Resolution - 2024 - 24-16 - Fy 25-29 Capital Plan - 10/22/2024 RESOLUTION No. 24-16
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EAGLE, IDAHO,ADOPTING
THE FISCAL YEAR 2024 TO 2028 CAPITAL PLAN DATED OCTOBER 22, 2024; AND
PROVIDING AN EFFECTIVE DATE.
WHEREAS, the City of Eagle is a municipal corporation operating under the laws of the
state of Idaho; and
WHEREAS, the City of Eagle desires to provide the City - citizens, land owners, elected
official, and staff - a road map for major investments and maintenance within the City that is
transparent,collaborative,and fiscally constrained; and
WHEREAS, the City of Eagle has determined that capital investments and maintenance be
reviewed,prioritized, and updated annually on a city-wide basis; and
WHEREAS, the City of Eagle, recognizes the need to save and set-aside funds across
multiple fiscal years to properly fund new improvements, save for maintenance of existing
infrastructure,and establishes a fund for emergencies that impact the City's infrastructure; and
WHEREAS, The Capital Plan illustrates the City's intent to leverages expenditures from
the City's Capital Fund, Park Fund, Pathway Fund, Police Impact Fee Fund, and outside sources
equaling $18.61 million for the City's Fiscal Year 2025-2029 budgets; and
WHEREAS, the City of Eagle has drafted and developed the prioritized Capital
Plan through a series of open public meetings and workshops to guide and prioritize investment
for Fiscal Year 2025-2029 as set forth in Exhibit A; and
WHEREAS, the City of Eagle brought forward the plan at a public open house on
September 18, 2024,and accepted public comment through September 30,2024,
WHEREAS after taking public comment on hereinafter referred to as "Plan" on October 8,
2024; and
WHEREAS,the Plan contain the following information:
(a) A description of the annual project development process;
(b) A detail of the annual increase of in the City's Capital Liability associated with the
development and improvement to the City's capital portfolio;
(b) A general description of all project requests between Fiscal Year 2025 and Fiscal
Year 2029;
(c) A detailed funding plan, including available outside funding sources, for capital
projects and maintenance in Fiscal Year 2025 through Fiscal Year 2029,
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(d) A Fiscal Year 2025 capital projects and maintenance list consistent with the City of
Eagle FY 2025 Appropriation Ordinance No. 941
(e)A description and prioritization of unfunded capital projects and maintenance for five
(5) Fiscal Years (2025-2029)
(f) A recognition of the City's existing capital plans associated with impact fees under
Idaho Code 67-6802; and
WHEREAS, the City Council, after careful consideration, hereby finds and declares that
a capital plan to guide City investment and development in capital projects and operation and
maintenance of existing City investment is in the best interests of the community, therefore
deems it advisable to adopt the Fiscal Year 2024-2028 Capital Plan,
NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF THE
CITY OF EAGLE, IDAHO that the "Fiscal Year 2024-2028" dated October 22, 2024, attached
hereto as Exhibit A, is hereby adopted by the City.
This Resolution will be in full force and effect upon its adoption and approval this 1.'L day of
OC-V0 2.. , 2024.
CITY OF EAGLE, IDA
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TABLE OF CONTENTS:
Section 1: Why We Plan pg.
Overview 3
Goals 5
Planning Process 7
Section 2: FY2024 Review & Status pg.
FY 24 Capital Maintenance 11
FY 24 Capital Projects 12
FY 24 Capital Liability 13
Section 3: FY 2025 to FY 2029 Projects pg.
FY 25 Capital Maintenance 15
FY 25 Capital Projects 20
Section 4: Future, Unfunded, & Removed pg.
Future/Unfunded Projects 25
Removed Projects 26
Moved Projects 27
Section 5: Amendments & Modifications 28
Appendix Maps & Project Details 31
Mayor:
Brad Pike
Council:
Helen Russell
Melissa Gindlesberger
Mary May
Craig Kvamme
Adopted by Resolution 24-16
October 22, 2024
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COVER/FEATURED PROJECT: This year’s featured capital project is ACHD Downtown Eagle
Mobility Improvements Project. In FY 2024 this project completed Phase 1 of 2 to increase connectivity
and capacity within Downtown Eagle. The project was 10-years in the planning and development process.
While an ACHD project the City of Eagle in partnership with the Eagle Urban Renewal Agency funded
the livability enhancements to the project- widened sidewalks, pavers, Historic Street lights and enhanced
street tree plantings.
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WHY WE PLAN :
OVERVIEW
This plan is a road map, establishing a process to fund necessary capital maintenance and desired new
capital projects of the City over the next five years. The City’s Council goal in the development of a city-
wide capital plan was to:
“Provide the City (citizens, elected officials, and staff) a road map for major investments and
maintenance within the City that is collaborative and fiscally constrained.”
The idea of a City-wide capital plan has been an aspiration of the City since the early 2000’s. Each of the
City’s comprehensive plans since 2004 has had a similar goal:
“Economic Sustainability: A community focused on the ability for the City to continue to
fund, improve and support itself, including infrastructure, parks, and trails without the uses of
building permit fees, impact fees and zoning fees.” - Page 1 Eagle is HOME Plan
Often capital facilities plan only focus on the construction of new facilities – the leveraging of impact fees,
grants, and one-time funds to construct public projects, but neglects to properly detail and plan for the
cost of operation, maintenance, and replacement of existing infrastructure and facilities over time. One
of the key tenants of this plan is to provide the City a complete picture of the cost of both constructing
new infrastructure and the cost and necessary savings for the City to properly maintain and plan for the
replacement of existing infrastructure as well. This plan relies on annual appropriations through the City’s
budget process and a commitment by the acting Mayor and City Council to implement.
Up until 2021, the City had funded projects inconsistently through a scatter-shot approach, those wanting
funding requested it directly and individually to the Mayor and/or City Council, but projects were not
compared against each other in a formal manner to determine which projects were of the most
significance to the City, nor was the cost of capital maintenance factored into the decision to construct or
as part of the annual City budgeting process. For a few years, the City used a “strategic annual goal” or
“capital fund” to set aside funds across multiple years, but this process was not used by all departments
nor implemented consistently.
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As required, the City has adopted a single-year budget that addresses needs within a single fiscal year,
relying solely on one-time and general fund dollars to fund capital projects, capital maintenance, and the
day-to-day operations of the City. The City’s general fund functions as a clearing house for all city revenue.
Some monies pass through the general fund to restrict accounts (impact fees, enterprise funds, and
bonds) while most funds are held in the general fund as a savings account and only transferred out to
specific accounts on an as needed basis. At the end of each fiscal year, unspent dollars are swept into
the general fund for reallocation in the next budget year. The goal is to limit the sweeping of unspent
money for capital projects and to hold those funds in a separate account from the general fund.
The Fiscal Year 2025 to Fiscal Year 2029 Capital Plan is the City of Eagle’s fifth year completing a city-wide
prioritized fundings plan for capital. Evaluating all requests for capital maintenance and new capital
projects against each other to determine the greatest need and benefit for the community.
The capital fund is one of the largest budgeted funds within the City of Eagle, in FY2025 the fund holds
$15 million including project specific maintenance, capital projects, and reserves (for future projects).
Unlike other accounts funds within the City budget, the capital fund is not swept back into the general
fund each year, this allows for the carrying forward of funds allowing the City to save and plan for large
projects across multiple years. This also means the Capital plan account can see significant increases and
decreases over time as projects move from savings to construction. The movement of funds within the
capital plan, fund, and budget require City Council deliberation and approval, the goal is to increase
transparency for citizens about the plan and project opportunities.
In addition to the Capital Fund, this plan also leverages monies from the three impact fees collected by
the City: Parks, Pathways and Police. This document, while a great step forward toward the City’s goals,
is not intended to address the required elements of Idaho Code 67-65: The Local Land Use Planning Act
or Idaho 67-8208: Capital Improvements Plan. This document relies on regular updates of the parks,
pathways, and police capital plans and impact fee studies under Idaho Code. This document is intended
to take those priorities and leverage general fund dollars, outside funding/match, and the impact fees
collected by the City. To that end the City will in future fiscal years this plan will update as the City’s
master planning documents and impact fee capital plans update.
IMPORTANT NOTE: The City’s Capital Plan does not commit or assure funding in future years, nor does it
assure a timeline for completion of a project. The Plan is evaluated yearly based on current needs and
opportunities and is intended to serve as a guide to help direct priorities within the City’s annual
appropriation approval process.
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GOALS
To better guide and support the City’s planning efforts that City has established the following goals and
objectives for capital planning. Goals will be used to guide the annual prioritization and funding process.
GOAL 1: PROVIDE TO THE PUBLIC A CLEAR, REALISTIC, AND FISCALLY
CONSTRAINED 5-YEAR CAPITAL IMPROVEMENT PLAN.
a. Prioritize maintenance and operation of existing infrastructure ahead of system expansion.
b. Establish annual fiscal goals for saving/set asides to fund depreciation, replacement, and
planned construction.
c. Ensure that projects are properly developed through the scoping process- project development,
planning, savings, then construction/purchase.
GOAL 2: ESTABLISH A PROCESS FOR THE DEVELOPMENT OF PUBLIC FACILITY
PLANS THAT ADDRESS EXISTING SERVICES, DEFICIENCIES, AND FUTURE NEEDS.
a. Ensure each City service has completed and maintains a facility inventory, 5+ year master
facilities plan, and has an adopted level of service.
b. Ensure all facilities comply with state and federal service regulations.
c. Establish implementable and enforceable level of service standards.
d. Ensure development does not degrade the City’s adopted level of service without proper
mitigation.
GOAL 3: ENHANCE THE QUALITY OF LIFE IN EAGLE THROUGH THE PLANNED
PROVISION OF CAPITAL FACILITIES AND PUBLIC SERVICES THAT ARE PROVIDED
EITHER DIRECTLY BY THE CITY OR THROUGH COORDINATION WITH OTHER
PUBLIC AND PRIVATE ENTITIES.
a. Work with the community to determine community needs and desires for services.
b. Prioritize maintenance of existing community investment ahead of expansion.
GOAL 4: PROVIDE NEEDED CAPITAL FACILITIES IN AN ECONOMIC, EFFICIENT,
AND EQUITABLE MANNER.
a. Use the capital planning process to identify city needs (project and maintenance), funding
opportunities, and partnership opportunities that serve all the citizens of Eagle.
b. Projects should be prioritized based on needs ahead of desires.
c. Use the City’s fiscal impact tool to help guide changes in land use to ensure both short term and
long tern fiscal sustainability (ability to fund infrastructure without the use of one-time fees).
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GOAL 5: ENSURE THAT ADEQUATE PUBLIC FACILITIES AND SERVICES FOR NEW
DEVELOPMENTS ARE AVAILABLE OR CONDITIONED TO BE PROVIDED AT THE
TIME OF FINAL LAND USE APPROVAL (FINAL PLAT/BUILDING PERMIT) SUCH THAT
SERVICE PROVISION FOR NEW DEVELOPMENTS WILL NOT LOWER EXISTING
SERVICE LEVELS.
a. Condition development to pay their proportionate share of capital cost and the cost for system
expansion.
b. Maintain, update, implement the City’s development impact tool to evaluate the cost and
benefits of development on the City’s capital plan and operations.
c. Educate the public and elected official about the fiscal impact of different types of land uses.
d. Work to ensure that development does not degrade the adopted level of service for City
provided services- consider mitigation agreements, dedications, and other mechanisms to
ensure the equitable and consistent level of service.
GOAL 6: COORDINATE TRANSPORTATION IMPROVEMENT PLANS, PROGRAMS,
AND PARTNERSHIPS WITH THE EAGLE URBAN RENEWAL AGENCY, ACHD & ITD
TO ENSURE THE CITY’S VISION FOR FUTURE AND GROWTH-RELATED ROAD
PROJECTS ARE ACHIEVABLE.
a. Identify and plan for opportunities for cooperation.
b. Work to align goals, policies, and projects with partnering agencies.
c. Identify projects that will require a Cost-share agreement and plan appropriately for this
contribution.
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THE CAPITAL PLANNING PROCESS
The process used to develop the preliminary capital plan is collaborative and inclusive of all departments.
The capital planning process is designed to engage staff, elected officials, appointed officials, and the
public in the annual process with the goal of recognizing, reviewing, and prioritizing the needs of the City.
All identified projects are placed into one of three categories for project funding. The Capital Plan focuses
on two of these categories: Capital Projects and Capital Maintenance:
One of the functions of the capital planning process is to provide the City Council and funding partners
the best quality and most implementable projects possible. Projects that have been properly scoped and
developed tend to be completed on time, on budget, and are more likely to receive outside
funding/support. Projects should be scoped and properly thought through to address timeline,
participants (staff and public), cost (construction and planning), and the on-going operation and
maintenance costs to the City.
Project development within the capital plan is a phased process that starts with the annual project request
list and continues through budgeting, construction, and maintenance; each phase builds on the previous
providing additional information and specificity to the scope of work.
The Capital Plan is developed in three main phases with increasing specificity: project identification,
project scoping, and project prioritization.
Capital Project:
Example Projects/Investments:
*New parks,
*New trails,
*Expansion of existing facilities
*Extending water main lines
Capital Maintenance Project: Operational Maintenance:
New project, facility, or investment that costs
more than $20,000 and has a life span of 5 years
or more. Customarily these projects are
associated with maintaining minimal levels of
service associated with growth or the
annexation of new lands. These projects often
have a dedicated funding source (i.e.
development impact fees) or are eligible for
outside funding and/or money (i.e. state and
federal transportation grants, etc.)
The replacement, upgrade, or renovation of an
existing capital project, facility, or investment
that has a cost of $10,000 or more and has a
lifespan of 5-years or more. This does not
include ordinary maintenance necessary to
ensure continued day-to-day/annual use of the
facility.
The ordinary maintenance of a City facility and or
investment to ensure continued day-to-
day/annual use for its intended purpose and
function. These funds should be part of the
appropriate departments’ budget request.
NOTE: This fund is not specific to a project but is
establishes a saving for future capital
maintenance projects that would be in a future
year or that are unexpected expenditures.
NOTE: These requests should be part of the
annual department budget request. There will be
no change to this request process.
Example Projects/Investments: Example Projects/Investments:
*Computer replacements
*Replacement of existing fleet vehicles
*Renovation/replacement of specific park
*Replacement of flood damaged trails
*Upgrade booster pumps in wells
*Replacement of lid on reservoir
*Painting of buildings
*Screen protectors
*Sprinkler heads
*Printer toner/Ink
*Replacement of onsite customer meter
equipment
*Repair of chlorine equipment
*Water sampling
Project
Prioritization
Project
Identification
Project
Scoping
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Phase 1: Project Identification: Annually each department, the public, and the City’s committees,
commissions, and boards will be part of the initial identification of capital projects and maintenance
requests.
Projects at this phase are conceptual and require a minimal amount of information. Additional
information can be added to the project as the project move through the process, but it is important to
note a project request must at a minimum include a project scope, timing, and estimated cost of
development. Each department will be responsible for developing projects in consultation with their
recommending or governing committees, commissions, or board. These projects can be developed year-
round but are vetted in the annual capital planning process beginning in October of each year. The City
Council will receive a list of requests (capital and maintenance) by department for review. The Council
may choose to have a workshop to review the projects request list and provide direction as to which
projects move forward into project scoping.
Phase 2: Project Scoping: At the project scoping phase, departments will need to address/provide
additional project specific information including:
• Project need,
• Economic benefit,
• Annual operation and maintenance costs,
• Replacement/depreciation cycle,
• Potential for outside funding, and
• Phasing or sequencing that is required (or could be considered).
Projects should have a 5 to 7-year timeline for construction or replacement, though projects with longer
construction timelines, significant development cost or existing infrastructure with planned replacement
beyond the 5 to 7-year cycle may be considered and/or calculated into the annual capital maintenance
set-aside.
In Early December, each department will be asked to score the projects based on the Preliminary Project
Request Scorecard. The scorecard evaluates:
Long Term Planning: Master Plans are prepared to provide the City with a valuable aid for
continuing efforts to meet and exceed goals set forth by City departments, committees, and the
citizens at-large. Master Plans include those documents that have been prepared internally to
assure consistent adherence to industry best practices, as well as those documents that have been
created with the assistance of outside consultants. A component of master planning includes
public discussion and/or citizen engagement.
Public Health & Safety: Health/public safety includes police service, safe roads, safe drinking
water, and flood control. A police station would directly impact the citizens, scoring high in this
category. New softball fields may not directly affect the health/public safety of the citizens,
therefore scoring low.
Infrastructure: This item relates to infrastructure needs for the City of Eagle, including sidewalks,
lighting, parking facilities, municipal buildings, and recreational facilities, to name a few. This item
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also includes partnerships or projects related to streets and highways in which the City is
partnering with ACHD or ITD.
Leveraged Funding: Capital improvement projects may be funded through sources other than
City funds. Grants through various agencies, public private partnerships, and donations can all be
sources of external funding for a project. The use of City dedicated funding non-general fund
sources may be considered (impact fees, water fund, etc.).
Operational Budget: Some projects may impact the operating budget for the next few years or
for the life of the facility. A new facility will need to be staffed and supplied, therefore having an
impact on the operational budget for the life of the facility. Replacing a streetlight with a more
energy efficient model may decrease operational costs.
Quality of Life: Quality of life is a characteristic that makes the City a favorable place to live and
work. A large park with amenities to satisfy all community members would greatly impact the
quality of life. Regional projects that require local funding for a larger regional user group may be
considered.
Location & Timing: The timing and location of the project is an important attribute of the project.
If the project is not needed for many years, it would score low in this category. If the project is
close in proximity to many other projects and/or if a project is urgent or may need to be
completed before another one can be started, it would score high in this category.
Sustainability/Innovation: Projects that move the City towards more sustainable and energy
saving, produce solutions to solve new problems, and meet new challenges that come from being
a rapidly growing City (i.e., demographic, social, technological, and economic changes) that helps
the departments to adapt quickly and embrace change.
Phase 3: Project Prioritization: Project prioritization is a fiscally constrained process. For purposes of
capital planning, the City will use the following annual funding guidelines for City funds (this does not
include dollars carried forward from a previous fiscal year, grants, or funds that pass through the City
budget from an outside source):
$1.7M for Capital Maintenance Set-Aside
$1.0M for Capital Projects (including restricted funds i.e., impact fees)
These thresholds may vary year to year based on economic climate and City Council
directives.
Projects may include engineering and design work, the development of construction plans, savings for
future investments, and/or construction of a physical project. The order and prioritization may be
influenced by the ability to fund with local dollars, the opportunity to leverage outside funds,
emergencies, or other factors that the Council sees as pertinent in a specific fiscal year. The year 1 of the
Capital Plan should mirror the next fiscal year’s appropriation but does not guarantee funding in years 2
through 5.
When constructing projects that will receive reimbursement post construction, the Council can direct
where reimbursements are to be placed within the City’s budget and if they are to be earmarked for
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maintenance or for another project. The Council, through the Capital Plan, may establish triggers for the
commencement of a project. These triggers/conditions may be fiscal or based on the completion of other
work/agreements.
Once projects have been scoped and scored this information will be taken to the public for review and
comment. For the Fiscal Year 2025 Plan, the City held a public open house and utilized a townhall
meeting and several community group meetings to garner public comment.
The project prioritization process is led by the City
Council but will include the results of the public
outreach efforts and the staff scoring process.
The Council will utilize a paired comparison
process to help develop a prioritization list. The
paired comparison process allows the Council to
compare and prioritize each project against every
other project scoped.
The Council may choose to have a workshop to
review the projects request list and provide
direction as to which projects move forward. The
Council has prioritized Capital Maintenance (the
general upkeep and maintenance of existing city
facilities) over capital projects (new projects, facilities, or purchases).
The City Council will annually determine the appropriation of funds for both capital projects and capital
maintenance set-aside as part of the municipal budgeting process. The Capital plan is a guide, similar to
the comprehensive plan, the goal is to educate and engage our citizens on the fiscal constraints that the
City faces while also creating a process for project request and active engagement in the prioritization of
projects.
Annually, the Council will conduct a public hearing to adopt the capital plan and to allow the public to
comment on the final project list before adoption. Adoption of the Capital Plan should be timed to
coordinate with the annual budget appropriation each fall.
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FISCAL YEAR 2024: REVIEW & PROJECT STATUS
CAPITAL MAINTENANCE STATUS
Each year, the Capital Maintenance project list is based on need and the planned replacement schedule
of current capital infrastructure, but the capital maintenance set-aside/budget is based on the amount
the City needs to set-aside annually to ensure sufficient fundings across the entire capital network, even
if a project is not scheduled for that year. The Capital Maintenance set-aside functions as a savings
account, allowing the City to address both planned and unplanned maintenance and repairs.
Capital Maintenance Projects (CM) identified and funded for Fiscal Year 24 equaled $2.18 million with
$1.084 million in planned expenditures. At the end of Fiscal Year 2024 the Fund expended $826,000 of
the planned expenses. Below is the end of year status for capital maintenance in Fiscal Year 2024:
Incomplete projects can increase the demand on staff time and capacity, limiting the ability of the City to
complete scheduled and planned operation, maintenance, and replacement projects in their proper
timing. Incomplete projects should be evaluated to ensure that there is no impact to planned and
necessary improvements and to that there is no systemic or chronic issues in the ability to complete the
project.
Project #Project Title Budget Spent % Complete Comments
PW CM-1 Heritage Park 1,050,000.00$ 2,360.00$ 0.22%Pre-Engineering & Savings for construction in Fee 25
PW CM-15 OK Playground 212,120.28$ 212,120.28$ 100%COMPLETED
IT CM-7 Servers 103,500.00$ 56,674.27$ 54.76%COMPLETED under budget
PW CM-17 Jackson House 100,000.00$ 14,510.00$ 14.51%Historic House Survey Completed, carry forward for
specific needs
TRL CP-4 N. Channel Bank Repairs 100,000.00$ 98,776.75$ 98.78%COMPLETED under budget
IT CM-3 Backbone Infrastructure 128,000.00$ 44,323.23$ 34.63%COMPLETED under budget
PW CM-13 Vehicle Replacement 50,000.00$ -$ 0.00%Savings for future FY
PW CM-16 Equipment Replacement 1,200.00$ 1,200.00$ 100.00%COMPLETED under budget
TRL CM-11 FEMA Trail Repair #4 OR Merrill Greenbelt 59,804.72$ -$ 0.00%City Council mod #2 & #3 reduced by $84,505,
Project deferred until completion of PT&OS Plan
PW CM-8 Library Roof 250,000.00$ 249,407.00$ 99.76%COMPLETED under budget
IT CM-8 Chambers Recording 80,000.00$ 47,049.80$ 58.81%Carry forward to FY 25
TP CM-1 Floodway /City Property Protection 10,000.00$ 10,000.00$ 100.00%COMPLETED
PW CM-15 2023 & 2024 Trail Maintenance 40,000.00$ -$ 0.00%Carry forward to FY 25
2,184,625.00$ 736,421.33$ 33.71%
FY 24 Budget Spent FY 24 % of Budget
Savings for future 1,183,130.00$ 54.16%
Incomplete/Carry
Forward Projects 132,754.92$ 6.08%
Cost Savings/Under
Budget 132,318.75$ 6.06%
FY 2024 Capital Maintenance Year End Review
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CAPITAL PROJECTS STATUS
Capital projects are new investments, construction, or purchases with a value of $20,000 or more. These
projects are ranked by department, evaluated through a public process, and then prioritized by the City
Council For Fiscal Year 2024 there were very few “new” projects added the capital projects list. The Fiscal
Year 2024 funded priorities closely mirrored in the City’s Fiscal Year 2024 appropriation ordinance and
budget. Capital Plan funding came from three specific funds: Capital (19 account), Pathway Impact Fees
(25 account), and Park Impact Fees (08 account).
Capital Projects, including savings from previous fiscal years, for Fiscal Year 2024 equaled $6.6 million with
$2.9 million being new appropriations from the general fund.
As seen above it should be anticipated that each year a portion of the Capital Projects fund will carry
forward monies that are for multi-year construction projects or savings for future year projects. This
ability to plan and save for future needs is a benefit of the Capital Plan, it reduces single year demands
on the City’s general fund. Additionally, incomplete projects may be a result of partner agency
deferring/ un-funding a project, project capacity (too many projects in a year for staff to completed) or
other bidding/construction supply challenges.
Project #Project Title Budget Spent % Complete Comments
GEN CP-1 Three Cities River Crossing Study (3CRX)100,000.00$ -$ 0% Working with ITD & COMPASS On scope of work for a
study
TP CP-3 Eagle Road Ped/ Bike Bridge 300,000.00$ 301,725.03$ 100.58%COMPLETED- Final billing in FY 24, Modification #5
Funded from Trails impact fees & TRL CP-4 to balance
TP CP-1 Eagle & State Street (ACHD Project)1,010,309.00$ 129,222.72$ 12.79%Construction in FY 24 & FY 25
PW CP-2 City Owned Shop 450,000.00$ -$ 0.00%Savings for Future FY
TP CP-6 Olde Park-Design & Savings 600,000.00$ 216,382.82$ 36.06%Final Engineering, Savings for FY 25 construction
P&R CP-2 Regional Sport Park 780,000.00$ 739,976.54$ 94.87%Multi-year Construction with a cost share agreement
P&R CP-8 Foothills Shooting Sports Park 800,000.00$ 610,812.14$ 76.35%substantially Complete
TP CP-2 Aikens Street Extension- SAVINGS ONLY 680,000.00$ 53,569.23$ 7.88%Saving for FY 25 Construction , City purchased
streetlights
PW CP-13 City Hall Safety 425,000.00$ -$ 0.00%Carry forward to FY 25, see change in scope in FY 25
TP CP-12 Linder Road Expansion (SH 44 to FF)400,000.00$ 12,325.00$ 3.08%Preliminary design, Saving for Construction FY 26
P&R CP-11 Parks, Trails & Open Space Master Plan 287,000.00$ -$ 0.00%RFP prepared, waiting for staff assignment
P&R CP-7 Charlie Wood Park Prospectus 20,000.00$ -$ 0.00%Project deferred until completion of PT&OS Plan
PW CP-11 Pamela Baker Park 5,458.00$ 332.50$ 6.09%
Pump purchased from impact fees, installation FY 25,
Idaho Power returned $5,458 in over changes from FY
23
PW CP-9 Mace Park 500,000.00$ 132,638.04$ 26.53%Under Construction- Fall 2024 Completion
TP CP-8 & 9 Ped/Bike Studies (FF &BL Rds)200,000.00$ -$ 0.00%Project deferred to ACHD
PW CP-17 Fleet Expansion 50,000.00$ -$ 0.00%Savings for future FY
LIB CP-1 Library Master Plan- SAVINGS ONLY 50,000.00$ -$ 0.00%Savings for future FY
6,657,767.00$ 2,196,984.02$ 33.00%
FY 24 Budget Spent FY 24 % of Budget
Savings for future 2,928,809.23$ 43.99%
Incomplete/Carry 1,528,573.28$ 22.96%
Cost Savings/Under
Budget (1,725.03)$ -0.03%
FY 2024 Capital Projects Year End Review
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FY 24 INCREASED CAPITAL LIABILITY
While one of the functions of the Capital Plan is to identify projects and funding, the plan also helps the
City understand the increasing capital liability for the City. Capital Liability is the City’s cost/responsibility
to maintain, improved, or replace a piece of Capital Infrastructure once constructed or dedicated to the
City. In 2020, it was estimated that annual set aside to properly maintain the Capital Liability of the City’s
existing infrastructure was $1.25 million. That number has increased annually as the City has complete
capital projects and maintenance.
As part of the annual capital planning process, it was determined these costs need to be accounted for
and considered when the City is planning and budgeting for new capital infrastructure.
Through the Capital Maintenance planning process, the City estimated the annual cost needed to properly
save for the current and future upkeep of the City’s capital investment. This annual cost is used to guide
the Maintenance Set-aside, a savings program of Capital Maintenance, within the budget. The City uses
a rate of $0.03 per dollar annually for each dollar of capital investment/liability the city currently holds.
Using this metric, the City’s increases capital liability for Fiscal Year 2024 is estimated at $35,200.
Plans and projects under the control of another jurisdiction do not impact the City’s capital liability.
Additionally, the City does not include land costs in the capital maintenance set aside, only improvements
to the site. For example, the total cost for the Linder Road Sportsman’s Access was $500,352, the City
only accounts for the structure and site improvements as $286,910.
Capital Liability is an important consideration in the capital planning process. While Capital Projects (new
construction) is often off-set by impact fees, grants, and public-private partnerships the City’s Capital
Liability is reliant on the City’s General Fund (tax dollars and one-time fees).
In Fiscal Year 2024, the City’s capital liability increased by 2.3% to $1.56 million. In FY 2023 the City’s
capital liability for the first time was higher than the $1.5 million annual funding guideline, for the FY 25
plan the Capital Liability was increased to $1.7M to anticipate the continued annual increase in capital
liability as the City grows, see page 9. It is important to note that as the City grows and completes projects
the City’s capital liability and capital maintenance set aside will grow and eventually outpace the capital
projects budget, $2 million annually.
Project No.Project Description Project Cost
Annual Set-
Aside/Project $
Project
Specific Increase
PW CM-15 OK Playground 212,120.28$ 6,363.61$
TRL CP-4 N. Channel Bank Repairs 98,776.75$ 2,963.30$
PW CM-8 Library Roof 249,407.00$ 7,482.21$
P&R CP-8 Foothills Shooting Sports Park 610,812.14$ 18,324.36$
TOTAL PROJECT COST:1,171,116.17$ NEW LIABILITY:35,133.49$
$0.03
FY 2024 Increased Capital Liability
Page | 14
FY 2025-29 CAPITAL PLAN
As discussed previously, the Fiscal Year 2022 to Fiscal Year 2026 Capital Plan was the first time the City
had established a 5-year prioritized and fiscally constrained plan. The Fiscal Year 2025 will build on the
work of the previous plans refining the prioritization process and helping the Council evaluate project
capacity and its impact on implementation.
The plan considered the priorities of staff, the public, and the City Council within a fiscally constrained
framework, in previous years the City planned for new Capital Project investments up to only $2 million
annually and placed Capital Maintenance Projects (operation, maintenance, and repairs of existing
investments) as a funding priority ahead of new infrastructure investment. In FY 25, the City reduced the
planning threshold for Capital Project investment by 50% to $1M annually. Due to need, savings and
reserves the Capital Projects completed in a single fiscal year may be higher than $1M, but the plan will
strive to limit new general fund allocations for capital projects to $1M in new general fund dollars each
year moving forward.
Below are the projects identified and prioritized by the City of Eagle for Fiscal Year 2025 to Fiscal Year
2029. It is important to note that consistent with Idaho Statutes, funding of the Capital Plan is set of
annually through the City’s appropriation Ordinance, funding of projects from Fiscal Year 2026 to Fiscal
Year 2029 will be subject of the City’s annual prioritization process and the appropriation process and as
such are shown as “unfunded”. Due to the reduction in funding for the capital program implemented for
FY 25 the “Unfunded” projects have increased. Additionally, with the change in the threshold cost for a
capital project increasing from $20K to $75K several projects have been removed from the program and
will be brought forward as part of individual department’s budget requests in future years.
In the FY24 plan the Council established a policy to limit the amount of money held in the Capital Reserves
within the Capital Fund to approximately $2.5M annually. The intent is to save for future project but not
create an excessive amount of unallocated reserves. The reserves amount is based on a 1-year capital
budget, for FY 25 the Capital Reserves was set at $2.46 M or 98% of the reserve goal.
Page | 15
FY 2025-29 CAPITAL MAINTENANCE
While most capital plans focus on the funding of construction and investment into new infrastructure
often utilizing impact fees, grants, and other one-time funds, they do not address the on-going and annual
cost to the City for operation and maintenance. The City’s responsibility to operate, maintain, and replace
existing capital infrastructure falls to the City’s operating budget, and is mostly reliant on the general fund.
The City of Eagle maintains a significant portfolio of existing capital infrastructure, including municipal
buildings, parks, streetlights, a City-owned water system, library, and existing public works equipment. As
part of the capital planning process the City Council reviewed the costs associated with the maintenance,
upgrade or replacement of existing capital projects, facilities, or investments.
Capital Maintenance, if not properly planned for, can quickly and significantly impact the City’s budget.
During the recession, many of the City’s capital facilities were placed on deferred maintenance due to
limited budgets and reserves, the City was not prepared to fund the existing investments without building
permit revenue to bolster the budget. For example, in Fiscal Year 2019 & Fiscal Year 2020 the City
expended over $3 million to replace the play equipment and splash pads in just two of the City’s parks
that had been impacted by deferred maintenance during the recession. Over the past 5 years, the City
has been able to bring most of the existing capital facilities into good repair and has begun the process of
inventorying facilities to plan for replacement, renovation, and upgrade. This work, combined with a fiscal
strategy to establish a capital maintenance set-aside fund, money specific to maintenance, will help
safeguard the city during future economic downturns.
Each year the existing City Capital Portfolio will be evaluated for planned, the projects below, and
unplanned maintenance. Emergency or critical needs may result in the re-ordering of projects in any given
year. A summary of the Capital Maintenance Project in priority order and by fiscal year is listed below.
This list provides limited details of the projects- total estimated project cost, impact fee eligibility, type of
project and total combined funding currently anticipated for the project. A detailed list including
estimated Capital Maintenance Set-Aside and carry forward is available at the end of the document. The
FY 25 Capital Maintenance set-aside is budgeted at $3.67M. The planned Capital Maintenance in FY 25-
28 is estimated at $7.98M. The FY 25 plan as draft has capacity for additional maintenance projects to be
identified in FY 27 and FY 29.
Please note, Fiscal Year 2024 in the only funded year within the plan. Fiscal years 2025 to 2029 while
prioritized with require City Council appropriations in those specific years.
Page | 16
CM #Description Details Amount Requested Funding Description/Comments
IT CM‐8Chambers Recording
Department: IT
Staff: Devonte Goodman
Chamber Recording
Year Requested: 2024
Priority: Planned Replacement
Amount Requested: $80K
FY 25‐29 PLAN YEAR: Incomplete
$ 32,950.00 Incomplete project from FY 2024. $32,950.00 is
the balance remaining. PW CM‐1Heritage Park
Department: LRP&P & PW
Staff: Eric Ziegenfuss
Heritage Park Renovation Construction
Year Requested: 2024
Priority: Planned Replacement
Amount Requested: $3M
FY 25‐29 PLAN YEAR: 2025
3,000,000$
$1.047M in Carry Forward & $1.9M in FY 25.
Renovation and expansion of Heritage Park
includingnew restroom facility, splashpad, and
new park layout. PW CM‐17Jackson House
Department: Public Works
Staff: Eric Ziegenfuss
Jackson House
Year Requested: 2023
Priority: Planned FY 2023
Amount Requested: $100K
PLAN YEAR:Multiple
84,490$
$84,490 in Carry Forward. Resotration of roof &
Chimmney, completion of an adaptove reuse
study. PW CM‐13Vehicle Replacement
Department: Public Works
2024 Vehicle Replacements
Year Requested: 2024
Priority: Annual Replacement
Amount Requested: $50K
PLAN YEAR: 2025
100,000$
$50K Carry Forward & $50K new geberal fund.
Replacement of City Vehicles. Kept in capital
plan due to need to save across FYs
PW CM‐152024 & 2025 Trail Maintenance
Department: Public Works
Staff: Eric Ziegenfuss
2023 Trail Maintenance
Year Requested: 2024
Priority: Annual Planned Replacement
Amount Requested: $40K
FY 25‐29 PLAN YEAR: 2025
58,000$
$38K Carry Forward & $20K new General Fund.
Trail upkeep and mainteance. Last year in Capital
Mainteneace, will move to departmetn budget in
FY 26 PW CM‐4Friendship Playground
Department: Public Works
Staff: Eric Ziegenfuss
Friendship Park Playground Replacement
Year Requested: 2024
Priority: Planned Replacement
Amount Requested: $130K
FY 25‐29 PLAN YEAR: 2025
130,000$ Replace play equiptment in Friendship Park
LIB CM‐3Library Concrete Maintenance
Department: Library & Public Works
Staff: Steve Bumgatber & Eric Ziegenfuss,
$300K
Immediate Priority
PLAN YEAR:Multiple
300,000$
Added due to sigifcant issues with liability and
tripping hazards. As proposed this action will
Remove Floodway Protection (TP CM‐1) in FY 25,
Remove Lakemoor Trail (TRL CM‐6) until after
PT&OS Plan, Reduce Capital Reserves by $99,500.
FY 2025 CM Request: 3,705,440$
FY 2025‐2029 Capital Maintenance
Fiscal Year 2025 Maintenance
Page | 17
CM #Description Amount Requested Funding Description/Comments
T&P CP-11DT Arch Sign Replacement
Department: Public Works
Staff: Nichoel Baird Spencer/ Eric Ziegenfuss
Eagle Road Arch
Year Requested: 2026
Priority: Planned Replacement
Amount Requested: $250K
PLAN YEAR: 2026
250,000$ New General Fund Request. Refresh and place
back post State & Eagle Construction TP CM-1Floodway Protection
Department: LRP&P
Staff: Nichoel Baird Spencer
2027 Floodway/Property Protection
Year Requested: Annual
Priority: Partnership
Amount Requested: $10K
PLAN YEAR: Annual
10,000$
New General Fund Request. Funding for studies
and cross agency projects that reduce the City's
flood risk. PW CM17Jackson House
Department: Public Works
Staff: Eric Ziegenfuss /Alana Dunn
J ackson House
Year Requested: 2023
Priority: Planned FY 2023
Amount Requested: $100K
PLAN YEAR: 2026
80,000$
New General Fund Request. Projects to be
determined by Historic Structure Report & FY 25
Adaptive reuse study.PW CM-13Vehicle Replacement
Department: Public Works
2024 Vehicle Replacements
Year Requested: 2024
Priority: Annual Replacement
Amount Requested: $50K annually
PLAN YEAR: 2026
50,000$
Annual, project to fund needed fleet replacement
due to age and use. Kept in capital plan due to
need to save across FYs
TRL CM-NewN. Channel Center Trail Repair
Department: LRPP
Staff: Nichoel Baird Spencer
Trail Maintenance
Year Requested: 2024
Priority: Planned Replacement
Amount Requested: $350K
PLAN YEAR: 2026
350,000$
Repair and pave gap left between Bridge Project &
Bank stabilization project. New general Fund
request.PW CM-20 City Facilities Paving
Department: Public Works
Staff: Eric Ziegenfuss
Parking Lot Paving
Year Requested: 2024
Priority: Planned Replacement
Amount Requested: $390K
PLAN YEAR: 2026
400,000$ Combination of multiple City parking sites for
sealing and restriping. New General Fund request.
FY 2026 CM Request: 1,140,000$
Capacity for future CM projects as identified
Fiscal Year 2026 Maintenance Unfunded
Page | 18
CM #Description Amount Requested Funding Description/Comments
TP CM-1Floodway Protection
Department: LRP&P
Staff: Nichoel Baird Spencer
2027 Floodway/Property Protection
Year Requested: Annual
Priority: Partnership
Amount Requested: $10K
PLAN YEAR: Annual
10,000$
New General Fund Request. Funding for studies
and cross agency projects that reduce the City's
flood risk. PW CM17Jackson House
Department: Public Works
Staff: Eric Ziegenfuss
Jackson House
Year Requested: 2023
Priority: Planned FY 2023
Amount Requested: $100K
PLAN YEAR: 2026
80,000$
New General Fund Request. Projects to be
determined by Historic Structure Report & FY 25
Adaptive reuse study.PW CM-132024 Vehicle Replacement
Department: Public Works
2024 Vehicle Replacements
Year Requested: 2024
Priority: Annual Replacement
Amount Requested: $50K
PLAN YEAR: 2027
50,000$
Annual, project to fund needed fleet replacement
due to age and use. Kept in capital plan due to
need to save across FYs
IT CM-7City Hall Servers
Department: IT
Staff: Devonte Goodman
2027 City Hall Servers
Year Requested: 2027
Priority: High
Amount Requested: $95K
FY 23-27 PLAN YEAR: 2027
95,000$
New General Fund Request. Replacement of high
value IT infrastructure to ensure productivity and
safety of City data. PW CM-4Friendship Tennis Courts
Department: Public Works
Friendship Park Playground Replacement
Year Requested: 2024
Priority: Planned Replacement
Amount Requested: $150K
PLAN YEAR: 2027
75,000$ New General Fund Request. Resurfacing and
striping of tennis courts.TRL CM-9South Bank Trail Merrill Park to
Eagle Road
Department: Planning & Zoning
Staff: Bill Vaughan
South Bank Trail Merrill Park to Eagle Road
Year Requested: 2028
Priority: Upgrade
Amount Requested: $1.15M
FY 23-27 PLAN YEAR: Not Programmed
500,000$ Savings for FY 29 Construction TRL CM-6Lakemoor Trail
Department: Planning & Zoning
Staff: Bill Vaughan
Lakemoor Trail
Year Requested: 2024
Priority: Planned Replacement
Amount Requested: $321K
FY 25-29 PLAN YEAR: 2027
321,000$ New General Fund request. Rebuild and surfacing
from asphalt to current city pathway standard.
FY 2027 CM Request: 1,131,000$
Capacity for future CM projects as identified
Fiscal Year 2027 Maintenance Unfunded
Page | 19
CM #Description Amount Requested Funding Description/Comments
TP CM-1Floodway Protection
Department: LRP&P
Staff: Nichoel Baird Spencer
2027 Floodway/Property Protection
Year Requested: Annual
Priority: Partnership
Amount Requested: $10K
PLAN YEAR: Annual
10,000$
New General Fund Request. Funding for studies
and cross agency projects that reduce the City's
flood risk. PW CM-13Vehicle Replacement
Department: Public Works
2024 Vehicle Replacements
Year Requested: 2024
Priority: Annual Replacement
Amount Requested: $50K
PLAN YEAR: 2028
50,000$
Annual, project to fund needed fleet replacement
due to age and use. Kept in capital plan due to
need to save across FYs
TRL CM-8Clear Creek Trail
Department: Planning & Zoning
Staff: Bill Vaughan
Clear Creek Crossing
Year Requested: 2026
Priority: Planned Repair
Amount Requested: $617K
PLAN YEAR: 2025
617,000$
New General Fund Request. Rebuild and
resurface to current rails standard. Place holder
until completion of PT&OS Plan
PW CM-9Skate Bowl Replacement
Department: Public Works
Staff: Eric Ziegenfuss
Skate Bowl Replacement
Year Requested: 2025
Priority: Planned Replacement
Amount Requested: $500K
PLAN YEAR: 2026
500,000$ New General Fund request. Rebuild the Skate
bowl within the Eagle/Ada Sports Complex. TRL CM-9South Bank Trail Merrill Park to
Eagle Road
Department: Planning & Zoning
Staff: Bill Vaughan
South Bank Trail Merrill Park to Eagle Road
Year Requested: 2028
Priority: Upgrade
Amount Requested: $1.15M
PLAN YEAR: Not Programmed
200,000$
Pave the S. Side of the North Channel greenbelt
from the Merrill Park Bridge to Eagle Road. New
General Fund Request. Savings for FY 30
Construction
FY 2028 CM Request: 1,377,000$
CM #Description Amount Requested Funding Description/Comments
PW CM-13Vehicle Replacement
Department: Public Works
2024 Vehicle Replacements
Year Requested: 2024
Priority: Annual Replacement
Amount Requested: $50K
PLAN YEAR: 2029
50,000$
Annual, project to fund needed fleet replacement
due to age and use. Kept in capital plan due to
need to save across FYs
TRL CM-9South Bank Trail Merrill Park to
Eagle Road
Department: Planning & Zoning
Staff: Bill Vaughan
South Bank Trail Merrill Park to Eagle Road
Year Requested: 2028
Priority: Upgrade
Amount Requested: $1.15M
PLAN YEAR: 2029
600,000$ CF: $700K +$600K new for Construction/upgrade TP CM-1Floodway Protection
Department: LRP&P
Staff: Nichoel Baird Spencer
2027 Floodway/Property Protection
Year Requested: Annual
Priority: Partnership
Amount Requested: $10K
PLAN YEAR: Annual
10,000$
New General Fund Request. Funding for studies
and cross agency projects that reduce the City's
flood risk.
FY 2029 CM Request: 660,000$
Capacity for future CM projects as identified
Capacity for future CM projects as identified
Fiscal Year 2028 Maintenance Unfunded
Fiscal Year 2029 Maintenance Unfunded
A map of the projects can be found in the
appendix of this document.
Page | 20
FY 2024-28 CAPITAL PROJECTS
Capital Projects are new projects, facilities, and investments that cost $75,000 or more and have a lifespan
of 5-years or more. These projects generally include new parks, trails or projects associated with
maintaining or increasing the adopted level of service. These projects often leverage impact fees, grants,
and public/private partnerships. This classification includes plans and studies for projects that are would
upon completion would result in construction projects that fall into this category.
In Previous years the City utilized a general fund funding threshold of $2M annually. For planning
purposes from FY 25 forward the general fund contribution will be estimated at $1M annually. The
specific amount of general fund allocations will be determined by the Council annually. Capital Projects
tend to require multiple years of savings to construct, as such, the capital project budget will be
significantly larger than the general fund contribution.
In FY 2025 and draft FY2026, the City has some very large projects. The City Council has selected to not
completely program FY 2027 through FY 2029 to allow for additional projects to be developed or
partnerships to be brought forward in future drafts of this plan.
Page | 21
Project No.Project Name FY25 FY26 FY27 FY28 FY29
P&R CP-2 Regional Sports Park - Phase 1
PW CP-13 City Hall Facility Projects
POL CP-2 Police Weaponry
POL CP-2 Police Level of Service Study
T&P CP-12 Linder Road (SH-44 to FF)
PW CP-17 Fleet Expansion
LIB CP-1 Library Facilities Master Plan Project
Complete
GEN-CP-1/ T&P CP-10 Three Cities River Crossing (3CRX)
T&P CP-1 Olde Park Extension
T&P CP-2 Aikens Street Extension
P&R CP-11 Mace Park
T&P CP-1 State & Eagle Intersection
P&R CP-8 Foothills Shooting Sport Park
P&R CP-9 Parks, Trails & Open Space Master Plan
P&R CP-10 Pamela Baker Park - Irrigation Pump Only
PW CP-2 City Owned Shop
P&R CP-10 West Park (Terra View)
Project Completed
Project Completed
FY 2025 to FY 2029 Funded Capital Projects at a Glance
Project Completed
Based on Need
Project Completed
Project Completed
Project Completed
Project Completed
Project Completed
Project Completed
Planning/Study Savings Construction/Purchase
A map of the projects can be found in the
appendix of this document.
Project No.Project Name Project Cost DetailsDescription FY 25‐29 Requested Amount FY24 Carry Forward/SavingsPlan Years GF by Year Impact feesReserve Transfer by Year Outside funding Total Project Balance $ expended (previous FYs)% Funded in FY 25‐29 Plan % Funded per Total project costFY25250,000.00$ ‐$ ‐$ ‐$ FY26250,000.00$ ‐$ ‐$ ‐$ FY27250,000.00$ ‐$ ‐$ ‐$ FY28250,000.00$ ‐$ ‐$ ‐$ FY29250,000.00$ ‐$ ‐$ ‐$ FY25‐$ ‐$ ‐$ ‐$ FY26‐$ ‐$ ‐$ ‐$ FY27‐$ ‐$ ‐$ ‐$ FY28‐$ ‐$ ‐$ ‐$ FY29‐$ ‐$ ‐$ ‐$ FY25‐$ 2,700.00$ ‐$ ‐$ FY26FY27FY28Fy29FY 24‐$ 80,000.00$ ‐$ ‐$ FY 25FY 26FY 27FY 28FY25685,000.00$ ‐$ ‐$ ‐$ FY26915,000.00$ ‐$ ‐$ ‐$ FY27‐$ ‐$ ‐$ ‐$ FY28‐$ ‐$ ‐$ ‐$ FY29‐$ ‐$ ‐$ ‐$ FY 2450,000.00$ ‐$ ‐$ FY 2550,000.00$ ‐$ ‐$ FY 2650,000.00$ ‐$ ‐$ ‐$ FY 2750,000.00$ ‐$ ‐$ ‐$ FY 2850,000.00$ ‐$ ‐$ ‐$ FY25‐$ ‐$ ‐$ ‐$ FY26‐$ ‐$ ‐$ ‐$ FY2750,000.00$ ‐$ ‐$ ‐$ FY2850,000.00$ ‐$ ‐$ ‐$ FY29‐$ ‐$ ‐$ ‐$ GEN‐CP‐1/ T&P CP‐10Three Cities River Crossing (3CRX)100,000$ Delayed due to regional coordination efforts Study Completion FY25This is a regional project in the COMPASS Long‐range Transportation Plan. It requires interagency review of the feasibility Study. The agency partners have asked for additional review as a resiliency project (floodway protection and protection of the Boise wastewater treatment plant) in addition to just transportation connectivity & congestion. $100,000.00 $ 100,000.00 FY25 $‐ $‐ $‐ $ 100,000.00 $‐ 100%100%FY 25‐FY29 Funded Capital Projects LIB CP‐1Library Facilities Master PlanPW CP‐13City Hall Facility Projects $ 425,000 Department: Clerk/Treasure & Public WorksStaff: Tracy Osborn, Kellie Rekow, & Eric Ziegenfuss$425K Med‐High Staff ScoreConstruction FY25Regional Sports Park ‐ Phase 1PW CP‐17Fleet Expansion (changed from PW vehicles) 100%Merger of three City Hall facility projects into a single FY 24 expenditure‐City Hall safety improvements, Clerks Office Reconfiguration & Glass in Rec Center. FY 25 the project will remove the glass in rec center and add City Hall Furniture. $425,000.00 1,987,075.00$ $100,000.00 132%100%300,000.00$ 120%33% $250,000.00 $ 50,000.00 $ 401,341.00 1,651,341.00$ $ 425,000.00 425,000.00$ $ 387,075.00 TBD $‐ 2,700.00$ $ 50,000 P&R CP‐2Department: LRP&PStaff: Nichoel Baird Spencer & Eric Ziegenfuss$12M Design & ConstructionImpact Fee Eligible up to $4.9MMed‐Low Public ScoreMed‐High Staff ScoreConstruction FY25‐FY29T&P CP‐12 $ 12,000,000 Augmentations to the ACHD project providing for enhanced sidewalks, street trees, and medians to Linder Road north of SH‐44 to Floating Feather Roads .This project will move forward for construction by ACHD in FY 26. Either the City participates and funds the design elements theyhave requested (paver medians, planters and augmented landscape) or ACHD defaults to their standard section with the potential of a delay. $ 2,000,000.00 Linder Road (SH‐44 to FF) $ 1,250,000.00 POL CP‐2Police Weaponry900$ Department: PoliceStaff: Chief Ruby$615,000 Requested $350,000 from Impact Fees Partnership with Eagle FireMed‐High Public ScoreAs neededAs identified in the Police Impact Fee Capital Plan. Equipment purchases for new officers ($900/officer). Construct a +/‐ 90 ‐acre sports park on SH‐16 north of Beacon Light Road. To date the City has spent or contracted $4.5M toward this park. The $12M is for phase 1 construction only (infrastructure and 4 fields). Bringing to the total to complete phase 1 to $16.5M. The City has already committed 27% of the total project cost without consideration of the impact fee credits to GWC for land purchase. This project alone could consume the entire FY24‐28 capital plan and still not be fully funded. This project is to have an annual set aside of $250K,Council has directed a funding committee be established to pursue match dollars from public/private entities. Once partners/funds are found the project can move toward construction. Project is impact fee eligible up to $18.9M. The park impact fee fund was diminished in 2022 and will need time to recover before it will be able to support this project. City has expended/committed $4.5M to date on land acquisition and engineering. Contingent on outside partnerships. $ 2,000,000 Department: LRP&PStaff: Nichoel Baird Spencer$2M RequestedACHD Cost Share Med‐Low Public ScoreHigh Staff ScoreRequested Year: 2022Construction FY26Department: Public Works & Water Dept.Staff: Eric Ziegenfuss$50K Requested AnnuallyREQUESTED CONSTRUCTION:As neededFunds will be used for fleet expansion on an as needed basis. Funds will be carry forward each year until needed. Project was brought back into the Capital Plan at the Mayor's request. $ 150,000 Department: LibraryStaff: Steve Baumgartner$150K Study OnlyNo Public ScoreHigh Staff ScoreTBDBegin saving for a Library Master Plan that will help direct investment, expansion and the provision of services. This savings was set aside by the Library Board before the Library became a City Dept. The project will need to be ranked in future years for funding. 150,000.00$ 100%100%80,000.00$ 100%100%100% $ 50,000.00 POL CP‐2Police Level of Service Study80,000$ Department: PoliceStaff: Chief Ruby$80,000 Requested $80,000 from Impact Fees No Public ScoreStudy Completion FY25Study to determine level of service for Police service from Ada County and to update the impact fee. $80,000.00 $‐ 99%9,967,657.00$ ‐$ 1,800.00$ ‐$ 16,875.00$ ‐$ ‐$ 97%100%100%
FY25375,000.00$ ‐$ ‐$ 900,000.00$ FY26FY27‐$ ‐$ ‐$ ‐$ FY28‐$ ‐$ ‐$ ‐$ FY29‐$ ‐$ ‐$ ‐$ FY2565,000.00$ ‐$ ‐$ 223,000.00$ FY26‐$ ‐$ ‐$ ‐$ FY27‐$ ‐$ ‐$ ‐$ FY28‐$ ‐$ ‐$ ‐$ FY29‐$ ‐$ ‐$ ‐$ FY25‐$ ‐$ ‐$ ‐$ FY 26‐$ ‐$ ‐$ ‐$ FY 27‐$ ‐$ ‐$ ‐$ FY 28‐$ ‐$ ‐$ ‐$ FY 29‐$ ‐$ ‐$ ‐$ FY25‐$ ‐$ 1,013,000.00$ FY26‐$ ‐$ ‐$ FY27‐$ ‐$ ‐$ ‐$ FY28‐$ ‐$ ‐$ ‐$ FY29‐$ ‐$ ‐$ ‐$ FY25‐$ ‐$ ‐$ FY26‐$ ‐$ ‐$ ‐$ FY27‐$ ‐$ ‐$ ‐$ FY28‐$ ‐$ ‐$ ‐$ FY29‐$ ‐$ ‐$ ‐$ FY25FY26FY27FY28FY29FY25150,000.00$ FY26FY27FY28FY29T&P CP‐1State & Eagle IntersectionP&R CP‐11Mace Park $ 2,026,000 Department: LRP&PStaff: Nichoel Baird Spencer$1.013M Requested$1.013 Match from Eagle URAACHD Cost Share Med‐High Public ScoreHigh Staff Score Construction FY24 & FY25T&P CP‐2Aikens Street Extension Olde Park ExtensionT&P CP‐1P&R CP‐8Foothills Shooting Sport Park $ 5,800,000 Department: LRP&P & Public Works Staff: Nichoel Baird Spencer & Eric Ziegenfuss$70,000 Preliminary DesignConstruction:$5.8MImpact Fee EligibleNo Public ScoreMed‐Low Staff Score Construction FY24‐FY28Complete a design‐build of a +/‐ 85‐acres shooting sports park (archery, pistol, rifle & shotgun). City in under contract for the design and phased construction of the Phase 1&2 of the park (archery). The City has committed $500K to date (11%) for design and the archery range in FY24. Council has directed a funding committee be established to pursue match dollars from public/private entities. Once partners/funds are found the project can move toward construction. Project is impact fee eligible. The park impact fee fund was diminished in 2022 and will need time to recover before it will be able to support this project. City has committed $500,000 to date on studies and design.Contingent on outside partnerships. $800,000.00 $ 100,000.00 367,361.96$ 100%100,000.00$ 13% 89% $ 367,361.96 1,658,617.18$ 100,000.00$ 100% 100%150,000.00$ 100% 99%2,101,432.00$ $ 680,000.00 Augmentations to the ACHD project providing for 10‐ft paver sidewalks, street trees, and historic streetlights. This project has over 90% of the funding to match ACHD's investment DT. Future FY will not require allocation of additional general fund $ unless project comes in over budget. EURA is funding 50% of the cost share costs. Fully funded in FY 24 ‐ carry forward for project into FY 25 & FY26 as needed. $ 1,013,000.00 Augmentations to the ACHD project providing for 10‐ft paver sidewalks, street trees, and historic streetlights to the extension of Aikens Street from 1st street to 2nd street. The City has set‐aside $745K to date and with the EURA match ($113K) this project is fully funded but has been on hold for nearly a decade due to ROW issues. While still a priority should the City continue to hold funds for the project or leverage the money to complete higher priority projects and replace these funds over time? The project does not impact the General fund request for FY 24. City is holding funds for 1 more year to see if ROW or partnership can be achieved. If a path forward is available the city will fund the remaining $65K. Contingent on ACHD partnership.610,812.14$ ‐$ $ 500,000 Department: LRP&P & Public Works Staff: Nichoel Baird Spencer & Eric Ziegenfuss$477K RequestedImpact Fee Eligible up to $23.5K Med‐Low Public ScoreMed‐High Staff ScoreEngineering Design FY23Construction FY24 & FY25Construct a greenbelt access, parking area, and native area on the southside of the north channel of the Boise River, west of Eagle Road and the terminus of the Eagle Road Ped/Bike Bridge. Project is 90% designed and ITD has agreed to issue the permit and construct the improvements within the center turn area of SH‐55. Project is a good augmentation to the ped bike bridge completed in FY 23. project is categorized as a park thus benefiting the City's LOS. Project is impact fee eligible up to $577K.The park impact fee fund was diminished in 2022 and will need time to recover and will not be able to support this project. $367,361.96 $ 968,000 Department: LRP&PStaff: Nichoel Baird Spencer$858K Requested$113K Match from Eagle URAACHD Cost Share Med‐Low Public ScoreHigh Staff ScoreConstruction FY25Department: LRP&PStaff: Nichoel Baird Spencer$900K RequestedNo MatchMed‐Low Public ScoreHigh Staff ScoreConstruction FY25 &FY26 $968,000.00 $ 1,900,000 The City is to construction an extension of Olde Park Place from the current terminus at Aikens Street to the signal at Plaza Drive. Project has an estimated $585K carry forward from FY23 with an estimated preliminary construction cost of $600K (assuming limited ROW costs). This project is planned to be constructed with the 2nd phase of the State and Eagle Project. Fund fully in FY 24 and to make adjustments in future years as needed for ROW. Contingent on ACHD partnership. $ 881,086.28 968,000.00$ 100% $900,000.00 $ 383,617.18 87%103%27%114%111%132,638.04$ 207,345.72$ P&R CP‐9Parks, Trails & Open Space Master Plan $ 100,000 Department: LRP&P & Public Works & P&ZStaff: Nichoel Baird Spencer & Eric Ziegenfuss & Bill Vaughan$100K RequestedNo Match Med‐High Public ScoreMed‐High Staff ScoreStudy Completion FY25Complete a citywide plan for parks, trails and open space that while establishing minimum standards and long‐term maintenance responsibility provides a frame work for City owned versus developer owned facilities community wide. $100,000.00 $ 100,000.00 P&R CP‐10Pamela Baker Park ‐ Irrigation Pump Install Only $ 220,000 Department: Public Works & LRP&P Staff: Eric Ziegenfuss & Nichoel Baird Spencer$220K (pump install only)Impact Fee Eligible up to $390KMed‐Low Public ScoreMed‐High Staff ScoreConstruction FY25City has paused the further development of the park. This project is necessary to fulfill the irrigation service contract with eh Lakemoor development to remove the park from the HOA irrigation system. City purchased the PUMP and extended electrical service in FY24 and will install in FY 25. Project to be funded through park impact fees. $150,000.00 $‐ 104%441,378.82$ 25,566.00$ 67,407.50$
FY25450,000.00$ FY26FY27FY28FY29FY25FY26FY27FY28FY29Plan Years GF by Year Impact feesReserve Transfer by Year Outside funding Carry Forward Annual TotalFY251,425,000$ 232,700$ 450,000$ 2,136,000$ 3,104,789.24$ 7,348,489.24$ 11,009,361.96$ 3,925,481.42$ FY261,215,000$ ‐$ ‐$ ‐$ 820,692.18$ 2,035,692.18$ FY27350,000$ ‐$ ‐$ ‐$ 50,000.00$ 400,000.00$ FY28350,000$ ‐$ ‐$ ‐$ 150,000.00$ 500,000.00$ FY29300,000$ ‐$ ‐$ ‐$ 50,000.00$ 350,000.00$ TOTAL 3,640,000.00$ 232,700.00$ 450,000.00$ 2,136,000.00$ 4,175,481.42$ 10,634,181.42$ Left Capacity for project selection by CC $2.05MDepartment: LRP&P, Public Works & PlanningStaff: Nichoel Baird Spencer, Eric Ziegenfuss, & Bill Vaughan$2.056 Million Requested Impact Fee Eligible Med‐High Public PriorityMerged with West Side Park with Terra View, update based on CC approval. IF approved in a separate agreement the City could fund up to $2.056 M through a reimbursement of impact fees. Primarily funded through Impact fee reimbursement for the Terra View development. 2,056,000.00$ ‐$ ‐$ ‐$ TBDTBDFY 25-28 Total Requested FY 24 Carry Forward ‐$ 450,000.00$ TBDTBDP&R CP‐10West Park (Terra View) PW CP‐2City Owned Shop TBD Department: Public Works & Water Dept.Staff: Eric Ziegenfuss & Ken Acuff $2M Requested$600K from Capital Plan$1M from Water Dept.Impact Fee Eligible up to $400K Med‐Low Public ScoreHigh Staff ScoreREQUESTED CONSTRUCTION: FY 2025 FY 22‐26 PLAN YEAR: 2025 Construct a permanent site for the City's Public Works and Water Departments shops including storage for the Recreation and Parks maintenance needs. The City currently utilizes a house on the property at SH‐16 in the planned regional sports complex. This is a temporary use until the park finishes developing. Need a plan for how to provide permanent shop space for the City. Project is impact fee eligible and Water Fund has match in reserves. $450,000.00 $‐
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FUTURE, UNFUNDED, & REMOVED PROJECTS
As the City’s Capital Plan is a 5-year fiscally constrained document based on assumed funding levels and
limitations, each year there will be projects that are 1) incomplete (not completed within the planning
horizon), 2) not ready to be funded (need additional details or a partner agency), or 3) ranked low enough
overall that the City is unable to fund. Below is a list of Future/Unfunded projects:
Unfunded Projects
Project
#Project Name
Project
#Project Name P&R CP-8Foothills Shooting Sport Park*ED CP-1Downtown Parking TRL CP-19Linder Road Underpass @ N. Channel
TRL CP-16N. Channel Dry Creek Bridge
P&R CP-7Charlie Wood Park TRL CP-8Trails Wayfinding & Branding ED CP-6Excess ROW- State Street TRL CP-9Trailhead Amenities - Ada Sports Complex ED CP-5Idaho Street Streetscape Improvements
TRL CP-17Dry Creek & Dry Creek Canal
P&R CP-12Merrill Park Storage Building- Moved to PW budget TRL CP-21Laguna Point Bridge
PW CP-7City Entry Sign Plan T&P CP-8 T&P CP-9Ped/Bike Studies - FF & BL Rds.ED CP-7Downtown Façade Improvement LIB CP-2Bookmobile
ED CP-31st Street Festival Street
TRL CP-12Water Trail Study
TRL CP-15S. Channel @ Eagle Road Ped/Bike Crossing (Bridge &
Underpass) TRL CP-20Williamson River Ranch Bridge
* Project is funded through FY 25 for completion of the archery ranges, no additional/future fundings is identified.
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REMOVED PROJECTS
Unlike the Unfunded Projects identified above, these projects will no longer be ranked or considered by
the City in future capital planning processes. For a removed project to return to the ranking process it
must be endorsed by a member of the City Council and rescoped by staff. No new Projects were added
to this list for FY 2025. A description and rational for removal are include below:
For Fiscal Year 2025 to 2029 the City Council increased the funding threshold for projects in the capital
plan. In previous plans project thresholds for inclusion of a maintenance plan was $10K and a minimum
5-year life cycle and for a capital project the threshold was $20K and a minimum 5-year life cycle. For FY
2025 and forward these funding thresholds were increased $75K to better align with the City’s purchasing
policy. This change resulted in several projects being removed from the Capital Plan entirely with the
discretion to the departments to make annual appropriation requests as deemed necessary. A list of
those projects has been provided in this plan but will not be retained after this year.
FY 24
Rank Project No. Project Name FY 24 Rank Project No. Project Name
26
PW CP-12Senior Center
Remodel 40
TRL CP-11The Shores
Sportsman's
Access
34
LIB CP-3Library Book
Pick-up 42
TRL CP-6All Weather
Trail Ada
Sports Park
34
P&R CP-1Community/
Performing Arts
Study
43
TRL CP-7Bike Skills
Park - Ada
Sports
Complex
37
T&P CP-11Eagle Road
Arch Expansion 48
P&R CP-6Motocross
Study
38
T&P CP-NEWEagle Memorial
Garden/Cemet
ery in Foothills
The City Completed the Community
Hall project in FY 22.
Moved to CM, funded in FY27
(T&P CP-11) to provide for road
project completion
Removed by the Council. Work with
land owners to develop a facility but
not city owned.
This project is redundant to
the Mace Park Project (PW CP-
9) scheduled for construction
in FY 24 and is located on the
same corridor.
This project is being
completed with existing
resources and the use of
recycled materials.
This project is being
completed through
donation and recycled
materials.
Locally undesirable project.
Removed by the City Council.
Comments/Rational Comments/Rational
Funded in Capital Maintenance
Program in FY 27 (PW CM-2) -
Flooring, interior & Exterior painting,
further work should be scoped
before seeking funding
Removed per Library Director.
Lockers installed in 2023.
Removed Capital Projects FY 24-FY 28
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Project No.Project Name Project Cost
IT CM-3 2025 Backbone Infrastructure- City Hall & Library $15K
PW CM-16 Equipment Replacement - Moved to Dept. Budget $1.2K
IT CM-NEW Library Self-check $11.55K
IT CM-3 Backbone Infrastructure $16K
IT CM-6 Plotter Replacement $12K
PW CM-NEW Trolley $60K
PW CM-4 Friendship Roof $7.5K
PW CM-15 Trail Maintenance $7K
PW CM-14 Picnic Tables & Benches $11K
IT CM-11 Library Security Replacement $42K
P&R CP-12 Merrill Park Storage Building- Moved to PW budget $10K
TRL CP-21 Laguna Point Bridge $30K
TRL CP-12 Water Trail Study (study only) $30K
TRL CP-8 Trails Wayfinding & Branding $20K
PW CP-7 City Entry Sign Plan $10K
ED CP-6 Excess ROW- State Street (study only) $30K
P&R CP-7 Charlie Wood Park (study only)$20K
TRL CP-17 Dry Creek & Dry Creek Canal (design only) $30K
ED CP-7 DT Façade imprvements $50K
annually
Projects Moved to Departments Budgets
Page | 28
PLAN AMENDMENTS & MODIFICAITONS
One of the goals in adopting a capital plan was to provide the City Council a list of funding priorities for
both new capital projects and the ability to address and fund maintenance needs, both planned and
unplanned, within the City. From time-to-time amendments and modifications to the plan is needed due
increased costs, emerging needs/issues, changes in scope and new funding sources.
As this plan was developed with the expressed goal to increase transparency and fiscal
accountability/sustainability changes to the projects outlined in the document that occur outside of the
annual update process should be presented to the City Council as a new business item at a City Council
meeting. Staff should memo the change request including why the change is needed and what funding
implications it has to the project or projects.
Grants are a great funding tool to offset the fiscal burden of the City with public and private dollars, but
many grant applications require the City to commit or recognize the required City match at the time of
application. Under Idaho Code an existing Council cannot bind a future Council, so all decisions about
future-year funding needs to be formally recognized and reversable if not in the current fiscal year.
The intent of the process is to establish who, how, and when grants and alternative funding are applied
for, and to ensure that the Mayor and Council are aware of the financial commitments being made or
potentially required for the City. Additionally, this process allows the City to evaluate:
1) The importance of a project, considering other capital projects/needs within the City;
2) Understand the staffing and/or financial resources that the application places on the City;
and
3) The totality of the commitment that the City is committing.
To evaluate alternative funding and grants within the capital planning process, the following process
should be used for the evaluation of a potential grant application when presented outside of the annual
capital planning process.
1) Funding Identification: Each department should continually work to identify potential, existing,
and future outside funding sources to help develop capital projects and maintain the City’s
existing investment and operations, thus removing or decreasing the taxpayer’s burden.
2) Funding Evaluation: When a funding source is identified, staff should evaluate and prepare a
memo addressing the following:
a. Is this project/improvement identified within a City’s adopted plan? Which plan?
b. Is the project/improvement in the current Capital Plan?
Page | 29
c. Will this offset future City resources/expenditures as identified in the Capital Plan? What
fiscal year is the benefit realized?
d. Does the grant require up-front funding by the City? If yes, what is the timeline for
reimbursements? What is the rate of reimbursement?
e. If the City moves forward with this application, does it need to be included in the current
budget or can it be included in a future year budget?
f. What is the cost to prepare the application (staff and monetary)?
3) Direction to Apply: There are three (3) processes to receive direction to undertake an application:
a. If the application requires less than a $5,000 City match and/or offsets a budgeted
expense within the current fiscal year, staff should brief the Mayor and seek his direction
to move forward into a formal application process.
b. If the application requires over $5,000 City match but is in a future fiscal year, staff
should:
i. Brief the Mayor about the application;
ii. Work with the Treasurer to identify City funding needs (both for completion of
the application and for construction);
iii. Integrate the project into the department budget request or work with staff to
integrate into the capital projects fund for consideration during the regular
budgeting workshop and hearings.
c. If the application has over $5,000 City match and is in the current fiscal year, staff
should:
i. Brief the Mayor;
ii. Work with the Treasurer and capital projects manager to identify City funding
needs, sources, and project timelines (both for completion of the application and
for construction);
iii. Agendize item for City Council approval. The Council should be provided the
following to guide their decision:
1. Grant evaluation information (from Section 2 above);
2. Identified funding needs, funding sources, where the City required match
will be budgeted from and a summary of how that request impacts other
funding sources within the City (from Treasurer/capital projects
manager);
3. Timeline for the application & project construction;
4. Identified fund for project reimbursement (if applicable).
d. Upon review, the Mayor and/or City Council can direct staff whether to move forward
with an application and/or amend the capital plan.
4) Funding Acceptance: Upon notice of an award, the formal award should be brought back to the
City Council for acceptance during a public meeting. The acceptance process should address the
final status of the following:
a. Total award amount – including the City’s required match;
Page | 30
b. Identified funding sources - where the City-required match will be budgeted from (a
budget amendment, if deemed necessary) and a summary of how that request impacts
other accounts/funds within the City (from Treasurer/Capital Projects manager);
c. Timeline for project construction;
d. Timeline for City reimbursement;
e. If directed by the Council, an amendment to the capital plan.
Page | 31
APPENDIX
FISCAL YEAR 2025 –FUNDEDCAPITAL MAINTENANCE UNMAPPED: PW CM‐13: Vehicle Replacement PW CM‐15: Trail Maintenance PW CM‐3: Library Concrete PW CM‐17: Jackson House PW CM‐1: Heritage Park Construction PW CM‐15: Friendship Playground IT CM‐8: Chambers Recording Page | 32
CAPITAL MAINTENANCE FISCAL YEAR 2026 – UNFUNDEDUNMAPPED: PW CM‐13: Vehicle Replacement TP CM‐1: Floodway Protection PW CM‐20: City Facilities Paving IT CM‐9:Library Self Check Page | 33 TP CP‐11: DT Arch Replacement PW CM‐17: Jackson House PW CM‐17: Jackson House
CAPITAL MAINTENANCE FISCAL YEAR 2027 - UNFUNDED UNMAPPED: P&Z CM‐1 Floodway/City Property Protection PW CM‐13 Vehicle Replacement IT CM‐7 IT Server Replacement PW CM‐17: Jackson House PW CM‐4: Friendship Park Tennis Courts TRL CM‐9 South Bank Trail Page | 34
TRL CM‐6 Lakemoor Trail
CAPITAL MAINTENANCE FISCAL YEAR 2028- UNFUNDED UNMAPPED: P&Z CM‐1 Floodway/City Property Protection PW CM‐13: Vehicle Replacement TRL CM‐8: Clear Creek Crossing TRL CM‐9: South Bank Trail PW CM‐9: Skate Bowl Replacement Page | 35
FISCAL YEAR 2029 - FUNDED CAPITAL MAINTENANCE UNMAPPED: P&Z CM‐1: Floodway/City Property Protection PW CM‐13: Vehicle Replacement TRL CM‐9: South Bank Trail Page | 36
FISCAL YEAR 2025 –2029 CAPITAL PRO JECTS MAP UNMAPPED: PW CP‐2: Savings only City Owned Shop P&R CP‐9: FY25 Parks, Trails & Open Space Plan POL CP‐2: Annually Police Weaponry POL CP‐2: FY 25‐29 Police LOS Study PW CP‐17: Annually Fleet Expansion LIB CP‐1: FY28 Library Facilities Master Plan P&R CP‐2: FY25‐29 Regional Sports Park P&R CP‐8: FY 2025 Shooting Sport Park ‐ Archery GEN CP‐1/T&P CP‐10: FY 25 Three Cities River Crossing Page | 4 9 T&P CP‐12: FY 26 Linder Road (SH‐44 to FF) T&P CP‐1: FY 25 State & Eagle Intersection Olde Park Place Extension PW CP‐13: FY 25 City Hall Facilities T&P CP‐2: FY 25 Aikens Street Extension P&R CP‐10: FY25 Pamela Baker Park Pump only P&R CP‐11: FY 25 Mace Park P&R CP‐10: TBD Mace Park Impact Fees
https://www.cityofeagle.org/1944/Eagle-Regional-Sports-Park
https://www.cityofeagle.org/DocumentCenter/View/3773/Eagle-Police-CIP--adopted-11-10-20-PDF?bidId=
https://www.cityofeagle.org/DocumentCenter/View/3773/Eagle-Police-CIP--adopted-11-10-20-PDF?bidId=
https://engage.achdidaho.org/linder-road-state-highway-44-to-floating-feather
https://engage.achdidaho.org/downtown-eagle-mobility-improvements-eagle-road-and-state-street
https://www.cityofeagle.org/2015/Mace-Park
https://engage.achdidaho.org/downtown-eagle-mobility-improvements-eagle-road-and-state-street
https://www.cityofeagle.org/1943/Eagle-Shooting-Sports-Park