Capital Improvement Plan

Role of the Harbor District

The Humboldt Bay Harbor Recreation and Conservation District (District) is a countywide agency that was voted into existence and funded by a countywide ballot in 1973. It was founded by the public to provide project support and management of resources within the area of Humboldt Bay and along the Humboldt County coastline. Responsibilities include port development, recreational program development, and conservation program development.

Historically the District has actively developed recreation projects at the Woodley Island Marina and at Shelter Cove. It has also provided:
• Waterfront permit management
• Tidelands management
• Waterfront project expertise to the region
• Liaison to port agencies and professional associations throughout the world

More recently, the District has recognized that economic development which can occur in response of a Planned Port Development Program is a priority during the execution of this Capital Improvement Program (CIP).

Regulatory Requirement

The CIP creates an orderly basis to guide local officials in making sound budget decisions consistent with the Harbor District's goals, needs, and capabilities so as to benefit the public.

Projects may include one-time, non-operational programs. District policy is to incorporate all projects within the CIP that exceed $25,000. The types of projects can include:
• Land and buildings
• Waterfront facilities
• Dredging
• Recreation facilities
• Conservation facilities
• Street facilities
• Wastewater collection and treatment
• Water system mitigation programs
• Joint projects with other agencies

Consistency with Strategic Plan

The District updates its Strategic Plan every five years. The current Strategic Plan has been proposed by the District for the time period of 2002 through 2006. That plan created a mission statement and a set of general objectives.

The mission statement of the District is:
"The mission of the Harbor District is to serve all the people of Humboldt County by promoting harbor use, enhancing recreational opportunities, and protecting bay and tidal environments."

The general objectives of the Strategic Plan (in random order) are:
1. To represent the various constituencies equally and fairly within the responsibilities as stated in the enabling legislation
2. To coordinate and provide leadership to federal, state and local entities on issues relevant to the District mission
3. To promote regulatory and legislative action favorable to the District
4. To expand and promote the economic and entrepreneurial activities of Humboldt Bay that are compatible with the District's adopted Management Plan and/or other related documents
5. To generate adequate revenues to fund on-going District programs
6. To manage all tide and submerged lands within the District's jurisdiction
7. To promote and create recreational opportunities within the District's jurisdiction that are compatible with the District's adopted Management Plan and/or other related documents
8. To promote the protection of the bay and other tidelands
9. To promote public knowledge of the bay
10. To improve public awareness of and confidence in the District, its Commissioners and its staff
11. To attain a high level of competency and efficiency in the operation of the District
12. To regularly update the District's operating and long range plans

Capital Improvement Program Objectives

The CIP identifies specific public improvement projects by location, size, function, and cost. Figure 2 identifies some of the issues of concern which need to be considered in the analysis of a project which will be developed within the "port" and/or within the District's jurisdiction. Note that the "Investment Decision" triggers the need to locate and identify projects-the list of which is the Capital Improvement Program. "Investment Decision" is not a financial decision, but incorporates all of the public input that leads the District to decide to pursue a project.

Projects are scheduled during the five-year period, and funding for the major cost elements related to the project are estimated. Such categories as design, acquisition, construction, etc. are established with a level of current knowledge. Certain projects may extend over several budget years. The estimates will be updated periodically as knowledge about the project details become known.

The CIP should identify the expected revenue sources for each project.

The CIP uses a criteria-rating system which results in a prioritization framework to rank projects for more objective decision-making.

The CIP allows the identification of projects which are interrelated with other agencies. In this manner it gives other affected agencies, such as cities, the county, utilities agencies, or universities, the opportunity to develop their long-range planning consistent and in tandem with the District's implementation program.

The CIP encourages efficient planning and execution by presenting projects to the public for their input. This planning process discourages inefficient use of capital resources and discourages frequent changes of direction as a result of short-range political desires. The planning process also contributes to a realistic assessment of staffing, required within the agency, for development support, operation and maintenance. It also supports a simpler budget process since it is common for the first year of the CIP to be folded into the annual budget.

Unanticipated changes, due to funding limitations, the infrequent urgent project, or other such influences can be accommodated more realistically and with less community stress since the resources for various programs can be adjusted by rebudgeting the CIP.

Project Priorities

The following project criteria are used to develop priority ranking of the projects. Ten (10) points represents a criteria of greatest significance while one (1) represents the least significance. The criteria are:
• Health and safety.
• Need for damage repairs.
• The frequency of the problem being corrected.
• The correction or removal of an environmental impact.
• Protection of the District public investment.
• Leveraging of dollars by gaining the highest ratio total dollars to local dollars.
• The number of people and businesses positively economically affected.
• The geographical area affected.
• The quantitative improvement in economic development measured by job creation.
• Years problem has existed.
• Contractual obligations with other agencies.
• The need for joint performance with other agencies within Humboldt County.

Funding

Funding for projects can come from the local budget of the District and various other agencies or other sources. Funding sources can be grants, loans, or special bonding or assessment program for the portions of projects which meet those funding source criteria.

Figure 3 identifies port (project) financing alternatives in a commercial marketplace. Each project's financing program should be evaluated by considering which financing instrument is more attractive (least cost) and appropriate. The evaluation applies to both the District's financing alternatives and the private partners that either lease, operate or invest within the port's jurisdiction.

Coordination meetings with other agencies offer the opportunity for a well organize funding program to support the CIP.

Program Cost Estimates

Projects are described by "Project Definition." Cost estimates are prepared early on as preliminary (subject to change). Some projects are conceptual in nature and become more accurately defined the closer the project is to implementation.

Project cost estimates ignore the time value of money and are made in current year dollars. Feasibility studies will more accurately price multi-year project costs. Rounding is done to the nearest 1,000 dollars.

Specific Projects

The Harbor District's CIP is currently being updated. When complete, this site will contain specific projects considered for the next five year period.