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DRAFT Special City Council Work Plan Meeting 1 Monday, February 7,2011 Page 12 expectations for the time frame to present an end product, with milestones estab- lished along the process to present a realistic schedule for the immediate future as well as more long-term. Councilmember Johnson concurred that the process was important; and suggested a monthly Task Force report to the City Council on their progress, allowing the entire body to provide their feedback as the process evolves. Mayor Roe noted the need to tie the CIP into the annual or biannual budget on an ongoing basis rather than waiting until the budget was set before doing the CIP; and opined that the CIP may need to be addressed in stages given the magnitude of items in the CIP. Councilmember Willmus noted the number of citizens who had professional ex- pertise on managing capital budgets who would be more than willing to assist. Mayor Roe confirmed Council consensus to move forward on a capital infrastruc- ture plan, with a separate infrastructure management plan as a separate process for reviewing and determining actual allocation of resources. Infrastructure Management Councilmember Johnson concurred with Mayor Roe that the Asset Management Program should be a separate discussion that took place while the CIP Plan was being formulated. Public Works Director Schwartz suggested presentations on how such manage- ment programs worked to facilitate additional discussion and how to stretch dol- lars over a longer period rather than large allocations at one time; along with guarantees for risk and flattened budget needs to avoid major spike. Mr. Schwartz advised that the Public Works, Environment and Transportation Com- mission was currently looking at such management software programs prior to making recommendations to the City Council. Consensus was that such an approach should remain a priority, and could serve as a function of the Public Works Department at this time until recommendations were available to fit into the budget discussions. Discussion included how such management software would fit with existing Finance Department software with staff advising there was no connection; and that the management program would be the City's purchase of a product or ser- vice to provide management as well as taking on some of the risk, flattening an- nual City budget expenditures. Mr. Miller further advised that the City's Informa- tion Technology staff did not have that type of software, nor the expertise to man- age such a program at this time.