County of Chautauqua 2026 Capital Budget & 2027-2031 Capital Plan PDF Free Download

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County of Chautauqua 2026 Capital Budget & 2027-2031 Capital Plan PDF Free Download

County of Chautauqua 2026 Capital Budget & 2027-2031 Capital Plan PDF free Download. Think more deeply and widely.

County of Chautauqua

As Recommended by the

Chautauqua County Planning Board

2026 Capital Budget &

2027-2031 Capital Plan

Chautauqua County

DEPARTMENT OF PLANNING AND DEVELOPMENT

214 Central Avenue • Dunkirk, New York 14048

Phone (716) 661-8900 • www.planningchautauqua.com

June 25, 2025

The Honorable Paul M. Wendel, Jr.

County Executive/Chairman of the Capital Budget Committee

Gerace Office Building

3 North Erie Street

Mayville, New York 14757

Dear Executive Wendel,

The Chautauqua County Planning Board has completed its review of the requested capital projects for

the upcoming financial year and for the following four years. Planning for capital expenditures is vital to

the resiliency and the success of an organization, especially one as large and diverse as Chautauqua

County. Planning for capital expenditures is often the determinant of success or failure, and at its core,

capital planning helps an organization to determine the financial resources needed to achieve its long-

term strategic goals.

Each year, County departments are asked to assess infrastructure and capital needs for the upcoming

financial year and for the following five years. Based on the information provided, the Planning Board

reviews the requests received, engages in forthright discussion of the budgetary policy issues, and openly

raises policy questions related to the capital priorities of the County and its department. As a result, the

Capital Projects Report, which emerges from the annual review process, outlines the County’s fiscal

capital investment plan for the future. The Board delivers this tool to provide insight to you as County

Executive, and the Legislature as you implement policies, projects, and the County’s vision.

On behalf of the Chautauqua County Planning Board, I am pleased to present the Board’s prioritization

and recommendations for your use with the Capital Projects Committee. These recommendations include,

as the primary product, the 2026 Capital Budget, as well as a 2027-2031 Capital Budget Program. The

Board looks forward to the opportunity to provide any further information needed to support the priorities

and comments listed in this report. At your invitation, the Planning Board would like to have Board

members included at all Capital Project Committee meetings.

Sincerely,

Douglas Bowen, Chairman

Chautauqua County Planning Board

Table of Contents

County Planning Board Members, 2025 .................................................................. 1

Capital Budget Program Summary ......................................................................... 2

Capital Project Flowchart ....................................................................................... 5

Sample Ranking Form ............................................................................................ 6

Table A-Total Capital Project Requests by Department/Divisions ......................... 7

Table B-County Funded Capital Project Requests by Priority .............................. . 9

Table C-Enterprise Funded Capital Project Requests ........................................... 13

Table D-Airport Capital Project Requests ............................................................ 15

Table E-County Vehicle Requests ........................................................................ 17

Table F-County Funded Capital Project Request Forms ....................................... 27

Table G-Airport Departments Capital Project Request Forms .............................. 91

Table H-Enterprise Capital Project Request Forms .............................................106

Table I-Capital Projects Plan FY 2027-2031 ........................................................113

Appendix-Chautauqua County Planning Board

Capital Project Meeting Minutes .........................................................................114

2025 County Planning Board Members

The Chautauqua County Planning Board is a volunteer board authorized by General Municipal

Law (GML) 239-c and enabled by the Chautauqua County Administrative Code to have all powers

and authority established in GML 239. The Board is comprised of eleven members who are

appointed to serve a three-year term by the County Executive and approved by the County

Legislature. The Director of Public Facilities and the Director of Finance serve as non-voting ex-

officio members, or coterminous with their position. The current 2025 County Planning Board

members include:

Douglas Bowen, Chair

Bruno Bruni, Vice Chair

Aimee Rogers

Alissa Pekrul

Bethany O’Hagan

Heather White

Jeffrey Gossett

Paul Gustafson

Rudy Abersold

Zachary Dean

1 Vacant Position

Jennifer Swan, Budget Director Position, Ex-Officio

Timothy Card, Director of Public Facilities, Ex-Officio

The Board is responsible for matters handled at a county-wide scale, including the county

comprehensive plan, inter-municipal cooperation, special studies, and review of certain

proposed city, town, and village planning and zoning actions. Through the County Administrative

Code, the Board is tasked with reviewing capital projects and submitting its opinion on specific

requests, as they bear upon the long-range capital needs of the County. The following pages of

this report details the Board’s opinion on specific requests brought to them in 2025 for the 2026

Fiscal Year. All requests are detailed individually and ranked according to priority.

Capital Budget Program (CBP)

The CBP is a long-term planning and budget model which is reviewed annually to assist County

Officials with planning, constructing and financing public and governmental infrastructure. The

CBP includes all Departments of Chautauqua County Government and Jamestown Community

College. These projects are planned in a six-year increment. Budget funds are appropriated by

the County Legislature for the most current year of the CBP. The "out years" (years following the

approved fiscal year) are adopted for planning purposes only. A forward looking CBP prepares

the County to meet its obligations to the community and the financial resources available to fund

those needs.

A capital project is defined by the Chautauqua County Planning Board as being:

(a) acquisition of land or rights in land; or (b) construction or renovation of buildings or facilities;

including design, engineering, and other preconstruction costs with an estimated cost in excess

of $15,000; or (c) improvements to land other than buildings that exceed $5,000, and add value

to the land or improve its utility (such as drainage systems, parking lots, landscaping, and similar

construction on land, etc.); or (d) acquisition of equipment, vehicles, furnishings, computer

software, or computer hardware that have useful lives longer than five years and exceed $5,000,

as well as additions to or refurbishing of capital equipment that exceeds $2,500; or (e) any

strategic county studies or plans; or (f) Preliminary studies, surveys, or plans relating to (a), (b),

(c), (d), (e); or (g) any combination of (a), (b), (c), (d), (e), or (f).

The CBP is divided into four categories, County Government Projects, Enterprise Projects, Airport

Projects, and County Vehicle Replacement. Governmental and County Vehicle Replacement

projects include all departments except the Landfill and Sewer Districts. These County

Government and County Vehicle Replacement projects are funded directly through interest

generated on the capital project reserve, state or federal grants, state or federal aid programs,

dedicated revenues, highway fund balances, general obligation bonds, and if needed the general

fund. Project budgets and their accounting are tracked separately in a Capital Project Fund. Debt

payments associated with the financing for these projects are recovered by the taxing authority

of the County and accounted for in the General Fund Operating Budget.

Airport projects include projects at the two county airports that are funded largely through

federal and state grants. The federal and state grants often pay between 90 to 95 percent of the

total project cost. Additionally, the federal and state grants are generally not awarded in the

same fiscal year that the Department proposed the capital project, accordingly the funds for

these projects are generally not set aside at the same time capital project is proposed to, and

reviewed by the County Planning Board. Instead, the portion of the project that is funded locally

is allocated at the time the grant is awarded by the federal or state grantor.

Enterprise Fund projects include proposals from the Sewer Districts and the Landfill. Financing

for these projects are provided from revenue bonds, operating revenue from user fees, and

federal or state grants. Project revenue and expenditures are accounted for in their respective

Enterprise Funds. User fees are adjusted to support the associated capital or debt service costs

associated with the CBP. Accordingly, these projects do not generally use county funds to pay for

capital projects.

Planning Board Role

The purpose and functions of the Chautauqua County Planning Board (Board) are stated in the

Chautauqua County Administrative Code, Section 7.02(1)(d). The primary function of the

Planning Board during this process is to review all capital projects and submit a report on capital

project requests including its opinion of the specific requests. The report shall identify specific

projects, estimated costs, justification, level of priority, and recommended sources of funding.

County Departments submit their capital project requests annually to the Department of Finance.

Staff from Finance, led by the Budget Director, collect detailed information for each project and

a six-year summary of capital projects and requests. This information is collated and submitted

to the members of the County Planning Board, the County Executive, the Chair and Clerk of the

Legislature, the Chair and ranking member of each legislative committees, the Director of

Planning, and the County Executive’s Cabinet.

Annually in May, the heads of County Departments and their staff present the submitted capital

projects requests to the County Planning Board. This presentation provides Departments with

the opportunity to provide supplementary information and convey the importance of their

capital project requests. At the same time it allows the Board the opportunity to garner additional

information through questions in a hearing like setting. The presentations often answer

questions about the urgency of the request or why a specific method or product was selected.

This information, due to the limited nature of the forms, is generally not provided via the

Department’s initial requests.

During these presentations, Board Members fill out a ranking form for each project. The Board

utilizes a weighted ranking form (see page 5) as a tool to accomplish its evaluation of capital

projects. The results of the ranking form is tabulated and used to determine a preliminary ranking

of capital projects. However, these preliminary rankings are subject to change as the Board will

modify the rankings based on the urgency or importance of a project as determined by the Board

as a whole. The final rankings and opinions on specific requests is assembled into a report that

is submitted to the Capital Projects Committee and the Legislature as a whole.

The Capital Projects Committee as defined in Article 7 Section 7.02 (3)(e), is comprised of the

County Executive, as Chair; the OMB Director, as Vice-Chair; and the Directors of Finance, Public

Facilities, Planning, the County Attorney, the Chair of the Legislature, the majority and minority

leaders of the Legislature, and the Chair of the Public Facilities and Administrative Services

Committee. The flow chart on page 4 references the CBP relationship, including the steps

identified above, to the annual budgeting process

Capital Project Flowchart for 2026 Budget

Departments Identify Capital N eeds – June 2024 to March 2025

Project Concept

Developed

Funding Options

Identified

Legislature Adopts Annual Budgets by December 1st /

Legislature Adopts Six-Year

Capital Plan by December 1st

Capital Projects Requests Submitted to Budget Department by April 1st

Capital Projects Presented to Planning Board on May 6th and May 20th

Planning Board Recommendations Presented to

Legislature By June 25th

Planning Board and Capital Projects Committee Recommendations to

County Executive by August 30th

Capital Budget Created by County Executive by September 11th

Tentative Operating and Capital Budget submitted to Legislature by September 25th

0246810

3.00% 0.03

None Low High

0 2 6 10

15.00% 0.15

0246810

8.00% 0.08

None Low High

0246810

9.00% 0.09

None Low High

0246810

7.00% 0.07

None Low High

0 5 10

10.00% 0.1

No Partially Yes

2 6 10

9.00% 0.09

0246810

10.00% 0.1

None Least Most

0246810

8.00% 0.08

0% 1-20% 21-40% 41-60% 61-80% 81-100%

0123456789 10

10.00% 0.1

0246810

8.00% 0.08

None Low High

0246810

3.00% 0.03

None or below ninth Top ranked

100.00% 1

- $0 to

10,000

This will be a prefilled

+ $40,000 or

greater

OPERATING BUDGET

IMPACT

Extent to which project increases or decreases future operating expenses for the County

over the life of the project. (0=$40k+ increase, 1= $30-40k increase, 2=$20-30k+

increase, 3=$10-20k increase, 4=$0-10k+ increase, 5=no effect, 6=$0-10k decrease,

+ $20 to

30,000

+ $10 to

20,000

FUNCTIONAL AREA

PRIORITY

+ $0 to

10,000

no effect

This will be a prefilled

- $20 to

30,000

Total Points

Ranking Category

Definition / Explanation

In Existing / Formalized

County Plan or Vision

Critical to

Department

Goals

No Plan

No Input

Extent to which project helps meet priorities established in existing county plans or

promotes established departmental or commission goals

Desirable

Department

Project

Extent to which the project was adequately described and justified

PROJECT DESCRIPTION

Extent to which project is necessary for county to continue to provide one or more services

at current standards

This will be a prefilled

answer.

No Health or

Safety Issue

Potential

Hazard

Existing

Hazard Sev.

Extent to which project improves the quality of existing services

IMPROVE SERVICE

MANDATE

This will be a prefilled

answer.

SAFETY

PLANNING

PROJECT #:

DEPARTMENT:

Percentage

Weighting

PROJECT TITLE:

COST EFFECTIVENESS

Extent to which project is most cost effective alternative. RANKING: (10) Most cost

effective; (8) Same cost as other alternatives; (6) More cost effective than not addressing

project (i.e. additional building deterioration); (4) Less cost effective but justified and

timely; (2) Least cost effective; (0) No alternatives considered.

+ $30 to

40,000

- $30 to

40,000

TIMING / LINKAGE

Priority of project among requests in functional area: 10 for top-ranked project to 1 for any

project ranked ninth or below

Extent to which project is timely, a continuation of a project currently underway or related

to other high-priority projects

COMMUNITY AND

ECONOMIC IMPACT

Extent to which project enhances or contributes to community and economic development

efforts.

MAINTAIN SERVICE

- $40,000 or

greater

Increases Operating Expenses

Decreases Operating Expenses

Does the project help the County meet an existing or new mandate?

FINANCING

Extent to which project can be financed with non-general fund revenues (e.g., user fees,

grants, revenues, timber sales) (0=0%, 1=1-10%, 2=11-20%, 3=21-30%, 4=31-40%, 5=41-

This will be a prefilled

answer.

Extent to which project eliminates, prevents or reduces an immediate hazard to safety

- $10 to

20,000

Table A

Total Capital Project Requests

By Department/Divisions

FY 2026

Department FY 2026 Project Cost Total FY 2026 County Share

Requested Total

Airports 11,308,125$ 878,830$

Buildings & Grounds 1,275,535$ 1,275,535$

CHQ Transit 879,917$ 87,992$

County Clerk 315,000$ 315,000$

County Vehicles 2,056,000$ 2,056,000$

Emergency Services 431,000$ 431,000$

Engineering, Roads, & Bridges 8,884,548$ 750,000$

Environmental (Landfill) 2,094,653$ -

Information Technology 232,900$ 232,900$

Jamestown Community College 27,010,436$ 6,752,609$

Parks 84,000$ 84,000$

Planning & Economic Development 5,660,000$ 960,000$

Sheriff's Office 3,876,441$ 3,876,441$

Transportation 2,640,620$ 2,640,620$

Total 66,749,175$ 20,340,927$

Table A

Table B

County-Funded

Capital Project Requests by Priority

FY 2026

Priority Page

Number Department Project 2026 Total

Project Cost

2026 County

2026

Cumulative

County Share

1 43 EMS Technical Rescue and Haz Mat Vehicles & Trailers (2022) 40,000$ 40,000$ 40,000$

2 44 DPF-Engineering, Roads, & Bridges Highways and Bridges (annual) 2026 8,884,548$ 750,000$ 790,000$

3 66 Sheriff's Office

Aviat Microwave Upgrade Project 929,493$ 929,493$ 1,719,493$

4 61 DPF-Parks Chautauqua County Parks Lean-To Replacement 84,000$ 84,000$ 1,803,493$

5 60 JCC Sitework/Sidewalks (2020) 1,007,000$ 452,750$ 2,256,243$

6 25 EMS Ambulance replacement 250,000$ 250,000$ 2,506,243$

7 36 DPF-CHQ Transit Replacement Buses 879,917$ 87,992$ 2,594,235$

8 41 EMS Multi Agency Public Safety Building 60,000$ 60,000$ 2,654,235$

9 42 EMS Murphy Fire Training Center Building Heaters 18,500$ 18,500$ 2,672,735$

10 67 Sheriff's Office CCSO Building Security 478,185$ 478,185$ 3,150,920$

11 64 PED Greenfield Development 350,000$ 350,000$ 3,500,920$

12 71 Sheriff's Office Jail Lock Upgrade 834,650$ 834,650$ 4,335,570$

13 55 JCC IT- Infrastructure (2020) 681,000$ 170,250$ 4,505,820$

14 58 JCC JCC-YMCA Athletic Proposal (Special Project) 24,004,036$ 6,001,009$ 10,506,829$

15 63 PED Commercial Building Demolition & Environmental Due Diligence 250,000$ 250,000$ 10,756,829$

16 35 DPF-Buildings & Grounds Phase II Mayville Campus Bathroom Updates 1,132,535$ 1,132,535$ 11,889,364$

17 68 Sheriff's Office CCSO Vehicles 2026 786,000$ 786,000$ 12,675,364$

18 57 JCC Interior Repairs/Renovations (2024) 484,800$ 121,200$ 12,796,564$

19 40 EMSEmergency Services Tractor 62,500$ 62,500$ 12,859,064$

20 62 PED Chautauqua County Complete Streets (2026) 5,000,000$ 300,000$ 13,159,064$

21 51 IT NETWORK EQUIPMENT (2017)* 10,000$ 10,000$ 13,169,064$

22a 38 County Clerk

Digitization of County Clerk Records - Bound Book & Trifold Records

(Incorp/Business, Marriage, Survey, Miscellaneous)

135,000$ 135,000$ 13,304,064$

22b 69 Sheriff's Office Jail Body Camera and Taser Package 146,412$ 146,412$ 13,450,476$

23 70 Sheriff's Office Jail External Infrastructure 23,392$ 23,392$ 13,473,868$

24 73 Sheriff's Office Patrol Special Teams Equipment Package 31,465$ 31,465$ 13,505,333$

25 74 Sheriff's Office Specialized Patrol Equipment 184,200$ 184,200$ 13,689,533$

26 72 Sheriff's Office New World - Cloud Transition 462,644$ 462,644$ 14,152,177$

27 37 County Clerk County Clerk Records Management Software Conversion 180,000$ 180,000$ 14,332,177$

28 18 DPF-Buildings & Grounds Mayville Campus Plow truck with Salter 93,000$ 93,000$ 14,425,177$

29 80-88 DPF-Transportation DPF Grouped Equipment 1,052,500$ 1,052,500$ 15,477,677$

30a 52 JCC Classroom Furniture 102,100$ 25,525$ 15,503,202$

30b 33 DPF-Buildings & Grounds John Deere 738 4x4 with hard cab and snowblower 25,000$ 25,000$ 15,528,202$

59 JCC LED Lighting 223,800$ 55,950$ 15,584,152$

32 53 JCC Equipment (2025) 259,700$ 64,925$ 15,649,077$

33 56 JCC Infrastructure repairs (2021) 198,000$ 49,500$ 15,698,577$

34a 79 DPF-Transportation Material Loader #159 Sheridan 350,000$ 350,000$ 16,048,577$

34b 32 DPF-Buildings & Grounds Carpet Main Hallway to Family Court at Mayville Municipal Building 25,000$ 25,000$ 16,073,577$

35 77 DPF-Transportation Falconer Shop Gutters and Downspouts 32,500$ 32,500$ 16,106,077$

Table B-County Funded Capital Project Requests by Priority

36 50 IT Enterprise Software (2020) 222,900$ 222,900$ 16,328,977$

37 28 Airports DKK Tractor--4X4 75,000$ 75,000$ 16,403,977$

38a 78 DPF-Transportation Motor Road Grader-Sherman 450,000$ 450,000$ 16,853,977$

38b 29 Airports JHW Bat Wing Mower 110,000$ 110,000$ 16,963,977$

39 76 DPF-Transportation DPF Falconer Office Improvements 15,000$ 15,000$ 16,978,977$

40 54 JCC Exterior Repairs (2025) 50,000$ 12,500$ 16,991,477$

41 65 PED Off-Highway Vehicle Strategy 60,000$ 60,000$ 17,051,477$

42 75 DPF-Transportation DPF Admin Office Back-up Power 40,620$ 40,620$ 17,092,097$

43 89 & 90 DPF-Transportation Wheeled Excavator Falconer 700,000$ 700,000$ 17,792,097$

44 31 Airports JHW Tilt Bed Trailer 25,000$ 25,000$ 17,817,097$

45 24 Airports JHW Full Ton Pick Up Truck - 4 door 75,000$ 75,000$ 17,892,097$

Totals 51,575,397$ 17,892,097$ 17,892,097$

Table C

Enterprise Funded

Capital Project Requests by Priority

FY 2026

* Enterprise Departments collect user fees that pay for the following capital project requests.

Priority

Page

Number Department Project

2025 Total

Project Cost

2025 County

2025 Cumulative

County Share

1 DPF-Environment (Landfill) Repair Ellery Retain Wall (2022) 235,231$ -$ -$

2 DPF-Environment (Landfill)

South Leachate Basin Primary Liner

Replacement 301,422$ -$ -$

3 DPF-Environment (Landfill) Landfill Heavy Equipment (Annual) 1,150,000$ -$ -$

4 DPF-Environment (Landfill) Phase IV Construction (2007) 150,000$ -$ -$

5 DPF-Environment (Landfill)

Landfill Maintenance Shop Renovations and

Addition (2024) 258,000$ -$ -$

Totals 2,094,653$ -$ -$

Table C-Enterprise Funded Capital Project Requests

107

109

Table D

Airport

Capital Project Requests by Priority

FY 2026

* Most airport requests are submitted for State and Federal grants that if awarded, pay 90-95%

of the total cost of the following capital project requests.

Priority Page

Number Department Project 2026 Total

Project Cost

2026 County

2026

Cumulative

County Share

1102 Airports JHW Airfield Guidance Signs-Construction 672,000$ 33,600$ 33,600$

2101 Airports JHW 13-31 Rehabilitation-Construction 5,668,000$ 283,400$ 317,000$

393 Airports DKK Easement Acquisition-Rwy 6, 24, RPZ & Approach 400,000$ 20,000$ 337,000$

492 Airports DKK Runway 15-33 Rehabilitation-Design 100,000$ 5,000$ 342,000$

594 Airports DKK Land Acquisition-RWY 15, 33, RPZ & Approach 600,000$ 30,000$ 372,000$

695 Airports DKK Obstruction Removal 06-24 Approaches & RPZ-Design 90,000$ 4,500$ 376,500$

797 Airports DKK T-Hanger Taxilane-Design 90,000$ 4,500$ 381,000$

898 Airports DKK Taxiway A (West)-Design 125,000$ 6,250$ 387,250$

999 Airports DKK Taxiway B (North)-Design 125,000$ 6,250$ 393,500$

10 96 Airports DKK Security Gate Upgrades (Design & Construction) 14,125$ -$ 393,500$

11 104 Airports JHW On & Off Airport Obstruction-Design & Permitting 159,000$ 7,950$ 401,450$

12 105 Airports

JHW Terminal Building Improvements (PAPI)-Design & Constructio

1,265,000$ 31,630$ 433,080$

13 100 Airports DKK Taxiway Future T-Hanger-Design & Construction 1,500,000$ 150,000$ 583,080$

14 103 Airports JHW Apron-Design 215,000$ 10,750$ 593,830$

Totals 11,023,125$ 593,830$ 593,830$

Table D-Airport Capital Project Requests

Table E

County Vehicle Requests

FY 2026

Department/Division Project Title

FY 2025 Total

Project Cost

FY 2025

County Share

FY 2025

Cumulative

County Share

DPF-Buildings & Grounds Mayville Campus Plow truck with Salter 93,000$ 93,000$ 93,000$

DPF-Transportation Material Loader #159 Sheridan 350,000$ 350,000$ 443,000$

DPF-Transportation

Replace #88 2011 International Chipper Truck

180,000$ 180,000$ 623,000$

DPF-Transportation #336 Rubber Tire Drum Roller 185,000$ 185,000$ 808,000$

DPF-Transportation #390 Skid Steer Sherman 77,000$ 77,000$ 885,000$

DPF-Transportation Snow wing for 2023 CAT Grader #82 60,000$ 60,000$ 945,000$

Airports JHW Full Ton Pick Up Truck-4 Door 75,000$ 75,000$ 1,020,000$

Emergency Services Ambulance Replacement 250,000$ 250,000$ 1,270,000$

Sheriff's Office CCSO Vehicle 2026 786,000$ 786,000$ 2,056,000$

Total 2,056,000$ 2,056,000$ 2,056,000$

Table E-County Vehicle Requests

Total Capital Cost: $177,000.00 Department: 25 – BUILDINGS & GROUNDS

Type: Capital Equipment

Request description:

Capital Costs Historical FY2026 Total

Vehicle Cost $84,000.00 $93,000.00 $177,000.00

Other $0.00

Total $84,000.00 $93,000.00 $177,000.00

Funding Source Historical FY2026 Total

Local (vehicle allocation) $84,000.00 $93,000.00 $177,000.00

Other (specify source in additional comments) $0.00

Total $84,000.00 $93,000.00 $177,000.00

New or Used Vehicle

Additional Comments

Mandate

Safety

Planning

Timing/Linkage

Maintain Service

Improve Service

Cost Effectiveness

Operating Budget

Energy Savings

Community & Economic Impact

Priority

Comments from Planning Board

Members

"I like the fact that this truck is used year round and not just in the winter."

Mayville Campus Plow truck with Salter

We are looking at purchasing a new one-ton pickup truck equipped with a dump body and new salt spreader. The current truck and spreader combination we use has had

a lot of problems in the last few years with break-downs. The truck is 2017 and has been seeing the effects of salt, usage and age. The salt spreader still works but has

started to skip the chains due to worn sprockets and has some electic motor issues. This piece of equipment is essential for employee and public safety here at the Mayville

Campus. This specific truck plows mostly at the jail and salts the entire Mayville Campus multiple times a day during snow events. We depend on this vehicle and these

attachments to keep us operational during the winter months and these breakdowns have the B&G staff scrambling to borrow vehicles from other DPF shops during snow

events. There have been times when we have had to have the big plows called off the road to come and assist here, so we could open the facilities on time.

Additional Information

New Vehicle

Efficient snow and ice removal is essential for maintaining safe conditions and accessibility during winter months. An aging or

unreliable plow truck and salt spreader can lead to several issues:1. Breakdowns: Older equipment is more prone to mechanical

failures, which can disrupt snow removal operations and cause delays, putting people's safety at risk.2. Inefficient performance:

Outdated equipment may not perform as effectively as newer models, requiring more time and resources to clear the same areas.3.

Higher maintenance costs: Repairing and maintaining aging equipment can be costly, potentially exceeding the cost of a new unit over

time.Investing in new, reliable equipment ensures that we can effectively and efficiently manage snow and ice removal, minimizing

potential hazards, improving operational efficiency, and reducing long-term maintenance expenses.

Potential to become a health or safety hazard.

This vehicle fits all county goals and projects as it is used in the winter for snow and ice control and in the non-winter months to

transport tools and materials throughout the county. We will also utilize the dump box year round for our operations.

The current truck and spreader are consistently breaking down and are worn out.

Yes. Investing in new, reliable equipment ensures the Buildings and Grounds staff can effectively and efficiently manage snow and ice

removal, minimizing potential hazards, improving operational efficiency, and reducing long-term maintenance expenses.

If this project is funded, it will create a faster and more efficient way to provide safety for the guests and employees at our facility.

Outdated equipment may not perform as effectively as newer models, requiring more time and resources to clear the same areas.

Newer plow trucks and salt spreaders have improved features like better controls, more efficient salt distribution, and enhanced

safety features for operators.

We based this cost off of estimates provided by the purchasing manager at DPF. He advised me to add 10% based on the current

market (please see attached quote).

The current unit has started to cost us time and parts. We have been seeing electrical issues in the wiring harness that controls the

salt spreader. This will all need to be replaced and repaired to provide efficient services next winter season and the equipment is

worn out.

N/A

Total Capital Cost: $350,000.00 Department: 25 – TRANSPORTATION

Type: Capital Equipment

Request description:

Capital Costs FY2026 Total

Vehicle Cost $350,000.00 $350,000.00

Other $0.00

Total $350,000.00 $350,000.00

Funding Source FY2026 Total

Local (vehicle allocation) $350,000.00 $350,000.00

Other (specify source in additional comments) $0.00

Total $350,000.00 $350,000.00

New or Used Vehicle

Mandate

Safety

Planning

Timing/Linkage

Maintain Service

Improve Service

Cost Effectiveness

Operating Budget

Energy Savings

Community & Economic Impact

Priority

Comments from Planning Board

Members

Material Loader #159 Sheridan

Replace # Unit 159. This unit is a 2011 model year. This unit will be in service over 15 years by the year 2026. This unit is vital to our snowplowing and road construction

process.

Additional Information

New Vehicle

No associated health or safety risk.

DPF-Highway

34a

Total Capital Cost: $180,000.00 Department: 25 – TRANSPORTATION

Type: Capital Equipment

Request description:

Capital Costs FY2026 Total

Vehicle Cost $180,000.00 $180,000.00

Other $0.00

Total $180,000.00 $180,000.00

Funding Source FY2026 Total

Local (vehicle allocation) $180,000.00 $180,000.00

Other (specify source in additional comments) $0.00

Total $180,000.00 $180,000.00

New or Used Vehicle

Mandate

Safety

Planning

Timing/Linkage

Maintain Service

Improve Service

Cost Effectiveness

Operating Budget

Energy Savings

Community & Economic Impact

Priority

Comments from Planning Board

Members

Replace #88 2011 International Chipper Truck

Replace #88. This truck will be in service 25 years in 2026. This vehicle has had electrical & engine issues that have been concurrent. Some parts are not readily available

and are costly for this truck.

Additional Information

New Vehicle

No associated health or safety risk.

DPF-Highway

Total Capital Cost: $185,000.00 Department: 25 – TRANSPORTATION

Type: Capital Equipment

Request description:

Capital Costs FY2026 Total

Vehicle Cost $185,000.00 $185,000.00

Other $0.00

Total $185,000.00 $185,000.00

Funding Source FY2026 Total

Local (vehicle allocation) $185,000.00 $185,000.00

Other (specify source in additional comments) $0.00

Total $185,000.00 $185,000.00

New or Used Vehicle

Mandate

Safety

Planning

Timing/Linkage

Maintain Service

Improve Service

Cost Effectiveness

Operating Budget

Energy Savings

Community & Economic Impact

Priority

Comments from Planning Board

Members

"Overall, all of

this equipment

will contribute

to improving

the efficiency

of the DPF and

is worth the

investment"

"It's difficult to

group all this

equipment

together, I'm

not sure if

there could be

a way to

determine

what ones are

most important

to replace.

There were no

quotes so I'm

assuming the

amounts given

were justified

and accurate."

#336 Rubber Tire Drum Roller

Replace #336 The roller is a 2002 model. The roller will be in service for 24 years by the year 2026. This roller will need replacement by 2026 because of the overall wear to

the vehicle, major engine repairs and the years in service. These machines are an important part of the road construction process.

Additional Information

New Vehicle

No associated health or safety risk.

DPF-Highway

Total Capital Cost: $77,000.00 Department: 25 – TRANSPORTATION

Type: Capital Equipment

Request description:

Capital Costs FY2026 Total

Vehicle Cost $77,000.00 $77,000.00

Other $0.00

Total $77,000.00 $77,000.00

Funding Source FY2026 Total

Local (vehicle allocation) $77,000.00 $77,000.00

Other (specify source in additional comments) $0.00

Total $77,000.00 $77,000.00

New or Used Vehicle

Mandate

Safety

Planning

Timing/Linkage

Maintain Service

Improve Service

Cost Effectiveness

Operating Budget

Energy Savings

Community & Economic Impact

Priority

Comments from Planning Board

Members

#390 Skid Steer Sherman

Replace #390. This unit is a 2000 model year and will be in service over 26 years by the year 2026. This unit has had several hydraulic issues along with part availability

issues.

Additional Information

New Vehicle

No associated health or safety risk.

DPF-Highway

Total Capital Cost: $60,000.00 Department: 25 – TRANSPORTATION

Type: Capital Equipment

Request description:

Capital Costs FY2026 Total

Vehicle Cost $60,000.00 $60,000.00

Other $0.00

Total $60,000.00 $60,000.00

Funding Source FY2026 Total

Local (vehicle allocation) $60,000.00 $60,000.00

Other (specify source in additional comments) $0.00

Total $60,000.00 $60,000.00

New or Used Vehicle

Mandate

Safety

Planning

Timing/Linkage

Maintain Service

Improve Service

Cost Effectiveness

Operating Budget

Energy Savings

Community & Economic Impact

Priority

Comments from Planning Board

Members

Snow wing for 2023 CAT Grader #82

Snow Wing Attachment for our 2023 CAT Grader. This attachment is used to push back the snow banks making new room for newly falling snow. This is a vital piece of

equipment for snow removal operations.

Additional Information

New Vehicle

No associated health or safety risk.

DPF Highway

Total Capital Cost: $75,000.00 Department: 25 – AIRPORTS

Type: Capital Equipment

Request description:

Capital Costs FY2026 Total

Vehicle Cost $75,000.00 $75,000.00

Other $0.00

Total $75,000.00 $75,000.00

Funding Source FY2026 Total

Local (vehicle allocation) $75,000.00 $75,000.00

Other (specify source in additional comments) $0.00

Total $75,000.00 $75,000.00

New or Used Vehicle

Mandate

Safety

Planning

Timing/Linkage

Maintain Service

Improve Service

Cost Effectiveness

Operating Budget

Energy Savings

Community & Economic Impact

Priority

Comments from Planning Board

Members

JHW Full Ton Pick Up Truck - 4 door

Replace the current 1 - ton pickup truck - 4 door. Pickups are an important part of the airports' daily and hourly inspections, required by FAA regulations. Pickups allow for

required services, projects, and/or emergencies to be handled in a timely and efficient manner. Timely replacement of pickup trucks is crucial to maintaining a safe,

efficient, and effective airport operation and lowers the maintenance costs associated with older vehicles.

Additional Information

New Vehicle

No associated health or safety risk.

Total Capital Cost: $250,000.00 Department: 14 – EMERGENCY SERVICES

Type: Capital Equipment

Request description:

Capital Costs FY2026 Total

Vehicle Cost $190,000.00 $190,000.00

Other $60,000.00 $60,000.00

Total $250,000.00 $250,000.00

Funding Source FY2026 Total

Local (vehicle allocation) $250,000.00 $250,000.00

Other (specify source in additional comments) $0.00

Total $250,000.00 $250,000.00

New or Used Vehicle

Additional Comments

Mandate

Safety

Planning

Timing/Linkage

Maintain Service

Improve Service

Cost Effectiveness

Operating Budget

Energy Savings

Community & Economic Impact

Priority

Comments from Planning Board

Members

"Having this service for residents is crucial for maintaining a healthy population."

Ambulance replacement

This project is to replace our primary transport ambulance within the CCEMS system. Our transport division at CCEMS does multiple inter-facility (hospital to hospital)

hospital runs each day, sometimes as many as 5 a day, in a 10-hour shift. This project would be to replace the primary transport ambulance with a slightly larger unit,

affording more room for patient care and equipment storage. This request is for a new "Type 3" ambulance. This type of unit is capable of transporting one patient, with

multiple medical attendants providing care. This unit is staffed by an EMT and Paramedic, who is capable of providing advanced life support for our patients.This

ambulance system routinely transports people to hospitals in Buffalo, Erie and Pittsburgh. So it is critical for patient and provider safety to have a vehicle in good working

order, which is reliable.With our current system, we have two ambulances that are used for patient transport, and the second ambulance is a much older unit that is in

need of replacement. The current primary ambulance would then take on a roll as the secondary unit. It is essential to have a second unit for multiple reasons:To stay in-

service while the primary unit has service and maintenance work doneFor the days when we have two ambulances staffed, and for the days when we can put on an

additional unit with existing staffing Having well-maintained and functioning vehicles, we will have fewer repairs and a safer workplace.This request is for the ambulance to

be purchased with the "powerload cot and loader" system. This system is essential for safe operation, as it is a force-multiplier for our employees. The ambulance is

normally only staffed by two EMTs / paramedics and many times they are moving bariatric patients. The power load system is able to load and move up to a 700-pound

patient with the touch of a button.

Additional Information

New Vehicle

CCEMS transport division did 627 calls for service in the 2024 calendar year.

Maybe. Attach sufficient explanation.

Potential to become a health or safety hazard.

This project aligns with the planning needs of the growing CCEMS system. As our system has grown to meet the needs of our county

residents, so has our needs for equipment. We need to plan to equip our staff with good vehicles and equipment that enhances and

improves their safety on the job.

The current ambulance places about 60000 miles on it each year, and currently does not have a powerload system. If we wait too

long to replace this ambulance, we will be in a situation where we have equipment that is in constant need of repair and creates a

less safe environment to work in.

This is essential to maintain our current level of ambulance service. When we started the transport division of CCEMS, we did it for a

couple of reasons. First and foremost, as medical providers, it was the right thing to do to help our residents and guests get timely

medical care and service at the most appropriate medical location. Secondly, with our current hospital situation, we are seeing

constant and significant delays in ambulance transfer times, and patients are waiting days to go to a secondary hospital. Our

transport division has proven that their ability to help transfer patients is helping to decompress the hospital, and that accomplishes

two goals. Getting the patient to the right location for care, and helping to keep our emergency crews from long wait times at

hospitals when transferring patients.

This new rig will help to keep our transport division in-service and able to operate. This ambulance does also help on the 911 side of

emergency response, as needed.

The basis for cost analysis is based on speaking to current ambulance and equipment dealers for these items.

Normal vehicle wear and tear and operational maintenance.

n/a

This project will have a direct impact on public safety and the lives of our Chautauqua County residents and guests. Additionally, the

transport division has shown in its first year of operation that the income from the services not only covered expenses, but did show a

small profit.

Total Capital Cost: $786,000.00 Department: 06 – SHERIFF

Type: Capital Equipment

Request description:

Capital Costs FY2026 Total

Vehicle Cost $786,000.00 $786,000.00

Other $0.00

Total $786,000.00 $786,000.00

Funding Source Historical FY2026 FY2027 FY2028 FY2029 Total

Local (vehicle allocation) $614,047.00 $196,500.00 $196,500.00 $196,500.00 $196,500.00 $1,400,047.00

Other (specify source in additional comments) $0.00

Total $614,047.00 $196,500.00 $196,500.00 $196,500.00 $196,500.00 $1,400,047.00

Account Codes (Capital Costs):

H-3197-999 $786,000.00

$786,000.00

New or Used Vehicle

Mandate

Safety

Planning

Timing/Linkage

Maintain Service

Improve Service

Cost Effectiveness

Operating Budget

Energy Savings

Community & Economic Impact

Priority

Comments from Planning Board

Members

CCSO Vehicles 2026

The Sheriff's Office continues its annual vehicle replacement plan, which is replacing older, higher-mileage cars with newly purchased ones. The majority of new cars are

assigned front line patrol assignments, with older, used cars being rotated into secondary assignments. In 2026, we are looking to purchase 12 marked patrol vehicles

(Dodge Durangos), 2 unmarked SUVs (Dodge Durangos), and 1 unmarked SUV for investigations.

Additional Information

New Vehicle

Maybe. Attach sufficient explanation.

Potential to become a health or safety hazard.

This request is the continuation of our annual vehicle requests. Our patrol vehicles are the main avenue to patrol and respond to not

only emergency situations, but proactive patrols, serving civil papers, traffic enforcement and more.

We generally purchase vehicles in the first quarter of each calendar year.

Patrol Vehicles allow the Sheriff's Office to continue routine patrols, DWI and traffic enforcement, civil processes, and criminal

investigation follow-ups.

Improvement of service is observed with newer cars being utilized with less time and money for repairs to older, worn-down vehicles.

"I like how the Sheriff's office is sourcing the police vehicles from a local dealership."

The cost-effectiveness is seen with lower maintenance costs for patrol cars.

Capital Projects and Vehicles are amortized over 4 years of the Sheriff's Office budget, so the only ongoing operating costs associated

with this project are the Vehicle purchase allocation, which is 1/4 of the total capital project plus the previous 3 years vehicle

purchase allocation cost.

New cars are typically more fuel efficient than older cars.

Our patrol cars don't necessarily impact community or economic development. It could be argued that our proactive patrols and

emergency response contribute to business and community efforts through safety and security.

Table F

County Funded Capital Project

Requests for FY 2026

Alphabetical by Department/Division

Total Capital Cost: $75,000.00 Department: 25 – AIRPORTS

Type: Capital Equipment

Timeline: 01/01/2026 to 12/31/2026

Request description:

Capital Costs FY2026 Total

Equipment $75,000.00 $75,000.00

Land $0.00

Construction $0.00

Architectural & Engineering $0.00

Furnishings $0.00

In-house Personnel & Fringe $0.00

Contingency/Miscellaneous $0.00

Remaining Budget (Leave Blank) $0.00

Total $75,000.00 $75,000.00

Funding Source FY2026 Total

Local $75,000.00 $75,000.00

Federal $0.00

State $0.00

Bonding $0.00

ARPA $0.00

User Fees $0.00

Timber $0.00

Carryover of Previous Approved Funding (Leave Blank) $0.00

Other (specify source(s) in additional comments)) $0.00

Total $75,000.00 $75,000.00

New Purchase or Replacement

Timing/Linkage

Planning

Maintain Service

Improve Service

Cost Effectiveness

Operating Budget Impact

Energy Savings Impact

Community & Economic Impact

Additional Comments

Mandate

Safety

Priority

Comments from Planning Board

Members

No direct impact.

Maintaining the airfield in a neat and safe condition of readiness is an appropriate and necessary activity to preserve and promote

the economic vitality of the airport.

The FAA mandates that turf surrounding aircraft movement surfaces be maintained at a level grade and cut to at less than 4inches to

discourage wildlife nesting and infestations. These wildlife management standards impose a rigorous ground-keeping mandate that

places heavy reliance on frequent grass cutting and related activities. Although the FAA does not fund ground keeping equipment,

the mandate to maintain airport landscaping to strict standards is fundamental to maintaining airport certification and compliance

with FAA Order 5190.6B.

Yes. (attach brief explanation)

Potential to become a health or safety hazard.

This project supports continued access to high-quality buildings and grounds for use by the general public and by aviation-related

industry and transportation activities when visiting and using the airport. Maintenance of county airports is essential to ensure safe

use of these public resources by users, tenants, travelers, tourists, and the general public.FAA standards require grass cutting at the

airports to be at certain heights for safety.

The existing tractor will be 20 years old. Heavy use of these tractors for ground keeping (mowing) wears out the power train and

imposes high maintenance and repair costs. Lifecycle costs are escalating as the tractor power train wears out.

Replacing legacy tractors will prevent/obviate an extensive overhaul of power train, hydraulic and mechanical components that are

worn and failing with increased frequency.

Continued repair of legacy equipment is an alternative but not cost-effective due to the high cost of replacement components and

labor. Federal (FAA AIP) funding is not available for this type of equipment. Under State and Federal airport safety guidelines, we are

obligated to maintain aircraft movement surfaces in a clean and object-free condition and to maintain vegetation in a short-cropped

condition to provide clear fields of vision and mitigate wildlife hazards. Repair by replacement offers the best lifecycle cost

alternative. Capital cost of replacement will be recovered in labor savings and repair costs over the useful life of the equipment.

Annual repair and maintenance costs average about $2,000 for this type of equipment, given the operating environment and

workload. Revenues are indirect based on the use of the airports (fuel, facility fees, hangar rental...the county receives a percentage

of cost for aircraft landing at our facility). The value of airports and economic impact to the community is directly impacted by the

users of the airports.

DKK Tractor--4X4

Proposed capital equipment replacement is one-for-one replacement of a 2005 Case 4X4 agricultural tractor w/loader used to maintain airport movement surfaces and

surrounding fields/landscape.

Additional Information

Resubmittal

The Legacy 2005 tractor and loader are reaching the economic life threshold and are increasingly expensive and unreliable to

maintain. Frequent hydraulic leaks have resulted in extended periods of non-availability during peak usage seasons.

Total Capital Cost: $110,000.00 Department: 25 – AIRPORTS

Type: Capital Equipment

Timeline: 01/01/2026 to 12/31/2027

Request description:

Capital Costs FY2026 Total

Equipment $110,000.00 $110,000.00

Land $0.00

Construction $0.00

Architectural & Engineering $0.00

Furnishings $0.00

In-house Personnel & Fringe $0.00

Contingency/Miscellaneous $0.00

Remaining Budget (Leave Blank) $0.00

Total $110,000.00 $110,000.00

Funding Source FY2026 Total

Local $110,000.00 $110,000.00

Federal $0.00

State $0.00

Bonding $0.00

ARPA $0.00

User Fees $0.00

Timber $0.00

Carryover of Previous Approved Funding (Leave Blank) $0.00

Other (specify source(s) in additional comments)) $0.00

Total $110,000.00 $110,000.00

New Purchase or Replacement

Timing/Linkage

Planning

Maintain Service

Improve Service

Cost Effectiveness

Operating Budget Impact

Energy Savings Impact

Community & Economic Impact

Additional Comments

Mandate

Safety

Priority

Comments from Planning Board

Members

38b

No direct impact.

Maintaining the airfield in a neat and safe condition of readiness is an appropriate and necessary activity to preserve and promote the

economic vitality of the airport.

The FAA mandates that turf surrounding aircraft movement surfaces be maintained at a level grade and cut to at less than 4inches to

discourage wildlife nesting and infestations. These wildlife management standards impose a rigorous ground-keeping mandate that

places heavy reliance on frequent grass-cutting and related activities. Although the FAA does not fund ground-keeping equipment, the

mandate to maintain airport landscaping to strict standards is fundamental to maintaining airport certification and compliance with

FAA Order 5190.6B.

Maybe (attach sufficient explanation)

No associated health or safety risk

This project supports continued access to high-quality buildings and grounds for use by the general public and by aviation-related

industry and transportation activities when visiting and using the airport. Maintenance of county airports is essential to ensure safe

use of these public resources by users, tenants, travelers, tourists, and the general public.FAA standards require grass cutting at the

airports to be at certain heights for safety.

The existing batwing will be 20 years old. Heavy use of these batwings for ground keeping (mowing) wears out the power train and

imposes high maintenance and repair costs.

Replacing legacy batwings will prevent/obviate an extensive overhaul of power train, hydraulic and mechanical components that are

worn and failing with increased frequency.

Continued repair of legacy equipment is an alternative but not cost-effective due to the high cost of replacement components and

labor. Federal (FAA AIP) funding is not available for this type of equipment. Under State and Federal airport safety guidelines, we are

obligated to maintain aircraft movement surfaces in a clean and object-free condition and to maintain vegetation in a short-cropped

condition to provide clear fields of vision and mitigate wildlife hazards. Repair by replacement offers the best lifecycle cost alternative.

Capital cost of replacement will be recovered in labor savings and repair costs over the useful life of the equipment.

Annual repair and maintenance costs average about $2,000 for this type of equipment, given the operating environment and

workload. Revenues are indirect based on the use of the airports (fuel, facility fees, hangar rental...the county receives a percentage

of the cost for aircraft landing at our facility). The value of airports and economic impact to the community is directly impacted by the

users of the airports.

JHW Bat Wing Mower

Proposed capital equipment replacement is one-for-one replacement in order to maintain airport movement surfaces and surrounding fields/landscape.

Additional Information

New

The Legacy 2005 tractor and loader are reaching the economic life threshold and are increasingly expensive and unreliable to

maintain. Frequent hydraulic leaks have resulted in extended periods of non-availability during peak usage seasons.

Total Capital Cost: $75,000.00 Department: 25 – AIRPORTS

Type: Capital Equipment

Request description:

Capital Costs FY2026 Total

Vehicle Cost $75,000.00 $75,000.00

Other $0.00

Total $75,000.00 $75,000.00

Funding Source FY2026 Total

Local (vehicle allocation) $75,000.00 $75,000.00

Other (specify source in additional comments) $0.00

Total $75,000.00 $75,000.00

New or Used Vehicle

Mandate

Safety

Planning

Timing/Linkage

Maintain Service

Improve Service

Cost Effectiveness

Operating Budget

Energy Savings

Community & Economic Impact

Priority

Comments from Planning Board

Members

No associated health or safety risk.

JHW Full Ton Pick Up Truck - 4 door

Replace the current 1 - ton pickup truck - 4 door. Pickups are an important part of the airports' daily and hourly inspections, required by FAA regulations. Pickups allow for

required services, projects, and/or emergencies to be handled in a timely and efficient manner. Timely replacement of pickup trucks is crucial to maintaining a safe,

efficient, and effective airport operation and lowers the maintenance costs associated with older vehicles.

Additional Information

New Vehicle

Total Capital Cost: $25,000.00 Department: 25 – AIRPORTS

Type: Capital Equipment

Timeline: 01/01/2024 to 12/28/2024

Request description:

Capital Costs FY2026 Total

Equipment $25,000.00 $25,000.00

Land $0.00

Construction $0.00

Architectural & Engineering $0.00

Furnishings $0.00

In-house Personnel & Fringe $0.00

Contingency/Miscellaneous $0.00

Remaining Budget (Leave Blank) $0.00

Total $25,000.00 $25,000.00

Funding Source FY2026 Total

Local $25,000.00 $25,000.00

Federal $0.00

State $0.00

Bonding $0.00

ARPA $0.00

User Fees $0.00

Timber $0.00

Carryover of Previous Approved Funding (Leave Blank) $0.00

Other (specify source(s) in additional comments)) $0.00

Total $25,000.00 $25,000.00

New Purchase or Replacement

Timing/Linkage

Planning

Maintain Service

Improve Service

Cost Effectiveness

Operating Budget Impact

Energy Savings Impact

Community & Economic Impact

Mandate

Safety

Priority

Comments from Planning Board

Members

N/A

No associated health or safety risk

N/A

Efficiency with internal projects, transferring equipment. Internal maintenance, if any.

Efficiency with internal projects, transferring equipment.

N/A

JHW Tilt Bed Trailer

14,000 lb tilt bed trailer is needed to transfer equipment from airport to airport. Currently, we are borrowing a trailer from other departments. This takes time and

coordination between users, which we don’t always have. This creates timing issues and affects when projects can be completed, and/or interferes with projects the other

departments are trying to complete.

Additional Information

New

N/A

Total Capital Cost: $25,000.00 Department: 25 – BUILDINGS & GROUNDS

Type: Capital Equipment

Timeline: 01/01/2026 to 07/31/2026

Request description:

Capital Costs FY2026 Total

Equipment $0.00

Land $0.00

Construction $25,000.00 $25,000.00

Architectural & Engineering $0.00

Furnishings $0.00

In-house Personnel & Fringe $0.00

Contingency/Miscellaneous $0.00

Remaining Budget (Leave Blank) $0.00

Total $25,000.00 $25,000.00

Funding Source FY2026 Total

Local $25,000.00 $25,000.00

Federal $0.00

State $0.00

Bonding $0.00

ARPA $0.00

User Fees $0.00

Timber $0.00

Carryover of Previous Approved Funding (Leave Blank) $0.00

Other (specify source(s) in additional comments)) $0.00

Total $25,000.00 $25,000.00

New Purchase or Replacement

Timing/Linkage

Planning

Maintain Service

Improve Service

Cost Effectiveness

Operating Budget Impact

Energy Savings Impact

Community & Economic Impact

Additional Comments

Mandate

Safety

Priority

Comments from Planning Board

Members

Carpet Main Hallway to Family Court at Mayville Municipal Building

This capital project proposes the installation of commercial-grade carpet tiles over the existing vinyl tile flooring in the Mayville Municipal Building. The installation will

cover the hallway from the entrance to the Family Courts and into the security office by the double doors. We will utilize modern, durable carpet tile products designed

specifically for commercial applications with installation methods over the existing hard surfaces.

Additional Information

New

It will also add another safety aspect, by reducing the potential for slip and falls with the current hard-surface floors and have the

flooring match consistently throughout other areas of the building. The long-term goal is for the county to lease additional space in

that area, and we are currently holding civil service tests there. This project, if funded, will enhance that project.

The carpet is necessary to bring continuity to the appearance of the facility. The carpet will cover broken tiles that are dated to the

construction of the school. This request benefits the County as a whole and specifically those who are there doing business by

allowing all who enter the building to feel secure and confident. This project will also support the possibility of other departments

acquiring space in that facility.

N/A

This project, if funded, will not necessarily improve services but will make the remaining hallways safer for employees and the public

visiting the facility by reducing the potential for slip and falls with the current hard-surface floors.

This is a quote from a contractor, and we added another 20% for current trends. No other alternatives/contractors were considered

as this contractor is under contract with us and has completed other projects for us, and we would like that to continue.

The addition of this carpet project provides an initial decrease in maintenance expenses as the equipment required to maintain the

carpeted surface is less, being its new carpet. This would eventually require continued maintenance as has been done previously and

is currently being done. There would not be any new costs incurred or future financial burden on the County because of this project.

34b

Installing carpet tiles over existing vinyl eliminates costly removal and disposal expenses, while reducing project costs. Modern carpet

tiles require less intensive maintenance than vinyl, reducing cleaning labor hours.

N/A

The carpet tile installation project represents a prudent capital investment that addresses current safety concerns, prevents costly

future repairs, improves service quality, and supports local economic activity. The cost-effective approach of installing over existing

vinyl maximizes budget efficiency while delivering significant improvements to facility function and appearance.

Potential to become a health or safety hazard.

Total Capital Cost: $50,000.00 Department: 25 – BUILDINGS & GROUNDS

Type: Capital Equipment

Timeline: 01/01/2025 to 02/01/2025

Request description:

Capital Costs Historical FY2026 Total

Equipment $25,000.00 $25,000.00 $50,000.00

Land $0.00

Construction $0.00

Architectural & Engineering $0.00

Furnishings $0.00

In-house Personnel & Fringe $0.00

Contingency/Miscellaneous $0.00

Remaining Budget (Leave Blank) $0.00

Total $25,000.00 $25,000.00 $50,000.00

Funding Source Historical FY2026 Total

Local $25,000.00 $25,000.00 $50,000.00

Federal $0.00

State $0.00

Bonding $0.00

ARPA $0.00

User Fees $0.00

Timber $0.00

Carryover of Previous Approved Funding (Leave Blank) $0.00

Other (specify source(s) in additional comments)) $0.00

Total $25,000.00 $25,000.00 $50,000.00

New Purchase or Replacement

Timing/Linkage

Planning

Maintain Service

Improve Service

Cost Effectiveness

Operating Budget Impact

Energy Savings Impact

Community & Economic Impact

Additional Comments

Mandate

Safety

Priority

Comments from Planning Board

Members

"This project should be funded based on the increases in operator safety, increased functionality, and lower maintenance costs."

John Deere 738 4x4 with hard cab and snowblower

A compact 4x4 garden tractor equipped with an enclosed cab and front-mounted snowblower attachment is an efficient solution for clearing snow from sidewalks and

walkways around public facilities. The cab protects the operator from harsh winter conditions, while the snowblower can quickly and effectively remove accumulated

snow. Last year, staff had to perform this necessary safety task of removing snow from the sidewalks without a cab, and it was challenging with the winter we had.

Additional Information

New

The current piece of equipment being used doesn't have a cab and the blower is worn out and old. We have started to see mechanical

issues with this piece of equipment this last winter.

This project, if funded, is crucial for effective snow removal operations. Factors to consider include the number of sidewalks, typical

snowfall amounts, equipment storage, and staffing needs. This new tractor and snowblower should be sized appropriately for the job

and integrated into the overall snow removal plan.

Reliable snow removal is essential for maintaining access and safety to public buildings. An aging or unreliable machine can lead to

service disruptions, putting pedestrians at risk and potentially impacting building operations. A new tractor and snowblower will help

ensure consistent, high-quality service.

Modern tractors and snowblowers offer several improvements over older equipment, such as increased efficiency, better

maneuverability, enhanced operator comfort, and reduced emissions. These improvements can lead to faster snow clearance,

reduced operator fatigue, and a smaller environmental footprint.

While the upfront cost of a new tractor and snowblower may seem significant, it's important to consider the long-term savings.

Newer equipment typically has lower maintenance and repair costs, improved fuel efficiency, and a longer service life. These factors

can offset the initial investment over time, making it a cost-effective solution. I have added roughly 10% to the attached quote based

on current market trends.

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30b

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Maintaining clear and safe sidewalks is crucial for community members, including pedestrians, individuals with disabilities, and

emergency services. Efficient snow removal promotes accessibility, mobility, and public safety, enhancing the overall quality of life in

the community.

Investing in new equipment demonstrates a commitment to providing high-quality public services and prioritizing public safety. A

modern tractor and snowblower can be multi-functional assets, potentially used for other ground maintenance tasks during non-

winter months, maximizing the equipment's value. Newer equipment often features improved ergonomics and safety features,

reducing the risk of operator injuries and potential liabilities. A well-maintained and reliable snow removal solution can help avoid

costly slip-and-fall incidents or property damage claims resulting from inadequate sidewalk clearance.