGROUNDS



Future Focus Areas N/A N/A Quality of LifeHow Costs Were Derived: Total Score N/Aquotes based on 2015 projects adjusted for inflation

RP - 4

SOUTHWEST RECREATION COMPLEX GYMNASIUM IMPROVEMENTSService – Based










Revenue 0 0 0 0 0 0







Future Focus Areas N/A N/A Quality of LifeHow Costs Were Derived: Total Score N/Aquotes based on 2014 project estimates

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.

RP - 5

BAYHEAD COMPLEX AND ACTION PARK RECONSTRUCTION – UNFUNDEDService – Based







Infrastructure Protection 5 3 Economic DevelopmentHow Costs Were Derived: Regulatory Requirements 0 5 Operating Budget Impact2015 quotes Future Focus Areas 5 5 Quality of Life

Total Score 26

DESIGN FOR THE MIDSECTION OF LARGO CENTRAL PARK – UNFUNDEDService – Based

Project Manager: Parks Superintendent Future Focus Areas: Community Pride


Strategic Plan Initiative: Expand Parks, Trails, and Greenways New/Existing/Revised: Existing




Infrastructure Protection 0 3 Economic DevelopmentHow Costs Were Derived: Regulatory Requirements 0 5 Operating Budget Impactrecent consulting and master plan projects Future Focus Areas 3 5 Quality of Life

Total Score 19

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 is also included in this project.

This project is a follow up to the clean up 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.

RP - 6

DUKE ENERGY TRAIL GATEWAY – UNFUNDEDService – Based


Project Customer: Recreation, Parks & Arts Comp Plan Element: Recreation and Open Space






Total Score 24

INSTALL PADDLING LAUNCHES THROUGHOUT CITY – UNFUNDEDService – Based







Infrastructure Protection 0 3 Economic DevelopmentHow Costs Were Derived: Regulatory Requirements 3 3 Operating Budget ImpactCost estimates of similar launches at Bonner park Future Focus Areas 5 5 Quality of Life

Total Score 22

This project is to purchase land for the future development of a trail head along the Duke Energy Trail (formally known as the Progress 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.

The City has an opportunity to create a blueways 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.

RP - 7

INSTALL SYNTHETIC TURF ON FOOTBALL FIELD – UNFUNDEDService – Based

Project Manager: Parks Superintendent Future Focus Areas: Sustainability

Project Customer: Recreation, Parks & Arts/Athletics Comp Plan Element: Recreation and Open Space





Infrastructure Protection 3 0 Economic DevelopmentHow Costs Were Derived: Regulatory Requirements 0 5 Operating Budget ImpactBased on LCP synthetic turf replace, & 2015 quotes Future Focus Areas 3 0 Quality of Life

Total Score 11

LARGO CENTRAL PARK ENTRANCE SIGN AND LANDSCAPING – UNFUNDEDService – Based







Infrastructure Protection 3 3 Economic DevelopmentHow Costs Were Derived: Regulatory Requirements 0 5 Operating Budget Impact2016 quotes Future Focus Areas 5 5 Quality of Life

Total Score 21

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.

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 installing a large monument sign for the park. The project includes the sign and surrounding landscaping.

RP - 8

LARGO CENTRAL PARK TRAIL CONNECTION – UNFUNDEDService – Based







Infrastructure Protection 0 3 Economic DevelopmentHow Costs Were Derived: Regulatory Requirements 0 3 Operating Budget Impactrecent consulting and master plan projects Future Focus Areas 5 5 Quality of Life

Total Score 16

PARKLAND ACQUISITION – UNFUNDEDService – Based

Project Manager: RPA Director/Parks Superintendent Future Focus Areas: Sustainability

Project Customer: Recreation, Parks & Arts Comp Plan Element: Recreation and Open Space





Infrastructure Protection 0 5 Economic DevelopmentHow Costs Were Derived: Regulatory Requirements 0 0 Operating Budget ImpactRecent offers/list price on properties of interest Future Focus Areas 5 5 Quality of Life

Total Score 15

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 foot 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 midsection 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.

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.

RP - 9

REPLACE SIGN SCULPTURE FOR THE LARGO CULTURAL CENTER – UNFUNDEDService – Based

Project Manager: Recreation, Parks & Arts Director Future Focus Areas: Community Pride

Project Customer: Recreation, Parks & Arts Comp Plan Element: Capital Improvements






Future Focus Areas 3 0 Quality of LifeTotal Score 13

SOUTHWEST AQUATIC CENTER CONSTRUCTION – UNFUNDEDService – Based

Project Manager: Assistant City Manager Future Focus Areas: Sustainability






Infrastructure Protection 5 3 Economic DevelopmentHow Costs Were Derived: Regulatory Requirements 0 0 Operating Budget Impact2014 study Future Focus Areas 3 5 Quality of Life

Total Score 21

At the entrance to the parking lot on the south side of the Largo Cultural Center is a sculpture depicting symbols of the performing arts. This sculpture is 18 years old and is in major disrepair. The sculpture is concrete, and pieces are falling apart already. Staff recommends removing the sculpture when it becomes a hazard and eventually replace it. Staff feels that if a CIP item was created for the project, then fundraising can be initiated to offset some of the cost of a new piece of art to replace the existing sculpture.

In FY 2014, an evaluation of 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 resurfacing 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.

RP - 10


Stormwater Projects

SP - 1

CHURCH CREEK DRAINAGE IMPROVEMENTS PHASE II AND IIIRegulatory – Based


Project Customer: Public Works/Streets & Stormwater Comp Plan Element: Stormwater Subelement




Beyond 5 Years:



Preliminary Engineering 0 0 0 0 0Design 131 0 0 0 0Construction 0 0 0 0 0Construction Administration 0 0 0 0 0Maintenance 0 0 0 0 0

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



Revenue 0 0 0 0 0 0





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 fiscal year 2016 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.

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

SP - 2

CHURCH CREEK DRAINAGE IMPROVEMENTS PHASE II AND III



Future Focus Areas 3 3 Quality of LifeHow Costs Were Derived: Total Score 252016 update to 2006 Consultant Estimate

SP - 3

CITYWIDE STORMWATER PROGRAM UPDATERegulatory – Based








The City of Largo's Stormwater Program is faced with many challenges due to the age and condition of the City's stormwater infrastructure, status of compliance with stormwater regulations, and constrained Stormwater Program resources. This project is to develop a citywide comprehensive stormwater asset management plan (Plan). The Plan would provide the City with a framework for achieving sustainable stormwater management, operations, maintenance, and capital improvement programs. The goal is to develop a stormwater program that meets regulatory requirements for water quality and flood protection, achieves community and stakeholders expected level of service, is operationally attainable, and is financially and politically feasible to implement. Phase 1 of the initiative started in FY 2015 and includes development of a stormwater asset inventory (hard and natural assets), condition assessment and state of the system report. Phase 2 of the initiative, starting in FY 2016, would include analysis of management resources and systems (soft assets), level of service evaluation, funding and rate analysis, and stakeholder and public outreach. The scope of work generally includes the following:

Phase 1: Stormwater Asset Inventory and Assessment Task 1: Stormwater Asset Planning Task 2: Stormwater Asset Network Inventory and Condition Assessment Task 3: Stormwater Asset Report

Phase 2: Comprehensive Stormwater Asset Management Plan Task 1: Management Systems and Resources Analysis Task 2: Level of Service Evaluation Task 3: Funding and Rate Analysis Task 4: Stakeholder and Public Outreach Task 5: Comprehensive Stormwater Asset Management Plan Report

Phase 1 was initiated in FY 2015 and will be completed in FY 2016. Phase 1 has additional funding from the FY16 Southwest Florida Water Management District Cooperative Funding Initiative grant. Phase 2 has been shifted from FY 2016 to FY 2017.

The stormwater asset management plan will serve as a tool to make stormwater management program improvements required to achieve Level of Service (LOS) goals, improve infrastructure, and meet regulatory requirements. The Plan will provide an approach for achieving proactive and sustainable stormwater services, reducing the incidence of infrastructure failure and associated financial impact and risk to public health and safety, and improving water quality to meet regulatory requirements and community expectations.

SP - 4

CITYWIDE STORMWATER PROGRAM UPDATE



Revenue 0 0 0 0 0 0







Future Focus Areas N/A N/A Quality of LifeHow Costs Were Derived: Total Score N/AEngineer Estimate – County FY 15 APA Unit Costs

SP - 5

REGIONAL WATERSHED MANAGEMENT PLANNING – UNFUNDEDRegulatory – Based



Strategic Plan Initiative: Improve Infrastructure New/Existing/Revised: Existing, FY2016FY2020 CIP: UN20



Basin Area No of BMPs Project Driver Proposed Improvements FY15 CostMcKay Creek 9 Roadway Flooding Up Size Outfall, Widen Channel, New Pond $5,900,000Allen's Creek 2 Roadway Flooding Up Size Culvert, Install additional pipes $950,000Long Branch Creek 8 Water Quality & Flooding Pond Modification, New Regional Pond $7,750,000Starkey Road Basin 7 Increase Conveyance Up Size Culvert, New Collection Structures $2,200000ClearwaterLargo Road 5 Roadway Flooding Replace Damaged Structures, Reconstruct Swale $200,000Total 31 $14,800,000


Infrastructure Protection 5 3 Economic DevelopmentHow Costs Were Derived: Regulatory Requirements 5 3 Operating Budget ImpactFY20122014 Consultant Future Focus Areas 3 5 Quality of Life

Total Score 34

The Regional Watershed Management Planning project was initiated in the FY20122016 CIP and identified the need for the development of a Citywide Watershed Management Plan for the various drainage basins (Starkey, Longbranch, Allen's Creek, McKay Creek) and subbasins located in the City of Largo. This project included joint funding and participation with the South West Florida Water Management District, Pinellas County, City of Clearwater and other entities that share jurisdiction within the watersheds.

The watershed management plans for McKay Creek, Allen's Creek, Long Branch Creek, Starkey Road Basin, and the ClearwaterLargo Road Drainage District Study were completed by FY14. The purpose of this project is to begin planning and designing stormwater system improvements based on the Best Management Practices (BMPs) identified in the Watershed Plans to address flooding, water quality, infrastructure rehabilitation, and meet regulatory requirements. This project will contribute to compliance with the City's National Pollutant Discharge Elimination System (NPDES) stormwater permit and pending Total Maximum Daily Loads (TMDL's) regulations which are administered by the Florida Department of Environmental Protection.

SP - 6

STORMWATER RETROFIT – HEATHER HILLS (115TH STREET N) – UNFUNDEDRegulatory – Based



Strategic Plan Initiative: Improve Infrastructure New/Existing/Revised: Existing, FY20162020 CIP: UN26




Infrastructure Protection 3 0 Economic DevelopmentHow Costs Were Derived: Regulatory Requirements 0 3 Operating Budget ImpactFY2015 Engineer's Estimate Future Focus Areas 3 3 Quality of Life

Total Score 15

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 exsiting 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.City Commission has requested that these improvements be reevaluated during the Citywide Stormwater Assessment. The Stormwater Assessment is currently underway in FY16. Upon completion of the assessment, staff will prioritize the improvements.

SP - 7


Technology Projects

TP - 1

COMPUTER SERVER REPLACEMENTService – Based

Project Manager: IT Infrastructure Manager Future Focus Areas: Sustainability

Project Customer: City Wide Comp Plan Element: Capital Improvements




FY 2017 FY 2018 FY 2019 FY 2020 FY 2021Number of Servers Programmed: 8 8 8 20 13

Beyond 5 Years:


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



Revenue 0 0 0 0 0 0








The City operates, on average, 57 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 56 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 nonproduction 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.

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

Cost estimates are updated annually based on market prices. 5 servers have been added to support the PDRS software in Community Development which will require replacement in FY 2021.

Construct. Services

TP - 2

COMPUTER SERVER REPLACEMENT

Project or Job No.:7600 Project Scoring


Future Focus Areas 3 0 Quality of LifeHow Costs Were Derived: Total Score 22Prior Year Pricing/Market Conditions

TP - 3

DESKTOP DEVICE REPLACEMENT – CITYWIDEService – Based






Beyond 5 Years:




Revenue 0 0 0 0 0 0







Future Focus Areas N/A N/A Quality of LifeHow Costs Were Derived: Total Score N/AFY 2015 Cost Estimate

This project replaces all remaining outdated desktop (thin client) devices citywide (approximately 450). Having an estimated useful life of 10 years, the current desktop devices will be 10 years old in FY 2017. Maintenance agreements have not been acquired for the current devices; rather, these devices have been repaired and replaced as needed. Approximately 150 of the oldest thin clients were replaced in FY 2016.

Beginning in FY 2020, the Information Technology Department will take a new approach to thin client replacement, cycling out approximately 20% (approximately 120) of devices each year. A more aggressive replacement schedule is necessary to keep up with the demands of rapidly changing technology, such as increased use of video, complex web sites and services, CAD and GIS programs, and whatever else the future may bring.

The Information Technology Department will be replacing approximately 20% of thin client devices on an annual basis continuing in perpetuity beyond the 5th year of the CIP.

TP - 4

ORACLE PERFORMANCE UPGRADESService – Based

Project Manager: IT Integration Manager Future Focus Areas: Sustainability


Strategic Plan Initiative: Promote a Viable Business Community New/Existing/Revised: Existing, FY16 Budget: Pg. 460



Beyond 5 Years:

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



Revenue 0 0 0 0 0 0




Operating Cost Wastewater 0 0 0 30 30 60





Future Focus Areas N/A N/A Quality of LifeHow Costs Were Derived: Total Score N/AFY 2015 Cost Estimate

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).

This project will incur operating costs to the General & Wastewater Fund indefinitely beyond the 5 th year of the CIP. The cost to each fund will be approximately $30,000.

TP - 5

PUBLIC INFRASTRUCTURE ASSET MANAGEMENT SYSTEMService – Based


Project Customer: City Administration Comp Plan Element: Capital Improvements


Estimated Useful Life: 5 Years Additional FTEs: .75 Application Administrator.75 IT Project Manager


Beyond 5 Years:




Revenue 0 0 0 0 0 0






Operating Cost Stormwater 11 17 18 19 20 85



The City of Largo has employed ad hoc methods of asset management. The Environmental Services Department has used Oracle Utilities Work and Asset Management System (WAMS) for the past 4 years while single department solutions and paper/spreadsheets are also used throughout the City. Due to high upcoming version and configuration upgrade costs with WAMS the City has determined that it is time to evaluate the product against those offered by other vendors. Additionally, this will be a true enterprise wide asset management solution, serving the needs of Environmental Services, Streets & Drainage, and Engineering while being administered by the Information Technology Department. The Parks and Facilities Divisions have also expressed interest in utilizing this system to monitor their assets.

This project includes both initial implementation costs and ongoing operating costs related to recurring software license renewals and support personnel. Operating costs will continue in perpetuity, subject to evaluation of City needs and system functionality.

This project will allow for greater proactive maintenance on the City's various assets. Staff will be able to monitor work conducted on, for example, sanitary sewer pipes, determine full lifecycle costs and acceptable replacement schedules. As more data is input into this system, City and Department management will be able to better determine the most efficient way to allocate fiscal and staff resources.

TP - 6

PUBLIC INFRASTRUCTURE ASSET MANAGEMENT SYSTEM



Future Focus Areas 3 0 Quality of LifeHow Costs Were Derived: Total Score 17FY 2016 Cost Estimate

TP - 7

ENTERPRISE SERVICE REQUEST & WORK ORDER SYSTEM Service – Based


Project Customer: City Administration Comp Plan Element: Capital Improvements


Estimated Useful Life: 5 Years Additional FTEs: .25 Application Administrator.25 IT Project Manager


Beyond 5 Years:




Revenue 0 0 0 0 0 0

Capital/Operating Cost Building 8 3 3 3 3 20

Capital/Operating Cost General 84 32 33 34 35 218

Capital/Operating Cost Solid Waste 8 3 3 3 3 20

Capital/Operating Cost Stormwater 16 6 6 6 6 40

Capital/Operating Cost Wastewater 38 14 14 14 14 94





Future Focus Areas 3 5 Quality of LifeHow Costs Were Derived: Total Score 17FY 2016 Cost Estimate

The City of Largo has employed ad hoc methods of service request and work order management. The Environmental Services Department has used Oracle Utilities Work and Asset Management System (WAMS) for the past 4 years while single department solutions and paper/spreadsheets are also used throughout the City. Due to high upcoming version and configuration upgrade costs with WAMS the City has determined that it is time to evaluate the product against those offered by other vendors. Additionally, this will be a true enterprise wide system, available for use by all departments to log and monitor interactions with the public, manage projects in the field, and improve interdepartmental communication.

This project includes both initial implementation costs and ongoing operating costs related to recurring software license renewals and support personnel. Operating costs will continue in perpetuity, subject to evaluation of City needs and system functionality.

This project will allow the City to track all internal and external customer interactions. Staff will have historical information on customer service issues, which will lead to a more complete understanding of citizen needs. These records will provide key data points, helping to more efficiently guide allocation of City resources.

TP - 8

FIBER OPTIC DATA NETWORK RECONFIGURATION – UNFUNDEDService – Based






Cost Estimate: Project Scoring450,000 Public Health & Safety 3 0 Project Coordination

Infrastructure Protection 5 0 Economic DevelopmentHow Costs Were Derived: Regulatory Requirements 0 5 Operating Budget ImpactFY 2016 Cost Estimate Future Focus Areas 3 0 Quality of Life

Total Score 16

This project is a multiphase 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 crossconnect 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.

TP - 9


Vehicles

VEH - 1

BOOKMOBILEService – Based

Project Manager: Library Director Future Focus Areas: Community Pride

Project Customer: Library Comp Plan Element: Capital Improvements

Strategic Plan Initiative: Engage the Neighborhoods New/Existing/Revised: New



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

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



Revenue General 600 50 52 54 56 812





Project or Job No.: Project ScoringN/A Public Health & Safety 0 5 Project Coordination

Infrastructure Protection 0 0 Economic DevelopmentBorrowing Required? Regulatory Requirements 0 3 Operating Budget ImpactNo Future Focus Areas 3 3 Quality of Life

Total Score 14How Costs Were Derived:GLLF Cost Estimate

The Greater Largo Library Foundation (GLLF) is currently fundraising for a bookmobile program to include funding a vehicle, shelter, computers and library material. 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 reallocated to the bookmobile. Acquisition and operation of the bookmobile is contingent upon successful fundraising by the GLLF.

VEH - 2

This Page Intentionally Left Blank.

VEH - 3 (Revised 05/11/16)

CIP Vehicle Replacement Schedule 2017-2021Vehicle Replacement Summary

Department FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total

Community Development 123,500 109,000 55,300 0 90,500 378,300Environmental Services 776,500 356,000 172,100 134,400 828,800 2,267,800Fire Rescue 931,900 1,743,800 1,121,000 1,238,100 3,074,200 8,109,000Administration & IT 22,400 0 24,700 0 0 47,100Police 1,386,600 1,617,500 1,717,700 1,832,200 1,927,700 8,481,700Public Works 2,442,100 2,470,600 2,978,800 2,510,400 3,869,200 14,271,100Recreation Parks & Arts 374,200 293,300 327,600 140,000 237,000 1,372,100Totals 6,057,200 6,590,200 6,397,200 5,855,100 10,027,400 34,927,100

Fund FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total

Construction Services 44,800 26,000 27,200 0 59,400 157,400Fleet Services 0 0 65,300 0 0 65,300General 571,300 499,300 707,000 283,700 673,600 2,734,900Local Option Sales Tax 2,318,500 3,361,300 2,838,700 3,070,300 5,001,900 16,590,700Solid Waste 1,947,200 1,664,900 2,031,600 1,998,000 2,626,700 10,268,400Stormwater Utility 398,900 682,700 555,300 368,700 837,000 2,842,600Wastewater 776,500 356,000 172,100 134,400 828,800 2,267,800Totals 6,057,200 6,590,200 6,397,200 5,855,100 10,027,400 34,927,100

Note:Accessories are included in the projected vehicle cost, and shown separately for the reader's information.

VEH - 4

CIP Vehicle Replacement Schedule 2017-2021Admin - IT

VEHICLE REPLACEMENT FUND 2017 2018 2019 2020 2021 TOTAL

05-30-03 SUV SMALL GENERAL 22,400 0 0 0 0 22,400 2, 10

19-30-04 SUV SMALL GENERAL 0 0 24,700 0 0 24,700 2, 5, 10TOTAL 22,400 0 24,700 0 0 47,100

TYPICALACCESSORIES

VEH - 5

CIP Vehicle Replacement Schedule 2017-2021Community Development

VEHICLE REPLACEMENT FUND 2017 2018 2019 2020 2021 TOTAL56-20-18 SUV SMALL CONSTRUCTION SERVICES 22,400 0 0 0 0 22,400 2, 5, 9, 1056-20-19 SUV SMALL CONSTRUCTION SERVICES 22,400 0 0 0 0 22,400 2, 5, 9, 1056-20-20 SUV SMALL CONSTRUCTION SERVICES 0 26,000 0 0 0 26,000 2, 5, 8, 9, 1056-20-21 PICKUP COMPACT GENERAL 0 0 28,100 0 0 28,100 2, 5, 8, 9, 1056-20-22 PICKUP 1/2 TON GENERAL 0 0 0 0 31,100 31,100 2, 5, 8, 9, 1056-20-23 SUV SMALL CONSTRUCTION SERVICES 0 0 27,200 0 0 27,200 2, 5, 8, 9, 1056-20-24 SUV SMALL CONSTRUCTION SERVICES 0 0 0 0 29,700 29,700 2, 5, 8, 9, 1056-20-25 SUV SMALL CONSTRUCTION SERVICES 0 0 0 0 29,700 29,700 2, 5, 8, 9, 1056-61-02 SUV SMALL STORMWATER 0 26,000 0 0 0 26,000 2, 5, 8, 9, 1056-63-07 PICKUP COMPACT GENERAL 29,500 0 0 0 0 29,500 2, 5, 8, 9, 1056-63-08 SUV SMALL GENERAL 0 26,000 0 0 0 26,000 2, 5, 8, 9, 1056-64-01 SUV SMALL GENERAL 24,600 0 0 0 0 24,600 2, 5, 8, 9, 1056-64-02 SUV SMALL GENERAL 24,600 0 0 0 0 24,600 2, 5, 8, 9, 1056-64-03 PICKUP COMPACT GENERAL 0 31,000 0 0 0 31,000 2, 5, 8, 9, 10

TOTAL 123,500 109,000 55,300 0 90,500 378,300

TYPICALACCESSORIES

VEH - 6

CIP Vehicle Replacement Schedule 2017-2021Environmental Services

VEHICLE REPLACEMENT FUND 2017 2018 2019 2020 2021 TOTAL62-21-04 Small SUV Wastewater 0 32,000 0 0 0 32,000 2, 5, 7, 1062-22-04 Vac truck Wastewater 0 0 0 0 537,800 537,800 2, 5, 8, 9, 1062-22-61 PICKUP ¾ TON Wastewater 31,400 0 0 0 0 31,400 2, 5, 1062-22-62 ACTERRA Wastewater 96,500 0 0 0 0 96,500 2, 5, 1062-22-63 EXCAVATOR Wastewater 40,000 0 0 0 0 40,000 2, 5, 1062-22-65 PICKUP 1 TON Wastewater 60,000 0 0 0 0 60,000 2, 5, 8, 9, 1062-22-66 PICKUP 1 TON Wastewater 60,000 0 0 0 0 60,000 2, 5, 8, 9, 1062-22-75 PICKUP 3/4 TON Wastewater 0 90,000 0 0 0 90,000 2, 5, 8, 9, 1062-22-77 2 TON TV Truck Wastewater 405,000 0 0 0 0 405,000 2, 5, 9, 1062-22-81 PICKUP ½ TON Wastewater 0 0 25,700 0 0 25,700 2, 5, 1062-22-82 Skid Steer loader Wastewater 0 0 0 42,300 0 42,300 2, 562-22-84 PICKUP ¾ TON Wastewater 0 0 28,900 0 0 28,900 2, 5, 1062-22-85 PICKUP ¾ TON Utility Wastewater 0 0 33,200 0 0 33,200 2, 5, 1062-22-86 BOX TRUCK Wastewater 0 0 0 52,100 0 52,100 2, 5, 9, 1062-22-87 PICKUP ½ ton Wastewater 23,600 0 0 0 0 23,600 2, 5, 1062-22-94 PICKUP ½ ton Ext. Cab Wastewater 0 0 29,700 0 0 29,700 2, 5, 1062-22-95 VAN 1 TON Wastewater 0 0 0 0 41,000 41,000 2, 5, 9, 1062-22-96 CRANE TRUCK Wastewater 0 0 0 0 160,000 160,000 2, 5, 9, 1062-22-97 PICKUP 1 TON Wastewater 0 0 0 0 90,000 90,000 2, 5, 8, 9, 1062-23-10 PICKUP 3/4 TON Wastewater 0 90,000 0 0 0 90,000 2, 5, 8, 9, 1062-23-13 Small SUV Wastewater 0 0 27,300 0 0 27,300 2, 5, 7, 1062-24-07 Small SUV Wastewater 25,000 0 0 0 0 25,000 2, 5, 7, 1062-24-08 SMALL SUV Hybrid Wastewater 35,000 0 0 0 0 35,000 2, 5, 7, 1062-24-09 VAN 1 TON Wastewater 0 0 0 40,000 0 40,000 2, 5, 9, 1062-24-10 Small SUV Wastewater 0 0 27,300 0 0 27,300 2, 5, 7, 1062-25-11 EXCAVATOR Wastewater 0 42,500 0 0 0 42,500 2, 5, 1062-25-13 DUMP TRUCK Wastewater 0 58,000 0 0 0 58,000 2, 5, 8, 9, 1062-25-14 PICKUP 3/4 TON Wastewater 0 43,500 0 0 0 43,500 2, 5, 8, 9, 10

TOTAL 776,500 356,000 172,100 134,400 828,800 2,267,800

TYPICALACCESSORIES

VEH - 7

CIP Vehicle Replacement Schedule 2017-2021Fire Rescue

VEHICLE REPLACEMENT FUND 2017 2018 2019 2020 2021 TOTAL35-152 LADDER ENGINE LOST 0 985,200 0 0 0 985,200 F1, F2, F3, F5, F7, F8, F9, F10, F1335-161 Full Size SUV LOST 0 0 90,000 0 0 90,000 F1, F2, F3, F4, F6, F7, F8, F10, F1135-163 ENGINE LOST 725,800 0 0 0 0 725,800 F1, F2, F3, F5, F7, F8, F9, F10, F1335-167 SMALL SUV LOST 0 0 0 0 0 0 F1, F2, F1135-177 ENGINE LOST 0 0 858,000 0 0 858,000 F1, F2, F3, F5, F7, F8, F9, F10, F1335-183 PICKUP 1/2 TON LOST 0 71,000 0 0 0 71,000 F1, F2, F3, F4, F6, F7, F8, F10, F1135-186 RESCUE LOST 0 0 0 295,100 0 295,100 F1, F2, F3, F5, F7, F8, F9, F10, F1235-188 ENGINE LOST 0 0 0 943,000 0 943,000 F1, F2, F3, F5, F7, F8, F9, F10, F1335-189 LADDER ENGINE LOST 0 0 0 0 1,728,000 1,728,000 F1, F2, F3, F5, F7, F8, F9, F10, F1335-190 CAR FULL SIZE LOST 68,700 0 0 0 0 68,700 F1, F2, F3, F4, F6, F7, F8, F10, F1135-191 CAR FULL SIZE LOST 68,700 0 0 0 0 68,700 F1, F2, F3, F4, F6, F7, F8, F10, F1135-192 Engine LOST 0 0 0 0 991,100 991,100 F1, F2, F3, F5, F7, F8, F9, F10, F1335-193 RESCUE LOST 0 0 0 0 310,100 310,100 F1, F2, F3, F5, F7, F8, F9, F10, F1235-194 SMALL SUV LOST 0 45,000 0 0 0 45,000 F1, F2, F8, F1135-196 SQUAD LOST 0 642,600 0 0 0 642,600 F1, F2, F3, F5, F7, F8, F9, F10, F1235-197 SMALL SUV LOST 0 0 41,500 0 0 41,500 F1, F2, F8, F1135-198 SMALL SUV LOST 0 0 41,500 0 0 41,500 F1, F2, F8, F1135-199 ADMIN CAR LOST 68,700 0 0 0 0 68,700 F1, F2, F3, F4, F6, F7, F8, F10, F1135-200 PICKUP 3/4 TON LOST 0 0 90,000 0 0 90,000 F1, F2, F3, F4, F6, F7, F8, F10, F1135-203 VAN ½ TON LOST 0 0 0 0 45,000 45,000 F1, F2

TOTAL 931,900 1,743,800 1,121,000 1,238,100 3,074,200 8,109,000

TYPICALACCESSORIES

VEH - 8

CIP Vehicle Replacement Schedule 2017-2021Police

VEHICLE REPLACEMENT FUND 2017 2018 2019 2020 2021 TOTAL

VARIOUS PATROL CRUISERS LOST 1,314,000 1,380,000 1,450,000 1,674,200 1,837,700 7,655,900 P1- P739-555 PICKUP 3/4 TON LOST 0 37,200 0 0 0 37,200 2, P839-562 PASSENER VAN LOST 0 0 0 0 50,000 50,000 2, 10, P839-565 ADMIN CAR LOST 24,200 0 0 0 0 24,200 2, 5, 1039-566 ADMIN CAR LOST 24,200 0 0 0 0 24,200 2, 5, 1039-587 PASSENER VAN LOST 0 0 0 0 40,000 40,000 2, 10, P839-588 ADMIN CAR LOST 24,200 0 0 0 0 24,200 2, 5, 1039-591 SMALL SUV LOST 0 29,500 0 0 0 29,500 2 10, P839-593 SMALL SUV LOST 0 29,500 0 0 0 29,500 2 10, P839-594 SMALL SUV LOST 0 29,500 0 0 0 29,500 2 10, P839-595 ADMIN CAR LOST 0 33,200 0 0 0 33,200 2 10, P839-596 ADMIN CAR LOST 0 26,200 0 0 0 26,200 2, 5, 1039-597 ADMIN CAR LOST 0 26,200 0 0 0 26,200 2, 5, 1039-598 ADMIN CAR LOST 0 26,200 0 0 0 26,200 2, 5, 1039-636 SMALL SUV LOST 0 0 31,900 0 0 31,900 2, 10, P839-637 SMALL SUV LOST 0 0 31,900 0 0 31,900 2, 10, P839-638 SMALL SUV LOST 0 0 33,600 0 0 33,600 2, 5, 1039-639 SMALL SUV LOST 0 0 33,600 0 0 33,600 2, 5, 1039-640 ADMIN CAR LOST 0 0 33,800 0 0 33,800 2, 5, 1039-641 ADMIN CAR LOST 0 0 31,200 0 0 31,200 2, 5, 1039-642 ADMIN CAR LOST 0 0 31,200 0 0 31,200 2, 5, 1039-653 SMALL SUV LOST 0 0 0 39,500 0 39,500 2, 10, P839-654 SMALL SUV LOST 0 0 0 39,500 0 39,500 2, 10, P839-655 SMALL SUV LOST 0 0 0 39,500 0 39,500 2, 10, P839-656 SMALL SUV LOST 0 0 0 39,500 0 39,500 2, 10, P839-682 PICKUP 1/2 TON LOST 0 0 40,500 0 0 40,500 2, 10, P1, P2, P5, P6, P7

TOTAL 1,386,600 1,617,500 1,717,700 1,832,200 1,927,700 8,481,700

TYPICALACCESSORIES

VEH - 9

CIP Vehicle Replacement Schedule 2017-2021Public Works

VEHICLE REPLACEMENT FUND 2017 2018 2019 2020 2021 TOTAL60-31-07 SUV MID SIZE SOLID WASTE - - 30,400 - - 30,400 2, 5, 1060-33-28 PICKUP 1/2 TON SOLID WASTE 23,600 - - - - 23,600 2, 5, 8, 9, 1060-33-32 FRONTLOADER SOLID WASTE 300,000 - - - - 300,000 2, 5, 7, 9, 1060-33-33 FRONTLOADER SOLID WASTE 300,000 - - - - 300,000 2, 5, 7, 9, 1060-33-34 PICKUP 3/4 TON SOLID WASTE - - 28,900 - - 28,900 2, 5, 8, 9, 1060-33-35 FRONTLOADER SOLID WASTE 300,000 - - - - 300,000 2, 5, 7, 9, 1060-33-36 FRONTLOADER SOLID WASTE - 315,000 - - - 315,000 2, 5, 7, 9, 1060-33-38 FRONTLOADER SOLID WASTE - - 330,800 - - 330,800 2, 5, 1060-33-39 FRONTLOADER SOLID WASTE - - 330,800 - 330,800 2, 5, 9, 1060-33-40 CONTAINER TRUCK SOLID WASTE - - 134,000 - - 134,000 2, 5, 9, 1060-33-41 FRONTLOADER SOLID WASTE - - 330,800 - - 330,800 2, 5, 9, 1060-33-42 FRONTLOADER SOLID WASTE - - 330,800 - - 330,800 2, 5, 9, 1060-33-43 FRONTLOADER SOLID WASTE - - - 347,300 - 347,300 2, 5, 9, 1060-34-11 ROLLOFF SOLID WASTE 213,900 - - - 213,900 2, 5, 8, 9, 1060-34-12 ROLLOFF SOLID WASTE - - 224,600 - - 224,600 2, 5, 1060-34-13 ROLLOFF SOLID WASTE - - - 235,800 - 235,800 2, 5, 9, 1060-34-14 ROLLOFF SOLID WASTE - - - 247,600 247,600 2, 5, 9, 1060-34-15 ROLLOFF SOLID WASTE - - - 247,600 247,600 2, 5, 9, 1060-36-37 SIDE LOADER SOLID WASTE 321,200 - - - - 321,200 2, 5, 9, 1060-36-38 STAKE BODY SOLID WASTE 40,200 - - 40,200 2, 5, 1060-36-42 SIDE LOADER SOLID WASTE 321,200 - - - - 321,200 2, 5, 1060-36-43 SIDE LOADER SOLID WASTE 321,200 - - - 321,200 2, 5, 1060-36-44 SIDE LOADER SOLID WASTE - 337,300 - - - 337,300 2, 5, 1060-36-45 SIDE LOADER SOLID WASTE - 337,300 337,300 2, 5, 9, 1060-36-47 SIDE LOADER SOLID WASTE - - - - 390,700 390,700 2, 5, 1060-36-48 SIDE LOADER SOLID WASTE - - - - 390,700 390,700 n/a60-36-49 SIDE LOADER SOLID WASTE - - - - 390,700 390,700 n/a60-36-50 Small SUV SOLID WASTE 25,000 - - - - 25,000 2, 5, 1060-37-21 PICKUP 1/2 TON SOLID WASTE - 25,700 - - 25,700 2, 5, 8, 9, 1060-37-23 CLAW TRUCK SOLID WASTE 153,800 - - - 153,800 2, 5, 9, 1060-37-24 CLAW TRUCK SOLID WASTE - 153,800 - - - 153,800 2, 5, 9, 1060-37-25 CLAW TRUCK SOLID WASTE - 153,800 153,800 2, 5, 9, 1060-37-26 REAR LOADER SOLID WASTE 323,800 - 323,800 2, 5, 1060-37-27 CLAW TRUCK SOLID WASTE - - - - 178,000 178,000 2, 5, 9, 1060-38-08 HYBRID CAR SOLID WASTE 35,000 - - - - 35,000 2, 5, 7, 9, 1060-38-10 ROLL OFF SOLID WASTE - - 224,600 - - 224,600 2, 5, 9, 1060-38-11 SIDE LOADER SOLID WASTE - - - 390,700 390,700 2, 5, 1060-38-12 SIDE LOADER SOLID WASTE - - - 390,700 390,700 2, 5, 10

TYPICALACCESSORIES

VEH - 10


VEHICLE REPLACEMENT FUND 2017 2018 2019 2020 2021 TOTALTYPICAL

ACCESSORIES60-38-13 SIDE LOADER SOLID WASTE - - - 371,900 371,900 2, 5, 1060-38-14 FRONTLOADER SOLID WASTE - - - 347,300 - 347,300 2, 5, 9, 1060-38-15 SIDE LOADER SOLID WASTE - - - 371,900 - 371,900 2, 5, 9, 1060-43-03 UTILITY TRUCK FLEET - - 65,300 - - 65,300 2, 5, 1060-44-05 CARGO VAN GENERAL - - 47,400 - - 47,400 2, 5, 9, 1060-44-06 MINIVAN GENERAL - - 29,000 - - 29,000 2, 5

VEH - 11



ACCESSORIES60-45-18 CARGO VAN GENERAL 43,000 - - - - 43,000 2, 5, 9, 1060-45-19 CARGO VAN GENERAL - 45,200 - - - 45,200 2, 5, 9, 1060-45-23 PICKUP 1/2 TON GENERAL 23,600 - - - - 23,600 2, 5, 9, 1060-45-24 CARGO VAN GENERAL - - 47,400 - - 47,400 2, 5, 9, 1060-45-25 CARGO VAN GENERAL - - 47,400 - - 47,400 2, 5, 9, 1060-45-26 CARGO VAN GENERAL - - 47,400 - - 47,400 2, 5, 9, 1060-45-27 PICKUP COMPACT GENERAL - 24,600 - - - 24,600 2, 5, 1060-45-28 PICKUP 3/4 TON GENERAL - - - 29,700 - 29,700 2, 5, 1060-45-29 CARGO VAN GENERAL - 45,200 - - - 45,200 2, 5, 9, 1060-65-27 TRACTOR GENERAL - 34,000 - - 34,000 2, 5, 9, 1060-65-29 Backhoe GENERAL - - - - 210,000 210,000 2, 5, 9, 1060-65-30 PICKUP 3/4 TON GENERAL 29,400 - - - - 29,400 2, 5, 9, 1060-65-31 FUEL TRUCK GENERAL - - - 52,100 - 52,100 2, 5, 9, 1060-65-32 PICKUP 1/2 TON GENERAL - - - 26,800 - 26,800 2, 5, 8, 9, 1060-65-33 PICKUP 1 TON GENERAL - - - 35,100 - 35,100 2, 5, 1060-65-35 HEAVY DUTY TRUCK GENERAL - - 108,000 - - 108,000 2, 5, 1060-65-39 F450 GENERAL - - - - 75,800 75,800 2, 5, 7, 9, 1060-65-40 HEAVY DUTY TRUCK GENERAL - - - - 119,700 119,700 2, 5, 9, 1060-66-33 EXCAVATOR STORMWATER - - - 255,300 - 255,300 2, 5, 7, 9, 1060-66-60 F650 STORMWATER - - 93,000 - - 93,000 2, 5, 7, 9, 1060-66-63 SUV MID SIZE STORMWATER - 29,600 - - - 29,600 2, 5, 1060-66-64 AIRBOAT STORMWATER 0 0 63,000 0 0 63,000 2, 5, 1060-66-68 CHIPPER STORMWATER 0 0 69,000 0 0 69,000 2, 5, 9, 1060-66-70 SUV MID SIZE STORMWATER 33,900 0 0 0 0 33,900 2, 5, 8, 9, 1060-66-71 Pickup ¾ ton 4x4 STORMWATER 0 0 33,000 0 0 33,000 2, 5, 8, 9, 1060-66-72 BackHoe STORMWATER 0 0 0 0 210,000 210,000 2, 5, 9, 1060-66-73 DUMP BODY STORMWATER 0 0 0 0 252,000 252,000 2, 5, 9, 1060-66-74 DUMP BODY STORMWATER 0 0 0 0 252,000 252,000 2, 5, 7, 9, 1060-66-75 TRACTOR STORMWATER 0 110,800 0 0 0 110,800 2, 5, 9, 1060-66-76 TRACTOR STORMWATER 0 236,300 0 0 0 236,300 2, 5, 1060-66-78 HEAVY DUTY TRUCK STORMWATER 0 0 0 113,400 0 113,400 2, 5, 7, 9, 1060-66-80 MOWING EQUIPMENT STORMWATER 180,000 0 0 0 0 180,000 2, 5, 7, 9, 1060-66-81 Pickup ½ ton 4x4 STORMWATER 0 0 0 0 31,800 31,800 2, 5, 8, 9, 1060-66-82 STREET SWEEPER STORMWATER 0 280,000 0 0 0 280,000 2, 5, 9, 1060-66-83 SUV MID SIZE STORMWATER 0 0 0 0 37,800 37,800 2, 5, 1060-66-84 Pickup 1 ½ ton STORMWATER 0 0 0 0 53,400 53,400 2, 5, 8, 9, 1060-66-85 SLOPE MOWER STORMWATER 185,000 0 0 0 0 185,000 2, 5, 9, 1060-66-86 HEAVY DUTY TRUCK STORMWATER 0 0 108,000 0 0 108,000 2, 5, 7, 9, 10

VEH - 12



ACCESSORIES60-66-97 MOWING EQUIPMENT STORMWATER 0 0 189,300 0 0 189,300 2, 5, 8, 9, 10

TOTAL 1,947,200 1,664,900 2,031,600 1,998,000 2,626,700 10,268,400

VEH - 13

CIP Vehicle Replacement Schedule 2017-2021Recreation Parks and Arts

VEHICLE REPLACEMENT FUND 2017 2018 2019 2020 2021 TOTAL45-30-04 PICKUP 1/2 TON GENERAL 0 24,500 0 0 0 24,500 2, 5, 1045-40-05 MINIVAN GENERAL 0 0 40,000 0 0 40,000 2, 5, 1045-50-05 BUCKET TRUCK GENERAL 160,000 0 0 0 0 160,000 2, 5, 8, 9, 1045-50-06 BUCKET TRUCK GENERAL 0 168,000 0 0 0 168,000 2, 5, 8, 9, 1045-50-08 F350 GENERAL 47,300 0 0 0 0 47,300 2, 5, 8, 9, 1045-50-11 F550 Crew cab GENERAL 0 0 0 0 74,000 74,000 2, 5, 8, 9, 1045-51-08 PICKUP ½ TON Crew Cab GENERAL 0 0 0 0 35,000 35,000 2, 5, 1045-51-09 Pickup ¾ ton GENERAL 0 0 0 0 48,000 48,000 2, 5, 1045-52-04 PICKUP 1/2 TON GENERAL 23,600 0 0 0 0 23,600 2, 5, 9, 1045-52-05 F350 GENERAL 45,000 0 0 0 0 45,000 2, 5, 9, 1045-52-07 Pickup ¾ ton GENERAL 0 0 0 48,200 0 48,200 2, 5, 9, 1045-53-05 F450 GENERAL 48,300 0 0 0 0 48,300 2, 5, 9, 1045-53-09 F350 GENERAL 0 35,800 0 0 0 35,800 2, 5, 9, 1045-53-12 F150 GENERAL 0 0 25,700 0 0 25,700 2, 5, 9, 1045-53-13 Cargo van GENERAL 0 0 0 49,800 0 49,800 2, 5, 1045-60-04 Cargo van GENERAL 0 0 47,400 0 0 47,400 2, 5, 1045-92-44 BACKHOE GENERAL 0 0 188,800 0 0 188,800 2, 5, 1045-92-54 CHIPPER GENERAL 50,000 0 0 0 0 50,000 n/a45-92-60 CHIPPER GENERAL 0 65,000 0 0 0 65,000 n/a45-92-61 A770 LOADER GENERAL 0 0 0 0 80,000 80,000 2, 545-93-05 PICKUP 1/2 TON GENERAL 0 0 25,700 0 0 25,700 2, 5, 9, 1045-94-04 MINIVAN GENERAL 0 0 0 42,000 0 42,000 2, 5, 10

TOTAL 374,200 293,300 327,600 140,000 237,000 1,372,100

TYPICALACCESSORIES

VEH - 14

CIP Vehicle Replacement Schedule 2017-2021Accessories

VEHICLE ACCESSORIES

All internal and external labor costs are incorporated in the budgeted amounts for each accessory

TYPICAL VEHICLE ACCESSORIES (NON- FIRE AND POLICE)

1 $400

2 Tag, Titles, Fire Extinguisher, First Aid Kit, and Fuel Keys $250

3 $4,500

5 Vehicle markings for non-Police and non-Fire $150

7 PC or Laptop and stand $5,500

8 Light bar $1,900

9 Four corner strobe lighting $700

10 Window Tint $350

Toolbox (mounted in the bed of pickup truck and provides lockable storage for small hand tools and materials).

Service Radio (mounted in the vehicle and enables communication from car to car and car to base).

VEH - 15


VEHICLE ACCESSORIES

* List contains only typical accessories, additional accessories may be purchased in addition to these.

VEHICLE ACCESSORIES POLICE*

P1 Computer stand $700

P2 Tag, Titles, Fire Extinguisher, First Aid Kit, and Fuel Keys $300

P3 Moible Data Terminal & Camera $10,000

P4 Police Issue Radio $5,500

P5 Police Issue Lightbar $4,500

P6 Four corner strobe lighting $700

P7 Havis Center Console $500

P8 Vehicle markings $400

VEHICLE ACCESSORIES - FIRE*

F1 Vehicle Striping $600

F2 Tag & Title $250

F3 Light Package and Siren $4,500

F4 Command Cabinet $3,000

F5 Thermal Imaging Camera $10,000

F6 Havis Center Console $500

F7 Opticom $1,300

* List contains only typical accessories, additional accessories may be purchased in addition to these.

VEH - 16


VEHICLE ACCESSORIES

VEHICLE ACCESSORIES - FIRE (Continued)*

F8 Computer with docking station and vehicle mount $5,500

F9 Modem $2,100

F10 Mobile (vehicle mounted) Radio with installation $5,500

F11 Portable Radio with vehicle charger X 1 $6,500




VEH - 17


Wastewater Projects

WP - 1

WWRF MASTER PLAN IMPROVEMENTS – BIOLOGICAL TREATMENT SYSTEMSRegulatory – Based


Project Customer: Environmental Services / WWRF Comp Plan Element: Sanitary Sewer Subelement

Strategic Plan Initiative: Improve Infrastructure New/Existing/Revised: Existing, FY16 Budget:Pg. 440

Estimated Useful Life: 10 – 30 Years Additional FTEs: N/A


Beyond 5 Years:N/A

Project Summary:Project Objectives/Drivers Scope of Work



Preliminary Engineering 0 0 0 0 0Design 0 0 0 0 0Construction 0 21,300 0 0 0Maintenance 0 0 0 0 0


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 increase WWRF's capacity to handle projected flow increases necessary to meet FDEP Consent Order requirements to provideprotection from sanitary sewer overflows within the collection system, and to accommodate future population growth;*Need to make improvements to comply with WWRF effluent limits for discharge to Tampa Bay in accordance with the FDEPAdministrative Order, which addresses nitrogen limits.*Need to replace critical infrastructure, due to age and condition, to prevent infrastructure failures and to improve reliability, safety andoverall facility performance and efficiency.Design for this project has been included in the FY 2016 budget at $2.2 million.

WWRF Biological Treatment System

Improvements

Effluent LimitsAge & ConditionOperation Efficiency & Reliability

WWRF – Secondary Clarifier and RAS/WAS Station ImprovementsReplace RAS/WAS Pump Station and PipingReplace Clarifier WeirsReplace Clarifier 1 MechanismAdd Common Clarifier Distribution ChannelWWRF – Primary Clarifier RehabilitationPrimary Clarifier UpgradesNew Scum Pump Stations and PipingWWRF Nutrient Removal System ImprovementsUpgrade Recycle Pumps and Extend PipingAeration Distribution Improvements and Control Valve ReplacementDO Monitoring System ImprovementsModify South Train Effluent GateReplace Isolation Stop GatesNew Alum Feed and Storage SystemWWRF – Traveling Bridge Filter ReplacementWWRF – Denitrifiction Filter RehabilitationWWRF – Filter Feed Pump Station Upgrades

WP - 2

WWRF MASTER PLAN IMPROVEMENTS – BIOLOGICAL TREATMENT SYSTEMS



Revenue 0 0 0 0 0 0

Capital Cost Wastewater 0 21,300 0 0 0 21,300


Total Project Cost 0 21,300 0 0 0 21,300

Net Budget Impact 0 21,300 0 0 0 21,300


Public Health & Safety N/A N/A Project CoordinationBorrowing Required? Infrastructure Protection N/A N/A Economic DevelopmentYes Regulatory Requirements N/A N/A Operating Budget Impact

Future Focus Areas N/A N/A Quality of LifeHow Costs Were Derived: Total Score N/AFY2014 WWRF Facility Master Plan, FY2016 update

WP - 3

WWRF MASTER PLAN IMPROVEMENTS – BIOSOLIDS DRYING FACILITYRegulatory – Based






Beyond 5 Years:N/A

Project Summary:Project Objectives/Drivers Scope of Work



Preliminary Engineering 0 0 0 0 0Design 0 0 0 0 0Construction 3,820 0 0 0 0Maintenance 0 0 0 0 0


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 byproduct 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.

WWRF Biosolids Drying Facility Improvements

Age & ConditionOperation Efficiency & Reliability

WWRF – Dryer Improvements – Gas Process Phase 1Dual cyclones 1 and 2 replacementID fans 1 and 2 rehabRotary Drum Dryer 1 and 2 replacementRTO ID fan rehabRTO system replacementFurnaces 1 and 2 rehabGas Recirculation Improvements

WP - 4

WWRF MASTER PLAN IMPROVEMENTS – BIOSOLIDS DRYING FACILITY



Revenue 0 0 0 0 0 0

Capital Cost Wastewater 3,820 0 0 0 0 3,820


Total Project Cost 3,820 0 0 0 0 3,820

Net Budget Impact 3,820 0 0 0 0 3,820


Public Health & Safety N/A N/A Project CoordinationBorrowing Required? Infrastructure Protection N/A N/A Economic DevelopmentYes Regulatory Requirements N/A N/A Operating Budget Impact

Future Focus Areas N/A N/A Quality of LifeHow Costs Were Derived: Total Score N/AFY2014 WWRF Facility Master Plan, FY2016 update

WP - 5

WWRF – BIOSOLIDS FACILITY IMPROVEMENTS (MECHANICAL)Regulatory – Based

Project Manager: Wastewater Manager Future Focus Areas: Public Health and Safety





Project ScheduleImprovement Area Design Yr Construc. Yr Design Cost Const. Cost Work ScopeAndritz Belt Filter Press 2017 $180,000 Rehabilitation of systemPugmills 1 and 2 2016 $5,000 Inspection of both Pug MillsCrushers 1 and 2 2017 $20,000 Rehabilitation of crushersProduct Recycle Bins & Silos 2016 $10,000

West Polymer System 2016 2017 $10,000 $105,000 Replace polymer feed systemEast Polymer System 2017 $35,000 Rehabilitate systemScreeners 1 and 2 2017 $60,000 Rehabilitate screenersAshbrook Belt Filter Press 2017 $200,000 Rehabilitate system

Belt and Screw Conveyors 2017 $120,000 Refurbish conveyors

Beyond 5 Years:N/A



Preliminary Engineering 0 0 0 0 0Design 0 0 0 0 0Construction 720 0 0 0 0Maintenance 0 0 0 0 0


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.

Internal condition assessment of silos and bins

WP - 6

WWRF – BIOSOLIDS FACILITY IMPROVEMENTS (MECHANICAL)



Revenue 0 0 0 0 0 0





Project or Job No.:81011 Project Scoring


Future Focus Areas N/A N/A Quality of LifeHow Costs Were Derived: Total Score N/AEquipment Plan, Adjusted for Inflation

WP - 7

WWRF – EFFLUENT DISPOSAL ALTERNATIVE ANALYSISRegulatory – Based






Beyond 5 Years:

Project / Cost Schedule (in Thousands):FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

Preliminary Engineering 50 0 0 0 150Design 0 0 0 0 0Construction 0 0 0 0 0Maintenance 0 0 0 0 0




Revenue 0 0 0 0 0 0







Future Focus Areas 3 0 Quality of LifeHow Costs Were Derived: Total Score 21FY 2016 Engineering Estimate

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 dischage, 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.

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.).

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.

WP - 8

Sources: Esri, HERE, DeLorme, USGS, Intermap, increment P Corp., NRCAN, Esri Japan, METI, Esri China (Hong Kong), Esri (Thailand), MapmyIndia, ©OpenStreetMap contributors, and the GIS User CommunityFY 2017 - 2021 Largo Capital Improvements Program (CIP) Projects Overview Map

WP-2WP-4WP-6FP-7FP-8

FP-2

RP-3FP-2 RP-2

FP-5RP-2

RP-3

RP-2RP-3

FP-5

FP-4FP-6

FP-5FP-5RP-3

FP-2

RP-3

RP-3

RP-2

MP-8MP-8MP-8

FP-2

RP-2

FP-2

RP-2RP-3RP-5

FP-5

SWP-2

FP-5

SouthwestSouthwestRecreationalRecreationalComplexComplex

Largo MunicipalLargo Municipal Complex Complex

Largo High landLargo High landRecreation ComplexRecreation Complex

LargoLargoWastewaterWastewater

ReclaimationReclaimationFacil i tyFacil i ty

²0 0.5 1

Miles

Date Published: 3/28/2016 3:25:06 PM

Clearwater Largo RoadCommunity Redevelopment DistrictWest Bay DriveCommunity Redevelopment District

Facilities Projects

Mobility Projects

Recreation Projects

Stormwater Projects

Wastewater ProjectsCity of LargoCity Limits WP-#

SWP-#

RP-#FP-#

MP-#

MAP - 1

Sources: Esri, HERE, DeLorme, USGS, Intermap, increment P Corp., NRCAN, Esri Japan, METI, Esri China (Hong Kong), Esri (Thailand), MapmyIndia, ©OpenStreetMap contributors, and the GIS User CommunityFY 2017 - 2021 Citywide Pavement and Infrastructure Improvements

²0 0.5 1

Miles

Date Published: 5/12/2016 3:29:20 PM

FY 2017 City of LargoCity Limits

XX-00

PC-03

TR-06

PC-01

TR-03

TR-12

PC-05

TR-13

TR-36PA-02

PC-02

TR-72

FY 2018XX-00

FY 2019XX-00

FY 2020XX-00

FY 2021XX-00

MAP - 2

Sources: Esri, HERE, DeLorme, USGS, Intermap, increment P Corp., NRCAN, Esri Japan, METI, Esri China (Hong Kong), Esri (Thailand), MapmyIndia, ©OpenStreetMap contributors, and the GIS User CommunityFY 2017 - 2021 Largo Capital Improvements Program (CIP) Unfunded Projects Overview Map

RP-7

SouthwestSouthwestRecreationalRecreationalComplexComplex

Largo MunicipalLargo Municipal Complex Complex

Largo High landLargo High landRecreation ComplexRecreation Complex

LargoLargoWastewaterWastewater

ReclaimationReclaimationFacil i tyFacil i ty

²0 0.5 1

Miles

Date Published: 3/29/2016 10:06:12 AM

Clearwater Largo RoadCommunity Redevelopment DistrictWest Bay DriveCommunity Redevelopment District

Facilities Projects

Mobility Projects

Recreation Projects

Stormwater Projects

City of LargoCity Limits

SWP-#

RP-#FP-#

MP-#

M c K a y C r e e k

B a s i n S t a r k e y R o a d

B a s i n

L o n g Br a n c h

Ba s i n

A l l en s C r e e k B a s i n

SWP-6

MP-20

FP-11

RP-7

SWP-6

MP-20

MP-21MP-20

MP-20

FP-11SWP-6

SWP-7

MP-20

SWP-6

MP-19

FP-12RP-10

MP-20

MP-21

FP-9

RP-7

SWP-6

MP-18

MP-19 FP-10

RP-8

RP-8

FP-11RP-6

RP-10 RP-9MP-19

RP-6FP-12 FP-10MP-20

MP-20 MP-20 MP-20

Pinellas TrailDuke Energy TrailBasin Boundary

MAP - 3

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