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Fnom rHE DEsK oF . . .Trrue VouerCity Administrator

PO Box ll78Billings, MT 59103(406) 657-8430 FAX (40ó) 657-8390emoi l: volekc@ci.bi I lings.mt.us

TO:

DATE:

MEMORANDUM

Mayor & Council

Jan. L2,20t2

FROM: Tina Volek, C¡ty Administrator

SUBJECT: Priority Based Budgeting Documents

Budgeting are two documents for the Council's review. City Hall will be closed Monday,

Jan. 16, for the Maftin Luther King holiday.

The first document is the response from the Center for Priority Based Budgeting'sresponse to the request for proposals, outlining the scope of their seruices and theresults the City can expect from the process. The second is an example of resultsvalidation from Chandler, Ariz., which already has gone through the process.

As always, if there are questions, please let staff know.

e Center for Priorita Bøsed Bud e

the Center for PríorÎty Based Budgetíng believes that the City of Billings is well-posítioned to undertake theeffective implementation of the Priorîty Bosed Budgetíng process developed by the Center. Our process isbased entirely on the philosophy that the identified Results of any commun¡ty need to be clearly aligned withthe resource allocation decisions that are made duríng the budget process. This proposal details how the Citycan leverage and take advantage of the work ít has already completed to date and then continue forward withthefullimplementationof PríorityBøsedBudgetîng. lnaddition,theCenterbelievesthatwiththedevelopmentand utilization of its unique, interactive nFÍscal Health Diognostic Ioof', the City of Billings will be able to moreaccurately diagnose the root cause of its fiscal issues, determine the most appropriate treatment options,incorporate long-term forecasting and scenario planning ¡nto its decision making process, and finally see its true"pícture of Fìscøl Heølth" over the next few years.

The Centerstrongly believes that the process needs to be integrated into the organization's culture for the longterm and, to that end, would recommend that staff (ønd elected officiaß, if desiredl, who have not already beenintroduced to the concepß af PrÍority Bosed Budgetîng, gain a complete perspective on the process in an initial,on-site workshop. The workshop would engage them as participants from the outset of the process and helpdefine their roles and responsibilities so it ¡s clear what is expected of them. The Físcol Heøtth ønd WellnessOrientatíon Workhop would "kick-off'the project and would consist of:

o Conducting a one to two hour on-site workshop with executive administration, managers, supervisors,employees, and/or elected officials, who have not already been exposed to the Centels approach, inorder to achieve "buy-in" from these stakeholders that Frbcot Hedlth ønd Wellness, wíth emphasis onPriority Bøsed Budgeting, continues to be the appropriate solution for the City.

o Providing specific traíning to executive administration, managers and/or supervisors on the elements ofthe Fiscøl Health and Wellness model to achieve a greater understanding of what will be involved in thefuf f ímplementat¡on of the process, how Príority Based Budgeting works, and how it can be used toachieve the objectives the City is seeking.

Folf owing the orientation workshop, the Center will use the remainder of the day on-site to conduct a "ResultsSettingNalidation Exercise" and a "Result Mopping Exercise" with City staff and/or elected officials - theseexercises are described in greater detail in 'Steps 7 ond 2".of this proposal.

For the duration of this project (expected to conclude no later than June of 201.2),the Center would lead theorganization through a process to leverage what the City has already completed to date, in order to completelyaccomplish the five steps of Príoríty Based Budgetîng, with an approach to achieve the following key objectives:

o lmplement a holistic process that will align strategic planning with resource allocation decisions (budgetprocessl as well as performance measurement and management

. ldentify and define the overall strateg¡c City-wide goals and objectives (Resulæ) that the organization seeksto achieve

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Through the construction of "Results Mops," clearly define and articulate the "meoning" of the City'sResults to internalas well as externalstakeholders, thus providinga"roodmap" that guides the City in thedirection of resu lts-oriented resource allocation and decision-making(Díscuss as o future initiativel Strategize a framework for involvement of community stakeholders in

validating and/or helping to define the Cit¡/s Results

Develop a comprehensive list of programs and services offered by the organization and identifo the costs ofthose services in order to fully implement the Prîoríty Bosed Budgetîng process

' arid determìne the-degre-Eto-which-thosê programs-and-ser'¡ces contribute-to the-achievementof-o Evatuatethe identified Results through an objective scoring/evaluation process

Prioritize those services that highly achieve those identified Results as compared with those programs thatare less of a priority in terms of their impact on Resu/ts

Align and prioritize resource allocation decisions with the most valued and highly prioritized programs and

servicesDevelop the Centels unique "Resource Alîgnment Diagnostic Tool" for the City - providing an entirely "newlens" through which the City can clearly see where opportunities exist to refocus attention on programs thatare of the highest priority to the community and shift resources away from those programs that are nothighly relevant in terms of achieving the Cit/s Results f or the communityUndertake a strategic process that will achieve these stated objectives without requiring the City to move ata faster pace than desired, ensuring a successful and permanent shift in direction and philosophy

Demonstrate how this process can be adapted to evaluate significant capital projects and other one-timeinitiatives order to identifu those that are of the highest priority in terms of accomplishing the City's overallResu/ts

In addit¡on, the Center will also work with the City to develop and utilize its unique "Fiscøl Heolth DÎagnostÍc

Toof' that will provide the organization with a better understanding of its fiscal position and enhance thedecision-makíng process related to resource allocation to achieve the following key objectives:

o Af low the City to effectively "spend within its meons" and better understand the alignment of its ongoing

resources with ongoing costs as well as the alignment of its one-time sources of funding with its one-t¡meproject/spend i ng needs

o More accurately diagnose íts fiscal problems to better "prescribe" the appropriate treatmentso Integrate the costs of its future one-t¡me capital projects and ínitíatives into an interactive diagnostic toolo Utilize an interactive model to portray its historícal and forecasted financial position, allowing scenario

planning capabilities to assist decision-makers in incorporating a more long-range, strategic view that willhelp address the City's overall financial sustainability

Based on these key objectives, TheCenter recommends the following methodology and approach to assisttheCity of Biffings in undertaking the implementation of Fiscøl Heolth ønd Wellness through Prioríty Based

Budgeting.

7. DETERMINE RESULTS

Accurate prioritization of programs, reflecting the City's stated purpose, depends on the comprehensÎve

ídentification of the Results ít exÍts to achieve.

The Cíty of Billings' Communit'v lnvestment Pløn will be used as the starting point for identifoing the City's

"Results." The work already accomplished by the Cíty Council and City staff in preparíng this document helps set

the stage for establishing the fundamental reasons that outline "whf' the City provides services to the

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community. Using this plan as a foundation for the work to be undertaken will ensure that a d¡rect link existsbetween these previously stated objectives and the process through which all programs will be prioritized andCity resources will be allocated through the budget process.

ln Januarç the Center will facilitate a Results "vølidotion" exercise with Cîty staff and/or elected officials toreview the City's pref iminary Results as outl¡ned inthe Communítv Investment Plan (and subsequently estøblishResults Definitíons os described in Step 2: "Clorifu Result DeÍ¡nitions" below). This facilitated "validation" exercise

-Ís.speeifieal|ydesignedto-engagestaff.andlgr.e|eeted-offieials_inorder_toeare mutually agreed upon as the criteria aga¡nst which all programs will be evaluated, sufficientlycomprehensive in describing exactly "why'' the City exists to serve the community and clearly understood by theorganization before continuing with the implementation of the process. With these agreed upon Resu/ts as a

foundation for the work to be undertaken, a direct link can then be established between those statedgoals/objectives and the process through which all programs will be prioritized and City resources will be

allocated through the budget process.

Specificaf fç to help the City of Billings DETERMINE RESULTS. the Center will offer the following services:

. Leverage the strategic planning efforts already identified by the City inits Communitv Investment Plan asitworks to articulate ¡ts stated Results for the purposes of Prioríty Based Budgeting.

. Develop a list of recommended Results fromthe Communitv lnvestment Pløn document to confirm that theCity's current Results are complete, and engage in dialogue to address any ßesu/ts that may not have been

identífied.

' Work with the City to finalize a comprehensive list of ßesu/fs to be used in the Priority Bøsed Budgetíngprocess through a fac¡l¡tated Results "validation" exercise with City staff and/or elected officials.

2. CLARIFY RESULT DEFINITIONS

Precision in Prioríty Based Budgeting depends on the cleor artículatìon of the cduse and effect relationship

between d progrum ønd a defined Result. W¡th clearly defined Result Mops, detailíng the føctors thatínfluence the Results the City is in business to achieve, ít cdn seek to minimize subjedivity in the process oflinking those Results to programs or seruices offered to the community.

During the initial on-site workshop, the Center will lead the City's Management Team (and other stafÍ, if desiredl

through a facilitated exercise to develop comprehensive defínitions for the Cíty's ßesults that were validated as

outlined in "Step 1". Participants in the "brainstorming" exercise will contribute by expressing all of the many

ways that the Ci!y's Results can be achieved, and then organizing all of those answers into similarly themedgroups that form the basis for each of the Resu/t definit¡ons. The technique is called AÍlint$ Diagrommíng, a

proven and powerful method that: a) gathers large and comprehensive amounts of information about all of thedifferent ways the City's Results can be defined, and b) does so in an extremely efficient manner that makes themost optimaf use of the participant's time (obout 4 to 6 hoursl while still producing complete defínitions.

Folfowing the exercise,the Center will produce draftResult Mapsfor each of the City's stated ßesults. These

Result Møps provide a simple, graphic way to organize and articulate the concepts identified in the facilitatedexercise as the definitions around each Resu/t. The Center will present the City's Management Team with theResult Maps lor revisions and refinement, in order to make sure that ßesult defìnitions are clear, and that they

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are expressed in the Cíty's "own wordl'. Once the Result Møps are refined, they will serve as one of the key

criteria for program scoring, which will take place in "Step 4" outlined below.

Specifically to help the City of Billings CLARIFY RESULT DEFINITIONS, the Center will offer the following services:

. Utif izing the proven "Result-mappíng" exercise, the Center will facilitate a workhop to assist the C¡ty ¡n

defining organization-wide goals, outcomes and objectives relative to each identified Result. The workshop

incoaioiåtés affirmativé iñquiry teètrn¡quès anO open-endöd quest¡oni'ne to earnei söêcific responses thathelps define the organization's ßesults.

. Facif itate a cof f aborative discussion during the workshop to also establish a "Governance Result Møp" thatwill support the prioritization of internally focused programs (i.e. Finance, Legø[, Humon Resources,

I nfo rm atio n Tech n olo gy, etc.l.

I Develop "Result Maps" for each of the identified Results for approval by staff and/or elected officials,f everaging any work already completed to articulate the associated definitions ("sub-results") for each of the

stated Results.

r Coach and advise staff on how to facilitate a process w¡th elected officials to "weigh( the relative

importance of the organization's stated Results, which establishes the Result weighting fadors utilized in

the calculation of program scores-

. Facilitate a discussion with City staff regarding the possibilitíes of incorporating citizen engagement in thevaf idation of Resuffs and Result Definitîons for future budget cycles.

The grøphÍc thot foltows íllustrotes a "Result Map" from the Cíty of Boulder, Colorødo thot clearly defines the¡rResult of øchieving a "Søfe Community."

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3. IDENTIFY ONGOING PROGRAMS qnd SERVICES

Dífferentiating programs and seruices offered by the City to the community, as opposed to drowing only ø

comparison betvteen eøch of the îndividual departments that províde services to the community, buílds o

common understonding of exactly what the overøll Cíty organization offers to its citizens and leods to ø more

effective medns of making dîscrete resource allocation decìsions through the Príorîty Based Budgeting

pIo-cess.

Once an organization has determined what it is "in business to do" by identifying and defining the Results the

community wants to achieve, it is important to determine exactly what programs and services are being offered.

Many organizations attempt to "prioritize" their spending by comparing one department against another rather

than determining which of the typically hundreds of programs and services offered across the organizatíon are

more highly valued by the community than others. By developing a comprehensive list of programs and services

offered by the organization and identifying the costs of those services, the City will be able to better understand

at a more discrete level what programs it provides and how much it costs to provide them.

Specifically to help the City of Bif lings IDENTIFY ONGOING PROGRAMS and SERVICES. the Center will offer the

following seruices:

¡ Coach the organization in the development of Program lnventories, including facilitating a Program

lnventory Training Workshop webinar to help City staff gain a better understanding of how to identify and

define the individual programs and services that are offered by each department and provide guidance in

distinguishing between a task (too small to be considered a progrom) and a department/division (too large

to be considered a programl.

. Provide Program lnventory worksheets for departments to use in compiling their listing of programs,

including program costs and associated full-time equivalents (FTE).

. Provide sample Program Inventories from similar organizations who have worked with the Center to assist

City staff as they begin to develop their own Program Inventories.

. Offer quality control in support of the City's overall efforts in developing Program lnventories.

. Provide guidance and coaching to the City on techniques and methodologies used in calculating program

costs (including direct ond indirect costs) and identifoing the number of staff associated with each program

offered (if desired).

. Assist in analyzing and utilizing appropriate tools to efficiently and effectively identifo program costs and

incorporating the information provided in the City's currenl Cost Allocatíon PIøn.

4. VALUE ONGOING PROGRAMS BASE?,ON RESULTS

W¡th the right Results, and with clear definítions of those Results, the City ís then ready to more accurately

pldce a value on îndividuøt ongoing programs relat¡ve to its influence on achieving the organization's støted

Results.

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In program scoring, it is essential to give departments the opportunity to first score their own programs, relative

to the City's Results and demonstrate why they believe their programs are influential in achieving those Results.

This gives departments the chance to provide their own unique intelligence on their own programs whích no

one else but the program providers would have known. Again, not only does this help solidify organizatíonal

buy-in but at the same time provídes a more thorough and complete understanding about everything the

organization does and how those programs help achíeve the identifíed Results (i-e. "why" we offer the program).

--------The Peer Review process then-provides-for-an authentication-process-to-validate the-department's belief-that

the¡r programs indeed are relevant to the City's Results. Several organizations have commented that, unlike

other more conventional approaches to performance measures, Peer Revíew provides a forum for a better

discussion leading to a clearer understanding of how programs truly influence Results. Furthermore,

departments gain an organization-wide perspective about programs being offered across the Cit¡ which has led

to the uncovering of program redundancies. This step in the process has also led to cross-departmental

collaboration, as departments find out that they provide similar programs to other departments. This process

has also contributed to changes in organizational culture as departments are tasked with the duty of objectively

analyzing programs that aren't their own (i.e. o "iury of their peers").

The effect of Peer Review has been remarkable, not only for the purposes ol Priority Bøsed Budgeting, but for

bringing an organization together to look at the programs they offer in the context of how they collectively

achieve the Results that citizens find meaningful. In a sense, Peer Review begins to break down the old

departmental "silo!'and lets staff see the world from a more global perspective. Ultimately, it is through this

step that more accurate program scores emerge, that a better understanding of programs is developed, and an

assurance that the outcome of the entire process is objective and valid'

Specifically to help the City of Billings UALIIE ONGOING PROGRAMS BASED ON RESIíLTS. the Centerwíll offer

the following services:

r Facititate a discussion to identify "Basíc Program Attributet'with the Cit/s Management Team to

determine what characteristics in addition to the Cit¡/s Results make a program a high príority for the

community.

o Devefop and create "Progrøm Scorecørd{ that facilitate the Ci{s effort to score programs based on the

program's influence on Results, and based on the selected "Bøsic Program Attributes".

¡ Develop and support the Peer Review process to engage the Ci!y's internal stakeholders (i.e. staff and/or

elected officials) as well as other external stakeholders, if desired, in evaluating program scores,

interviewing program managers to hear evidence to justify program scores, and then recommending

program score adjustments where appropriate value programs based on the organization's stated Results

(as defined by the "Results MøPs").

¡ Calculate and apply the "we¡ghting facto/'to each Result as determined by the responses from the "Results

Weighting" Exercise.

¡ Calculate final program scores and develop the quartile rankíngs for a¡l the CiVs programs and services

based on their relative score.

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5. ALLOCATE RESOURCES BASED ON PRIORITIES

IJltimøtely, the Results identified ønd defined hy the City dnd the programs thqt dchíeve those Results become

cleørly articulated in the budget through a process ín whích resource allocation decìsions are linked to the

príorítízation of those índividual progroms and seruices.

on-c-e plpera¡ubay-9-þ--ee¡-cçlled acain-sl-lhe Re-sqþ a¡d al9-þ-t!ygYg!¡-e d,e!çrmt¡edJbeS¡life-!-s¡eltbS- ÇËVi¡

offered services can be arranged in order of "híghest priority'' (those programs most relevant ¡n achieving the

City's stated Resuttsl to "lowest priority'' (those programs that are less relevant in achieving those ßesu/ts). The

programs are then grouped into four "Quartilet' based on the similarity of the scoring ranges, with Quartile 1

representing those programs of the highest priority and Quartile 4 including those programs of the lowest

priority. f ndividual program costs are then associated with each program in order to develop a final "Spending

Arroy by Quartile." fhe @nter takes this information and develops a customized "Resource AlígnmentDiøgnostic Tool" that can be utilized by the organization in 1) assessing its spending profile ¡n terms of aligning

resources with identified priorities; 2) developíng "target budgets" for departments based on the¡r individual

prioritized spending profile and 3) analyzing programs using the "Resource Alígnment DíøgnosticTool's" unique

fi ltering capabilities.

The screen cøpture obove demonstrates the front pønel of the Resource Alígnment Dìognostic Tool for the Cíty

oÍ Míssion Vieio, Cølîlornío.

With the "Resource Alîgnment Didgnostic Tool",the City will have a "unique windout/' to see their programs not

only in terms of their relevance to Resu/ts, but also in light of mandates, fee structures, citizens' reliance and

community partnerships. Thís uniqu e "len!' allows staff to efficiently analyze programs and gain insights into

areas such as:

' Dired VS. indirect costs for services. programs supported by specific user-fees VS. those funded through generol government revenues (toxes)

. Stringently mondated seruices VS programs without any legislotive requirement

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. programs that the community depends exclusively upon the City to provide VS programs oflered by

other entities in the community (privote, non-prolit, etc). programs thot highly achieve one or more of the City's stated Results VS those progrsms that do not help

to ochieve øny of those Results.

In addition, the "Resource Alígnment Diagnostic Tool" provides staff with a way to engage in more powerful

and meaningful discussíons that address questions such as:.--Whot-services-øre-truly-mondøted-to be-provided by-the-eity;and-how mueh-does it eost to-fuffill-those- - - .--- i'

mondotes?t What progroms ore most oppropriote to consìder a discussion obout estoblishing or increasing user-fees?

, Whot programs are most appropriate for discussions about partnershîps with other service providers in

the community?. What services might the City consider "getting out of' the business of províding altogether?. Where are there opporent duplicøtions in seruices offered ocross the organization thot might lead to a

meani ngful efficiency discussion?. How can succession planning be incorporated to focus on trøining staff providing lower priority progrdms

to fill the positions left vacant ín higher priority programs?

Specifically to help the City of Billings ALLOC,ATE RESOIIRCES BASED ON PRIORITIES, the Cenferwíll offer the

following servíces:

o . provide recommendations on ways to integrate the outcomes of the Príority Based Budgeting process into

discussions regarding resource allocation strategies (inctuding the colculation of torget budgets for each

departmentl for the upcoming budget rycle.

¡ Facilitate resource allocation discussions related to ongo¡ng revenues to guide priority-driven budget

decjsions and ensure that resource allocation starts with available revenues, as separated into ongoing and

.one-time sources, demonstrating that the City has adopted the Físcol Heøltlr principle of "spendíng wíthîn

its meant'.

o Devefop a customized, interactive "Resource Alignment DiognostÎcTool"that will guide all resource

allocation calculations based on the prioritization of programs and the amount of revenue available

(otlowing ollocationsto be summorized by Fund, by Depørtments' etc-l-

r provide training and coaching to City staff on the full functionaliÇ of the "Resource Alignment D¡agnostíc

Tool" sothat it can be fully utilized during the budget development process.

o prepare a high level interpretative analysis of the data available in the "ßesource Alígnment Díognostic

Tool,, and identifo opportunity areas for discussion related to programs and their continued relevance to the

organization.

o Assist the C¡ty with the presentation of the FÍscal Year 2Ot3 budget to demonstrate how Príoríty Bøsed

Budgetíng was used to enhance decisíon-makíng.

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Heølth assessment)

Fiscdl Health con only be achieved by properly díagnosìng the symptoms and causes of an orgdnízatíon'sbudget issues, allowíng it to "prescríbe" the correct trestments that can allevídte íts fiscdl dístress. Once an

orgonization ís fiscølly healthy, it can then become tînanciolly sustøinable ín the long term by împlementîng ø

FíscalWellness reglmen that revolves around the principles of Priority Based Budgeting't-

ln the Centels work with local governments across the country, we've seen the "Fiscøl Heølth Diagnostíc Tool"profoundly change the conversation ín those organizations. Elected officials have adopted the "DíøgnosticTool" as their preferred means of communicating with staff regarding the fiscal impacts of any decision they areconsidering - asking staff to "show uC' the potential impacts using the "Red Line / Blue Líne" graphic model.

Organizations have entered into labor negot¡ations with their bargaining units by using the "Díognostic Tool" as

a way to quickly gain agreement on the assumptions behind the City's fiscal forecasts, therefore establîshing a

basis of trust in the discussion. Once the assumptions are understood, the City can model the bargaining units'requests to demonstrate impacts to the City's físcal position. This graphic depiction has also been used toeducate City staff and the community about the organizatÍon's fiscal situation in a way that everyone can

understand. Most recently, the power of the "DÍagnostíc Tool" has helped a Water and Sewer District sequencethe implementation of capital projects, understand the ongoing impacts of those projects, and effectivelydevelop rate increases by better understanding their ongoing and one-time sources and uses of funding in theiroperation.

From these experiences, and from our conversations with City staff, the Center strongly believes that our " Fiscol

Health DíøgnosticToolhas the needed capabilities to put decisÍons into a better perspective foryour elected

officials, to tell the story of your organization's financial condition using a picture, and finally to help manageyour Fiscal Heolth as you look towards the future. -lhe "dashboard' qualities of the "Dîagnostic Tool" provides

for an immediate and interactive depiction of various scenarios and decisions that face the City and provides

improved cf arity in the simple and "unified picture" that everyone can see.

Most importantly, the "Físcol Heolth Díagnostic Tool" works in tandem wíth the PrÍority Based Budgetingprocess and the "Resource Alignment Diognost¡cTool".The City will be able to determine its fiscal position, thesize of any budget short-falls (or, potentially in years to come, excess revenues over expenditures), and theimplications of its long-term decisions by virtue of the analysis capabilities of the "Diognostic 7ool". Then in

order to "spend within its meont', to achieve ongoing and one-time alignment and to address its projected físcal

position, the City will have the "Resource Alîgnment Diøgnostic Tool" from the Prîority Bøsed Budgetingprocess to actually make the changes in spending necessary to balance the budget in a way that is alignment

with the community's most valued results.

The following steps will be completed in as part of the overall project alongside the implementation of the City's

Priority Based Budget ng process:

Depending on the amount of financial history that the City wants to incorporate and how easily accurate and

complete financial records can be produced, the Center will assist the City in accumulating the data required tosufficiently populate the "Fiscal Heølth Diøgnostìc Toof' to model the City's General Fund and up to threeadditional accounting funds of its choice. Most of the current and prior year financial data needed should be

readily accessible from the City's automated financial system. In addition there may be other financial

information and data that will have to be manually gathered. An example of data that may not resíde in the

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City's financial system, but is relevant to the construction of the model might be a copy of the City's reservepoficies for the accounting funds being modeled. The Center will develop and provide the City with a listing ofthe required data, refining the list as necessary, based on the availability of the information. With regard to thedata that ís pertinent to future financial forecasts, the Center will work with the City to determine whatinformation mîght already exist that could aid in the development of revenue and expenditure projections as

welf as future scenario modeling expectatíons (see "Financíal Forecøsting Workshop).

iIOnaoína versus One-time Analvsis

The Center will work with the City to engage in an analysis of the City's revenues and expenditures in order todifferentiate between "ongoíng" and "one-time" sources and uses. Throughout this analysis, the Center willconfer with the City to appropriately classify the sources and uses as"ongoingl' ot "one-tíme" ín nature, and in

some instances may propose that a portion of a particular source or use be split between a classifícation of"ongoing" and "one-time" - where a portion of the source or use is determined to be reliable or predictable,

and another portion is more volatile or speculative.

c Revenue Analvsis: For each of the funds being modeled, the total sources of revenue to the City

will be differentiated between "ongoing" sources - those that are reliable or predictable sources ofincome - and "one-tîme" sources - those that can only be "spent' once. Examples of "ongoíng!'revenue streams include the "reliable" component of sales tax revenues, franchise fees, utility rates

and charges for services. Examples of "one-time" sources include fund balance (reserved orunreservedl, grants that are one-time in nature or have a certain "expiration" date, fees for specificprojects or initiative, and potentially volatile interest income.

. Expenditure Analvsîs: For each of the funds being modeled, total expenditures will also be

differentiated between "ongoing" costs - those expenditures related to the ongoing operations ofthe Citv - and those uses that are more "one-tíme in nature. Examples of "ongoing" costs includepersonnel (salary and benefits), supplies, energy, regular maintenance and other daily expenditures

association with the day-to-day "running" of the City. Examples of those expenditures that are more

"one-time" in nature include capital projects, other projects or initiatíves undertaken once or on a

less than annual basis, emergency / contingency initiatives, or other non-recurring cash outlays.

The cuf mination of the analysis of "ongoing" and "one-time" sources and uses, combined with the additional

data collected that relates to the City's financial policies (for instonce, the City's fund balance reserve policiesl,

wilf provide the Center with the requisite information to build the Ci$s customized "Fiscal Heølth Diagnostic

Tool" for each of the accounting funds chosen to be modeled. The initial "Díognostic Tool" development willdepict a perspective of the City's current Fîscol Heølth, complete with the historical data for prior years. The

final step of the process (see "Financiøl Forecøsting Workshop") will generate the information required to allow

the City to develop future planning assumptions sufficient to support the use of the "Diognostìc Tool" as a

" sceno rio-pla nni ng" dashboard.

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The true value of the "Fiscol Health Didgnostic Tool" is its ability to visually display a variety of historical,

projected and "whot-if' data, in an analytical format - a virtual "doshboard' approach. This will provide a way

for the City to assess and explore future scenarios and initiatives in an interactive and "reoFtime" environment.

The Centerwill work with the City to review future assumptions (for both revenues ond expenditures) to be builtinto the model, as well as potential decisions that the City wishes to model and then evaluate the impacts of

those deciSions.

The Center will also work with the City to develop an inventory of known future decisions, both of an "ongoiny''

and "one-time" nature that may impact the CiVs future "picture of Fiscol Heølth." Certainly, a list of what is

included ¡n the Cit/s Capital lmprovements Plan (CfP) relative to the account¡ng funds being modeled is an

example of the types of future "decisions" that could be accepted, denied, or sequenced over various time

periods, with each scenario producing a different outcome for the City's future Físcal Health.

Final Refinement of the "Fiscal Hedlth Didanostic Tool"

With each of the assumptions developed, the Center will complete the City's "Fiscal Health Diagnostic Tool" for

each of the selected accounting funds and train the appropriate staff as to how the models can be easily

updated. A graphic example of the "Físcøl Heølth Diøgnostic Tool" for the City of Thornton, Colorado's General

Fund is depicted below to illustrate what the final "Diognostìc Tool" for the City of Billings will resemble.

ln addition to the development of the "Fìscøl Heolth DiøgnostÍc Tool",

Diagnostic QuestÍonnaire" in order to assess the overall Físcøl Health

compliance with the five points of good Fiscøl Health

The Center will utilize its "72-Pointof City of Billings, to evaluate its

16

o "SPend wìthin Your means"o Establish and maintøin rese^tes

o Understond voriances

o Be tronsporent about the true cost oÍ doing business

o Incorporate economic analysis and long-term plonning into decision-møking

Through the use of the " F¡scdl Heatth Diagnostic Tool' , the Center will provide the City with the ability to better

--,'d.iagnose,,itsfisca|conditionand-applythemostapp|.oriate,interactive and "real time" lool the City will be better able to graphically present ìts financial position, both

from a historical perspective and a future projection perspective, to internal as well as external stakeholders.

l7

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Vqlidqtin

iC¡ty of Chandler, Arizonar Results Validation Exercise

lnvest $l0O in Results, qccording to their

the Res ults o

CW ot Chandler's Res¿rl¿s

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Summary of Results Validation ExerciseE Number of lnvestors I Total Amount Invested

^o.-.'o ,-'-t C ,"-- a,'"' sou' "C -C .*$ """

^.-.""" ,..."d "C "êo- ^è"u'- .-"t* ."-"* *-d -oon ,'o*dcP ++u'

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Mondzy Õctober 24

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=250 3zoo E150 :loo Ës0Ë0Ê.

What Can

"Resu ltso Are the City's stated Resu lts the right Resu lts

to use for this process,o Are there "new" Results that would

Be

comprehensively state what the City is

Val¡datio n"

business to do,

Are there any Results that are no longer val¡dand shouldn't be included in program scoring,

For the Results that are val¡dated, are thereany that should be combined or re-stated

Le arned from theExercise

in

 

 

 

 

   

 

 

 

 

 

 

We invite you to join us 

for a Ribbon Cutting 

Ceremony for the Swords 

Park Trail II on Tuesday, 

January 17, 2012 at 

12:30 pm. 

Directions: From Main Street go west on Airport Road, turn left at the intersection of Rimtop Road and Airport Road. Go past the parking lot. At the stop sign turn left onto Black Otter Trail Road (no street sign). Go east approximately .6 mile (go past electric substation on the left). Park on the side of the road, parking is limited so car pooling is encouraged. 

1

PLANNING DIVISION Planning and Community Services Department 510 North Broadway 4th Floor Billings, MT 59102 406-657-8246 www.ci.billings.mt.us/planning

December 2011 Report

To: Board of County Commissioners, City Administrator, Mayor and City Council, Planning Board, Zoning

Boards and Commissions, Planning and Community Services Department Director

From: Wyeth Friday, AICP, Planning Division Manager

Date: January 12 , 2012

Below is a list of items that the Planning Division has been working on for the past month. Meeting Management and Support

Planning staff supported the regular meetings of the following Boards and Commissions in December 2011. Each entity met once unless otherwise noted:

• Yellowstone County Board of Planning

• City Zoning Commission

• City Board of Adjustment

• County Zoning Commission

• Historic Preservation Board

Long-Range Planning Projects:

East Billings Master Plan Implementation – A final draft of the Form Based Code (FBC) for the EBURD is being prepared for review by the Steering Committee to prepare it for final review and adoption in early 2012. An Exposition Gateway Master Plan and a Hospitality Corridor Plan are also being coordinated with the City, County, Chamber, and BSEDA. BSEDA has prepared a draft RFP for the Exposition Gateway Master Plan and has identified some grant funding sources, but is still working to secure all of the local funding needed to launch the project. Planning staff has included partial funding of these projects in its 2012 Unified Planning Work Program based on the availability of other funding and staff resources. All of these projects are expected to be underway in 2012. Please visit www.eburd.com for a description of this and other EBURD projects. South Billings Boulevard Urban Renewal District Master Plan – AECOM Technical Services is the lead consultant on a multi-disciplinary team to develop a master plan for the South Billings Boulevard Urban Renewal District (SBBURD) area. The Draft Master Plan was presented to the Yellowstone County Board of Planning for a public hearing on November 22 and final review on December 13. The Planning Board on December 13 provided a recommendation of approval on the Plan to the City Council. The Council will be

2

presented with the Plan at its Work Session on February 6, with formal action expected at the February 13 regular Council meeting. This master plan is funded through the SBBURD tax increment funds. This project is expected to be completed in early 2012. Please visit www.southbillings.com/ for more information. Infill Policy Development – The City Council approved an Infill Development Policy at its meeting on December 12. The policy effort was based on the successful infill workshop hosted by the City of Billings in April, and the work of an ad hoc committee that drafted the infill policy for the City. Staff is now evaluating the best approach to moving forward with implementation of the strategies in the new Policy in 2012. Sustainable Communities Challenge Planning Grant – The EBURD Project Steering Committee met on December 15 and is continuing to pursue funding sources and project ideas as the group represents more than 20 community partners working to implement the EBURD Master Plan and support projects in the EBURD. More information on the efforts of this group is available on the EBURD website at www.eburd.com

Grant Funded Projects

• FEMA Grant for West End Flood Mitigation/County Pre-Disaster Mitigation Plan Update (PDM Plan) – Staff is administering the grant and staff along with a Steering Committee is working with the consultant team. FEMA provided some initial review comments on the PDM Plan Update and the West Billings component. The comments centered on the level of participation of the Town of Broadview in the PDM Plan and staff is following up with the Town of Broadview in relation to the comments received. Local adoption by the Billings City Council, Board of County Commissioners, Town of Broadview, and City of Laurel of the PDM Plan Update and the West Billings component is now expected in February 2012.

• A DNRC Renewable Resource Grant is also being administered by staff in conjunction with FEMA grant referenced above and will follow the same two year schedule.

• Division staff continues to help manage the $1 million Energy Efficiency and Conservation Block Grant on behalf of the other City Department grant recipients. The grant is partially funding a new hybrid bookmobile; a large portion of the Swords Park Trail, Phase II, training for Building Division inspectors to enforce the 2009 International Energy Conservation Code (IECC), and the technical audit for the City’s Performance Contract project to make multiple City facilities more energy efficient. The Performance Contract was closed out in September and the Swords Park project is expected to be completed in December 2011. The hybrid bookmobile contract was awarded and delivery is expected next fall.

Community Events/Training

The Division hosted one webinar for staff and the public in December. The webinars are advertised via email and on the Division’s website and anyone is welcome to attend. The webinar topic in December included: Wasted Love: The Irresistible Benefits of Regional Food Waste Planning

Special Projects/Assignments

• The Planning Division in conjunction with the Building, Community Development and Code Enforcement divisions hosted a contingent from the Billings Association of Realtors for an information presentation on the services provided by the various Divisions. The Realtors provided many questions and the presentations covered topics ranging from building code requirements, to subdivision processes, to the First Time Home Buyer Program and weed violations.

• LSC Transportation Consultants were given the contract to conduct a feasibility study for a downtown circulator bus. Staff is working with MET Transit, MSU-Billings, the Downtown Partnership, Billings Clinic and St. Vincent Healthcare and other stakeholders to determine the feasibility of a downtown transit circulator bus system to move people from MSU-Billings through the medical corridor to downtown and back. The consultant will look at operation and capital equipment costs and determine if a downtown circulator bus pilot project is feasible and suggest ways to improve its success.

3

• Staff continues to work internally and meet with City IT staff to work on initial conversion of the Planning Division’s permits into the new Innoprise project management software system. The permit conversion process is expected to take place in 2012.

• Based on the 2009 Legislative changes, and now changes in the 2011 Legislature in relation to land use regulations, staff has drafted proposed changes to the City and County zoning regulations. Staff started this effort in September and has provided draft updates to the Board of County Commissioners and City Council. Initiation of these amendments by the governing bodies and moving the amendments through the public hearing process is expected in early 2012.

• Serving on Healthy by Design Advisory Committee through Riverstone Health to participate in various grant programs to review implementation of the healthy community strategies in the 2008 Growth Policy, and serving on the Billings Area Food Policy Council with the other community stakeholders on issues relating to healthy food policy and access in the community.

• Serving on Traffic Control Board

• Serving on Billings Preservation Society

• Serving on Steering Committee for East Billings Environmental Assessment Program

• Attended Monthly Homebuilders Association Meeting with City staff

• Facilitated South Billings Boulevard Urban Renewal District Association monthly meeting

• Facilitated Billings Industrial Revitalization District monthly meeting

See Staff Project Priorities and Application Review Activity in FY2012 Below

4

Planning Division Staff Project Priorities 2011 - 2012

Project Priority Completion Date

EBURD FBC Adoption and Implementation* 1 12/1/11

Vacant Housing Ordinance 1 11/1/11

Complete Street Policy Adoption** 1 9/1/11

Business License Ordinance** 1 8/1/11

EECBG Administration 1 2/1/12

FEMA/DNRC PDM West End Flood Grants* ** 1 12/1/11

Infill Policy Development* ** 1 12/1/11

SBBURD Master Plan/TIFD Implementation* 1 2/1/12

Bike Way and Trail Plan Update* 1 4/30/11

Community Outreach and Planning Mill Levy* ** 1 Ongoing

City/County Subdivision Reg. Legislative Updates* 2 12/1/11

EBURD Mini-Master Plan -Exposition Gateway 2 2/1/12

Hospitality Corridor Study (Hwy 87 River Bridge - Airport Rd.) 2 12/1/11

Downtown Electronic Walking Tour 2 9/1/11

Feasibility Study - Mystic Park to Riverfront Park Trail 2 6/1/12

Zoning Text Legislative Amendments* 2 12/1/11

Correctional Facilities Zoning Amendment Memo* ** 2 6/1/11

Update Records Retention/Review Process* 2 10/1/11

Highway 3/Airport Road Corridor Study* ** 2 10/12/11

Historic Pres. Ordinance Update* 2 6/1/11

Scan/Archive City/County Historical Zoning Maps 2 10/1/11

CTEP 3 Ongoing

Innoprise/ HTE2 Conversion Preparation* 3 2/1/12

Web Page Maintenance City/County Webpage 3 Ongoing

Wind Turbine Regulation 3 12/1/11

Worked on in December

Completed

* Aligns with 2011 Planning Work Plan

** Aligns with Council/Administration/BOCC Initiatives

Priority Index

1 = Next 3 Months

2 = Next 6 Months

3 = Next 12 Months

5

SUBDIVISIONS July Aug Sept Oct Nov Dec Jan Feb Mar April May June

YTD

Totals

Pre-Application Meetings

City 0 2 1 1 0 0 0 0 0 0 0 0 4

County 1 2 1 2 1 1 0 0 0 0 0 0 8

Total 1 4 2 3 1 1 0 0 0 0 0 0 12

Preliminary Plats

City 2 0 2 0 0 0 0 0 0 0 0 0 4

County 0 1 0 1 1 1 0 0 0 0 0 0 4

Total 2 1 2 1 1 1 0 0 0 0 0 0 8

Final Plats

City 1 2 0 1 3 1 0 0 0 0 0 0 8

County 0 0 0 1 0 1 0 0 0 0 0 0 2

Total 1 2 0 2 3 2 0 0 0 0 0 0 10

Exempt Plats

City 2 0 0 4 0 1 0 0 0 0 0 0 7

County 0 0 4 6 0 4 0 0 0 0 0 0 14

Total 2 0 4 10 0 5 0 0 0 0 0 0 21

ZONING

Neighborhood Meetings

City 0 0 0 1 0 1 0 0 0 0 0 0 2

County 0 0 0 0 0 0 0 0 0 0 0 0 0

Total 0 0 0 1 0 1 0 0 0 0 0 0 2

Zone Changes

City 1 1 0 0 1 1 0 0 0 0 0 0 4

County 0 0 0 0 0 0 0 0 0 0 0 0 0

Total 1 1 0 0 1 1 0 0 0 0 0 0 4

Special Reviews

City 2 0 1 0 1 2 0 0 0 0 0 0 6

County 0 0 0 0 1 0 0 0 0 0 0 0 1

6

Total 2 0 1 0 2 2 0 0 0 0 0 0 7

Variances

City 2 3 3 2 1 4 0 0 0 0 0 0 15

County 0 0 0 0 0 0 0 0 0 0 0 0 0

Total 2 3 3 2 1 4 0 0 0 0 0 0 15

Medical Corridor 0 0 0 0 0 0 0 0 0 0 0 0 0

Zoning Clarifications

City 6 8 6 9 2 5 0 0 0 0 0 0 36

County 0 0 0 0 0 1 0 0 0 0 0 0 1

Total 6 8 6 9 2 6 0 0 0 0 0 0 37

Zoning Compliance Permits (YC) 0 2 6 2 1 4 0 0 0 0 15

Fence Permits

City 15 15 17 5 5 0 0 0 0 0 0 0 57

County 0 1 0 0 0 0 0 0 0 0 0 0 1

Total 15 16 17 5 5 0 0 0 0 0 0 0 58

Sign Permits

City 10 24 15 22 21 15 0 0 0 0 0 0 107

County 2 0 1 0 0 2 0 0 0 0 0 0 5

Total 12 24 16 22 21 17 0 0 0 0 0 0 112

Temp. Sign Permits

City 1 1 3 0 0 1 0 0 0 0 0 0 6

County 0 0 0 0 0 0 0 0 0 0 0 0 0

Total 1 1 3 0 0 1 0 0 0 0 0 0 6

Temp. Use Permits

City 0 4 1 0 2 2 0 0 0 0 0 0 9

County 0 0 0 0 0 0 0 0 0 0 0 0 0

Total 0 4 1 0 2 2 0 0 0 0 0 0 9

Building Permit Reviews 55 60 58 63 52 29 0 0 0 0 0 0 317

City of B¡llingsPublic Works Administration

Public Works Department2224 Montana Avenue - 2no Floor

Billings, MT 59101Office (406) 657-8230Fax (406) 237-6291

Public Works"Workina for You"

To:

From:

Date:

SUBJECT:

Christina Volek, City Administrator

i"îî'*Hîå"å'' úW$T$ó i re ct or

ECEIVEDJAN | 0 2012

Clty Adminiehator

MONTHLY REPORT _ PUBLIC \ryORKS DEPARTMENT

The following is the Public Works Department's Monthly Report for December 201I.

Engineering Division

and seeding will be done in the spring.

and installation of floor grating. Tank disinfection and leak test will be done in the springafter SCADA communication is established.

contractol has been given a list of items to fix. Dickie Park: Sprinklers are installed.Additional topsoil and seeding will need to be completed next spring.

offer has been made to the land owner.

inspection scheduled for early Jantary. Assessments to be spread this winter.

Property owners have received updated appraisals.

professional services.

commence as weather allows. Preliminary design and research are underway.

to begin in the spring.

projects city wide.

DOWL HKM was selected.

spring.

delivered. Signal poles/equipment is scheduled for installation in January.

be completed in the spring.

locations to be done in the spring when weather permits for final completion.

throughout the City. This project will be completed this spring.

laying with only some punch list items remaining to be completed in the spring.

completed. 9tr' St'West and Ave B are delayed until the spring to allow the city to repair

a faulty water valve. Additional areas are under design to be completed next year.

ramp/stairs to bridge. The bridge in Joliet has been inspected.

and results of preliminary study.

this facility. Consultant contract is underway.

proposals from frrms for professional services. Great West Engineering was selected.

W.O. I2-01 Water and Sewer Rehab: DOWL-HKM was selected for Schedule I whichgenerally includes sanitary sewer between 9'l'& 15'l' Street West from Avenue C to

Parkhill Drive and two short segments in the Yellowstone Country Club. Water and

sewer replacement on Grand Avenue near RehbergLane is also included in Schedule II.Sanderson Stewart was selected for Schedule II, which includes water main replacementon Montana Avenue from N. 13tl' to N. 31't Street and in S.27rh SÍeet from 5tl' AvenueSouth to State Avenue. Survey and preliminary design is underway with summer 2012

construction planned.

W.O. I2-05 Five-Mile Lift Station Replacemezl.' Morrison-Maierle was selected and the

small Preliminary Design Study is underway. The report is due by month-end with fall2012 construction.

't4/.O. I2-08 Library/Underriner Demolition: Working with private utilities on relocationof utilities out of the alley. Tetra Tech is testing Underriner building for asbestos. 02Architects is working on specifications for demolition of the building.

W.O. I2-10 Broadwater Trail Connection: Survey is being completed with the design to

follow this winter. The project will be bid in early spring.

W.O. I2-l3 Integrated l4/ater Plan Implementation Reuse and Reclamation Study. HDRwas selected and is currently working with staff to scope the project. The project shouldbe under contract in February.

W.O. I 2- I4 IWPI Wastewater Collection System Study: DOWL HKM was selected and is

currently working with staff to scope the project. The project should be under contract iuFebruary.

W.O. I2-l5 IWH Wastewater Treatment Facility Plan: HDR was selected and is

curently working with staff to scope the project. The project should be under contract inFebruary.

W.O. 12-l6IWPI I4/ater Distribution System Study: Morrison-Maierle was selected and

is currently working with staff to scope the project. The project should be under contractin February.

W.O. 12-17 IWPI Stormwater System Study: Sanderson Stewart was selected and is

cunently working with staff to scope the project. The project should be under contract iuFebruary.

MDT Projects Underway:

. Grand, lTth and |g't': Waiting for report from MDT on project scope.

. 6"' Ave to Bench Connection' Construction is mostly completed and the road is open.

Miscellaneous Waste Water Treatment Plant Projects:o West Mechanical Building MCC Panel Replacement Project- Working on shop

drawings with construction to start this spring.o Clarifier Infrastructure Improvements- Sandblasting and painting will be

cornpleted this spring or summer.

o Meter and Valve Replacement-on hold.o Digester Cleaning- Preparing plans and specs to bid in the spring. Reviewing

plans and specs with WWTP staff after first of the year.

o Scada Evaluation - Project is being scaled back to install the"backbone" of the

system. Meeting with BLM on the Four Dances property. B & C submitted

specs.

o High Service Pump Station H2-1 Pump Replacement- Pump and contactor have

been installed. Working with Toshiba on rewiring the VFD and PLC and

associated costs.

o Low Service Pump Station 1 Upgrade- Working on 60" pipe demolition. Existingwet wells have been reconfigured. Base slab for addition has been poured and

COP is forming walls for construction.o Clearwell Contact Time Improvements- Construction on Clearwell No. 2 is

complete. Clearwell No. 1 was drained and upon inspection of the roof because

some structural members have rusted. It is recommended to replace members inpoor condition. COP Construction has been issued a stop work order until roofrepairs are complete. Project will be advertised and bid in January.

o High Service Pump Station 2011 Transfer Pump Replacement-HDR has started

design. Earliest pump delivery is mid-July 2012, which pushes construction intothe fall of 2012. 70o/o review set to be submitted in January.

Administration Division

Wolks draft S-year Capital Improvement Plans.

Solid Waste Division

were added.

March of 2012.

that were land filled, 82 tons for compost,22 tons for metal and white goods, 10 tons ofasbestos, and 1,109 tons of soil used as cover material. The landf,rll accepted 258,219tons of refuse for the20ll year. We were able to divert 29,582 tons from beinglandfilled and saved approximately I3o/o of air capacity for the year.

grinding all our brush for the next couple of weeks and stockpiling the chips on the east

side.

collection and grinding of all clean Christmas trees so the mulch may be donated tovarious areas around the Citv.

Commercial & Meters Division

updating the plan.

Distribution & Collection Division

)' Located manholes and televised sewers adjacent to Lloyd Mangrum Lift Station in

Yellowstone Country Club.

main lines.

Street-Traffic Division

them down.

StatisticsPoles straishtened 13 Yards of sweepings t.212Feet of 2" DjDe Gallons of water 7.000

Feet of Telspar T28 Broom hours fsweepers) r77.2

Street lieht complaints 28 Animals nicked uo 4

S sns fabricated 6 Intakes cleaned 263

S gns replaced 20 Feet of oioe ietted 198

Trees trimmed for sisns Feet of oipe tv'd 18s

Misc (welds,paint,clean,hdw) 98 Line locates 434

Gallons of yellow center line paint Number of allevs eraded 15

Gallons of white Phone calls received 463

Gallons of curb oaint Number of times water pumped I

Lbs ofbeads Number of streets sraded 27

Total feet of white Yards of material lroad mix) 302

Total feet of curb paint Yds of material used (sand)

Total feet of yellow center line Gallons of dust suppressant

Gallons of white (crosswalk) Tons of mate al used (Sand) 175

Manholes repaired Gallons of d- ce used (State)

Number of disouts & cave-ins 2 Gallons of d- ce used (Citv) 17 "200External signal requests I4 Tons of ice slicer 135

Environmental Affairs

interceptor.

Alkali Creek

Water Treatment Division

PRODUCTION SUMMARY:

OPERATIONS AND MAINTENANCE SUMMARY

these two years remained well below the 10 year average. River flows remained higherthan the historical median for most days during the month. No operational ormaintenance issues were encountered that presented any significant risk to productionrequirements.

in December. Services this month have been completed in the Staples Pump Station and

the Chemical Feed Building. Services continue in the Chapple Pump Station and the

High Service Pump Station.

project manager from Engineering and a request for proposals was subsequently sent to ashort list of engineering consultants.

conducted as applications have been received and screened. 'We

have two open positions.An offer was made and accepted by one candidate in mid December with a start date ofJanuary 3,2012.

prequalify their proprietary coagulant products if they wished to be bid these products tothe city for use in water treatment. This is the second letter offering them the opportunityto qualify their products.

facility and pump stations were begun. These services will continue into January 2012.

identified for replacing the rapid mixing facility. The existing mixers are worn out and

the mixing facility is has a number of design shortcomings.

improvement plan and make modif,rcations to reflect the information that has been

developed since the last review.

frequency drives and correct a control sequencing issue that prevented the#2 pump fromoperating correctly.

finished up and tested. The SCBAs will be used when working with chlorine gas. The

switch to SCBA from respirators was made in response to an audit of our riskmanagement plan.

Wastewater Treatment Division

manifest system.

Please let me know if you have questions or would like additional information about any of these

iterns.

DDM:kf

Change Orders Processed

PWA WO 10-12 WTP Low Servc Pump Station#1

PWA WO 10-16 32nd Street West TWLTL

PWA WO 11-01 2011Water Main Rehab

PWA WO '1 1-02 Misc.Developer

PWA

bid quantities

Additional 10" pipe support; 1,775,510.00 26,700.19 0 00 j.5%o

Excavaton & dewatering ofIntake Channel 1 exposed 2-6" foundaton drains veneatheach of the retaining walls onthe north side of the structure- had to extend drainsbeyond the inlet channel;Bypass pipe provided byowner did not fit, additionallaver and equipment toinstall.

Reconcile final quantities 72,525.25 7,'156.50 0.00 9.9%

Reconcile final quantities 1 ,842,932.00 (358,677.00) 87,196.00 -j4.7%

Reconcile quantities 519,275.00 42,799.33 0.00 82%

#Dtv/01

#Dtv/0!

#Dtv/01

\\PWA-W3KO1\PW-Administration\PWA-DuravJ\Shares\Pavment Spreadsheef s\FY 12 Chanqe Orders 1/9/201 2