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445 maintenance/replacement) was an independent person or a vendor the city may <br />446 feel indebted to if bidding on a contract at some point in the future. <br />447 <br />448 Mr. Culver clarified roof inspections done on a regular schedule for minor <br />449 maintenance issues; and how a bidding process for future major maintenance or <br />450 replacement would be handled. <br />451 <br />452 On page 17, Member Seigler noted the need of an additional column to show <br />453 whether or not a category was above or below the rating goal. <br />454 <br />455 As actual inspection data becomes available, Mr. Cul r advised that the city <br />456 could gather more confidence in the numbers and overall ratings. <br />457 <br />458 As the last step for the rating system, Mr. Sandstrom noted the spreadsheet was <br />459 hard to formulate to incorporate the system ranking whAe ranking it with overall <br />460 GIS maps for better visualization and communication to show different areas and <br />461 pass on to various departments. For assumption purposes, Mr. Sandstrom noted <br />462 they would be refined moving forward. As an example, Mr. Sa m noted the <br />463 city had 70,000' of sanitary sewer lines for televising, at which tim se pipe <br />464 ratings for the overall system would be refined. At this time, Mr. San strom <br />465 noted the city attempted to televise 1/10 of the city's sanitary and stormwater <br />466 sewer lines annually, so within 10 years that televising should be completed and a <br />467 good rating system in place. :RD6 NIL <br />468 <br />469 Member Lenz asked if staff s intent was to use 2017 to put together this rating to <br />470 inform the 2018 budget for maintenance and repairs. <br />471 <br />472 Mr. Culver responded affirmatively; but prefaced it by noting variations of the <br />473 maps displayed by Mr. Sandstrom had actually been in use for a number of years, <br />474 perhaps not as well-defined with condition ratings, but showing water main <br />475 breaks and known trouble spots to allow the city to prioritize scheduled and <br />476 ojects over the upcoming year. Mr. Culver noted this additional data would <br />477 allow staff to better priority strategic items that would come into play for each <br />478 CIP budget for each asset. As is currently done, Mr. Culver advised that staff <br />479 assumes a capital expense for each year, varying per utility, determining annual <br />480 spending for those capital projects to -date. Using maps, Mr. Culver advised that <br />481 it was then decided where to spend the allotted $1 million annually. However, as <br />482 this data becomes more refined, Mr. Culver noted staff would be able to project <br />483 (e.g. poor condition rating items) and set a goal that within a certain time frame, <br />484 all those rated items should be replaced, and to do so, an annual allotment of so <br />485 much was needed. If the city's policy caps those annual expenditures, Mr. Culver <br />486 noted utility rates could address those dollars needed. In the preliminary budget <br />487 numbers the PWETC had already seen for 2017, Mr. Culver reported staff would <br />488 be able to do a better job projecting those annual costs going forward. Mr. Culver <br />489 advised he was really looking forward to being able to do so with the city's storm <br />490 sewer system and other assets not having good history or data available now. <br />Page 11 of 19 <br />