city of new buffalo...city of new buffalo 2017 – 2021 capital improvement program executive...

CITY OF NEW BUFFALO

CAPITAL IMPROVEMENT PROGRAM

2017 - 2021

CITY OF NEW BUFFALO

2017 – 2021


PETE WEBER Mayor

LOU O’DONNELL IV Mayor Pro Tem

DONNA MESSINGER City Council Member

JOHN PETERSON City Council Member

ROBERT SPIRITO City Council Member

ALLYSON HOLM City Clerk

DEBBIE LAMBRIX City Treasurer

CITY OF NEW BUFFALO

2017 – 2021


TABLE OF CONTENTS

Executive Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Description of Projects. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 2017-2021 Project Map – Street Projects. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 2017-2021 Revenue and Expenditure Chart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 2017 Capital Improvements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2017 Revenue and Expenditure Chart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 2018 Capital Improvements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 2018 Revenue and Expenditure Chart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 2019 Capital Improvements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 2019 Revenue and Expenditure Chart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 2020 Capital Improvements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 2020 Revenue and Expenditure Chart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 2021 Capital Improvements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 2021 Revenue and Expenditure Chart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Appendix A: Asset Management Plan Appendix B: Water System General Plan Map 5-Year and 20-Year Capital Plan Appendix C: Sanitary Sewer System Map Appendix D: Sanitary Sewer Lift Station Map Appendix E: Stormwater System Map

CITY OF NEW BUFFALO

2017 – 2021


EXECUTIVE SUMMARY

INTRODUCTION We are pleased to present the City of New Buffalo Capital Improvement Plan (CIP) for the years 2017 through 2021. This document represents staff’s recommendation of City’s street, water, sewer, and drainage infrastructure project needs for the next five years given current financial resources and outlooks. Proposed projects are listed by year, with anticipated cost and source of revenue to fund those improvements. In preparing the CIP, priority is given to projects based on need and condition of the infrastructure item to be improved or replaced. Decisions on street improvements are based on the condition surveys and the analysis completed as part of the City’s Asset Management Plan. The water system improvements are based on the City’s Water System General Plan recommendations. The sanitary sewer and lift station improvements are based on known problem areas identified by the Galien River Sanitary District (GRSD). Drainage improvements are also based on known problems identified either by the GRSD or the Streets Department. The sewer and drainage improvements will be updated as results from the inventory and inspections from the State’s SAW Grant become available. REVENUES Revenue to the CIP comes from the following sources:

Streets Fund and Act 51 Fund – The City of New Buffalo receives approximately $200,000 per year from the Michigan Transportation Fund (MTF) and the Local Roads Program (LRP). The amount of distribution is based on how many miles of Major and Local streets the City owns. Note that the current LRP expires in 2016.

Water Fund – The City of New Buffalo collects a typical ready to serve charge of $12.02 per month and a usage rate of $3.16 per 1000 gallons of water consumed. Note that the ready to serve charge is based on service pipe size. Revenue of the water fund is approximately $440,000 annually.

Sewer Fund – The City of New Buffalo collects a typical ready to serve charge of $20.28 per month and a usage rate of $4.38 per 1000 gallons of water consumed. Revenue of the water fund is approximately $685,000 annually.

Grants / Bonds – Grants will be available for several items of scope with the Whittaker Street Downtown Redevelopment Project. Grants for pedestrian and bicycle facilities and other alternative transportation enhancements are available from state and federal sources. Several grants are currently being pursued along with the design of the project. Where grants are not applicable, the City plans to issue bonds for the remaining costs of the project.

1

EXPENDITURES

The recommended 2017 through 2021 Capital Improvement Program proposes the expenditure of approximately $4.9 million on capital improvements within the project categories of street improvements, water system improvements, sewer improvements, drainage improvements, and other miscellaneous projects.

CONCLUSION

While the CIP plan does not completely provide the level of investment the City of New Buffalo needs, it does offer substantial investment of $4.9 million for infrastructure improvements over the next five years. The CIP is intended to be updated every one to two years to reflect more precise information on available resources and the City’s changing needs in infrastructure improvements. Each update will include projects extending into the new fifth year of the five year plan.

Prepared by:

Becka Shipp, PE Staff Engineer

Robert Anderson City Manager

2

April 4, 2016

CITY OF NEW BUFFALO

2017 – 2021


DESCRIPTION OF PROJECTS

NORTH WHITTAKER STREET DOWNTOWN REDEVELOPMENT PROJECT The North Whittaker Street project is the highlight of New Buffalo’s projects. It encompasses the main downtown area, from Buffalo Street (US-12) to Mechanic Street. The project scope includes a full reconstruction of the two-block segment with utility upgrades, new pavement, widened sidewalks and streetscaping items. Minor improvements may also be completed on adjacent streets, including parking reconfiguration and repairs of sidewalk, curb and pavements. It is anticipated the project will begin preliminary utility work in the Fall of 2016, with the majority of work completed in 2017. VARIOUS STREET IMPROVEMENTS From an analysis of the overall street network, many streets are in need of repair. Utilizing the City’s Asset Management Plan, several areas have been identified as high priority. Over the next five years, a variety of streets will be rehabilitated or resurfaced, with repairs to the water, sewer and drainage systems. Rehabilitation projects are fairly robust in scope, including significant utility work, such as water main replacements, with pavement replacement. Resurfacing projects are limited to minor utility repairs with a simple mill and overlay of the street’s surface course of pavement. The priority projects include:

East Clay Street (Kinzie to Bell) – Rehabilitation, 2018 North Eagle Street (Merchant to Water) – Resurfacing, 2019 East Indiana Street (Whittaker to Bronson) – Resurfacing, 2020 South Mayhew Street (Detroit to Michigan) – Resurfacing, 2017 West Merchant Street (Berrien to Willard) – Rehabilitation, 2017 West Water Street (Berrien to Willard) – Resurfacing, 2021 North Willard Street (Railroad to Water) – Resurfacing, 2021

WATER MAIN IMPROVEMENTS

For the last several years, the City’s Water Department has been committed to replacing one block of old and deteriorated water mains each year. This policy is important to maintaining the overall good condition of the water system. Some projects have also been identified in the City’s Water System General Plan. Included in typical water main improvement projects include new mains with new service lines, shut-off valves and meters. The CIP will continue this trend, with the following projects:

3

North Chicago Street (Merchant to Mechanic), 2021 West Clay Street (Willard to Whittaker), 2020 West Merchant Street (Berrien to Willard), 2017 (Included as part of street rehabilitation) North Drive (Chicago to Berrien), 2017 North Drive (Eagle to Chicago), 2018 North Drive (Shore to Eagle), 2019 North Whittaker Street (Buffalo to Mechanic), 2017 (Included as part of street reconstruction)

LIFT STATION IMPROVEMENTS The City of New Buffalo owns and maintains eight Sanitary Sewer Lift Stations that are necessary components in the sewerage system. Lift stations allow for raw sewerage to be pumped away from low elevation areas and into the main lines that extend to the GRSD treatment plant. The GRSD provides routine maintenance of the stations, but regular maintenance and repairs are continually necessary. At some point, lift stations, their pumps and other components need to be replaced or upgraded to serve greater capacity as the City grows. Over the next five years, the City will replace, repair and maintain all of the lift stations in the system to ensure optimal operations. SEWER AND DRAINAGE IMPROVEMENTS The City of New Buffalo owns and maintains many sewer and drainage pipes and structures. In 2015, the State of Michigan initiated a substantial grant program for local communities to begin an asset management program for stormwater and wastewater facilities (SAW Grant Program). The City of New Buffalo was awarded almost $1 million to perform an inventory and condition assessment of sewer and drainage pipes and structures and set up a GIS database for the asset management program. It is anticipated that City will receive the results from the program within the next year to begin evaluating these systems and plan for repairing deficiencies. Until that information is available, estimated expenditures are included for typical projects. During the design phase, sewer and drainage improvements will be determined by current field conditions.

4

CITY OF NEW BUFFALO

Capital Improvement Plan 2017 - 2021

GRAND TOTAL FOR 2017 - 2021 PROJECTS 4,913,000.00$

Bonds, Grants, $3,000,000 , 61%

Water Fund, $725,000 , 15%

Sewer Fund, $735,000 , 15%

General Fund, $100,000 , 2%

Streets Fund (Major), $222,000 , 5%

Streets Fund (Local), $101,000 , 2%

2017 - 2021 CAPITAL IMPROVEMENT PROGRAMREVENUE SOURCES

Street Improvements, $3,323,000 , 67%

Water Main Improvements, $725,000 , 15%

Lift Station Improvements, $180,000 , 4%

Sewer System Improvements, $425,000 , 9%

Drainage Improvements, $160,000 , 3%

Miscellaneous Improvements, $100,000 , 2%

2017 - 2021 CAPITAL IMPROVEMENT PROGRAMEXPENDITURES

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CITY OF NEW BUFFALO


GRAND TOTAL FOR 2017 PROJECTS 4,251,000.00$

Bonds, Grants, $3,000,000.00 , 70%

Water Fund, $500,000.00 , 12%

Sewer Fund, $540,000.00 , 13%

General Fund, $100,000.00 , 2%

Streets Fund (Major), $70,000.00 , 2%

Streets Fund (Local), $41,000.00 , 1%

2017 CAPITAL IMPROVEMENT PROGRAMREVENUE SOURCES

Street Improvements, $3,111,000.00 , 73%

Water Main Improvements, $500,000.00 , 12%

Lift Station Improvements, $100,000.00 , 2%

Sewer System Improvements, $370,000.00 , 9%

Drainage Improvements, $70,000.00 , 2%

Miscellaneous Improvements, $100,000.00 , 2%

2017 CAPITAL IMPROVEMENT PROGRAMEXPENDITURES

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CITY OF NEW BUFFALO


GRAND TOTAL FOR 2018 PROJECTS 241,000.00$

Water Fund, $50,000.00 , 22%

Sewer Fund, $85,000.00 , 38%



Street Improvements, $91,000.00 , 38%






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CITY OF NEW BUFFALO



Water Fund, $50,000.00 , 44%

Sewer Fund, $35,000.00 , 31%









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Water Fund, $75,000.00 , 44%

Sewer Fund, $35,000.00 , 21%

Streets Fund (Local), $60,000.00 , 35%








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16

CITY OF NEW BUFFALO

2017 – 2021


APPENDIX A

Asset Management Plan

CITY OF NEW BUFFALO

ASSET MANAGEMENT PROGRAM

Street System

2016 - 2018

City of New Buffalo

Asset Management Program

Street System

2016-2018

i

TABLE OF CONTENTS INTRODUCTION ............................................................................................................................... 1

ASSET MANAGEMENT IN MICHIGAN .......................................................................................... 1

ASSET MANAGEMENT STEPS TO SUCCESS .................................................................................. 2

ASSESSMENT OF CURRENT CONDITIONS ....................................................................................... 3

CITY OF NEW BUFFALO STREET NETWORK BACKGROUND ........................................................ 3

PAVEMENT EVALUATIONS .......................................................................................................... 4

CURRENT CONDITIONS ................................................................................................................ 4

TREATMENT AND REPAIR CATEGORIES ...................................................................................... 4

PROGRAM TARGETS AND FUNDING LEVELS ................................................................................... 5

TARGET OBJECTIVES .................................................................................................................... 5

ESTIMATED UNIT COSTS .............................................................................................................. 5

ESTIMATED FUTURE FUNDING LEVELS ....................................................................................... 6

PREDICT FUTURE CONDITIONS AND EVALUATE ALTERNATIVES .................................................... 7

PREDICTING FUTURE CONDITIONS WITH ROADSOFT ................................................................. 7

SELECTING RESOURCE ALLOCATIONS ......................................................................................... 8

IDENTIFY CANDIDATE PROJECTS ................................................................................................... 10

SET PRIORITIES AND DEVELOP MULTI-YEAR PROGRAM .............................................................. 10

REPORTING RESULTS ..................................................................................................................... 10

CONCLUSION ................................................................................................................................. 11

APPENDIX A – Street Map with Condition Survey (2015)

APPENDIX B – Street Inventory with Anticipated Improvement Costs

APPENDIX C – Asset Management Funding Resources

City of New Buffalo Asset Management Program

Street System 2016-2018

1

INTRODUCTION

The City of New Buffalo has developed an asset management program for publicly owned street inspection, evaluation and maintenance. This document is intended to serve as a guide for all street work improvements. The plan has been developed using the Michigan Department of Transportation (MDOT) recommended best practices. This guide acts as a starting point for developing the City’s 5-Year Capital Improvement Program, and serves as a tool to determine the best use of funds for repairs and maintenance. Although this plan reflects the best practices currently in use by road agencies across the State, it is tailored to the unique characteristics and circumstances of New Buffalo’s street network and other infrastructure. The plan will evolve as new construction materials and preventative techniques become industry standard.

ASSET MANAGEMENT IN MICHIGAN

Act 499 of the State of Michigan Public Acts of 2002 encourages local municipalities to maintain an asset management plan which is an important strategy for operating, maintaining and improving the infrastructure system of the community.

The act defines asset management as “an ongoing process of maintaining, upgrading and operating physical assets cost-effectively, based on a continuous physical inventory and condition assessment.” Asset management consists of business principles and practices for improving resource allocation decisions. It requires a shift from a traditional tactical project management approach (worst streets first) to a strategic, structured sequence of maintenance, preservation, repair, rehabilitation, and replacement actions that will achieve and sustain a desired state of good repair over the lifecycle of the assets at minimum practicable cost.

Information about asset management in this document is taken from the Asset Management Guide for Local Agencies in Michigan, sponsored by the Michigan Transportation Asset Management Council (TAMC) prepared by Cambridge Systematics, Inc, available on the TAMC website.

With the adoption of this Asset Management Plan, the City of New Buffalo can look at the street network as a complete system, shifting away from emphasis on separate street projects and a worse case first approach. The implementation of asset management strategies enables good stewardship, transparent decision processes, and measureable performance. It allows for decisions to be made with regard to the long-range condition of the entire system. This requires various investment strategies which maintain the entire system in the best condition possible within the constraints of the budget.



2

ASSET MANAGEMENT STEPS TO SUCCESS

The City of New Buffalo Asset Management Plan follows the model from the TAMC Asset Management Guide for Local Agencies in Michigan. It is outlined in these six steps.

1. Assess Current ConditionThe first step in the process is to assess current condition. Understanding what featuresNew Buffalo owns and the condition they are in is essential for good asset management.

2. Establish Program Targets and Funding LevelsNew Buffalo must determine the types of improvements, maintenance and repairs that areneeded to that will best preserve the system. Additionally, the City needs to estimate costsfor the treatments under consideration, and evaluate what funding will be available orsought after in future years.

3. Predict Future Condition and Develop Performance Measures and TargetsStrategic management of physical assets (roads, buildings, vehicles, etc.) is dependent onpredicting condition in future years, using appropriate software and prediction models. TheCity of New Buffalo must define the direction it is going and what it is trying to accomplish—its mission and goals. Performance Measures and Targets help the City communicate theseideas with elected officials and the public and indicate whether or not they are successful.

4. Identify Candidate ProjectsCandidate projects can be identified through a combination of applying rules of thumb tocurrent condition data, input from management systems, public input or throughengineering judgment and field inspection. Projects identified represent the work thatshould be done, to improve the overall condition and life-cycle of the street network.

5. Set Priorities and Develop Multi-Year ProgramThe next step in the process is to prioritize the projects and incorporate them into a multi-year program that is updated annually. The prioritization process should be public,transparent, and centered on the results of the previous steps. The high priority projects arethen placed in the New Buffalo’s Capital Improvement Program.

6. Report results from the multi-year program listing the planned street projects.The final step is to report the results of the asset management process. Michigan’s assetmanagement legislation requires three reports – a summary of current condition, a three-year program, and a summary of actual spending over the past year that must besubmitted.



3

ASSESSMENT OF CURRENT CONDITIONS

CITY OF NEW BUFFALO STREET NETWORK BACKGROUND

The City of New Buffalo has 28.3 miles of streets, within the approximately 2.5 square miles of our jurisdiction. Of that number, approximately two miles are U.S. Route 12, also called Buffalo Street within City limits. U.S. Route 12 is managed by the Michigan Department of Transportation.

The remaining 26.36 miles of streets are divided into 7.56 miles of major streets and 18.80 miles of local streets, all of which are maintained by the Street Department.

Jefferson Street (which has 0.4 miles) also counts as part of the I.R.R. (Indian Reservation Route) system of the Pokagon Band, due to it being a route to their tribal land. The City of New Buffalo still maintains control of this street, but the City works in partnership with the Pokagon Band to keep it well maintained.

The City does not maintain private drives (e.g., Harbor Isle Drive, Peninsula Drive, Landings Boulevard, Preserve Way, Pond Path, Walden Way, Diamond Point Lane, Ramona Court, Merchant Street Cottages drives off Taylor Street, and Marquette Drive northeasterly of the City Beach/ City Boat Launch property.)

All streets are asphalt pavement. Most local streets have a typical width of 20 feet. Many streets within the downtown area have curb and gutter and vary from 20 to 30 feet wide. Some of the major streets have 26 foot wide pavement with 4 to 6 feet of gravel shoulders. Pavement base is unknown at most locations, but it is assumed there is only a few inches of gravel beneath 2 to 4 inches of asphalt pavement.

Currently, many streets are in poor condition, with significant alligator type cracking. Many streets have developed potholes and structural deficiencies. Factors such as deteriorating storm sewers and poor drainage have impacted the roadway condition.

The City has not been following a structured preventative maintenance program for its streets for several years. It has simply been performing routine maintenance such as pothole patching or small pavement patching over utility repairs. Only a handful of streets have been resurfaced, rehabilitated or reconstructed in recent years.

The shift to an asset management program is pivotal to maintaining a high quality road network. Having appropriate plans, tools, and techniques are important keys to maintaining the service life of the infrastructure and more efficient spending of budgeted resources.



4

PAVEMENT EVALUATIONS

The City of New Buffalo has adopted using the Pavement Surface Evaluation and Rating (PASER) system for measuring pavement conditions. The PASER system is a visual survey method of street conditions developed by the University of Wisconsin Transportation Information Center. It provides a simple, efficient and consistent method for evaluating street condition. PASER uses a scale of 1 to 10 to rate the streets. A rating of 10 is excellent and is assigned to new pavement. A rating of 1 is assigned to failed pavement with restricted speed, extensive potholes and an almost total loss of pavement integrity.

An evaluation was completed over the winter 2015-2016 of each street segment using the PASER rating system, and recorded in our Roadsoft database, which is a roadway management system for collecting, storing, and analyzing data associated with transportation assets.

CURRENT CONDITIONS

Below is a summary of the PASER ratings from the 2015-2016 study:

NEW BUFFALO STREET NETWORK CONDITION

Percentage of NB Street Network

PASER Ratings Condition

4.7% 9, 10 Excellent

8.7% 8 Very Good

54.2% 6, 7 Good

27.1% 4, 5 Fair

4.7% 3 Poor

0.6% 2 Very Poor

0.0% 1 Failed

From this condition assessment, the majority of streets are in good condition, however, at the lowest range of that category. A third of the street network is in fair or poor condition. It is crucial that New Buffalo begins a structured maintenance program to extend the life of the existing pavement and reduce further deterioration of the system.

TREATMENT AND REPAIR CATEGORIES

The City of New Buffalo reviewed the current PASER ratings of the streets and determined several types of improvements that can be considered. The ratings were grouped into five main categories based upon the type of work that may be required for each rating; routine maintenance, capital preventative maintenance, and structural improvements:



5

NEW BUFFALO PASER RATINGS AND IMPROVEMENT PROJECT TYPES

PASER Ratings Improvement Type Improvement Description

8, 9 or 10 Routine Maintenance (RM)

Street Sweeping, Catch Basin and Sewer Cleaning

6, 7 or 8 Capital Preventative Maintenance (CPM)

Crack Sealing

4, 5 or 6 Capital Preventative Maintenance (CPM)

Resurfacing, 2” mill and resurface

3, 4 or 5 Structural Improvements (SI)

Rehabilitation of pavement (4” mill and resurface) with base pavement repairs, various curb and sidewalk repairs.

1, 2 or 3 Structural Improvements (SI)

Reconstruction of entire street, including removal and replacement of all pavement, pavement base and curb, with various repairs of sidewalk and other appurtenances.

Note that there is some overlap in the ratings and recommended treatments, and is modified from the PASER manual to fit with New Buffalo’s infrastructure needs and budget. This also allows for locations to be evaluated along with other planned work, for example, utility improvements within the roadway.

PROGRAM TARGETS AND FUNDING LEVELS

TARGET OBJECTIVES

As previously discussed, many of New Buffalo’s streets are in poor condition and no structured preventative maintenance program has been in place. The goal of this asset management program is to analyze available budgets and street conditions to generate cost effective repair strategies to include a mix of routine maintenance, capital preventive maintenance and structural improvements.

The target objective is to have 90% of our streets at a PASER rating of 6 or better within the next 10 years.

ESTIMATED UNIT COSTS

To relate an annual budget to street system condition improvements for the City of New Buffalo, we reviewed unit costs in recent Michigan Department of Transportation (MDOT)



6

projects, and developed estimated unit costs for the different types of repair strategies. The following table lists the type of activity and the estimated cost per lane mile of typical projects. Note that as the need for more extensive repairs increase, the cost significantly increases.

ESTIMATED COSTS OF IMPROVEMENT PROJECT TYPES

Cost Per Lane Mile

Improvement Type Improvement Description

$11,200 Routine Maintenance (RM)

Street Sweeping, Catch Basin and Sewer Cleaning

$50,700 Capital Preventative Maintenance (CPM)

Crack Sealing

$78,300 Capital Preventative Maintenance (CPM)

Resurfacing, 2” mill and resurface

$281,800 Structural Improvements (SI)

Rehabilitation of pavement (4” mill and resurface) with base pavement repairs, various curb and sidewalk repairs.

$489,000 Structural Improvements (SI)

Reconstruction of entire street, including removal and replacement of all pavement, pavement base and curb, with various repairs of sidewalk and other appurtenances.

As the City begins to complete projects, local cost data will be used to update maintenance and construction costs accordingly.

ESTIMATED FUTURE FUNDING LEVELS

The City of New Buffalo funds its streets primarily through motor fuel tax distributed to municipalities under the Public Act of 1951 (Act 51). New Buffalo receives approximately $200,000 annually from the Michigan Transportation Fund (MTF) and the Local Roads Program (LRP). Approximately $129,000 is designated as major street funding, $65,000 as local street funding, and $6,000 is from the LRP. The current LRP is set to expire in 2016.

Other potential sources of revenue for road projects can include State and Federal Grants, or transfers from various funds such as Water and Sewer. These other funding sources would only be applicable depending on the scope of work, and are not considered a component of the available resources for this plan.



7

Analyzing expenditures from recent years, the City of New Buffalo uses approximately $117,000 per year for regular street maintenance and repairs from the Act 51 funding sources. Typical work includes pothole patching, patching over utility repairs and snow removal operations.

After typical repair and maintenance costs, the City of New Buffalo has approximately $85,000 per year available for street maintenance, rehabilitation, and reconstruction projects as part of this Asset Management Plan. Additionally, there is a positive balance in both the Major and Local Street Funds, totaling approximately $431,000 (projected to fiscal year end June 30, 2016). The City has chosen to shift approximately 30% of this surplus over the next 5 years for this Asset Management plan to maximize resources.

In summary, a total of $103,000 per year can be allocated to the Asset Management Plan.

PREDICT FUTURE CONDITIONS AND EVALUATE ALTERNATIVES

The challenge for most agencies is to determine when in the life of a pavement is the best time to apply a preventive maintenance treatment for the maximum benefit. Preventive maintenance is perhaps the single most influential component in the network strategy that allows an agency to manage pavement conditions. It creates the ability to postpone costly reconstruction or rehabilitation activities, by extending the remaining service life of the original pavement. A significant benefit of a comprehensive preventive maintenance program is that it gives managers control over future network conditions and funding requirements. By controlling or predicting future network conditions, decision makers can anticipate routine maintenance work loads, safety deficiencies, and ride quality needs.

A Pavement Management System (PMS) is a method of tracking and analyzing street conditions. A PMS supports the entire resource allocation process, including the analysis of future pavement conditions. Specifically, it is a tool to help maintain an inventory of streets and conditions, estimate the current condition of the overall network, predict the future condition of the network based on standard deterioration curves and funding strategies and optimize alternative repair and funding strategies.

The City of New Buffalo has begun using Roadsoft which is a roadway management system for collecting, storing, and analyzing data associated with transportation assets. The database program software was developed by Michigan Technological University, and is used by the Transportation Asset Management Council and many other agencies in Michigan.

PREDICTING FUTURE CONDITIONS WITH ROADSOFT

Roadsoft uses the PASER ratings, asphalt deterioration curves, and sophisticated algorithms to predict how a street will hold up in the future. The program also allows the City to compare



8

different combinations of repairs and funding levels through strategy optimization and evaluation programming.

DO NOTHING VS. PREVENTATIVE MAINTENANCE

If no improvements are done, the road system will continue to deteriorate over time. If even a modest budget is applied to preventative maintenance activities such as crack sealing and resurfacing, the remaining service life (RSL) of the system is extended as shown in the graphic below.

SELECTING RESOURCE ALLOCATIONS

With an investment in preventative maintenance, the amount of roads that require little or no maintenance can be increased over time. Applying the right mix of maintenance operations at the right time and at the appropriate funding levels is central to the asset management plan.

The next graph represents the optimal use of resources over the next five years, given a budget of $103,000.



9

The program recommends utilizing the budget in the following manner:

BREAKDOWN OF MAINTENANCE TYPES PER YEAR

Year Crack Sealing Mill & Resurface 2” Rehab - 4” Mill & Replace Reconstruction

1 46.5% ($47,931) 51.5% ($53,049) 0% 0%

2 19.8% ($20,399) 76.2% ($78,603) 0% 0%

3 0% 100% ($97,058) 0% 0%

4 0% 100% ($95,154) 0% 0%

5 8.5% ($8,774) 82.5% ($84,517) 0% 0%

Note that a limited budget of $103,000 is less than a typical rehabilitation or reconstruction project. Therefore, no structural improvements can be included in the mix of treatments at this funding level. At some point, New Buffalo will need to increase funding to repair streets that are in poor or failing condition.

Also, the functional class of the roadway (major and local) dictates some of the funding availability. For evaluation purposes, the class is ignored to understand the overall best use of funding and types of treatment. The City operates within tight budget constraints and so it is important to optimize the performance of the existing system. Utilizing the analysis from the Roadsoft program, New Buffalo can effectively budget and implement most efficient treatments to improve the condition of the roadway system.



10

IDENTIFY CANDIDATE PROJECTS

Selection of potential projects are based on current conditions and engineering judgement, with attention to community concerns and complaints, as well as other planned infrastructure work like water main, sewer or drainage improvements. It is also important to focus on multi-block segments of streets to more effectively compile projects for local contractors, reducing mobilization costs.

SET PRIORITIES AND DEVELOP MULTI-YEAR PROGRAM

After projects have been identified, a multi-year program can be developed. The City of New Buffalo has chosen to outline a five year Capital Improvement Plan. It is important to maintain some level of consistency with the pavement management system recommendations during the programming process because it is used to set performance targets and funding levels.

At the estimated funding level of $103,000 per year, the Roadsoft optimization tool recommends the City should initially focus on a roughly 50%-50% mix between Crack Sealing and Resurfacing. Then the priority becomes Resurfacing, ranging from $82% to 100% of the budget.

As other funding resources become available, there may be opportunities to Rehabilitate or Reconstruct streets. Many of these projects will be based on community need.

The Capital Improvement Plan will be updated every one to two years, which involves reviewing and updating the projects each year of the program and then selecting projects for the new year.

It is important to note that this Asset Management Plan will also be updated every one to two years. As treatments are applied, the roadway network condition will improve, and therefore strategies for maintaining the network will evolve. The cycle of asset management to capital investment to system re-evaluation is a key process to actively maintain the City of New Buffalo’s infrastructure.

REPORTING RESULTS

The final step is to report the results of the asset management process. Michigan’s asset management legislation requires all agencies submit three annual reports:

Condition Report – The Council reports total mileage of the road network and asummary of pavement and bridge conditions.



11

Record of Work – The Council reports on transportation maintenance and operational orimprovement activities with locations and associated costs as reported by agencies thatwere performed in the previous year.

Multi-Year Program – Per Act 51, agencies report a list of work planned for each budgetcategory for the next three years, with locations (where possible) and associated costs.

With the adoption of this Asset Management Plan, The City of New Buffalo is committed to the reporting requirements according to the rules and guidelines set forth by MDOT and TAMC.

CONCLUSION

Asset management is an ongoing process of maintaining, upgrading, and operating physical assets in a cost-effective manner. This is achieved by a continuous inventory condition assessment, combined with analysis of maintenance or repair options compared with budget levels to optimize both spending and implementation of maintenance.

Because the City of New Buffalo has not prioritized regular preventative maintenance for a number of years, it will take a large capital investment to significantly improve conditions of the street network. This goal cannot be achieved immediately due to funding constraints. However, this asset management plan is a tool that provides a baseline of current conditions, analyzes future conditions and offers a strategic guideline for effective project selection and budgeting of resources.

Prepared By:

Becka Shipp, PE Staff Engineer City of New Buffalo

April 4, 2016



APPENDIX A

Street Map with Condition Survey (2015)



APPENDIX B

Street Inventory with Anticipated Improvement Costs

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$

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La P

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$

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$

49

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$

14

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$

49

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APPENDIX C

Asset Management Funding Resources

Asset Management Funding Resources 2016-2018

Revenue From Act 51

Year Major Local Total Pct Incr

2012 118,127$ 53,853$ 171,980$

2013 120,638$ 57,945$ 178,583$ 3.7%

2014 123,055$ 62,202$ 185,257$ 3.6%

2015 128,967$ 65,200$ 194,167$ 4.6%

Average Percentage Increase = 4.0%

2016 134,126$ 67,808$ 201,934$

projected at 4.0%

Average Expenditures - Regular Maintenance

Fiscal Year Major Local Total

2011-2012 36,482$ 41,095$ 77,577$

2012-2013 61,410$ 39,979$ 101,389$

2013-2014 87,920$ 63,651$ 151,571$

2014-2015 81,025$ 55,063$ 136,088$

Average 66,709$ 49,947$ 116,656$

2016 Projected Revenues 201,934$

2016 Projected Regular Maintenance Expenses 116,656$

2016 Projected funds available for Asset Management = 85,277$

Projected Major Fund Balance as of 6/30/16 = 292,002$

Projected Local Fund Balance as of 6/30/16 = 139,709$

Projected Total Available Balance as of 6/30/16 = 431,711$

Portion to apply to Asset Management 30% 86,342$

Over 5 Years Per Year = 17,268$

Grand Total available for Asset Management Per Year = 102,546$

CITY OF NEW BUFFALO

2017 – 2021


APPENDIX B

Water System General Plan 5-Year and 20-Year Capital Plan

CITY OF NEW BUFFALO

2017 – 2021


APPENDIX C

Sanitary Sewer System Map

CITY OF NEW BUFFALO

2017 – 2021


APPENDIX D

Sanitary Sewer Lift Station Map

bshipp

Typewritten Text

(GRSD)

bshipp

Typewritten Text

Note: LS 79 is owned by GRSD

CITY OF NEW BUFFALO

2017 – 2021


APPENDIX E

Stormwater System Map

city of new buffalo...city of new buffalo 2017 – 2021 capital improvement program executive...

Documents