05.09.16 OSBT PacketOPEN SPACE BOARD OF TRUSTEES
Monday, May 9, 2016
Council Chambers, 1777 Broadway
MEETING AGENDA
(Please note that times are approximate.)
6:00 I. Approval of Minutes
6:05 II. *Public Participation for Items Not Identified for Public Hearing
6:15 III. Matters from Staff
A. Chautauqua Update
1. Final designs for Chautauqua Pedestrian Safety, Access and Lighting
Improvements Project Update
2. Chautauqua Access Management Plan Update
3. Chautauqua Meadow Trail Flood Repair
B. City of Boulder Resilience Strategy
C. Rocky Mountain Greenway Update
D. Draft 2017-2022 Capital Improvement Program (CIP)
7:45 IV. Matters from the Board
A. Greenways Advisory Committee Items:
1. 2017-2022 Greenways Capital Improvement Program
2. Draft CEAP for Fourmile Canyon Creek Greenways Improvements
from Upland Avenue to West of Broadway
B. Message from the Boards and Commissions Committee
8:15 V. Adjournment
* Public hearing
AGENDA ITEM 1 PAGE 1
OPEN SPACE BOARD OF TRUSTEES
Minutes
Meeting Date April 13, 2016
BOARD MEMBERS PRESENT
Frances Hartogh Molly Davis Kevin Bracy Knight Tom Isaacson Curt Brown
STAFF MEMBERS PRESENT
Tracy Winfree Jim Reeder John Potter Mark Davison Abbie Poniatowski
Jennelle Freeston Joe Reale Phil Yates Annie McFarland Alycia Alexander
Lisa Dierauf Leah Case Gabe Wilson Kelly Wasserbach Brian Anacker
Heather Swanson Mark Gershman Dan Burke Deryn Wagner Kristin Weinberger
GUESTS
Dave Zader, City of Boulder Fire, Wildland Division
AGENDA ITEM 1 – Call to Order
The meeting was called to order at 6:02 p.m.
The newest Open Space Board of Trustees (OSBT) member, Curt Brown, read and signed the Oath of
Office.
Tom Isaacson move to appoint Frances Hartogh as the chairperson for the Open Space Board of Trustees.
Curt Brown moved to appoint Molly Davis as the Vice Chair. Frances Hartogh moved to elect Leah Case
as the Board Secretary. All motions passed unanimously by acclamation.
AGENDA ITEM 2 – Approval of the Minutes
Molly Davis said on page 1, under Matters from the Board, it should read, “. . . take place during public
Board meetings.” She said on the same page, it should read, “Molly asked that a Board retreat be held as
soon as possible.” Frances Hartogh said on page 3, Edie Stevens’ public comment should read, “We
foster appreciation and use that sustain the natural values of the land for current and future generations . . .
passive recreation use is allowed when it sustains the natural values of the land for future generations.”
She said on page 4, Pat Billig’s public comment should read, “The inventory report for the North TSA
makes the strongest case for the preservation of the resources in the West Beech HCA . . . violates
management specified for an HCA.”
Tom Isaacson moved that the Open Space Board of Trustees approve the minutes from Mar. 9, 2016 as
amended. Molly Davis seconded. This motion passed four to zero; Curt Brown abstained.
AGENDA ITEM 3 – Public Participation for Items not on the Agenda
None.
AGENDA ITEM 4 – Matters from Staff
Jim Reeder, Trails and Facilities Division Manager, and John Potter, Resource and Stewardship
Division Manager, highlighted several staff projects.
Frances asked about the reclamation of the Lower Big Bluestem area. Jim said staff will supervise the
reclamation; the goal is to narrow the trail so it no longer serves as a road. Tom asked how the current
raptor monitoring numbers compare to previous years. John said he did not have that information, but it
appears to be relatively normal. Molly asked if staff are still considering other locations for the horse
arena, such as the Schooley property. John said he will look into that with staff. Frances asked if there
will be information on site and online about the rules and risks of the arena. John said yes.
AGENDA ITEM 1 PAGE 2
Tracy Winfree, Director, gave an update on the North Trail Study Area (TSA) timeline.
Joe Reale, Ranger Services Supervisor, and Dave Zader, Wildland Fire Administrator, gave an
update on a wildfire response simulation event in May.
Kevin Bracy Knight asked if the Hogback Trail will be closed during this simulation. Joe said yes. Curt
Brown asked if staff could provide the Board with the full plan for this simulation. Joe said no, large parts
of the simulation are purposefully kept secret as part of the drill. Frances asked if the water will come
from Wonderland Lake. Joe said yes; he noted that no actual fire will be used.
Gabe Wilson, Maintenance Person III, Trails, and Heather Swanson, Senior Wildlife Ecologist,
gave an update on the Flood repair on Mesa Trail/Skunk Creek Crossing.
Molly asked if staff have looked at alternate areas for the proposed bridge. Gabe said due to different
grades in the area, this suggested location would be significantly less work and use less resources. Curt
asked if the proposed bridge is horse friendly. Kelly said yes. Kevin said the high priority should be
allowing access while still preserving the riparian area. Tom asked if the bridge would be affected by a
flood. Kelly said that the life expectancy is about 40-60 years with maintenance upkeep; it would be built
to uphold in the case of a flood. Curt asked if this bridge is worth the amount of work required. Gabe said
the area for the bridge is steep, but it would minimize the work in the sensitive habitat. Frances said she is
concerned that this proposed bridge will create a precedence that OSMP will build more man-made
structures on Open Space; she added that a bridge has potential to be misused and will become an
attractive nuisance. Heather said bridges are a mechanism to allow less trail and travel in a drainage and
this proposed bridge will substantially lessen the environmental impact. Curt said he understands this area
is a wildlife corridor. Heather said it certainly is and the bridge will be high enough to allow wildlife
movement. Tom stated that staff should not feel pressure to make this crossing super easy for everyone.
Abbie Poniatowski, Central Services Division Manager, gave an update on Draft 2017 Work Plan
and Budget.
Frances asked if the department priorities list is in order. Tracy said the first item will be handled first;
the rest are flexible. Frances asked for the overarching issues to be dealt with sooner than outlined in the
Visitor Master Plan (VMP). Tracy said the updating of the VMP is the appropriate place to work on the
overarching issues; however, staff can make sure this is the second item on the priority list. Frances
requested that certain sections be revised to include more clearly the Charter’s preservation of resources.
She asked if the budget amount for the North TSA plan and implementation is the total budget including
trail construction. Tracy said yes and the amount is a place holder. Molly requested that when this plan
and budget document comes back to the Board if it could include a detailed breakdown on the cost
allocations.
Mark Davison, Community Connection and Partnership Division Manager, gave a staff update on
exploratory talks for a Conservancy to provide private funding to support Open Space and
Mountain Parks (OSMP) priority programs and projects.
Tom asked if this organization would be city specific. Mark said yes, the current concept is targeted
towards the city. Tom said OSMP is perceived as already being very well funded and wondered if the
trouble put into this would be worth it. Kevin said this conservancy could be a great bridge and way to
communicate between all nearby land management agencies. Molly said obtaining funding is not an issue
for OSMP, but she is concerned how the funding would be used; would the conservancy support the
current Charter. Curt asked how much has been raised by other foundations, would the return be worth
the investment. Mark said if there is concurrence by the Board, staff would look into the details of other
conservancies that support city departments. Frances added that she would want total transparency from
this conservancy; in regards to the legacy, the focus for this conservancy should be preservation of
resources, stewardship, environmental planning and sustainability.
AGENDA ITEM 1 PAGE 3
AGENDA ITEM 5 – Matters from the Board
The Board discussed dates for upcoming Board meetings as well as a Board Retreat. Tracy suggested she
and Frances work on a draft agenda and then send that around to the Board.
Tom explained that for those public and staff in attendance tonight, that are interested, he has some copies
of a document he wrote clarifying why he voted the way he did on the last meeting’s North TSA motions.
The Board discussed the upcoming city climate meeting in relation to OSMP.
AGENDA ITEM 6 – Summary of 2015 Open Space and Mountain Parks (OSMP) Volunteer
Services and Declaration to Honor OSMP Volunteers during National Volunteer Week, April 10-
16, 2016.
Jennelle Freeston, Volunteer Program Supervisor, and Kristin Weinberger, Coordinator of Group
Volunteer Projects, presented this item.
Kevin said he applauds all the amazing growth that this program has had over the years. He asked what
the limiting factors are. Kristin said that their capacity is based off of staffing size; she said they are
working on training volunteers to help lead project days. Jennelle said there are many volunteers who stay
with OSMP for a long time; staff looks at the retention levels and when they hit that retention point they
then recruit more. Frances said the OSMP volunteer program is incredible and would imagine that it is
unparalleled in the county or perhaps the country, and that this amazing volunteer experience helps people
respect the trails.
Public Comment
None.
Return to the Board
Frances Hartogh read the following proclamation: The Open Space Board of Trustees joins the staff of the City of
Boulder Open Space and Mountain Parks Department in recognizing all of our volunteers during National
Volunteer Week 2016. We salute the more than 1,760 Open Space and Mountain Parks volunteers who contributed
their talents and efforts in helping the department carry out its mission. These individuals are an inspiration as
they help to protect the resources that make Boulder’s Open Space and Mountain Parks so special.
ADJOURNMENT: The meeting adjourned at 8:53 p.m.
These draft minutes were prepared by Alycia Alexander.
MEMORANDUM
TO: Open Space Board of Trustees
FROM: Tracy Winfree, Director, Open Space and Mountain Parks
Melanie Sloan, Transportation Planner, Public Works Transportation division
Brian Wiltshire, Project Manager, Public Works Transportation division
DATE: May 9, 2016
SUBJECT: Chautauqua Pedestrian Safety, Access and Lighting Improvements Project
Update
________________________________________________________________________
Executive Summary
The Chautauqua Pedestrian Improvement Project (the Chautauqua project) proposed final
plans are presented tonight for review by the Open Space Board of Trustees (OSBT).
The Chautauqua project will construct a sidewalk on the south side of Baseline Road from 6th
Street east to Chautauqua Park’s eastern boundary west of 10th Street; improve pedestrian
crossings to meet Americans with Disabilities Act standards at intersections within the project
area; installation of stone stairs at West Trail Study Area Plan-designated access trails on
Baseline Road into the Chautauqua Meadow; construct a crusher fines pedestrian connection
from Baseline Road to Open Space and Mountain Parks (OSMP)-designated access trails
along Kinnikinic Road; construct a five-foot wide detached, patina sandcrete concrete
sidewalk from Baseline Road into Chautauqua Park along Kinnikinic Road; install fieldstone
swales along Kinnikinic Road to the ranger cottage parking lot entrance on the west and
Sumac Drive on the east; construct a soft surface trail from the re-constructed Queen’s Gate
near 9th Street into Chautauqua Park; make the existing transit stop (also known as King’s
Gate) compliant with the Americans with Disability Act (ADA); and install pedestrian
lighting from the project area into Chautauqua Park.
The Chautauqua project was one of the projects listed in the 2014 voter-approved
Community, Culture and Safety tax. The total project budget is $1.5 million.
Vegetation pruning and removal will begin in the fall of 2016. Project construction is
anticipated to begin in the winter of 2016 and will take six months to complete.
Current Context
This section of Baseline Road serves an important role for the use of Chautauqua Park, Open
Space and Mountain Parks trails and Chautauqua Association lodging, programming and
venues. These three facets of Chautauqua, combined, attract more than half a million visitors
per year.
Currently, the lack of sidewalk on the south side of Baseline Road from west of 6th Street east
to King’s Gate creates a safety hazard. Pedestrians parking on the south side of Baseline Road
must walk in the street increasing pedestrian-vehicle and pedestrian-bicycle conflict. The lack
AGENDA ITEM 3A (1) PAGE 1
of sidewalks also impedes the mobility and access of area residents. Consequently, the project
area has been identified in the City’s Missing Sidewalk Links program.
Pedestrians also travel in Kinnikinic Road due to a lack of adequate pedestrian connections to
OSMP-designated access trails and existing Chautauqua Park paths. During the public
process, the project team received comments and emails from the public that shared their
concerns for the lack of safe pedestrian connections from Baseline Road to Chautauqua Park
along Kinnikinic Road, requested pedestrian connections to be maintainable in the winter and
called for pedestrian connections to be ADA accessible and stroller friendly.
Special events, programming and other attractions bring visitors, performers and employees to
Chautauqua during low light conditions, such as evening musical performances or talks.
Performers and Chautauqua staff are assigned parking in the lot on 12th Street. The HOP 2
Chautauqua, a free City of Boulder transit service to the Colorado Music Festival and
Chautauqua Summer Series events, provides service to the King’s Gate transit stop on
Baseline Road. Existing unlit pedestrian paths link both the 12th Street parking lot and King’s
Gate to the Dining Hall and performance areas and venues. Visitors, the Colorado
Chautauqua Association and the voters identified the unlit paths as a safety concern. During
the public process, the project team received comments from the public stating their support
for pedestrian scale, historically appropriate styled, programmable, dark sky compliant
lighting along the existing pedestrian paths from King’s Gate to the parking area on 12th
Street.
Project Purpose
The project team is directed by the 2014 voter-approved Community, Culture and Safety sales
tax ballot initiative to provide the community with safer, accessible pedestrian routes. The
project team developed project plans that achieve this by providing ADA accessible
sidewalks, intersection crossings and pedestrian connections and through installation of
pedestrian lighting along key paths.
The project team seeks to honor the natural character of Chautauqua through material
selection, design and re-vegetation plant selection. The project team also seeks to honor
Chautauqua’s National Historic District designation through design and material selection for
all project improvements, including those within the historic district boundary.
The interdepartmental project team is also guided by the members’ respective master plans
and guiding plans. The Transportation Master Plan guides the Public Works’ Transportation
department to provide travel options by constructing multimodal facilities. The West Trail
Study Area Plan guides the Open Space and Mountain Parks department to reduce damaging
social trails on the north side of Chautauqua Meadow.
Additionally, the Colorado Chautauqua Association has created the Cultural Landscape
Assessment and Plan which provides “a series of recommended strategies and tasks that
provide a direction for holistically managing change at Chautauqua to ensure that it continues
to evolve in a manner that is in keeping with its historic character” and the Master Exterior
Lighting Plan, which identified proposed lighting designs and locations.
AGENDA ITEM 3A (1) PAGE 2
The project team has used the Colorado Chautauqua Association’s master plans as guiding
documents in the development of previous project plans. It has become clear through
previous presentations to the Landmarks Board that these plans have not been developed
through the collaborative framework or approved by the Landmarks Board. Recognizing this,
the project team has removed the lighting component from the current round of Landmarks
Alteration Certificate application so that the Colorado Chautauqua Association and the
Landmarks Board can develop an approved lighting plan over the next year (2016-2017). The
Chautauqua project will seek a landmark alteration certificate to install the first phase of that
lighting plan when it is completed (2017-2018).
Improvements (Appendix A)
The Chautauqua Project will provide the following improvements (those adjacent to or within
Open Space and Mountain Parks lands are in bold):
Construction of 5-foot wide sidewalks on the south side of Baseline Road from
the park boundary near 10th Street to the end of on-street parking west of 6th
Street
Improved ADA-compliant pedestrian crossings along Baseline Road
Installation of stone stairs at West Trail Study Area Plan designated access trails
on Baseline Road into the Chautauqua Meadow
Native shrubs and plantings to replace non-native species and improve landscape
conditions on the north edge of the Chautauqua Meadow
Crusher fines trail from Baseline Road to Open Space and Mountain Parks-
designated access trails
Construction of swales along Kinnikinic Road from Baseline Road to Bluebell
Road on the west and Sumac Drive on the East
Transit stop improvements, including an ADA-compliant ramp at King’s Gate
Construction of a soft surface social trail from the re-constructed Queen’s Gate into
Chautauqua Park
Construction of a five-foot wide, patina sandcrete concrete detached sidewalk on the
east side of Kinnikinic Road within the historic district boundary
Pedestrian lighting
The Colorado Chautauqua Association will work with the Landmarks Board
through a collaborative framework to develop an approved lighting plan over the
next year (2016-2017). The Chautauqua project will implement the first phase of
that approved lighting plan subsequent to the master lighting plan development.
Public Process
The project team developed preliminary project plans and presented these to the relevant
boards for review and feedback: Open Space Board of Trustees (September 9, 2015), the
Transportation Advisory Board (September 14, 2015), the Parks and Recreation Advisory
Board (September 28, 2015), and the Landmarks Board (October 7, 2015).
AGENDA ITEM 3A (1) PAGE 3
The project team then presented the preliminary project plans to the public at an open house
held at the Colorado Chautauqua Association Community House (October 15, 2015). The
project team also received input from the public through emails and online surveys.
The project team incorporated feedback received from the boards, committees and the public
into the proposed project plans, where feasible.
Some of the improvements identified in the CCS ballot initiative and from feedback received
through the public process were outside of the city’s right-of-way and inside the Chautauqua
Historic District boundary. These improvements required a Landmarks Alteration Certificate
to: construct pedestrian lighting from the King’s Gate (transit stop) entrance to the parking lot
east of the tennis courts; install pedestrian lighting at the Shelter House (Trolley station) and
the Arbor; install way-finding elements; construct fieldstone drainage swales along Kinnikinic
Street; convert parallel parking to angular parking along the northern edge of Sumac Drive;
construct concrete sidewalk on the east side of Kinnikinic Road from Baseline Road to Sumac
Drive; and construct a soft surface path to connect Queen’s Gate with Sumac Drive.
The project team presented revised project plans to the Landmarks Board on February 3,
2016. The project team withdrew the application when it became apparent that the board was
going to deny the application.
The project team revised the proposed project plans to respond to the board’s concerns and re-
submitted a Landmarks Alteration Certificate application for the following improvements:
construct fieldstone swales along both sides of Kinnikinic Road, from Baseline Road to
Bluebell Road on the west and Baseline Road to Sumac Drive on the east; construct crusher
fines social path from the re-constructed Queen’s Gate (Baseline Road near 9th Street) into
Chautauqua Park to guide park users away from historic oak tree roots; and construct a five-
foot wide, patina-sandcrete concrete detached sidewalk on the east side of Kinnikinic Road
within the Historic District boundary. The landmarks alteration certificate application for
these improvements received approval from the Landmarks Board on April 6, 2016.
Next Steps
The project team will present the proposed final project plans to the relevant boards in May:
OSBT: May 9, 2016; TAB: May 9, 2016; and PRAB: May 23, 2016) and to the public in a
second open house in June 2016 (date to be determined).
A project contractor will be selected in fall, 2016. Vegetation removal is anticipated to begin
in fall, 2016 followed by project construction in winter, 2016-2017. The project is estimated
to be completed, including re-vegetation and tree planting, by spring, 2017.
AGENDA ITEM 3A (1) PAGE 4
Appendix A
West of 6th Street to Kinnikinic Road
AGENDA ITEM 3A (1) PAGE 5
Kinnikinic Road to 9th Street
AGENDA ITEM 3A (1) PAGE 6
9th Street to Chautauqua’s Eastern Boundary
AGENDA ITEM 3A (1) PAGE 7
Renderings of Selected Improvements
AGENDA ITEM 3A (1) PAGE 8
MEMORANDUM
TO: Open Space Board of Trustees
FROM: Tracy Winfree, Director, Open Space and Mountain Parks (OSMP)
Deryn Wagner, Planner, Open Space and Mountain Parks
on behalf of:
Molly Winter, Executive Director, Department of Community Vitality
Bill Cowern, Transportation Operations Engineer, Department of Public Works,
Transportation Division
DATE: May 9, 2016
SUBJECT: Chautauqua Access Management Plan (CAMP) Update
______________________________________________________________________________
Executive Summary
Led by the Public Works Transportation Division and Community Vitality Department, the
Chautauqua Access Management Plan (CAMP) will explore ways to manage existing demand
for transportation access (including parking) to and from the Chautauqua area in ways that
minimize vehicular and parking impacts to surrounding neighbors, visitors and the area’s natural
and cultural resources. The CAMP will not explore resource management or visitor use of
OSMP land in the Chautauqua area, in large part because existing OSMP plans already provide
that guidance. At this early stage in the CAMP project, city staff is interested in gathering
feedback from the public, city boards, and City Council on the proposed planning process,
including the scope of work, schedule, and community engagement.
Background
The City of Boulder enjoys a now 118-year-old, public/private partnership with the nonprofit
Colorado Chautauqua Association (“CCA”) for shared stewardship of the Colorado Chautauqua.
The city owns the 40-underlying acres, three historic buildings and a new building, and leases
approximately 26 acres and those four buildings to CCA. The city’s Parks and Recreation
Department operates a city park on the north lawn known as the Chautauqua Green. In addition
to leasing the land and four buildings from the city, CCA also owns 67 historic buildings,
including 60 cottages. Year-round, CCA offers lodging, programming, rental of historic venues
and a full-service restaurant. Private individuals own 39 historic cottages, most of which are
used seasonally (typically summer) but some of which are year-round, owner-occupied
residences. Chautauqua was designated a Boulder Landmark District in 1979 and a National
Historic Landmark in 2006. Physically, Chautauqua is surrounded on two sides by city open
space that is not part of the historic district. The Chautauqua Trailhead is one of the most popular
trailheads in the region. The Chautauqua Ranger Cottage, located within the historic district
adjacent to that trailhead, is staffed by the Open Space and Mountain Parks Department and
provides information services to local and visiting hikers. The historic district abuts single-
family residential neighborhoods to its north across Baseline and to the east. This brief
AGENDA ITEM 3A (2) PAGE 1
description illustrates the number and variety of interests and uses/users associated with “greater
Chautauqua.”
The previous lease between the city and CCA (dated 1998, amended 2002) recognized the
negative impacts of parking demand exceeding supply and the unique conditions within historic
Chautauqua. The 1998 lease authorized CCA to take a variety of actions to limit access and
parking under certain circumstances and anticipated that the city would designate a residential
permit parking or similar program within the historic district to address the negative impacts on
the Chautauqua operations and environment. Many of these approaches were deemed infeasible
to implement.
Actions that were taken over the years included:
CCA and the city, in collaboration with the Colorado Music Festival, in 2003 initiated
free off-site parking and free shuttle service on event nights at the Chautauqua
Auditorium to mitigate traffic impacts within the historic district and in the surrounding
residential neighborhoods to the north and east. This free service has continued yearly
since inception and will continue in summer 2016. The city issues a special event permit
annually to permit temporary street closures and limited access on these event evenings.
RTD discontinued a bus route that stopped just east of 9th Street on Baseline, leaving the
closest transit stops at 9th and College and Broadway south of Baseline.
The city funded a pilot Hop 2 Chautauqua daytime bus during the summer 2008 but
ridership was low and the results did not warrant further continuing the service at that
time.
In 2011, the city and the CCA partnered to evaluate parking and access issues in the
leasehold area. As a part of this project, the partnership collected parking utilization and
parking duration data on all available parking within the leasehold area and in the
neighborhood to the north of Chautauqua on three separate days. The results of that data
collection showed some areas of high parking utilization within the leasehold area, but
very few areas of high parking utilization in the neighborhood north of Chautauqua.
Using the data and analyses from this study, a series of pilot programs for the CCA
leasehold area was advanced by staff for City Council’s consideration but none of these
pilots were adopted for implementation. Council members’ concerns at that time included
the concept of restricting parking on streets near open space and park property. Following
the council meeting in spring 2012, it was jointly determined that access and parking
management at Chautauqua should be addressed through the upcoming lease
renegotiation rather than through a pilot program.
In late 2012, the city and CCA adopted Collaborative Stewardship of the Colorado
Chautauqua: Guiding Principles for Place Management and Fiscal Sustainability
(hereinafter “the Guiding Principles”) as a shared statement about the nature of the Colorado
Chautauqua and the manner in which its primary stewards, the city and CCA, intend to
collaborate in the planning and management of Chautauqua’s future. The Collaborative
Stewardship Guiding Principles are summarized as follows:
1.A Public Place
2.A Historic Landmark
AGENDA ITEM 3A (2) PAGE 2
3.A Historic Mission
4.A Balanced Approach
5.Collaborative Place Management
6.A Cautious Approach to Change
7.Shared Financial Responsibility
The city and CCA entered into a new lease effective Jan. 1, 2016 (“the Lease”). The “Access
and Parking Management” section of the Lease acknowledges the need for a tailored access
management strategy to balance the access of the variety of users and modes while also
maintaining the natural, built and historic environments. The Lease reiterates the recognition
that during peak periods, parking demand for all uses within and around Chautauqua far exceeds
supply, and acknowledges that the movement of vehicles looking for parking presents safety
issues and degrades the visitor experience. The lease contains the commitment of the city and
CCA to develop a Chautauqua Access Management Plan (“CAMP”) within the first year of the
new lease according to the following governing principles (“the CAMP Governing Principles”):
Chautauqua is a unique, shared resource requiring unique solutions.
Chautauqua is a National Historic Landmark.
The needs of all stakeholders, including the Association, cottage owners, park users, open
space users and neighbors should be considered.
A mix of uses must be accommodated.
Pedestrians must be given priority on the narrow streets without sidewalks.
Traffic circulation should be minimized in the interests of pedestrian safety and user
experience.
Parking demand is seasonal and solutions need not address time periods during which
access is readily available.
During peak periods, the parking needs of users in the historic core should be prioritized,
but not exclusive.
A seasonal transportation demand management (TDM) plan for employees should be
implemented.
The right of public access should not be restricted except for good cause, with such
restrictions minimized as appropriate.
The interests of the surrounding neighbors should be addressed.
Any plan should be flexible to address changing circumstances.
Access management should be consistent with the Guiding Principles for Place
Management and Fiscal Sustainability.
Consistent with the city’s climate commitment and sustainability and resilience goals,
any plan should support public transit, alternative modes of transportation, a reduction in
vehicle miles traveled and a reduction in visits in single-occupant vehicles.
In 2015, resident-owners in the neighborhood north of Baseline adjacent to the Chautauqua
historic district and Chautauqua Meadow open space (“Sustainable Chautauqua”) approached the
city with parking-related and nuisance issues including: parking too close to or in front of
driveways, stop signs, and hydrants; litter and dog waste; speeding and u-turns; general
disrespect and noise; overuse of resource/environmental impacts; and lack of parking
enforcement. Some improvements have been implemented already, including placement of trash
AGENDA ITEM 3A (2) PAGE 3
receptacles and enhanced parking enforcement in the area. Temporary pavement markings will
be installed this spring to help delineate where parking is legal. It is anticipated that the
Chautauqua-area, activity-related issues will be addressed during the CAMP process.
At a study session on Feb. 9, 2016, staff sought council feedback on the process for development
of the CAMP. One option identified was to move forward with developing a CAMP for
implementation in the summer of 2016 utilizing parking utilization and duration data from 2011
that may be different today because of increased visitation to Chautauqua. This approach would
have the advantage of providing mitigation this summer but would have the disadvantage of
being based on data that may be out of date1 and may be questionable to use as baseline data for
future comparison. Another option would be to collect new data in summer 2016 to use to
develop the CAMP for implementation and monitoring in summer 2017, thus delaying
mitigation until 2017. Council supported staff’s recommendation to pursue the second option –
to collect new data this summer, followed by the development of a CAMP for implementation in
2017.
After consideration of information and recommendations from staff, City Council approved
staff’s operating assumptions regarding development of the CAMP (see details below) and
directed staff to:
Develop a data collection/evaluation plan and a public process plan for council’s review
prior to this summer
Gather data including parking utilization and duration and an updated user intercept
survey this summer
Work with OSMP to coordinate data collection and outreach and to understand data and
system-wide options
Explore transit options and other ideas for Baseline as part of CAMP development.
Operating Assumptions for the Development of the CAMP
As approved by City Council Feb. 9, 2016, options for the development of the CAMP may
include consideration of:
Some degree of managed parking within the Chautauqua leasehold area and possibly in
the surrounding neighborhood as well. This could include parking restrictions similar to
those provided by the Neighborhood Parking Permit Program.
Some degree of paid parking, possibly in the Ranger Cottage lot, on the loop
surrounding the park and/or on Baseline Road.
Enhancements to other modes of transportation including but not limited to restoration
of transit service to the Chautauqua area.
1 The 2011 parking utilization and duration data and corresponding analyses could form the
foundation of the development of the 2016 CAMP, but recent data from an Open Space and
Mountain Parks Chautauqua Study Area Visitation Monitoring Report (2015) suggest that
visitation to Chautauqua has increased substantially since 2005. Whether this increase occurred
since the 2011 data collection is unclear. The substantial increase in visitation over time suggests
that parking utilization within the leasehold and in the surrounding neighborhood potentially
could be higher than previously studied, thus suggesting the necessity of data collection and
evaluation of current conditions.
AGENDA ITEM 3A (2) PAGE 4
Relevant guidance for this plan includes the city’s Access Management and Parking Strategy
(AMPS) guiding principles:
Provide for all transportation modes
Support a diversity of people
Customize tools by area
Seek solutions with co-benefits
Plan for the present and the future
OSMP and the CAMP
OSMP is assisting other City of Boulder departments (Transportation and Community Vitality)
to complete this community-driven planning effort. To that end, OSMP was asked to conduct a
short-term study in 2015 to understand recent OSMP visitation levels in the Chautauqua area.
From Aug. 1 to Nov. 30, 2015, staff used trail counters to estimate daily and monthly visitation
to the Chautauqua Meadow and Enchanted Mesa subareas. Findings from this study are included
in Attachment A.
Guidance for OSMP management of the area can be found in two major plans. In 2005, the
Boulder City Council and the Open Space Board of Trustees approved the department’s Visitor
Master Plan (VMP), which included a “Passive Recreation Area” (PRA) designation for the
Chautauqua Meadow. PRAs are generally in close proximity to city or county development, and
are managed to accommodate a higher level of visitor use. One of the goals for passive
recreation areas is to provide a high level of public access to destinations while also protecting
natural and cultural resources.
In 2011, the Boulder City Council approved the West Trail Study Area (TSA) Plan for city-
managed open space south of Linden Avenue and north of Highway 170. This plan identified on-
the-ground actions designed to improve visitor use in the Chautauqua Meadow. It also called for
specific actions to help restore and conserve the area’s resources. Like the VMP, the West TSA
included many opportunities for public review and comment, and was approved by the Open
Space Board of Trustees and the Boulder City Council. OSMP has identified the implementation
of West TSA projects as a departmental priority.
The CAMP will not explore limiting public access to the area, for example by decreasing access
to open space. The City Council has asked OSMP to address visitor use throughout the OSMP
system, which will be included as part of an update to the Visitor Master Plan. That update will
take the form of a new systemwide Master Plan for OSMP, scheduled to begin in summer 2017.
Proposed CAMP Process
Subject to modification based on feedback received from the community, CCA and the city
boards and commissions, and City Council, the project team anticipates the following project
steps:
1.Initial Community Engagement including check-ins with boards and commissions, CCA
and council – late April to early June 2016 (see detailed schedule below)
2.Data Collection – Summer 2016
AGENDA ITEM 3A (2) PAGE 5
3.Evaluation of Data, Initial Formulation of Menu of Possible Approaches/Pilots for
summer 2017 and Consultation with Potential Community Working Group – Fall 2016
4.Formulation of Recommended Approaches/Pilots – Winter 2016-17
5.Consultation with Boards and Commissions, presentation to City Council – Q2 2017
6.Preparation for implementation of pilot project – Q2 2017
7.Implementation of pilot project – Summer 2017
8.Finalization of plan – Fall/Winter 2017
Data collection efforts in summer 2016 may include:
User intercept survey to understand more about the people arriving at Chautauqua, why
they are there and where they are coming from (funds being requested)
New parking utilization and duration data to be collected within the CCA leasehold and
in the neighborhood to the north and east of the leasehold
Speed and volume data to be collected on key roadways within the leasehold and in the
surrounding neighborhood
Coordination with OSMP on a systemwide visitor survey to understand current visitor
use and demographics at Chautauqua
The CAMP Community Engagement Process
To gain feedback on the many perspectives of Chautauqua from the variety of users and
stakeholders, the project team will pursue some combination of the following communication
tools to foster ongoing outreach and engagement throughout the project:
Email newsletters through the city and the Colorado Chautauqua Association
Press releases
Direct mail postcards
Social media including Facebook, Twitter and Nextdoor
Flyers around town
Signs around Chautauqua (e.g., at trailheads)
Online and/or intercept surveys
A community working group to offer periodic feedback
Presentations to city boards and City Council
The project team will seek input from those attending the Community Open House on April 28th
on the preferred and most effective means of communication and outreach.
Upcoming Meetings
The project team will seek feedback on the project schedule and work plan during the following
meetings:
April 28 Community Open House at Chautauqua Community House
May 2 Colorado Chautauqua Association (CCA) Board of Directors
May 9 Transportation Advisory Board (TAB)
May 9 Open Space Board of Trustees (OSBT)
May 23 Parks and Recreation Advisory Board (PRAB)
June 1st Landmarks Board
June 7 Information Packet [memo] to City Council
AGENDA ITEM 3A (2) PAGE 6
Questions for the Board:
1.Do you have any questions about or feedback on the project schedule or scope of work?
2.What feedback do you have on the possible community outreach and engagement
approaches?
3.Is there anything else you would like to share at this point in the process?
ATTACHMENTS
A. OSMP Chautauqua Study Area Visitation Monitoring Report
AGENDA ITEM 3A (2) PAGE 7
This page is intentionally left blank.
AGENDA ITEM 3A (2) PAGE 8
Open Space and Mountain Parks
Chautauqua Study Area
Visitation Monitoring Report
Prepared by:
Deonne VanderWoude, Human Dimensions Program Coordinator and
Brian Anacker, Science Officer
January 2016
AGENDA ITEM 3A (2) PAGE 9
ATTACHMENT A
City of Boulder
Open Space and Mountain Parks
Chautauqua Study Area Visitation Monitoring
January 2016
I. Data Collection Dates: August 1, 2015 – November 30, 2015.
II. Project Goal: To understand visitation levels and the distribution of visitation over four
months within the Chautauqua study area. Amongst other future applications, this data will be
used to support the forthcoming process to develop a Chautauqua Access Management Plan.
Generally, land managers can use visitation data to:
1. Understand visitation patterns (e.g., annual, seasonal, weekly or daily) and apply this
understanding to management.
2. Develop indicators of visitor experience and resource quality using one of several
carrying capacity/visitor management frameworks (e.g., Recreation Opportunity
Spectrum (ROS), Limits of Acceptable Change (LAC), and Visitor Experience and
Resource Protection (VERP).
3. Develop an understanding of the relationship between spatial-temporal visitation patterns
and integrity of natural, recreational and cultural resources.
4. Inform the budget, such as staffing levels or infrastructure development.
5. Substantiate the need for visitor management actions such as increased outreach, visitor
kiosks or enforcement.
6. Determine facility needs (e.g. parking, bathrooms, trash cans or dog stations).
7. Create visitation thresholds for infrastructure and facility (level of) development classes.
III. Monitoring Objective: To estimate the number of summer season (but, August only) and
fall season (September-November) person-visits to the Chautauqua study area.
IV. Key Findings: Open Space and Mountain Parks (OSMP) staff has drawn the following
conclusions about visitation to the Chautauqua study area. The study area includes the
Chautauqua meadow as well as the Enchanted Mesa sub-areas (Figures 1-2).
The current study estimates more than 300,000 visits between August 1 and November
30, 2015. This number is more than double the visitation to the area during the same
timeframe in 2004 (~132,000 visits). Moreover, visitation over an entire year, measured
in 2004/2005, was estimated at 330,000-350,000 visits, around the same number of visits
as recorded in just 4 months in the current study.
August was the busiest month and November the slowest of the four monitored months.
Between 2004/2005 and 2015, monthly visitation in August increased 147% and
visitation in November increased 185%.
In 2015, the number of daily visits to the entire study area ranged from 188 to 5,126, with
a daily average of 2,570. Weekend days had consistently higher visitation than weekdays.
In the Chautauqua meadow sub-area, Saturdays were the busiest during both summer and
AGENDA ITEM 3A (2) PAGE 10
fall seasons. For the Enchanted Mesa sub-area, Sundays received the most visits during
both seasons.
The Chautauqua Trail monitor station captured the greatest number of visits across the
entire study area. This location received approximately double the number of visits
captured at the Bluebell Road location, which was the next busiest location. Staff
estimates that low numbers of visits to the Chautauqua Meadow sub-area orginate or end
at the 6th Street access point and the unmonitored locations along Baseline Road. Staff
also estimates that these levels have generally remained the same between 2004/2005 and
2015 for the months of August-November.
Information on visitor demographics or experiences was not collected during this 2015
study. However, this type of data is available from past OSMP studies conducted over a
year from 2004 to 2005 and from 2010 to 2011. A sample of relevant findings from those
studies is included in Appendix A.
Note: OSMP conducted only a visitor survey in 2010/2011; visitation counts were not
collected during this study period. Therefore, an estimate cannot be made using the studies
represented in this report about when or in what period of time within the last eleven years
visitation has increased at the Chautauqua study area.
AGENDA ITEM 3A (2) PAGE 11
Figure 1. Chautauqua meadow sub-area visitation monitor station locations
AGENDA ITEM 3A (2) PAGE 12
Figure 2. Enchanted Mesa sub-area visitation monitor station locations
AGENDA ITEM 3A (2) PAGE 13
V. Definitions
Access point: Where a visitor enters or exits OSMP. Often this is the trailhead or beginning of a
designated or undesignated trail.
Calibration: A field test conducted on the monitor to determine the average level of operational
accuracy and concomitant data error. To calibrate a monitor, actual visitor counts (as observed
by field staff) are compared with the counts recorded by the monitor for a minimum of one hour
(per calibration period) to determine the percentage of counts not recorded or over recorded.
Count: A count refers to the record collected by the monitor when the infrared beam is broken
whether it is broken by a human or another object (e.g., wildlife, blowing vegetation or falling
snow).
Daily monitor count (or daily count, or daily count total): The daily monitor count refers to the
sum of all the counts on a given day for a given monitor.
EMC: Estimated Monitor Count. The EMC is the total number of counts at a given monitor for a
set period of time after outliers have been removed and replaced, missing values have been
replaced, and the ratio inflation factor (RIF) has been applied.
Missing (or missed) value: Missing value refers to an hourly or daily monitoring count of zero
believed by staff to represent a monitor malfunction (e.g., low battery, the monitor was
vandalized, the monitor reached capacity, etc.) or staff error (e.g., staff accidentally erased the
data during download). Missed values do not represent a daily record of zero counts which
normally indicates days when no visitors travelled past the monitor.
Open Space and Mountain Parks visitation volume classes: Ranges of visitation used to classify
OSMP access points. Current classes and associated annual visitation ranges are:
High: >75,000
Medium: 25,000 – 74,999
Low: 10,000 – 24,999
Very Low: 1,000 – 9,999
Very Very Low: <1,000
Order of magnitude: A factor of ten (i.e., 1, 10, 100, 1000).
Outlier: An outlier is an observation that lies outside the overall pattern of a distribution (Vaske,
Shelby & Donnelly, 2009). For this visitation estimate project, outliers were defined as: 1) any
daily monitor count that is two or more orders of magnitude larger than the typical value for a
day at that monitor; 2) any single value for a given hour (i.e., the sum of all the counts for a
given hour) that was identified through the “tsclean” function of the “forecast” library in R (see
methods).
Passive infrared monitor (also referred to as “visitation monitor” or simply “monitor” throughout
this report): The TRAFx Generation III monitor (Figure 3) is a one-piece unit consisting of a
passive infrared receiver. A passive infrared receiver operates by detecting rapid changes in
AGENDA ITEM 3A (2) PAGE 14
temperature within its field of view. On a trail, a rapid change will occur when a warm object,
such as a person, dog, or horse, passes in front of the receiver. Because the object is warmer than
the surrounding environment and the change is very fast, the receiver records the change as one
“count”. The TRAFx monitor is one brand and model of infrared trail monitor currently used
during site specific visitation estimate projects. The TRAFx monitor has a memory capacity to
record 14,000 counts.
Person-visit: A person-visit is the unit of measure reported for visitation estimates. A
person-visit represents a trip to the study area, regardless of how much time a visitor spent on
OSMP during their trip.
RIF: Ratio Inflation Factor. The RIF is an inflation factor applied to the data set after outliers
and missing values have been replaced that accounts for error due to undercounting/overcounting
visitors that pass the monitors. The RIF is calculated from the results of calibration sessions and
can be shown as: m/a
Where “m” equals the counts captured by the monitor and “a” equals the actual counts
observed by staff during the calibration sessions.
TRAFx Communicator: Computer software designed for use when configuring TRAFx monitors
with the G3 dock and when uploading data files (i.e. shuttle files) from the G3 dock for transfer
to the Datanet software.
Figure 3. TRAFx Generation III monitor showing the beam’s detection zone
variability at different distances from scope to trail
AGENDA ITEM 3A (2) PAGE 15
TRAFx Datanet: Online computer software designed specifically for use with the TRAFx
monitor and G3 dock to initially clean, analyze and report count data. Accessed at
https://www.trafx.net/Datanet/login .
Visitation estimate: The estimated number of person-visits for a given area for a specified period
of time.
Visitor: A visitor is the person actually visiting OSMP. Visitors may make multiple
person-visits to OSMP, each resulting in one or more counts (Vaske et al., 2009).
VI. Methods
The “Chautauqua study area” was divided into two sub-areas for monitoring purposes; the
meadow area and the Enchanted Mesa area (Figures 1, 2). Staff installed a monitor at eight
locations across the two sub-areas. Six monitors were installed in the Chautauqua meadow
sub-area and two were installed in the Enchanted Mesa sub-area. The monitors were placed to
capture the most possible visits to each study area. Six monitors were placed on designated trails
and two monitors were placed on current undesignated trails; one intended for future designation
(6th Street) and one to be closed ( Baseline Trail West) per the West Trail Study Area Plan.
Visitation estimates were calculated using monitor count data collected at these locations along
with system-wide averages (Vaske et al. 2009) for unmonitored locations (five very low volume
undesignated access points along Baseline Road).
Days with documented problems (such as low batteries or vandalism) resulting in an abnormally
low number or a zero were replaced using the average count value measured for the matching
combination of day of the week, season, and hour. Substitution of daily count sums with
estimated values was infrequent. Across the entire study area for the duration of the study period,
20 days (2% of the 976 total days; 8 locations multiplied by 122 days each) of the daily count
sums were replaced.
Monitor data comprised of counts and associated time stamps were downloaded twice weekly.
Counts were summed by hour (and day) resulting in 2,928 hourly count totals for each of the
locations (122 days multiplied by 24 hours). Outliers (43 total individual hours out of 2,928;
1%) were removed and replaced for each location using the “tsclean” function of the “forecast”
library in R. Briefly, a smoothed line relating the number of visits per hour (y variable) and time
(x variable) is fit using a local regression technique called “loess”, and outliers are identified as
those outside +/- 2 (q0.9-q0.1), where qp is the p-quantile of the residuals; these outliers were
replaced with the fitted value for that time point (Chen, C, and Liu, L. 1993. Forecasting time
series with outliers. Journal of Forecasting 12: 13-35).
The daily count totals from each location were then summed. This sum was then inflated by
multiplying by a ratio inflation factor (RIF) calculated from the Chautauqua study area
calibration periods (Appendix B).
After the RIF is applied, the daily sum for each location is then divided by 2, and the resulting 8
total monitor counts are summed to estimate the number of person-visits to the study area. This
calculation assumes that every visitor that goes into the monitored area must exit the area.
AGENDA ITEM 3A (2) PAGE 16
Table 1. Steps for estimating visitation using active infrared visitation monitors
1.VISUAL SCAN OF DAILY COUNTS
a.Flag obvious outliers (daily values two or more orders of magnitude higher than typical
for each station)
b.Flag missing values (untrue zeros)
c.Remove flagged days from the data set
2.DATA REPLACEMENT FOR MISSING VALUE DAYS
a.Calculate the average value for each location by season, day of week and hour
b.Replace removed hours with the respective value
3.QUANTITATIVE OUTLIER TEST
a.Identify and replace hourly outliers identified using the “tsclean” function of the
“forecast” library in R
4.MONITOR COUNTS TO PERSON-VISIT CONVERSION
a.Sum daily counts at each location
b.Multiply by Ratio Inflation Factor to compute Estimated Monitor Count (EMC)
c.Divide summed EMCs by 2 to estimate annual person-visits for specified geographic
area
d.Calculate the bounds of the estimate
Recognizing Measurement Error (Vaske et al. 2009)
Although infrared monitors offer advantages (e.g., low maintenance, continuous operation),
measurement errors can occur. The accuracy and reliability of the data are influenced by errors
associated with: (a) the counts obtained from the monitors and (b) the procedures used in
estimating visitation from the count data. The following are some common measurement errors
that can occur.
Counting Errors (i.e., monitor functionality)
1. Placement of equipment; miscounts occur when the receiving “eye” is struck by direct
sunlight.
2. Soil, dust or snow accumulating on the transmitter or receiver.
3. Blowing vegetation or heavy falling snow.
Estimation Errors (i.e., converting counts to visits)
1. OSMP installs monitors to accommodate an average adult human waist height of three feet,
and to avoid counting most dogs. Consequently people shorter than 36 inches (e.g., small
children) are not included in the estimate.
2. People walking side-by-side, in large groups or visitor parties passing the monitor at the same
time can be missed.
3. Monitors cannot differentiate humans from non-human presence (e.g., livestock, wildlife or
vehicles).
AGENDA ITEM 3A (2) PAGE 17
The methodology used for this study minimizes and/or accounts for many of these measurement
errors. However, the estimate does not address people who travel within the study area but do
not pass a monitor (e.g. walk around the monitor or enter via a non-trailed area).
VII. Results
All results reflect visits during August 1, 2015 – November 30, 2015 only and should not be used
to estimate annual visitation to the study area. These results also should not be used to make
individual trail estimates. Lastly, an unknown portion of visits (likely minimal) can be attributed
to staff, contractors or volunteers that passed a monitor during the study period. Overall results
(Table 2) are explained and analyzed by season, day of week and hour in the following section.
Table 2. Estimated number of visits for the Chautauqua visitation study, during August 1, 2015
- November 30, 2015 by location
Location Number of Visits Lower and Upper Bounds
Entire study area 317,561 (291,573 to 335,515)
Meadow sub-area 281,317 (261,605 to 301, 029)
Enchanted Mesa sub-area 32,227 (29,968 to 34,485)
Unmonitored access points* 4,017 N/A
*Not included in bounds estimate, or season, day of week or hourly calculations
Daily totals
Across the study period, the number of daily visits to the entire study area ranged from 188 to
5,126 (Figure 4). The low point (October 21st) occurred during a prolonged heavy rainstorm and
the high point occurred on Sunday, September 6th (Labor Day weekend) The average number of
visits per day within the entire study area, for the months of August through November, is 2,570.
Weekend days had consistently higher visitation than weekday days.
AGENDA ITEM 3A (2) PAGE 18
Figure 4. Total number of recreation visits per day from August 1, 2015 – November 30, 2015 for the two sub-areas
Mean daily visits represented by horizontal dashed lines
AGENDA ITEM 3A (2) PAGE 19
Day of the week distribution
In the Chautauqua meadow sub-area, Saturdays were the busiest during both summer and fall
seasons (Figure 5). Mondays and Friday were busier than Tuesdays-Thursdays and Fall
Wednesdays were the lowest overall.
For the Enchanted Mesa sub-area, Sundays received the most visits during both seasons and
Mondays were relatively high during the summer season compared to other weekdays due to the
Meadow Music events conducted.
Figure 5. Proportion of total visits by season, day of week and sub-area
AGENDA ITEM 3A (2) PAGE 20
Monthly distribution
August was by far the busiest, and November the slowest, of the four monitored months (Figure
6). August contributed over one third of the total visits and November less than one tenth within
the Chautauqua sub-area. November was proportionately busier within the Enchanted Mesa
sub-area – something that could be attributed to factors such as a more steady local population
regularly visiting the area, better trail conditions, or group events.
Figure 6. Proportion of total visits by season, month and sub-area
By month for the study area (not including 4,017 visits from unmonitored access points)
Monthly distributions are fairly similar to 2004/2005, with some increase proportionately for
November 2015. Fall season (September-November) visits in 2004 were ~90,000 and in 2015
they were ~210,000 (Table 3).
Table 3. Total number of visits for entire Chautauqua study area
by month, for 2004 and 2015
Month 2004 Visits 2015 Visits Increase
August 42,000 103,905 147%
September 36,000 81,270 126%
October 35,000 74,125 112%
November 19,000 54,244 185%
AGENDA ITEM 3A (2) PAGE 21
Hourly distribution
Within the Chautauqua meadow sub-area, hourly distributions were fairly similar across weekdays and the greatest number of hourly
visits occurred from mid-day to early evening (Figure 7). Weekends days included a much steeper mid-day spike.
While less busy overall, the Enchanted Mesa sub-area also had fairly similar weekday hourly distributions and weekends included a
mid-day increase. Generally speaking, the daily peaks occurred earlier in the day within this sub-area.
Hourly distributions for the entire study area, by individual day, are included in Appendix C.
Figure 7. Average number of visits per hour across each sub-area for each day of the week
AGENDA ITEM 3A (2) PAGE 22
The Chautauqua Trail monitor captured by far the greatest number of visits across the entire
study area (Figure 8). This location received approximately double the number of visits
captured at the Bluebell Road location, which was the second busiest location. Baseline West, a
currently undesignated very low access point located near the first hairpin turn on Flagstaff
Road, received the lowest number of visits, followed by the 6th Street and McClintock Lower
access points. The Baseline East and Bluebell-Baird locations received a fairly similar
proportion of total visits (~10%) across the entire study area.
Figure 8. Proportion of total visits attributed to each monitored location during the study period
Estimates at unmonitored very low locations
Monitors were not installed at five previously identified (Vaske et al. 2009) undesignated trail
access points along Baseline Road (Figure 9). To estimate visitation at these locations, staff
used the average number of visits at very low locations, as estimated during the 2004/2005
system-wide visitation study. At this time, very low access points averaged an annual 2,132
visits. Staff then used the average monthly distributions from the same study to determine the
average number of visits per August-November (803 visits). This number was then multiplied
by five, to estimate the total number of visits during the study period at these unmonitored
locations (4,017). This estimate is considered conservative as there are many short undesignated
trail segments connecting the street parking along Baseline Road and Baseline Trail within
OSMP that were not included in this estimate. Staff believes that all undesignated trails along
AGENDA ITEM 3A (2) PAGE 23
Baseline Road are intermittently used, and concluded that including five locations within the
estimate was reasonable.
Figure 9. Five unmonitored very low access points along Baseline Road, shown as green dots
Comparison to 2004/2005 visitation estimates
The last monitoring interval conducted within the Chautauqua study area occurred during the
system-wide OSMP visitation study of 2004/2005. At this time, annual visitation to the
Chautauqua study area was an estimated 330,000-350,000 visits. This estimate was the result of
automated monitor counts at selected locations (Appendix D) along with best professional
judgment on unmonitored locations. Results of the current project show a number of visits
greater than 300,000 within just August-November, 2015. This indicates that visitation to the
area has more than doubled within the past 10 years.
AGENDA ITEM 3A (2) PAGE 24
References Cited
Chen, C, and Liu, L. 1993. Forecasting time series with outliers. Journal of Forecasting, 12: 13-
35.
Giolitto, M. 2012. City of Boulder Open Space and Mountain Parks Department 2010-2011
Visitor Survey Report ver. 1.0. City of Boulder, Open Space and Mountain Parks Department,
Boulder, Colorado.
Vaske, J. J., & Donnelly, M. P. (2008). Visitor characteristics and beliefs about Boulder Open
Space and Mountain Parks. (HDNRU Report No. 78). Report for Boulder Open Space and
Mountain Parks. Fort Collins: Colorado State University, Human Dimensions of Natural
Resources.
Vaske, J. J., Shelby, L. B., & Donnelly, M. P. 2009. Estimating visitation to Boulder Open
Space and Mountain Parks. (HDNRU Report No. 80). Report for Boulder Open Space and
Mountain Parks. Fort Collins: Colorado State University, Human Dimensions of Natural
Resources.
AGENDA ITEM 3A (2) PAGE 25
Appendix A. Key Findings from 2004/2005 and 2010/2011 OSMP Visitor Surveys
The proportion of city of Boulder residents visiting the Chautauqua study area dropped
quite a bit between 2004 and 2010.
The proportion of visitors accessing the Chautauqua study area by vehicle is much higher
than the OSMP system-wide average.
The most important reason people visit the Chautauqua study area is to enjoy the place
itself, followed by enjoying activities and enjoying time with family or friends.
Visitors to the Enchanted Mesa sub-area have been visiting OSMP for more years than
visitors to the Chautauqua meadow sub-area, and are generally older.
The Chautauqua study area receives a greater proportion of large visitor parties (3 or
more visitors) than across OSMP.
The proportion of visitors to the Chautauqua study area with dogs is less than across
OSMP.
AGENDA ITEM 3A (2) PAGE 26
Appendix A. Additional information from the 2004/2005 and 2010/2011 OSMP Visitor Surveys
Residency of visitors to Chautauqua study area over time
AGENDA ITEM 3A (2) PAGE 27
AGENDA ITEM 3A (2) PAGE 28
OSMP System-wide Visitor mode of access to OSMP -
comparison of 2010-2011 results to 2004-2005 results
Mode of access 2010-2011 2004-2005
Car 57% 58%
Walk/Run 34% 32%
Bike 9% 9%
Other <1% NA
Bus <1% 1%
OSMP System-wide
Percentage of visitors who report experiencing recreational conflict on the day
of their visit - comparison of 2010-2011 results to 2004-2005 results*
Conflict? 2010-2011 2004-2005
Yes 7% 4%
No 93% 96%
*Question was worded differently during each survey
year
AGENDA ITEM 3A (2) PAGE 29
AGENDA ITEM 3A (2) PAGE 30
OSMP System-wide Most important reason for visiting OSMP - comparison of
2010-2011 results to 2004-2005 results
Reason 2010-2011 2004-2005
To do the activities I enjoy 49% 48%
To enjoy the place itself 42% 44%
To spend time with family or friends 9% 8%
AGENDA ITEM 3A (2) PAGE 31
Mean and Median = 3 years
for combined sub-areas
Mean = 10 years and
Median = 5 years for
combined sub-areas
AGENDA ITEM 3A (2) PAGE 32
OSMP System-wide Number of years respondents have visited OSMP
- comparison of 2010-2011 results to 2004-2005 results
Years visiting OSMP 2010-2011 2004-2005
Fewer than or equal to 1 15% 21% Greater than 1 year up to 2 6%
Greater than 2 years up to 5 14% 20%
Greater than 5 years up to 10 16% 22%
Greater than 10 years up to 20 25% 24%
Greater than 20 years 24% 13%
Median 10 8
Mean 14 11
Mean = 40 years and Median =
37 years for combined sub-areas
AGENDA ITEM 3A (2) PAGE 33
OSMP System-wide Visitor age in 10 year categories -
comparison of 2010-2011 results to 2004-2005 results.
Age 2010-2011 2004-2005
<20 2% 3%
20-29 17% 23%
30-39 21% 25%
40-49 21% 23%
50-59 22% 18%
60-69 13% 6%
70+ 4% 2%
Median 42 39
Mean 44 40
Mean = 36 years and Median =
33 years for combined sub-areas
AGENDA ITEM 3A (2) PAGE 34
System-wide
Responses to the question “How many people are in your
group?” - comparison of 2010-2011 results to 2004-2005 results
Response 2010-2011 2004-2005
1 47% 44%
2 37% 40%
3 or 4 11% 13%
5+ 5% 3%
AGENDA ITEM 3A (2) PAGE 35
AGENDA ITEM 3A (2) PAGE 36
OSMP System-wide Percentage of respondents with dog(s)
them on the day of their visit - comparison of 2010-2011 results
to 2004-2005 results
# of dogs 2010-2011 2004-2005
0 69% 66%
1 24% 22%
2 6% 9%
3+ 1% 2%
AGENDA ITEM 3A (2) PAGE 37
Appendix B. Calibration session data for the 2015 Chautauqua area study
Date_Monitored Day of Week Time_Monitored Location Monitor_Type
People Counted
by Observer
People Counted
by Monitor % Accurate RIF
Average RIF by
Location
8/1/2015 Saturday 11:15 AM 6th Street Access TRAFx IR 46 43 93% 1.069767
8/3/2015 Monday 12:52 PM 6th Street Access TRAFx IR 56 53 95% 1.056604
11/9/2015 Monday 3:51 PM 6th Street Access TRAFx IR 59 52 88% 1.134615
Total 161 148 92%
8/1/2015 Saturday 11:35 AM Baseline East TRAFx IR 47 36 77% 1.305556
8/3/2015 Monday 12:20 PM Baseline East TRAFx IR 50 32 64% 1.562500
11/9/2015 Monday 4:12 PM Baseline East TRAFx IR 56 46 82% 1.217391
Total 153 114 75%
8/1/2015 Saturday 10:45 AM Baseline West TRAFx IR 47 38 81% 1.236842
11/9/2015 Monday 3:28 PM Baseline West TRAFx IR 66 47 71% 1.404255
Total 113 85 75%
8/1/2015 Saturday 9:22 AM Bluebell Road TRAFx IR 52 36 69% 1.444444
9/24/2015 Thursday 11:00 AM Bluebell Road TRAFx IR 55 38 69% 1.447368
11/9/2015 Monday 1:50 PM Bluebell Road TRAFx IR 79 39 49% 2.025641
Total 186 113 61%
8/1/2015 Saturday 10:15 AM Bluebell-Baird TRAFx IR 53 35 66% 1.514286
11/9/2015 Monday 2:59 PM Bluebell-Baird TRAFx IR 57 45 79% 1.266667
Total 110 80 73%
8/1/2015 Saturday 9:45 AM Chautauqua Trail TRAFx IR 51 39 76% 1.307692
9/24/2015 Thursday 11:50 AM Chautauqua Trail TRAFx IR 74 55 74% 1.345455
11/9/2015 Monday 2:21 PM Chautauqua Trail TRAFx IR 70 42 60% 1.666667
Total 195 136 70%
8/3/2015 Monday 10:26 AM Enchanted Mesa TRAFx IR 98 74 76% 1.324324
11/9/2015 Monday 12:40 PM Enchanted Mesa TRAFx IR 70 45 64% 1.555556
Total 168 119 71%
8/3/2015 Monday 9:30 AM McClintock Lower TRAFx IR 89 73 82% 1.219178
11/9/2015 Monday 1:10 PM McClintock Lower TRAFx IR 56 39 70% 1.435897
Total 145 112 77%
Grand Totals TRAFx IR total 1231 907 74%Overall RIF 1.354458
1.439940
1.327538
1.639151
1.439938
1.361816
1.320549
2015 Chautauqua TRAFx Visitation Monitor Calibrations
1.390476
1.086996
AGENDA ITEM 3A (2) PAGE 38
Appendix C. Total number of visits by hour by individual day for the entire study area
AGENDA ITEM 3A (2) PAGE 39
Appendix D. Estimated annual number of visits at monitored access locations during the
2004/2005 OSMP system-wide visitation study (Vaske et al. 2009); 2015 re-monitored locations
in grey
Volume
Estimated
Number
of
Visitors
Lower
Bound
Upper
Bound
Boulder Falls VH 106,213 101,517 110,909
Bluebell Rd VH 95,858 91,620 100,096
Chautauqua Trail VH 114,921 109,841 120,002
Mt Sanitas Trail H 99,224 94,837 103,611
Sanitas Valley Trail H 114,130 109,085 119,176
Sanitas Valley View Trail H 64,575 61,720 67,430
Wonderland Trail - Poplar Ave H 98,375 94,026 102,725
Eagle Trailhead H 38,887 37,168 40,606
Bobolink Trailhead H 153,479 146,693 160,264
Dry Creek Trailhead H 117,507 112,312 122,702
Marshall Mesa Trailhead H 69,076 66,022 72,130
Doudy Draw Trailhead H 32,773 31,324 34,222
South Mesa Trailhead H 81,569 77,963 85,176
Gregory Canyon Trail H 49,617 47,423 51,810
Settlers Trailhead - West M 80,191 76,646 83,737
Wonderland Trail - Utica East M 108,426 103,632 113,220
Fourmile Trailhead M 90,638 86,631 94,645
Foothills Trail - Near US 36 M 23,770 22,719 24,821
Eagle Trail West M 52,716 50,386 55,047
Boulder Valley Ranch - South M 69,168 66,110 72,225
East Boulder Trail - White Rocks M 32,808 31,357 34,258
Sawhill Entrance West M 20,035 19,150 20,921
East Boulder Trail - Valmont M 60,058 57,403 62,714
South Boulder Creek - Community Center M 79,569 76,051 83,086
South Boulder Creek - Marshall M 73,398 70,153 76,643
Greenbelt Plateau Trailhead M 29,145 27,856 30,433
Flatirons Vista Trailhead M 31,576 30,180 32,972
North Fork Shanahan Trail M 45,308 43,305 47,311
Lower Bear Canyon Trail M 42,038 40,179 43,896
Ranger Trail M 14,236 13,606 14,865
Upper Crown Rock M 24,916 23,814 26,017
Foothills Trail - Locust Place L 16,550 15,818 17,281
Lefthand Trailhead L 11,784 11,263 12,305
Cottontail Trail South L 12,355 11,809 12,902
Steinbach Continental View L 10,587 10,119 11,055
South Boulder Creek - Broadway L 25,564 24,434 26,694
6th St L 22,466 21,473 23,459
Ute Trail L 9,972 9,531 10,413
Boy Scout Trail L 3,024 2,890 3,158
AGENDA ITEM 3A (2) PAGE 40
MEMORANDUM
TO: Open Space Board of Trustees
FROM: Tracy Winfree, Director, Open Space and Mountain Parks
Kelly Wasserbach, Engineering & Project Management Supervisor
Chad Brotherton, Trails Specialist
DATE: May 9, 2016
SUBJECT: Chautauqua Meadow Trail Flood Repair
________________________________________________________________________
Open Space and Mountain Parks (OSMP) has plans to continue to implement the Chautauqua
Trail Projects through 2016 per the West Trail Study Area (WTSA) Plan. The goal of these
projects is to ensure the department does what is best for the community, balances ecological
needs with visitor use, and maintains the historic significance of such a treasured area.
The Chautauqua Meadow Trail, which sustained damage in the 2013 floods, is one of these
projects. This trail experiences high levels of year-round visitation; however, this trail does
not follow a sustainable alignment. Over the years it has expanded to roughly 30’ wide in
certain areas due to the steepness of the grades, high visitation, and mud.
OSMP trail staff is looking to reduce the steepness of the trail where possible while still
confining the impacts to adjacent resources. A proposed three-prong approach to manage the
high levels of visitors is as follows:
The Chautauqua Meadow Trail Map, attached, shows the proposed alignment of the
Chautauqua Meadow Trail. Staff believes this will enhance visitor experience,
potentially save the meadow from trail braiding, and allow for better drainage to
protect the trail. The portion of the trail from the beginning to Area #1 will be
accessible to ensure all visitors get a place to view the Flatirons with no roadway
impeding their experience.
The department also plans to include formal resting areas along the trail, per the West
Trail Study Area Plan, as noted above. One will be accessible and the other will be
located near the current junction of the Ski Jump Trail. These can be seen in
Gathering Areas #1 and #2 (attached). Currently, these designated areas are popular
as stopping points for photographs and interpretive tours and, with some
formalization, could deter the wide-spread impacts of undesignated activities in the
area.
Finally, the trail will be surfaced with a stabilizing product similar to that already
being used in Chautauqua and other areas of the system. Using this stabilization
technique hopefully will reduce the amount of mud on the trail and encourage on-trail
activity.
Staff will initiate this project in September with a goal of completing the project by the
end of the year, weather permitting.
AGENDA ITEM 3A (3) PAGE 1
Since this part of the trail system is highly visible, OSMP staff is providing a brief verbal
update to the Board along with this packet item so that the Board is informed about this trail
project and its estimated schedule.
AGENDA ITEM 3A (3) PAGE 2
CHAUTAUQUA MEADOW TRAILDraft 4/27/2016LegendRe-RouteReconstructTrailClosure02505007501,000125FeetÊ AGENDA ITEM 3A (3) PAGE 3
Gathering Area #1AGENDA ITEM 3A (3) PAGE 4
Gathering Area #2
AGENDA ITEM 3A (3) PAGE 5
CITY OF BOULDER
MEMORANDUM
TO: Downtown Management Commission
Environmental Advisory Board
Human Relations Commission
Library Commission
Open Space Board of Trustees
Parks & Recreation Advisory Board
Planning Board
Transportation Advisory Board
Water Resources Advisory Board
FROM: Greg Guibert, Chief Resilience Officer
Mary Ann Weideman, Deputy City Manager
Casey Earp, Assistant City Manager I
DATE: April 27, 2016
SUBJECT: City of Boulder Resilience Strategy – Full draft for public comment period
PURPOSE
The purpose of this memo is to provide select boards and commissions the draft of the City of Boulder’s
Resilience Strategy and receive feedback.
QUESTIONS FOR THE BOARDS AND COMMISSIONS
1.Is anything important missing from the draft strategy?
2.Are there proposed actions that the board feels aligns well with their strategic roadmap?
BACKGROUND
100 Resilient Cities (100RC) is a global network pioneered by the Rockefeller Foundation to help cities
around the world become more resilient to the physical, social, and economic challenges that are a
growing part of the 21st century. Boulder joined the network as part of its first wave in 2013 and
through its participation, is committed to demonstrating leadership in resilience as well as take
advantage of the resources and opportunities it presents.
100RC supports the adoption and incorporation of a view of resilience that includes not just the shocks –
floods, wildfires, violence, and other acute events – but also the stresses that weaken the fabric of a city
on a day to day or cyclical basis, such as economic hardship or social inequality. By addressing both the
shocks and the stresses in a holistic manner, a city becomes more able to respond to adverse events,
AGENDA ITEM 3B PAGE 1
and is better able to deliver basic functions in both good times and bad, to all populations.
The 100RC program supports resilience building activities at the city level along four pathways:
Financial support for the creation of a new position in the government who will lead the effort,
the Chief Resilience Officer (CRO)
Technical and logistical support for the development of a resilience strategy that will serve as
the city’s roadmap to resilience activities and priorities
Access to tools and specialized partnerships to help develop a sophisticated understanding of
the city’s risks, assets, weaknesses, and opportunities and how they interlink in unanticipated
ways
Inclusion into a network of 99 other cities from which best practices, innovation, and peer-to-
peer learning can advance the practice of resilience globally.
The objective of the City Resilience Strategy is to provide a roadmap for building resilience in the city.
The strategy should trigger action, investment, and support within city government and from outside
groups. Rather than a static road map, the resilience strategy should be a living document to be
continuously fine-tuned as priorities are addressed and initiatives get implemented.
NEXT STEPS
5/20: End of Public Comment Period
7/26: City Council Study Session
End of August: Final Strategy submitted for final adoption
APPENDIX
A. City of Boulder Resilience Strategy
Boards & Commissions Meeting Date
Downtown Management Commission 5/2/2016
Environmental Advisory Board 5/4/2016
Library Commission 5/4/2016
Transportation Advisory Board 5/9/2016
Open Space Board of Trustees 5/9/2016
Planning Board 5/12/2016
Human Relations Commission 5/16/2016
Water Resources Advisory Board 5/16/2016
Parks & Recreation Advisory Board 5/23/2016
AGENDA ITEM 3B PAGE 2
DRAFT FOR PUBLIC COMMENT
APRIL 2016 www.ResilientBoulder.com
RESILIENCE CITY OF BOULDER
STRATEGY
APPENDIX A
VISION
Building on a legacy of frontier
innovation, Boulder will cultivate
a creative spirit to adapt to and
thrive in a changing climate,
economy, and society.
VISION STATEMENT
From its early history as a frontier town fueled by the discovery of gold in the
middle of the 19th Century, Boulder has consistently served as a destination for
individuals defined by their pioneering spirit. Boulder has originated some of
the most progressive policies in the United States in a variety of areas. Its long
history of preserving open space and its bold climate action plans and programs
are just a few examples.
The launch of Boulder’s first resilience strategy is a continuation of that legacy
-- complementing your history of sustainability work and establishing Boulder
at the vanguard of the urban resilience revolution that will define our time. This
strategy takes a comprehensive and honest view of Boulder’s resilience
challenges and opportunities. It outlines a path forward for the city to confront
not just its most obvious shocks, like flash flooding or wildfires, but also the
chronic stresses, such as the need for affordable housing, integrated regional
planning, and strong, cohesive communities, which exacerbate those shocks
and impact the city over the long term.
None of this could have been accomplished without the stalwart support and
vision of the Mayor, Suzanne Jones, City Manager, Jane Brautigam and the
Boulder City Council. We also extend our thanks to Boulder’s exceptional Chief
Resilience Officer, Greg Guibert. Greg led a tremendous effort over the course of
the past year of robust research, extensive community outreach, and thoughtful
planning in order to make this strategy come to fruition.
What makes Boulder’s strategy a leading example for our international network
of member cities is the way in which it integrates world-class solutions from
our platform of partners, while also highlighting the various city-to-city
connections Boulder has facilitated through the 100RC network. Boulder has
hosted resilience delegations from Da Nang, Vietnam around climate change
mitigation efforts, and will do so again, with another 100 Resilient Cities
partner, Wellington, New Zealand around a community based resilience
outreach program, in the coming months.
Going forward, we know that this bold vision will strengthen your work to make
Boulder a more resilient city for the entire community. As you begin to
implement the various initiatives outlined in this strategy, I am confident that
Boulder will continue to honor its history as an urban innovator, and begin to
export the lessons we learn together to cities across the 100RC network and
beyond. My congratulations to you all, on behalf of the entire 100 Resilient Cities
team. We look forward to partnering with Boulder on its resilience journey for
many years to come.
MICHAEL BERKOWITZ
President of 100 Resilient Cities -
Pioneered by The Rockefeller
Foundation.
RESILIENT BOULDER
AND 100 RESILIENT CITIES (100RC)
Dear neighbors,
We are delighted to present Boulder’s Resilience Strategy, a document that reflects approaches our community will be taking as we work to
strengthen our preparedness for – and ability to respond to – future challenges. These approaches build on what we already know works in our
highly engaged community, as well as best practices we have learned about as one of the inaugural cities participating in the 100 Resilient
Cities program. We are so appreciative of the opportunity to work with 100RC and the cohort of other cities in the program, and want to
acknowledge their leadership in this crucial endeavor.
You will notice that each of the strategic focus areas in our Resilience Strategy is defined by verbs. This is by design. We know that the best way
to make Boulder more resilient in the face of stress is to act – to act now, to act strategically and with appropriate coordination, and to act
together. And as you can see, there is an exciting group of initiatives underway under each of these focus areas.
In exploring what it means to be a “resilient” community, this resultant strategy recognizes the importance of broadening our understanding
of potential future stresses. We know from recent experiences that wildfires and floods are very real dangers in Boulder. But this plan covers so
much more. How can Boulder leverage the emerging risk of the Emerald Ash Borer beetle, for example, to make our forestry systems and
practices stronger? How can we strengthen the social fabric of our neighborhoods and provide more support to particularly vulnerable
populations so they can withstand potential economic downturns more effectively? How can the city work with the business community to
ensure that they have plans in place to recover quickly after disruptions?
As you read through this strategy document, we hope you will feel the same pride we do for our community. Many of you have played a role in
the creation of this framework. You’ve participated in forums and learning opportunities. You’ve engaged in dialogue with our Chief Resilience
Officer Greg Guibert. And you’ve provided input that has helped us understand our community’s priorities. We are so grateful for this kind of
support and engagement. Our people and our sense of community continue to be among our greatest assets as we work toward the shared
goal of strengthening Boulder and implementing the many terrific programs outlined in this plan. Let’s work together to make Boulder the very
best – and strongest – it can be!
Sincerely,
LETTER FROM MAYOR
Jane Brautigam
City Manager
Suzanne Jones
Mayor
BOULDER
TABLE OF CONTENTS
1. Challenge
2. Context
3. Approach
4. Strategies
5. Credits
pg. 1
pg. 7
pg. 17
pg. 23
pg. 45
1CHALLENGE
BOULDER’S CHALLENGE
BOULDER has a long history of planning today for the challenges of tomorrow, creating innovative solutions, and undertaking successful resilience-building
activities and projects. From its 40+ year legacy of open space preservation, to pioneering commitments to climate action goals, the community has supported some
of the most progressive resilience activities in the country for decades, even before we saw them as building Boulder’s resilience.
In order to mobilize the resources and community support necessary to significantly increase social, economic and ecological resilience, we must have a compelling vision
of the future that allows us to adapt and thrive in the face of disruption. Tapping into the community’s forward-thinking civic and planning culture, the goal is to weave
resilience into the day-to-day life and functions of community and government. This strategy knits those activities together and presents new actions to address gaps and
weaknesses discovered through a community-wide assessment to create an integrated, strategic, and intentional approach to building resilience. The actions included here
are immediately implementable activities that take advantage of partnerships and resources offered by the 100 Resilient Cities network. They build off of a long and fruitful
legacy in Boulder’s community and intend to bring new resources and perspectives to existing ones.
An Unpredictable Future
Like many cities and communities across the country and around the world, Boulder is adjusting to a “new normal,” where the effects of climate change are becoming
increasingly apparent. And like residents of other cities that have recently experienced a severe natural disaster, many of us understandably perceive resilience as preparing
for the kinds of events that are magnified by climate change. But shocks are not limited to natural hazards or the effects of climate change. A hyper-connected economy and
the ability for pests and diseases to circle the globe with unprecedented speed, for example, mean the community is confronting a host of challenges that can strike at little
notice and have severe, unknowable repercussions.
Boulder’s complex topography and natural climate variability make it difficult, and sometimes impossible, to predict when and how often extreme events may occur.
Flash flooding, for example, does not follow the boundaries of established flood maps, a lesson learned through the adversity of the 2013 floods. Flash floods may inundate
neighborhoods and roads with little advance notice, impacting locations that may not have experienced flooding in the past.
At the same time, increasing global temperatures exacerbate many of these hazards. The 2011 National Academies of Science assessment indicates that a one-degree
Celsius rise in temperature would increase fire incidence probabilities by over 600 percent. Rising temperatures also increase the length of drought cycles, which intensify
flood, fire risks and create additional risks for Boulder’s water supply. These dry conditions have in turn exacerbated insect, exotic weed, and disease threats in the flora and
fauna communities. These complex climate and ecological connections show the tight linkages between Boulder’s risks and complicate solutions to any single problem,
necessitating a holistic approach.
2
Multiple independent measurements confirm widespread warming in the western United
States. In Colorado, temperatures increased by approximately 2°F between 1977 and 2006.
- COLORADO CLIMATE PLAN
UNDERLYING STRESSES
Resilience is not only about disaster preparedness and extreme events. It is about addressing the
chronic stresses on a fundamental level that weaken the fabric of a city on a day-to-day or cyclical
basis. By focusing on both shocks and stresses together, Boulder becomes more able to respond to
challenging events and is more likely to thrive as a happy, healthy and inclusive community.
Interlinked Hazards
Boulder’s natural hazards are tightly linked, necessitating a comprehensive and integrated
approach to risk mitigation. Droughts stress the city’s ecosystems, helping accelerate the damage
of pests to forests, thereby increasing the fuel for wildfires, and consequently denuding slopes and
increasing flash flooding risk. But this cycle itself is not linear; each event builds on another and sets
the stage for even more complex interactions. Therefore, to address these interlinked hazards,
activities and programs must be well coordinated, using a systemic approach to reduce multiple
risks at the same time and prepare communities to handle disruptions of any kind.
Boulder’s regional Fire
Training Center was
completed in mid-2010
and is used across Boulder
County by all 26 fire
departments. It served as a
regional hub and emergency
control center during the
September 7, 2010 Fourmile
Canyon Fire.
BOULDER’S CHALLENGE
Shocks Expose Stresses
Boulder’s social and economic stresses are sometimes harder to see, but can be exposed and exacerbated during a crisis or disaster. The city’s vibrant economy and high
quality of life often mask latent stresses that strain the community and make it less resilient overall. Natural disasters like floods and fires disproportionately impact
low-income residents who already struggle to thrive in a city that is becoming more unaffordable. A Boulderite living on a fixed income, for example, whose home is
damaged in a disaster has limited options to find affordably-priced alternatives because the city has a constrained supply of housing.
Stresses can also present a threat to our economic future. Successful, thriving cities need young people to fuel their economic pipeline. However, in Boulder, individuals
between the ages of 25 to 44 is a cohort that has declined by 15 percent since 2000. Similarly, increasing real estate prices have also affected the commercial sector. High
office rents and limited commercial space hamper the opportunity of growth-stage firms seeking to expand from start-up status, and many of these companies choose to
expand in places like Denver and Longmont where there may be more available space.
“Lower-income people are among the least able to recover, yet they
are often central to the economy and culture of a community.”
- ISET INTERNATIONAL
4
10% Boulder
families have
children under
the poverty
level.
Boulder’s Core Resilience Challenges:
Resilient Communities and Government
At a community level, preparing for an uncertain future means understanding our risks and being vigilant
for the unexpected, whether it is a flash flood or global recession. It means that individuals, families and
neighborhoods strengthen ties to support each other during times of need. Residents will need to reach
out to their neighbors, particularly the most vulnerable and isolated individuals, to support each other
when disaster strikes and critical systems fail. Business owners will need to create business
continuity plans and understand the available public and private resources to prepare for the
economic risks they face.
At the same time, local government must plan for and respond to shocks that affect the city
and stresses by working collaboratively across departments and jurisdictional boundaries, as
well as with private and institutional stakeholders. This collaborative approach will facilitate
more robust information sharing and analysis, development of cross-cutting solutions and
strategic private-public partnerships.
Leveraging Boulder’s History of Planning Innovation
Boulder’s pioneering spirit and commitment to advancing critical initiatives such as open
space preservation, climate mitigation and inclusive affordable housing happened decades
before the rest of the country adopted similar efforts. Through this strategy, and as reflected
by the process leading up to the preparation of this document, the Boulder community will
prepare and adapt to existing and future challenges by infusing resilience into the day-to-day
operations and activities of residents, businesses and government.
Natural events such as flooding and wildfires will become more frequent and severe as a result of climate change.
BOULDER’S CHALLENGE
Ecological and social stresses are tied to hazards and will negatively impact and exacerbate each other.
Rising housing and commercial real estate costs may limit the diversity of residents and businesses and threaten long-term economic vitality.
Boulder’s residents, businesses and government need to work together to be vigilant and prepared for future disruption.
6
City Highlight
Nearly 50 years ago, Boulder voters enacted
an open space initiative where residents taxed
themselves to purchase and preserve und
eveloped land surrounding the city, an
unprecedented feat at the time and even
today still rarely emulated.
• The roots of Boulder’s robust open space
system date back to 1875 to 1929 when the
city acquired over 5,000 acres, including
Chautauqua, Buckingham Park (in Left
Hand Canyon) and much of the mountain
backdrop.
• There are more than 102,000 acres of land
in Boulder County’s parks and open space
system. Of these, approximately 62,000
acres (60 percent) are either publicly owned,
leased from the State Land Board, or held
in the form of access or trail easements. The
remaining 40,000 acres in the system (40
percent of the total) are privately-owned
lands with county conservation easements.
OPEN SPACE CONSERVATION
Leadership in fiscal resilience is making
Boulder better equipped to respond to and
recover from economic shocks, whether this
is withstanding a global recession or
responding to a major event.
• For many Front Range cities, nearly 75
percent of revenues come from sales
taxes; in Boulder, less than 45 percent of
sales taxes comprise the city’s general fund.
• One of the city’s primary financial policies
is that one-time revenues shall only be
used to cover one-time expenses and that
ongoing costs should not be greater than
ongoing revenues.
FISCAL LEADERSHIP
City Highlight
We recognize that housing affordability is a key
issue for the community. It ensures that Boulder
remains a place for residents of different
backgrounds, incomes and household sizes.
• Boulder’s mandatory inclusionary housing
ordinance requires 20 percent of housing in
new developments to be priced affordably
for low-income households.
• As of August 2015, there are 3,586 units in
Boulder’s affordable housing program. This
represents 8 percent of the total units in the
city, which puts Boulder 2 percent away from
the city’s goal of making 10 percent of all
housing units affordable.
City Highlight:
HOUSING AFFORDABILITY INITIATIVES
City Highlight
2CONTEXT
BOULDER IN CONTEXT
Located at the base of the foothills of the Rocky
Mountains, Boulder is a small city with a high
quality of life, a diverse and vibrant economic
base and tremendous open space resources. The
community enjoys the natural and recreational
amenities resulting from decades of progressive
land use planning which preserves a vast rural and
undeveloped landscape that encircles the city.
Boulder is truly a city whose identity and future is
inextricably linked with the natural environment,
and environmental sustainability has been a
long-standing and primary guiding principle in
planning and policies. A strong commitment to
sustainability is regularly reinforced through
voter-initiated ballot measures to increase
taxation for additional open space preservation
or carbon reduction measures.
Boulder has a long
history of planning
today for the challenges
of tomorrow, creating
innovative solutions
and undertaking
many successful
resilience-building
activities and projects.
8
162 HOMES DESTROYED
IN THE 2010
FOUR MILE CANYON FIRE
BOULDER IS DEPENDENT ON
SNOWPACK, WHICH CAN VARY;
2011 WAS A RECORD YEAR FOR
SNOWPACK WHILE 2012
WAS AMONG THE WORST.
BOULDER IN CONTEXT
23O ACRES BURNED
IN THE 2012 FLAGSTAFF
FIRE
ALL 15 OF BOULDER’S
WATERWAYS FLOODED
IN 2013
Boulder is inextricably
linked to the mountains,
which contain the city’s
watershed and attract
over 5.3 million visitors
to its open spaces each year.
BOULDER’S natural terrain and location at the mouth of numerous canyons creates a constant flood risk for the city. Fifteen major creeks pass through town,
including Boulder Creek, which flows right through downtown. The Front Range is also susceptible to wildfires and drought, which create dry, less vegetated conditions and
contribute to increased flood risk. In addition, Boulder’s propensity for sudden bursts of isolated and severe storms contributes to flash flooding risk. Flooding and wildfires
demonstrate the connections between Boulder’s natural environment, climate change-related conditions and the interconnections between major hazards.
BOULDER’S WATER RESOURCES
Like most western communities, Boulder depends on stored water most of the year. High streamflows from melting snowpack occur for only a few spring and summer
months. Natural streamflows in late summer and the winter are not sufficient to meet customer demands and must be supplemented with previously stored water supplies.
The amount of water available also changes from year to year depending on how much snow falls in the mountains. Therefore, Boulder must store water in reservoirs during
wetter years to carry over for use in dry years.
The city stores water in seven reservoirs and several natural lakes in the headwaters of the North Boulder Creek basin within the Silver Lake Watershed. In addition, the city
stores water in the Barker Reservoir facilities on Middle Boulder Creek and the Boulder Reservoir northeast of Boulder. The latter is supplied through Western Slope water
diversions that come from miles away.
Investing in both source water protection and enhancing water infrastructure continue to be of chief importance to the city. This has included investments that secure
additional capacity and redundancy at the city’s water treatement facilities which help reduce risk from drought and other concerns. It also includes a long history of
investing in the city’s stormwater and wastewater systems which help mitigate flooding and sewer back-ups.
INVASIVE SPECIES ARE A MAJOR CONCERN FOR BOULDER
Boulder’s urban forest provides nearly $5.2 million in annual environmental, economic and social services benefits to the community. These services include air quality
improvements, energy savings, stormwater runoff reduction, atmospheric CO2 reduction and aesthetic contributions to the social and economic health of the community.
One of the largest threats faced by urban forests across the U.S. is from invasive insects and disease pests such as the Emerald Ash Borer (EAB). EAB will cause mortality of all
untreated ash trees in Boulder and destroy a significant portion of urban tree canopy.
10
Percentage of Boulder’s ash trees
infested with EAB in 2016.40%
100%Expected percentage of Boulder’s
untreated ash trees that will be
infested with EAB in 2020.
Percentage of Boulder’s ash trees
infested with EAB in 2013. 10%EAB is a green jewel beetle
that feeds on ash tree species.
The beetle originated from Asia
and is thought to have been
introduced to North America
in the 1990s on solid wood
packing material. In the U.S.,
EAB is a federally quarantined,
invasive tree pest responsible for
the death or decline of more than
50 million ash trees to date.
Boulder has a history of floods including the “Big Flood” of 1894 - the largest flood on
record. Other major floods in 1938, 1969,1995 and 2013 all reinforce the need to educate
the public about flood safety. Each year, city staff coordinate with multiple groups to
maximize the impact and reach of ongoing community engagement around flood outreach.
From Fire to Drought to Flood
Changing weather in Colorado is nothing new, but the arc of shocks
from 2012 to 2013 offers a glimpse of the types of extreme events and
swings that will only be exacerbated by the impacts of a warming
climate. A dry summer with little rainfall set up conditions for Boulder’s
2012 Flagstaff Fire. Drought concerns loomed larger in Boulder and
across the state moving into 2013, only to have the year end with
flooding and record rainfall.
The Greenways Program
The Greenways Program divides each of the city’s 15 tributaries into
reaches to facilitate a manageable implementation approach for
improvements. The greenways system is maintained by the city and
funded by the city’s Transportation Fund, Stormwater and Flood Control
Utility Fund and the state’s Lottery Fund. Each of these funding sources
provides $150,000 annually to 1) protect and restore riparian, floodplain
and wetland habitat; 2) enhance water quality; 3) mitigate storm
drainage and floods; 4) provide alternative modes of transportation
routes or trails for pedestrians and bicyclists; 5) provide recreation
opportunities and 6) protect cultural resources
BOULDER IN CONTEXT
CIVIC CENTER FLOOD MEMORIAL
Gilbert F. White arguably did more to advance flood
policy than anyone. While his efforts had broad impacts
advancing natural hazard research, White was a tour de
force in Boulder. The Gilbert F. White Memorial dedication
monument marks the level of the 50-year, 100-year, 500-year
and the Big Thompson floods (one of the biggest in Colorado).
City Highlight
The federal Community Rating System provides flood
insurance discounts to communities that exceed the
minimum requirements to prevent and reduce flood
damage to insurable property. The city’s efforts have
earned discounted flood insurance rates for Boulder
property owners.
COMMUNITY RATING SYSTEM (CRS)
City Highlight
Putting It In Perspective
COMPARING HISTORICAL RAINFALL TO 2013 FLOOD
17”
September 2013
Total Rainfall
19”
Boulder’s Average
Annual Rainfall
While Boulder is the #1 risk for flash floods in Colorado,
the September 2013 flood was more prolonged. All 15 of
Boulder’s waterways flooded at the same time. In just one
week, Boulder received about the same amount of rain it
normally gets in a full year.
12
Boulder is nationally-recognized for its quality of life, thriving tech- and research-based
economy and booming real estate market. In addition, Boulder has become a hub of
entrepreneurship in the U.S., particularly for businesses that value the lifestyle that is rooted
in a love of the outdoors, healthy living and access to tech resources. We have a robust and
diverse economy defined by the research and institutional sector. Over the past 10 to 15
years, the tech industry has experienced pronounced growth throughout Boulder County.
40%
OF 1,000 TECH COMPANIES
STARTED IN COLORADO SINCE
2000, NEARLY HALF HAVE
BEEN IN BOULDER COUNTY
BOULDER IN CONTEXT
“If you look at a
lot of the green
technology and
the systems we’re
implementing,
they’re coming
from Boulder.”
- Robert F. Kennedy Jr.
Speaking at the June 12, 2013
BizWest, Boulder Earth Conference
14
Owing to the presence of the University of Colorado’s (CU) flagship campus in Boulder, the city maintains
a relatively high proportion of young people. With a current enrollment of just under 30,000 students,
CU accounts for approximately 29 percent of the total population. Boulder is also one of the most
educated metropolitan areas in the country. The presence of the university and 17 federally-funded
research labs support many of the jobs for this demographic including those that focus on weather,
climate and geophysical research. Furthermore, this segment of the workforce is supported by the
presence of tech jobs that draw from and attract scientists and engineers.
BOULDER IN CONTEXT
Regional Resilience
Boulder is part of a larger community and region, and, just as the shocks and stresses we face do not simply start at the
borders, neither do the actions and partnerships necessary to address them. Even as recent disasters have motivated
Boulder’s own resilience building efforts, they have also spurred action at the county, state and national levels. Boulder has
developed a strong network of partnerships that have helped inform activities and strategies, and it regularly participates
in the collaborative development of this emerging field.
Colorado Resilience Framework
Governor John Hickenlooper adopted the Colorado Resiliency Framework in May of 2015, a first-of-its-kind statewide
framework in the nation. The framework was developed under the leadership of the Colorado Resiliency and Recovery
Office (CRRO) through a collaborative and inclusive process that engaged local, state, federal, non-profit and private sector
partners, as well as individual Coloradans. The framework provides guiding principles for Colorado communities and
concrete actions that the state commits to implement. One of the first priority strategies implemented under the
framework was a pilot regional resiliency planning process to build and strengthen collaborative relationships locally,
establish a unified regional vision for resilience, and put in place a coordinating framework for long-term regional resilience
action. Starting in the summer of 2015, the CRRO partnered with some of the most heavily disaster-impacted communities
to conduct the pilot process which utilized the state framework’s guiding principles to help facilitate a vision and identify
strategies unique to each participating region. The Boulder County region was one of three communities to participate.
BoCo Strong
BoCo Strong is a countywide resilience hub that creates and supports collaborative relationships between individuals,
communities, nonprofits, governments and businesses. BoCo Strong increases the web of connections among individuals,
organizations and governments across Boulder County to foster inclusivity, increase disaster resilience and build vibrant
and prosperous communities. Its vision is that all Boulder communities will have access to the resources and connections
needed to allow all residents to adapt and thrive in the face of community stressors. From the outset, Boulder has
recognized that the challenges we face do not start or stop at the city’s edge. Building a sustaining effort requires close
collaboration, learning from a broad base of experience and building enduring partnerships.
In collaboration with Resilient Boulder, Growing Up Boulder (GUB) worked with approximately 120 children and youth
to develop their perceptions of resilience within the city. Overall, access to nature and family, friends and supportive
networks (from school and community) help support resilience, as do activities that help young people develop skills
and confidence (including music, arts and skateboarding). Aspects of the community that do not support resilience
include social, environmental and economic concerns (including the need for greater care of homeless residents,
fracking and the cost of living). Children spoke about bullying and youth spoke about cultural exclusion as aspects of
their community that need to be addressed in the city. High school students also participated in a poetry project in
which they described a personal moment of resilience. Many of these stories included surviving the flood, family losses
and coping with poor family health, and the challenges of immigration/immigration status. Access to nature in
relatively close walking space could help some of the children and youth we worked with access greater opportunities
for restoration and resilience.
Uniquely Boulder
STRONGBoCo
Boulder County Flood Commemoration
September 7th, 2014 12-4pm | Gateway Park, 4800 28th St
Music, Food, Kids Activities, Story Sharing, Playback Theatre West, and more
GROWING UP BOULDER
16
3APPROACH
BOULDER’S APPROACH TO RESILIENCE
Resilience and Sustainability
Resilience and sustainability are sometimes confused with one another. Resilience is a new way of thinking about the
community in a holistic way that adds to and deepens the way we already plan for a sustainable future. Resilience
and sustainability represent complementary values and ways of managing urban systems. Where sustainability
is about actively and thoughtfully managing resources to achieve environmental, social and economic goals
that preserve or enhance Boulder’s quality of life, resilience is about anticipating the inevitable events that
cause disruption and then developing the strategies to reduce their impacts to the greatest extent
possible. While resilience itself is not new, 100 Resilient Cities is the first organization to use
resilience as a systematic framework, on a global scale, for actively managing and
prioritizing city operations and activities.
18
SUSTAINABILITY:
• Urban heat island mitigation
• Carbon sequestration
• Cleaner air
• Community character
• Aesthetic value
RESILIENCE
• Summer cooling
• Reduced storm runoff
• Species diversification
• Neighborhood identity
Sometimes metaphors can help explain complex
topics. For some, the reasons for planting street
trees help illustrate the relationship between
resilience and sustainability.
Boulder defines resilience as the capacity of individuals, communities,
institutions, businesses, and systems within a city to survive, adapt and thrive
no matter what kinds of chronic stresses and acute shocks that may be experienced.
re·sil·ience
/r ‘ zily ns/ee
The City Resilience Framework (CRF) provides a lens to understand the complexity of cities and the drivers that contribute to their resilience, and a common language that
enables cities to share knowledge and experiences. The framework is built on four essential dimensions of urban resilience: Leadership & Strategy, Health & Wellbeing,
Economy & Society, and Infrastructure & Environment. Each dimension contains three “drivers,” which reflect the actions cities can take to improve their resilience.
CITY RESILIENCE FRAMEWORK
Economy & Society
The social and financial systems that enable urban populations to
live peacefully and act collectively.
Leadership & Strategy
The processes that promote effective leadership, inclusive
decision-making, empowered stakeholders and integrated planning.
Infrastructure & Environment
The physical and natural systems that provide critical services and
protect and connect urban assets, enabling the flow of goods,
services and knowledge.
Health & Wellbeing:
Everyone living and working in the city has access to what they
need to survive and thrive.
BOULDER’S APPROACH TO RESILIENCE
Health & Well
b
e
i
ngE conom y & SocietyInf
r
ast
r
uc
t
u
r
e
& E
nvironmentLeadership & Strate g y
F o s te r s L o n g -Te r m
P r o s p e r ityEmpowers a Broad S ecurity & JusticePromotes Leadership & Engaged CommunitiesCommunicati
on & Mobilit
yEnsures Public o
f
C
ritic
al S
ervices
S
u
p
p
orts
Assets
Meets
& In te g r a t e d P l a n n i n g
F o s t e r s E c o n o m icRange of StakeholdersE nsures Social Stability,Effective ManagementPromotes Cohesive & Provides Rel
i
abl
e Heal
t
h ServicesEn
s
u
r
e
s
C
o
ntinuity
Livelih
o
o
d
s
&
E
m
plo
y
m
e
n
t
Provides & EnhancesNatural & Manmade
Basic Needs
Copyright ARUP
The Process
Building resilience is as much a process as it is a set of outcomes. The process itself must
also embody the characteristics of resilient systems and be iterative, inclusive, integrated,
adaptive and flexible. It must allow for the constant infusion of new information and
accommodate often unpredictable change in the community, creating the ability for
reassessment and reprioritization of activity to address new risks and opportunities.
From the outset, Boulder’s goal has been to do things differently. The city set off to build
on existing efforts, but recognized the opportunity to tap into the new energy around
the 100 Resilient Cities network. For example, the city has explored new methods for
community engagement and ownership through the MIT Climate CoLab, harnessing the
creative potential of the whole community, and Growing Up Boulder (GUB), giving voice
to youth in the process. This approach has given us the chance to position Boulder as a
resilience testbed for new technologies, innovative partnerships and creative thinking.
In 2014, the city initiated its first resilience assessment, ultimately leading to the creation
of this strategy. The assessment methodology was an analysis of current efforts that
support resilience and identified important gaps in knowledge, capacity and activity.
However, this initial assessment process itself highlighted areas where the existing
methodology could be augmented by new diagnostics to be incorporated in future
resilience assessments. New elements being developed as part of Boulder’s resilience
efforts will bring insights and depth of analysis for the continuous process of
reflection and assessment. Data & Technology Driven
Community & Value Driven
Resilience
Strategy
Resilience
Priorities &
Initiatives
Opportunity
Assessment
Focus Areas
Diagnostic
Preliminary
Resilience
Assessment
Focus Areas
Identified
Stakeholder
Consultation
Strategy
Kickoff
PHASE I
PHASE II
20
The 100RC Platform of Partners provides member cities with a curated suite of donated tools and services, supplied by partners from the private, public, academic,
and non-profit sectors, to support cities in their resilience-building activities. Boulder has already partnered with a number of these service providers, including
Trimble, a company that provides geospatial technical solutions and domains to capture, measure, analyze, monitor and share built and environmental information.
WHAT ARE THE PLATFORM PARTNERS?
Learning with 100 Resilient CitiesLearning with 100 Resilient Cities
From Boulder’s 40+ year legacy of open space preservation, to pioneering commitments to climate
action goals, the Boulder community has supported some of the most progressive resilience activities
in the country for decades.
BOULDER’S APPROACH TO RESILIENCE
2012 -2013
Drought
Concerns;
Water
Conservation
Program
began
in 1992
2013
Major
flooding
causes
significant
damage
2012
Flagstaff
Fire
2010
Fourmile
Canyon Fire;
utilizes staff
from the
Wildland Fire
Program, which
began in 1990
2014
City of Boulder
announced as
one of the 100
Resilient Cities
2013
Open Space
Tax extended
by voters; an
initiative started
in 1967
2014 Public
supports 75%
increase in
Stormwater/Flood
Utility rates to more
quickly address
flood-related
work; utility
efforts began
in 1973
2013
City launches
a significant
planning effort to
define priorities
and goals for the
expansion and
preservation of
diverse, affordable
housing
2010-2011
City’s Affordable
Housing Task
Force Report;
Comprehensive
Housing Strategy
first approved
in 2000
2013
Earth Conference
held in Boulder hosts
Robert F. Kennedy Jr.
and is dedicated to the
sharing of knowledge,
bold ideas and
technologies to
advance sustainable
business practices
regionally, nationally
and globally
2013
City Council
adopted the
Economic
Sustainability
Strategy
2013
Boulder provides $20k
to fund Supplemental
Nutrition Assistance
Program (SNAP), formerly
the Food Stamp Program,
to support low-income
purchases of local food,
doubling the value of
purchases at the Boulder
Farmer’s Market
2011
EnergySmart
Program launches;
provides home
and business
advice and
incentives
to reduce
energy use
2014
Chief
Resilience
Officer Annual
Summit
2015
Citywide
Perceptions
Survey
2015
Resilience
Assessment
Expert
Workshops
2015
National
Institutes for
Standards and
Technology
Community
Resilience
Workshop
2014
National
Disaster
Resilience
Competition
Kick Off
2015
Growing
Up Boulder
elementary
students
present to
City Council
2014
100 Resilient
Cities Boulder
Kick-off
Workshop
2015
100 Resilient
Cities
Network
Exchange:
Resilient
Land Use
Workshop
2015
State of
Colorado
releases
Resiliency
Framework
2015
City Council
Study
Sessions
2015
BoCoStrong
Annual
Summit
2015
National
Disaster
Resilience
Competition
Academy
2015
Natural
Hazards
Mitigation
Association
Symposium
2015
National
Renewable
Energy Lab
Resilience
Workshop
2015
MIT Climate
CoLab Community
Challenge
2015
100 Resilient
Cities City
Leaders Urban
Resilience
Summit
2015
Chief
Resilience
Officer
Annual
Summit
2015
Resilience
Advisors
Spontaneous
Volunteers
Training
2015
Understanding
Risk Boulder
2015
Resilience
Tech
Challenge
2016
USAID/ICMA
Shimla
City-Links
Exchange
2016
Colorado
Recovery and
Resilience Office
Stakeholder
Planning
Workshop
2016
Resilience
by Design
University
Prototype
Workshop
2016
Boulder Talks:
Deliberative
Inquiry
2016
City launches
Resilience
Strategy
document
draft
2016
City launches
Climate
Commitment
Framework
draft
2016
Human
Services
Strategy
(Master Plan)
update begins
2015
Climate Action Plan
Tax extended
by voters; an
initiative
started in
2007
2015
Boulder sends
delegates to
Paris COP
Convening
Since joining 100RC, the City of Boulder has increasingly
leveraged opportunities, participated in events and utilitized the
Chief Resilience Officer to drive community engagement.
22
2015
Update to
Boulder
Valley
Comprehensive
Plan begins
4STRATEGIES
BOULDER’S STRATEGIES
THROUGH THE RESILIENCE assessment and community discussions, Boulder has identified three major resilience strategies. Working
collaboratively to create actions that achieve these interconnected strategies will help build a resilient and adaptive community that is better able to address
the unpredictable impacts of environmental, social and economic shocks and stresses.
Building community resilience is a never-ending process and requires constant adjustment to new conditions and opportunities. Through the actions identified
here, we take steps towards meeting these goals, but as noted earlier, these are not the first steps. These new actions add to ongoing and historic efforts in a way
that brings intentional direction toward catalyzing change across all sectors of the community.
Strategies
The following three strategies represent the main action areas for the city.
CONNECT AND PREPARE - Prepare all segments of the community for uncertainty and disruption by encouraging community
preparedness, creating a culture of risk awareness and personalizing resilience.
PARTNER AND INNOVATE - Capitalize on the collective problem-solving and creativity of our community
by leveraging advances in data, research and observations to address emerging resilience challenges.
TRANSFORM AND INTEGRATE - Embed resilience into city operations and systems
by transforming our approach to community resilience.
Frontiers
Transformative investments in community resilience that
currently have no models to emulate, represent extremely
complex areas for action and/or require an extensive
community conversation to be successful.
Actions
These are immediate priority activities to be implemented over the next two to three years that
take advantage of partnerships and resources catalyzed by the 100RC network and program.
The actions being proposed are intended to be responsive to existing city priorities and bring
a resilience lens and added value to projects and initiatives that are already underway.
A summary table of all the proposed activities is provided at the end of this document.
24
CONNECT AND PREPARE
Prepare all segments of the community for uncertainty and disruption by
encouraging community preparedness, creating a culture of risk awareness
and personalizing resilience.
STRATEGY ONE
PURPOSE:
Despite several severe natural disasters over the last decade, most Boulder community
members remain unprepared for future events. Many of the potential shocks the city
faces require constant vigilance, a deeply personalized understanding of individual
exposure and community risk, and an ability to act quickly in case of an emergency.
Fundamental to preparedness is community connectivity and the ability for all
members of the community to contribute to response and recovery when disaster
strikes. Community connection can be as simple as knowing your neighbors, but it
can also mean building new relationships and capacities between the city and local
businesses. By enhancing preparedness and connection now, before the next disaster,
the city can empower everyone to take quick action, while also deepening the city’s
overall sense of community.
RESILIENCE VALUE:
Preparing for future disruption is a core aspect of building community resilience.
To address gaps in the city’s response to the 2013 flood, the city is preparing for future
uncertainty by building robust and flexible local capacity, inclusive plans and new
opportunities for community collaboration.
ACTIONS:
1.1 Make Resilience Accessible
Deploy a community driven, interactive “Mobile Resilience Lab.”
1.2 Activate Volunteerism
Develop a volunteer community preparedness training program.
1.3 Assess Economic Strength
Identify risks to future economic vitality.
1.4 Prepare Businesses
Facilitate the use of continuity planning strategies with local businesses.
1.5 Connect for Rapid Recovery
Develop rapid post-disaster impact assessment capacity in partnership
with the local business community.
1.6 Foster Artistic Engagement
Engage the creative power of the arts to convey and involve people in
complex risk and resilience themes.
26
Action 1.3 Assess Economic Strength
Identify risks to future economic vitality.
Ensuring the continuing vitality of the local economy is an essential component of long-term community resilience. The City of Boulder will incorporate an analysis of
the local business community’s vulnerability to disruptions in core infrastructure provision, workforce availability and financial services into an update to the Economic
Sustainability Strategy. Boulder will also explore whether there are latent vulnerabilities to larger macro-economic trends that the city can plan for proactively. Cyclical
swings in the economy are normal and are predictable stresses whose effects can be minimized through thoughtful preparation.
Action 1.2 Activate Volunteerism
Develop a volunteer community preparedness program.
A key to effective and successful disaster response is community and individual preparedness. Boulder’s formal emergency response capabilities are well-resourced and
effective; however, local neighborhoods and communities need to be better prepared and possess a deeper capacity to be first responders while formal systems gear
up for relief operations. Developing a more robust and flexible capacity to respond to crisis when it occurs is a direct outcome of lessons learned from recent disasters.
STRATEGY 1 - CONNECT & PREPARE
Action 1.1 Make Resilience Accessible
Deploy a community driven, interactive “Mobile Resilience Lab.”
In partnership with BoCo Strong, the collaborative countywide resilience building organization, the City of Boulder will bring resilience and preparedness activities directly
into neighborhoods and communities through a “Mobile Resilience Lab.” The lab will be a highly interactive space that accommodates programming as varied as developing
your own bee-safe garden to creating personalized blueprints for individual resilience to building disaster “go kits.” Deploying a mobile lab recognizes that true resilience
building occurs first and foremost at home and in your own neighborhood, with the people and places you know best. The lab will provide a fun and dynamic platform for
building relationships around preparedness and will, literally, be a vehicle for the community to share challenges and solutions. By meeting people where they are, the city
will deepen public ownership of resiliency and seek to address community concerns about the responsiveness and transparency of government.
In August 2015, Boulder was selected as one of 10 cities to host the inaugural class of Resilience AmeriCorps VISTA members.
The program was created as a response to the recommendations made by President Barack Obama’s State, Local, and Tribal
Leaders Task Force on Climate Preparedness and Resilience. The AmeriCorps VISTAs will assist Boulder in developing and
piloting a citizen corps disaster preparedness training initiative by partnering with 100RC network city, Wellington, New
Zealand, and aligning these emerging efforts with deliberate ties to community volunteerism and civic ownership
opportunities that already exist.
PARTNERSHIP WITH WELLINGTON, NEW ZEALAND
Wellington, New Zealand is a 100 Resilient Cities network city that is recognized globally for its community disaster
preparedness program. Wellington’s approach integrates volunteerism, community-based trainings and a network of
district disaster hubs to create a multi-tiered preparedness and response capability across their region. Wellington’s
success rests largely on the accessibility of training courses to a wide range of community members, as well as an
innovative approach to regularly scheduled activities that create new opportunities for community interaction with the
program. In May 2016, experts from Wellington, NZ will visit with city staff and community organizations in a weeklong
workshop to design and implement activities that will prepare the community for the next disaster.
RESILIENCY ADVISORS
During the 2013 flood, even before the rain had stopped falling, thousands of volunteers were out helping neighbors,
friends and strangers protect their homes and clean up debris. This outpouring of assistance reflected the best of Boulder’s
spirit and was a vital unplanned resource during the flood recovery. However, without the coordination to direct, equip
and support these activities, volunteers can place themselves in danger and unintentionally hamper or overwhelm formal
responses. Recognizing the need to create the capacity to welcome this energetic community support, the City of Boulder,
the newly-formed Boulder County Volunteers Active in Disaster (VOAD) and 100 Resilient Cities Platform Partner, Resiliency
Advisors, partnered to deliver the “Leading and Managing Community Volunteers in Disaster” workshop. During this best
practices workshop to manage and marshal spontaneous volunteerism, participants engaged in sharing lessons learned,
assessing future risks and resourcing mapping, as well as applying proven disaster management concepts to manage
spontaneous volunteers. Post session, the group was provided an after action report that outlined next steps including
a strong focus on Volunteer Reception Center training. The session was delivered by Lisa Orloff, president of Resiliency
Advisors.
28
Learning with 100 Resilient Cities
Learning with 100 Resilient Cities
Learning with 100 Resilient Cities
Learning with 100 Resilient Cities
Action 1.5 Connect for Rapid Recovery
Develop rapid post-disaster impact assessment capacity in partnership
with the local business community.
The ability for businesses to rapidly access resources and financial assistance after a disaster is essential for the
successful return to operations. Each day that businesses remains idle represents lost revenue, wages and taxes,
eliminating vital infusions of financial capital just when a community needs it most. Boulder will partner with local
businesses and associations to develop the necessary capacity, relationships and systems to quickly and efficiently
collect impact information and data, access recovery funds and return businesses to operation after a disaster with
minimal disruption. The city will also explore the creation of a Business Disaster Assistance Center that would
become operational when needed. By developing a user-friendly process to address gaps in our response to the
2013 flood, we are preparing for future uncertainty.
Action 1.4 Prepare Businesses
Facilitate the use of continuity planning strategies with local businesses.
The sooner local businesses return to normal operations after a disaster, the faster the surrounding neighborhoods
and city recover. We will collaborate with public and private institutions and organizations to identify best practices;
facilitate the use of continuity plan templates and other resources; develop policies and procedures for improved
situational awareness; coordinate between business support organizations; and communicate with businesses after
a disaster. Ultimately it is in each organization’s interest to proactively plan for uncertainty and disruption, but our
community at large has a clear stake in helping all businesses weather the inevitable crises and bounce back faster
and better.
Action 1.6 Foster Artistic Engagement
Engage the creative power of the arts to convey and
involve people in complex risk and resilience themes.
Mobilizing action at a broad scale also requires varied ways of communicating complex topics so that
they are relatable and actionable to the diverse residents that make up our community. Breaking from
the traditional model of community engagement, we will invest in the creative talent of our visual
artists, filmmakers, poets, theatre-makers, dancers and musicians to broaden our vision, discussion and
experience of risk and resilience. By enhancing our collective thinking about resilience and exploring
creative ways to communicate it, we will broaden the circle of community ownership, action and
perspective. This effort will lead to creative insights and solutions from community members who
might not otherwise participate.
STRATEGY 1 - CONNECT & PREPARE
FR O N TIER
The capital budgeting process is the critical intersection between
public policy and program implementation. Given limited resources,
city officials must choose among competing priorities. These choices
are often significantly determined by the criteria that are used to
prioritize and rank public expenditures. Given the relatively recent
emergence of resilience capacity-building as a public policy priority,
there are few formal evaluation criteria built into the capital planning
process that provide guidance on how to weigh the costs of
proposed actions against potential benefits. This is essential to
enable systematic consideration of proposed resilience actions
and measures against other priorities.
Currently, for example, city investments and budgets do not
specifically consider likely climate impact on city systems, nor are
there mechanisms for internalizing the cost implications of the city’s
commitment to a zero-carbon energy policy. It is important to have
valuation mechanisms that evaluate the potential cost of carbon
and the potential for future constraints on carbon emissions.
Implementing climate risk screening mechanisms in the Capital
Improvement Program or internalizing the carbon cost of projects
will reprioritize budgets and drive new conversations about risk
and resilience tradeoffs across the entire city organization.
INVEST IN THE FUTURE
Prioritize city investments to promote community
resilience and proactively address future risks.
Uniquely Boulder
YOUTH “SHINE” IN PERFORMANCE FOR RESILIENCE
Performance can be a dynamic tool for including youth
participation in authoring our city’s plan for resilience. Shine is
a musical performance that weaves climate science and artist
expression into a funny and powerful story that spans 300 million
years of geological time to convey how humanity and climate
are interrelated. Performed at NCAR in Boulder in June 2015 as
a collaboration between NCAR scientists, Beth Osnes at CU and
Boulder’s youth, rehearsing each part of the musical led participants
through different aspects of climate science, from dancing
the various phases of
photosynthesis to creating
flags to representing the ways
in which our city utilizes fossil
fuels. This show has gone on
to engage youth in other
100 Resilient Cities, including
New York City and London,
with Durban, South Africa and
New Orleans to come.
Uniquely Boulder
30
PARTNER AND INNOVATE
Capitalize on the collective problem solving and creativity of Boulder’s community
by leveraging advances in data, research and observations to address emerging
resilience challenges.
STRATEGY TWO
ACTIONS:
2.1 Put Science in the Hands of the Community
Create a “citizen science” program to foster the co-creation of knowledge.
2.2 Ensure Food Security
Design and conduct a local food security assessment.
2.3 Make Data Accessible to All
Spur creative representation of data through investments in artistic
visualization and knowledge display.
2.4 Crowd Source Solutions
Drive the creative use of community data through competitive
challenges and hackathons.
PURPOSE:
In order to make the most informed decisions about the future, Boulder needs a better
understanding of the changes taking place around us. The city must develop the
ability to anticipate changes to proactively address emerging challenges. Rapid
evolutions in remote sensing, data architecture and mobile technology now allow us
to design integrated monitoring and observations systems to create new insights into
the world and community. By using the power of people and place, tapping into vast
research and educational resources, the city will develop the data, observation systems
and partnerships necessary to understand and predict forces of change across social,
economic and environmental factors, as well as create new opportunities for
engagement from a wide range of stakeholders.
RESILIENCE VALUE:
The complex issues which the Boulder community faces lack easy or obvious
solutions. By developing mechanisms and partnerships for inclusive and collective
problem-solving, Boulder can elicit novel and innovative answers from a broad
pool of expertise, creativity and talent.
32
Action 2.1 Put Science in the Hands of the Community
Create a “citizen science” program to foster the co-creation of knowledge.
Citizen science can take many forms, but as technologies have advanced over the last decade, each member of the community can now serve as independent,
mobile data-collecting participants. To harness this potential, the city will develop the information architecture necessary to support community-driven mobile science
applications and translate that data into information and metrics to inform city decision-making. The aggregation of information from so many data points can create new
insights into changes in the community, collective behavior or climate, as examples. By relying on community members to play a role in the creation of data and shared
knowledge, Boulder will foster co-ownership in understanding the factors of change affecting us all. The underlying architecture will be openly available to the public to
creatively develop applications to support data collection from sources as diverse as the Boulder Valley School District to Boulder’s active and enthusiastic outdoor
community.
Action 2.2 Ensure Food Security
Design and conduct a local food security assessment.
Boulder’s passion for safe, local and ethical food has made the community a global hub for natural foods.
As a leader in the natural and organic industry, Boulder has world-class, locally sourced restaurants and has made
revolutionary contributions to natural food packaging and labeling. However, Boulder needs a better understanding
of what role locally produced food can play in buffering the community from a disruption in national or global
food or transportation systems. The city will conduct an entirely new food security assessment, deviating from
traditional scales of analysis and definitions of “security.” An assessment of this type will require a broad range of
partnerships from the business, agricultural, transportation and water sectors, among others, to understand how
changes in the complex dynamics of the food production, delivery and consumption system can both be impacted
by disruption, but also meaningfully mitigated by local action.
Action 2.3 Make Data Accessible to All
Spur creative representation of data through artistic visualization and knowledge display.
New capabilities created by the integration of enhanced computational power, big data and visual representation systems
provide the opportunity to bring many previously complex and abstract concepts into stunning visual relief for the first time.
The city will convene some of the world's great artists and media professionals to work with scientists, librarians and city
officials to develop and refine some of these data visualization systems to create a compelling community education
and communication approach. Boulder will work with partners to put the vast amount of collected scientific and
citizen science data in the hands of artists and hackers, giving them the tools they need to interpret and represent
the data in a clear, resonant message. Through these creative partnerships, the city will unleash untapped knowledge
to inform decisions and mobilize collective action.
STRATEGY 2 - PARTNER & INNOVATE
Action 2.4 Crowd Source Solutions
Drive the creative use of community data through competitive challenges and hackathons.
As part of an ongoing effort to democratize the city’s data through community dashboarding and a more accessible open-data portal, Boulder will create data and
technology challenges to encourage the use of city and community data. These challenges are dynamic competitions intended to focus the creative and entrepreneurial
talent of the city to help identify and solve collective problems. Similarly, the city will partner with the local coding and tech community to host hackathons—events that
focus intense programming attention toward a collaborative solution to a single, discrete issue. Taken together, this approach taps into two powerful behavioral
motivators—competition and collaboration —to find solutions to particularly complex resilience issues.
In October 2015, the City of Boulder, in partnership with Ushahidi, a 100 Resilient Cities Platform Partner, the University of Colorado, the World Bank’s Global Facility for
Disaster Risk Reduction (GFDRR) and several local technology companies, hosted a two-day event called Understanding Risk Boulder (URBoulder). URBoulder convened
the talent and expertise of the region’s communities, scientists, technologists and government to develop a shared understanding of the challenges faced in building
long-term resilience to natural hazards; understand the impacts of climate change; and develop innovative solutions to meet them.
In conjunction with UR Boulder, Ushahidi hosted a Tech Challenge that sought to use open-source technology to improve resilience in Boulder and strengthen
community engagement. The UR Boulder Tech Challenge was designed to identify technological gaps in the resilience landscape of Boulder and provide seed
funding for innovate solutions to them. The challenge was funded by The Rockefeller Foundation.
34
Uniquely Boulder
UNDERSTANDING RISK: BOULDER
“With an estimated 2.8 million visitor nights in 2013, the tourism industry contributed to an
estimated $420 million total economic impact on the City of Boulder. The industry is supported by
the area’s scenic beauty and recreational opportunities, variety of entertainment and attractions,
support for arts and culture, and broad range of dining, shopping and lodging options.”
- BOULDER ECONOMIC COUNCIL
STRATEGY 2 - PARTNER & INNOVATE
“We are working on a wide array of policies,
programs and projects to reduce emissions
and realize other important community
outcomes. We know that long-term success
will require better feedback loops, honest
assessment, persistence and collective action.”FR O N TIER
Extreme weather events have created a call to action for deploying more
resilient power systems. Communities face a growing number of
stresses that pose risks to their energy systems and economies. These
include aging infrastructure in need of costly maintenance upgrades and
severe weather events. Energy efficiency and local power generation are
strategies that enhance the resilience of energy systems and the
communities they serve.
Boulder is committed to transitioning to a no-carbon energy system as
part of its climate action plan. This wholesale transformation will
fundamentally alter the landscape of energy production, storage,
distribution and use in ways that are only now being fully explored. With
this transition comes an additional opportunity—a chance to apply core
resilience principles, such as flexibility, redundancy and robustness, as
additional drivers of the system design. Many of the renewable energy
sources we rely on as part of our strategies for reducing carbon are well
suited to serve as the backbone for a resilient energy system.
The city aims to improve resiliency and address economic and
environmental concerns by prioritizing a local, clean energy system that
combines Boulder-based generation, integrated storage and other
distributed energy resources, increasing clean energy opportunities to
low-income communities and protecting vulnerable populations by serving
critical power needs. It will require careful consideration and extensive
design, partnerships that span the entire community, and, ultimately, a
collective leap of faith and the willingness to embrace change, even when
the outcome is not yet entirely clear.
ENVISION THE FUTURE OF ENERGY
Develop a sustainable, secure and equitable energy system.
36
- City of Boulder’s 2016
Climate Commitment Framework
TRANSFORM AND INTEGRATE
Embed resilience into city operations and systems to transform Boulder’s approach to
community resilience.
STRATEGY THREE
ACTIONS:
3.1 Create Community Resilience Centers
Ensure the continuity of all critical life-safety services at a network of
community resilience centers.
3.2 Foster Climate Readiness
Build climate preparedness capacity across the city organization.
3.3 Advance Sustainability with Resilience
Integrate resilience principles into Boulder’s Sustainability Framework.
3.4 Embed Resilience in the Comprehensive Plan
Integrate resilience into the Boulder Valley Comprehensive Plan.
3.5 Manage Thriving Ecosystems
Develop an integrated urban ecosystem management plan.
PURPOSE:
The city’s infrastructure, design and neighborhoods are driven by public investments
and land use decisions. Choices made today will last for generations. These choices
also must be considered on multiple scales and across issues and systems. Facing a
future with so much uncertainty will ultimately require flexible and adaptive systems
that do not lock the Boulder community into a single pathway.
RESILIENCE VALUE:
Embedding resilience into long-held sustainability values creates systemic change for
both the city and the larger community that allows us to better address a wide range
of climate, economic and social challenges.
38
STRATEGY 3 - TRANSFORM & INTEGRATE
Action 3.2 Foster Climate Readiness
Build climate preparedness capacity across the city organization.
Most of the city’s climate risk is tied to larger scale changes in the global and regional climate, and the community’s understanding of those impacts at the local scale is
inconsistent. This is in part because of the complexities of Boulder’s local topography, but also because the city currently uses a wide variety of models, methods and
analysis to characterize potential “futures.” In order to efficiently and effectively plan for Boulder’s future climate impacts, the city will systematize the use of climate
information across all departments and city functions in a way that is scientifically robust yet retains appropriate flexibility.
CLIMATE LEADERS PROGRAM
The City of Boulder will pilot a program to train department leaders, from Human Resources and Finance
to Utilities and Parks and Recreation, in the science of climate change so that everyday decisions across the
organization can be informed by a consistent foundation of knowledge and understanding.
SCENARIO PLANNING
We must prepare to accommodate a much wider range of possible future conditions than in the past.
Part of the solution is to design a scenario-based process for planning that allows us to test programs,
actions and investments against different plausible potential future conditions and prioritize actions that
represent “no or low regrets” strategies. “No or low regrets” strategies are those that are sound investments
and adaptations regardless of the severity of future change.
By investing in the core capacity of city staff to understand climate science and impacts, and by developing flexible mechanisms to plan for a range of potential climate
impacts, Boulder is creating the adaptive governance structures necessary to address the wide-ranging effects that climate change will have on all functions of government.
Action 3.1 Create Community Resilience Centers
Ensure the continuity of all critical life-safety services at a network of community resilience centers.
Recent events have highlighted the extreme vulnerabilities and interdependencies of core life-safety infrastructure and utilities (e.g. energy, water and sanitation) and the
need for their combined secure, continuous operation during crisis. Advance planning for large-scale, high-impact events is critical to ensuring that these incidents do not
overwhelm either immediate response capabilities or the long-term well-being of highly vulnerable segments of Boulder’s community. The city will design and implement a
communitywide network of resilience centers that ensures continuity of critical community services, protection for high-risk populations and infrastructure, and an
enhanced capacity to provide and maintain basic services at a neighborhood scale, and develop the capacity to ‘island’ critical infrastructure provision without jeopardizing
core life-safety functions. These resilience centers will contain small-scale or compartmentalized infrastructure systems that can operate independent of the larger utility
system to sustain a sheltering facility during wide-scale disruption.
Boulder will also create place-based platforms for assembly, cooperation and education. By basing and delivering community outreach, activities and other functions (e.g.,
mobile farmers markets, food trucks, fix it clinics, recycling support, etc.) from these locations, these centers can be integrated into the new focus on neighborhood- based
engagement during good times as well as crisis. The likely integration of significant renewable energy assets at these locations can also provide foundational elements for a
distributed energy system that could include neighborhood-based load balancing through on-site battery storage, neighborhood microgrid development or other emerging
decentralized energy utility models.
By thoughtfully investing in public safety infrastructure as a response to lessons learned in previous events, the city can weave in multiple additional community benefits
such as neighborhood development and energy transition.
Action 3.3 Advance Sustainability with Resilience
Integrate resilience principles into Boulder’s Sustainability Framework.
Boulder’s Sustainability Framework is the unifying mechanism that connects all of the city’s policies and programs, and therefore represents the best point for integrating the
resilience principles that will have the greatest impact across all of Boulder’s departments and functions. The Sustainability Framework has been used successfully in practice
for several years, informing the city’s policies, budget prioritization and program design. The Boulder community has a deeply embedded sense of sustainability as a core
value system, manifested through the well-established framework, among many other community-driven initiatives. Resilience, however, is a relatively new and emerging
concept being systematically applied as a practice in cities for the first time. By thoughtfully integrating resilience into a familiar and operational framework,
resilience activity will be placed in a relatable and immediately actionable context.
Action 3.4 Embed Resilience in the Comprehensive Plan
Integrate resilience into the Boulder Valley Comprehensive Plan.
The Boulder Valley Comprehensive Plan (BVCP) serves as the city’s highest level policy document, articulating the
community’s vision and core values. The BVCP contains sustainability principles and policies and chapters that convey
discrete topics such as land use, transportation, housing and economy. By integrating new resilience policies and strategies
into the BVCP, the plan can address key elements of a healthy, stable and adaptive community, reflect and address Boulder’s
highest risks so the community can be adaptive, underscore connectively between systems and vulnerabilities, and illustrate
ways that the BVCP can address Boulder’s resilience, not only in times of disruption and crisis, but also on a day-to-day basis
and over the long term. Integrating resilience into the BVCP will leverage interdisciplinary expertise and generate strategies
that are responsive to Boulder’s challenges, as well as align activities and priorities across city departments.
40
The city is continuously working to provide service
excellence for an inspired future and moving towards
the vision of One City, One Boulder.
Action 3.5 Manage Thriving Ecosystems
Develop an integrated urban ecosystem management plan.
By creating an integrated ecosystem management plan, Boulder will support its complex local ecosystem and plan for the systemic stresses and changes anticipated with
climate change impacts. As part of Boulder’s long history of progressive planning, the city actively manages many aspects of the urban ecosystem, including monitoring
wildlife-human interactions, maintaining a healthy forest canopy and conducting regular riparian renewal and restoration efforts. The success of these programs contributes
to the city’s rich quality of life and sense of community. These programs also add to the ongoing success of Boulder’s signature planning achievement—the vast greenbelt
of open space that encircles the city. Building on these efforts, Boulder will develop an integrated strategy that aims to knit disparate efforts to create a single ecosystem
management plan.
TRIMBLE AND DIGITALGLOBE
Boulder’s urban forest faces unique challenges due to both the higher stresses already caused by geographic conditions and the onset of diseases and exotic pests such
as the recently arrived Emerald Ash Borer (EAB). Given these factors and the need to develop a more robust set of urban forest management tools, the City of Boulder
partnered with 100RC Platform Partners Trimble and DigitalGlobe to map the urban tree canopy.
DigitalGlobe was able to provide Boulder with the high-resolution multi-spectral satellite imagery needed to extract, map, and measure the trees throughout the city.
Trimble presented an initial citywide urban tree canopy analysis, as well as provided free training to city staff on the use of the eCognition software necessary to map
changes to the urban tree canopy over time.
The result provided the city with a baseline to prioritize future management plans and track green infrastructure changes whether through loss due to EAB infestation or
gain through green infrastructure improvements. The urban tree canopy analysis will be published in Boulder’s Open Data Catalog. In addition to working with Boulder,
Trimble and DigitalGlobe are assessing how to replicate and offer similar outcomes to other municipalities based on the work done and lessons learned with Boulder.
STRATEGY 3 - TRANSFORM & INTEGRATE
The 18-month “Tree Debris to Opportunity” project (see pg 42) aims to transform Emerald
Ash Borer infested wood debris into items area residents can use. In partnership with the
Bridge House Ready to Work program, participants will receive expert training to turn milled
wood into practical items and artistic expressions at the new Building 61 Makerspace at the
Boulder Main Library.
Learning with 100 Resilient Cities
F R O N TIER
Human Services provides vital support for large segments of the Boulder
community through grants to community agencies, direct services and
community capacity-building partnerships. These programs provide a
range of community services for vulnerable residents—from access to
mental and physical health, child care and family support to emergency
services. The 2016 revision to the Human Services Strategy seeks to shift
how Human Services conducts business, away from primarily tracking
program-based success metrics, such as the number of shelter beds filled
or meals served, to a predictive and adaptive service provision based
on achieving social outcomes. This shift will allow us to identify “tipping
points” in the social safety net that cause individuals and families to move
from relative stability into homelessness. It will allow us to monitor for
those changes and preemptively adjust resources to avoid them.
Homelessness represents a profound threshold for the most vulnerable
in our society and once crossed, individuals and families encounter
significantly more social, economic and health barriers. Reducing
homelessness not only brings obvious and important benefits for
the individuals and families involved, but ultimately saves substantial
resources in the social safety net that can be redirected toward
additional positive investments. Boulder is a prosperous and innovative
city, and it has pioneered many important cultural and environmental
issues. Thus, developing new ways to assist residents with the greatest
needs, so that no one falls into homelessness, is a resilience frontier.
Uniquely Boulder
TRAINING THE HOMELESS TO TURN
“TREE DEBRIS TO OPPORTUNITY”
The City of Boulder has won a prestigious Knight Cities Challenge
grant to develop an innovative program that will train homeless
community members to turn trees impacted by Emerald Ash Borer
into beautiful products. This 18-month project addresses a variety
of community challenges, including Emerald Ash Borer infestation
and homelessness. The program, called Tree Debris to Opportunity,
was one of 37 recipients chosen by the Knight Cities Challenge for
support and funding. The city’s application was submitted in
partnership with the Bridge House and Library Maker Space.
The goal is to engage the Boulder community in repurposing Ash
tree debris to usable products to be sold back to the community.
The program will hire participants of the Bridge House Ready to
Work program. These individuals will complete a multi-month
apprenticeship at the Maker Space, located in the Main Library, to
learn how to become woodworkers. The group will make products
that will then be sold at the Farmers Market and other locations.
Public classes will also be offered for free. The Bridge House
participants will help teach and facilitate the classes, encouraging
collaboration between all members of the community. The project
is expected to begin in mid- to late summer and is made possible
through the generous support of the Knight Cities Challenge. The
grant amount totals $200,000.
Uniquely Boulder
42
Uniquely Boulder
CREATE ADAPTIVE SOCIAL SERVICES
Reduce homelessness by designing an adaptive
and predictive social service network.
The actions listed to the right showcase many of the resilience activities the city is currently undertaking across the community. Boulder
has taken inspiration and learned from its successes in the design of the new actions proposed earlier in this strategy. However, the list
is not comprehensive – Boulder is doing much more. Let us know what you, your organization or company is already doing to build
community resilience at www.resilientboulder.com Add to the ever-growing list of resilience building projects, programs and activities!
A RUNNING START
2016-2017 Resilience Actions Resilience Challenge Area Boulder’s Running Start
Strategy 1: CONNECT AND PREPARE
Prepare all segments of the community for uncertainty and disruption by encouraging community preparedness, creating a culture of risk awareness, and personalizing resilience.
1.1 Make Resilience Accessible: Deploy a community driven, interactive “Mobile
Resilience Lab.”
NEW!
1.2 Activate Volunteerism: Develop a volunteer community preparedness training
program.
City of Boulder Fire Rescue’s Citizen’s Fire Academy
1.3 Assess Economic Strength: Identify risks to future economic vitality. City of Boulder’s Economic Sustainability Strategy
1.4 Prepare Businesses: Incentivize the use of continuity planning strategies with
local businesses.
Boulder Office of Emergency Management
1.5 Connect for Rapid Recovery: Develop rapid post-disaster impact assessment
capacity in partnership with the local business community.
NEW!
1.6 Foster Artistic Engagement: Engage the creative power of the arts to convey
and involve people in complex risk and resilience themes.
Boulder’s Community Cultural Plan
FRONTIER 1: Invest in the Future: Prioritize city investments to promote community
resilience and proactively address future risks.
City of Boulder Capital Improvements Program
Strategy 2: PARTNER AND INNOVATE
Capitalize on the collective problem solving and creativity of Boulder’s community by leveraging advances in data, research and observations to address emerging resilience challenges.
2.1 Put Science in the Hands of the Community: Create a “citizen science” program
to foster the co-creation of knowledge.
NEW!
2.2 Ensure Food Security: Design and conduct a local food security assessment.City of Boulder’s Local Foods Initiative
2.3 Make Data Accessible to All: Spur creative representation of data through
investments in artistic visualization and knowledge display.
Bold Measures, Boulder’s Community Dashboard (Coming Soon!)
2.4 Crowd Source Solutions: Drive the creative use of community data through
competitive challenges and hackathons.
Understanding Risk Boulder
FRONTIER 2: Envision the Future of Energy: Develop a sustainable, secure, and
equitable energy system.
City of Boulder’s Energy Future
Strategy 3: TRANSFORM AND INTEGRATE
Embed resilience into city operations and systems to transform Boulder’s approach to community resilience.
3.1 Create Community Resilience Centers: Ensure the continuity of all critical
life-safety services at a network of community resilience centers.
City of Boulder’s Climate Commitment
3.2 Foster Climate Readiness: Build climate preparedness capacity across the
city organization.
Colorado’s Water Plan - Chapter 6, Water Supply Management for the Future
3.3 Advance Sustainability with Resilience: Integrate resilience principles into
Boulder’s Sustainability Framework.
Boulder’s Sustainability Framework
3.4 Embed Resilience in the Comprehensive Plan: Integrate resilience into the
Boulder Valley Comprehensive Plan (BVCP).
Our Legacy. Our Future. BVCP 2015 Update
3.5 Manage Thriving Ecosystems: Develop an integrated urban ecosystem
management plan.
City of Boulder’s Urban Forest Strategic Plan
FRONTIER 3: Create Adaptive Social Services: Reduce homelessness by designing
an adaptive and predictive social service network.
City of Boulder’s Human Services Strategy
44
5CREDITS
46
Resilient Boulder would like to thank the many partners that contributed to Boulder’s Resilience Strategy. Most importantly, we thank the thousands of community
members who participated in workshops, surveys and conversations and provided boundless energy, creativity and insights during the strategy process.
The city would like to extend a very special thanks to the tremendous support provided by the team at 100 Resilient Cities, including Michael Berkowitz, Bryna Lipper,
Andrew Salkin, Amy Armstrong, Leah Flax, Corinne LeTourneau, Katherine Michonski, Paul Nelson, David Schreiner, Roya Shariat, Max Young and the rest of the team.
The success of this effort and partnership, however, would not have been possible without the immeasurable contributions of Katya Sienkiewicz.
Finally, we offer our sincere thanks and appreciation to our 100RC platform and strategy partners listed below.
ACKNOWLEDGMENTS
STRATEGY PARTNER:
HR&A Advisors
100RC PLATFORM PARTNERS:
AGU Thriving Earth Exchange
Climate CoLab
DigitalGlobe
Earth Economics
Resiliency Advisors LLC
Trimble
Ushahidi
Pg. 03, Full Page Nate Paradiso, Open Space & Mountain Parks Photo Contest
Pg. 10, Top Left Art Source International
Pg. 10, Top Right Art Source International
Pg. 10, Middle Left The Sink
Pg. 11, Full Page Earth Observatory, NASA
PICTURES OFAPPEAR IN COURTESY OF:PHOTO CREDITS:
Pg. 15, Full Page University of Colorado Sports Video & Athletics
Pg. 31, Middle Walk My Path in Class 18- AmeriCorps NCCC
Pg. 38, Bottom UR Boulder
Pg. 45, Full Page Austin Baily, Open Space & Mountain Parks Photo Contest
BOULDER
Printed on 35% post-consumer recycled paper.
MEMORANDUM
TO: Open Space Board of Trustees
FROM: Tracy Winfree, Director, Open Space and Mountain Parks
Abbie Poniatowski, Central Services Division Manager
Lauren Kilcoyne, Finance Manager
DATE: May 9, 2016
SUBJECT: Draft 2017-2022 Capital Improvement Program (CIP)
________________________________________________________________________
Executive Summary
The purpose of this discussion item is to share the Open Space and Mountain Parks (OSMP)
Department draft 2017-2022 Capital Improvement Program (CIP). The Open Space Board of
Trustees (OSBT) will have an opportunity to ask questions to ensure the OSBT is prepared to
review, approve and recommend OSMP’s 2017-2022 Capital Improvement Program (CIP),
including Lottery Fund funding, for Planning Board and City Council review and approval.
This series of agenda items is three-fold. At the April 13 business meeting, staff provided a
briefing, information sharing and Q&A on the draft 2017 Work Plan and Budget. In May, staff is
presenting a draft CIP Budget for discussion. In June, there will be a public hearing for the
community to comment on the proposed 2017-2022 CIP. After considering public comment,
the OSBT will make a recommendation. The public will also have an opportunity to comment
during the Planning Board’s CIP review in July and City Council’s discussions and review of the
2017 recommended budget during future public hearings later this fall. The staff also has a goal
of presenting the operating budget earlier in the budget process relative to previous years. Last
year the Board made its recommendation at the September meeting and staff anticipates
presenting the proposed operating budget for recommendation by the July or August meeting.
Background
Staff is providing a draft 2017 CIP (Attachment A) for OSBT’s review and consideration. In order
to plan and prioritize capital investments, staff applies specific guiding principles based on the
city’s CIP Guiding Principles (page 18, figure 1-1), the department’s priority projects and budget
guiding principles (below). This framework is utilized to determine and plan CIP projects and
make budget decisions that are sustainable over time.
Department Priority Projects for 2017
1. Complete Flood Recovery of Trails and Habitat that are FEMA reimbursable and continue
work on flood projects that are not reimbursable (includes county coordination);
AGENDA ITEM 3D PAGE 1
2. Visitor Master Plan Update to be Recast as Open Space Master Plan or OS(MP)² – Continue
plan, completing it in 2019 - establishes policy guidance, goals, objectives, priorities and
measures of success across services and programs, and addresses overarching issues such
as carrying capacity, night-time and temporal use and climate change mitigation and
adaptation;
3. Implement Top Priorities of West TSA, North TSA, Agricultural Resource Management
Plan, and reduce facility deficiencies and maintenance backlogs. Implement plans through
the formation of cross-departmental implementation teams convened for each plan;
4. Continue to Implement Grassland Ecosystem Management Plan and Forest Ecosystem
Management Plan (FEMP), giving special attention/guidance to elements that need
updating or refreshing, particularly the FEMP. The OS(MP)² may be a good opportunity for
such guidance;
5. Continue to Improve the Visitor Experience – Implement Community Ranger model;
continue the development of the Community Connections division; focus on community
and department relationships and interdepartmental coordination. Follow through on
initiatives such as recycling/dog waste composting at trailheads and monitoring and
reporting results on Voice & Sight program;
6. Develop Regional Trails through strategic property acquisition, coordination with other
agencies, and other avenues as needed (e.g., Eldorado to Walker Ranch, Joder and the
Boulder Creek Path extension);
7. Focus on Continuous Improvement within the OSMP Department - Continue to assess and
develop best practices related to OSMP’s scientific approach, data stewardship, recreation
planning and design, work plan and budget management, staff training and development,
staff work space, equipment and facilities, communication and coordination internally and
externally.
Budget Guiding Principles
Open Space and Mountain Parks is committed to fiscal responsibility and sustainability.
Judiciously generating and investing funds.
Creating, optimizing and maintaining a budget that manages debt and plans for near-
and long-term futures.
Maintaining financial transparency.
These principles will guide the development and prioritization of the OSMP budget and work
plan:
AGENDA ITEM 3D PAGE 2
SAFETY FIRST
OSMP will first address essential safety issues for visitors and staff.
PLAY BY THE RULES
Comply with all (internal, local, state and federal) laws, regulations, policies, etc.
TAKE CARE OF WHAT WE HAVE
As top priority, restore and maintain valuable ecological systems, agricultural operations,
trails and trailheads.
As additions are made to the system, address ongoing operation and maintenance needs.
Continue to innovate and advance efficiency in the restoration, protection, operation,
investments in and maintenance of the OSMP system. Specifically, efficiencies will be
sought through:
Investments in regular maintenance (taking care of what we have to extend life cycle),
and
Reductions in resource waste and use.
STICK TO THE PLAN
Actions committed to in plans or agreements should be included in either short-, mid- or
long- term budgets and work plans so staff can answer the question: “When do you plan to
take this action on this project?”
Strategically enhance visitor amenities, ecological systems, and agricultural operations,
prioritizing projects that will best achieve resource and master plan objectives.
LEVERAGE OTHER FUNDING
Leverage external funds, especially long-term funding, and capacity extending the ability of
local dollars to implement OSMP plans.
Continue to involve community members as volunteers to advance the departmental
mission and management objectives.
Work with partner agencies to accomplish shared goals.
Take no actions which would compromise the city’s bond rating or ability to leverage debt.
ADAPT AND LEARN
Advance research and monitoring to increase the likelihood of success and better integrate
principles of sustainability and resilience.
As staff plans for 2017, OSMP recognizes the need to remain flexible considering the
community and City Council’s interests, as well as a department that is experiencing
organizational change with the implementation of a new structure and inclusion of new talent
on the OSMP team. An example of maintaining flexibility includes the strong message from
council at its January retreat to give the community a “breather” from significant public process
on Open Space planning initiatives. Following the acceptance of the North TSA and the
Agricultural Resources Management Plan, the staff will bring a recommended scope and
AGENDA ITEM 3D PAGE 3
schedule to the OSBT for consideration, likely in the first half of 2017. The community process
“breather” will be advantageous to updating the Visitor Master Plan/OSMP Master Plan since it
allows time for data gathering, surveying and inventory work, which will inform the issues and
scoping of the planning process.
Additionally, staff is in the midst of multiple analyses to understand gaps and needs related to:
space and facilities for department-wide operations and management; system assets (trails,
habitat, buildings, water infrastructure); and resources for visitor services. Findings and
recommendations from these efforts will be funded in future years of the department’s CIP.
Budget and Funding Status/Citywide Economic Forecast
Ninety percent of the OSMP Department budget is funded from sales and use tax revenues. The
City of Boulder’s 2015 sales and use revenue collections are lower than projected. An
Information Item to City Council on April 19, Fiscal Update - Caution Flags Flying, (pages 717-
721) details projected economic trends.
Revenue projections will be lower than previously projected and adjusted for the out years
accordingly. Furthermore, the city’s Chief Financial Officer, Bob Eichem, is recommending that
the 2017 Budget be more conservative overall.
As part of the annual budget process, the City’s Budget Office provides projections for taxes
and conservation trust fund allocations at the end of April for next year’s (2017) budget
development. However, it is unlikely that the final projections will be available as scheduled;
therefore, OSMP staff is preparing a draft CIP budget that is relatively conservative. In addition,
the department is not projecting FEMA reimbursement in its cash flow at this time and will
recognize those revenues as they are received. Since OSMP staff is receiving revenue
projections later than usual, the final numbers in the proposed 2017-2022 CIP could be
adjusted.
Please note that the department continues to be in a state of transition. Staff is striving to
establish a reasonable and responsive direction in the proposed 2017–2022 CIP. As leadership
and the organization transitions, there continues to be opportunity to make adjustments in the
out years of the CIP while the OSMP fund remains fiscally sound.
Proposed/Recommended 2017 CIP Projects
The draft CIP strives to complete flood recovery, allow for implementation of various ecosystem
and area plan implementation, and address core services across the department. There are a
number of recommended refinements in the proposed CIP. For example, in service of the
guiding principle “take care of what we have” there are changes in OSMP’s Capital Maintenance
category, such as anticipating the outcome of the buildings/structures assessment in Facilities
Maintenance; a new budget item to invest in proactive conservation projects addressing
ecosystem preservation and habitat restoration; and annualizing major trail maintenance.
Past budgeting practices in Land and Asset Acquisition included a portion of property
acquisition funds to stabilize newly acquired property. For improved transparency, the budget
AGENDA ITEM 3D PAGE 4
proposes breaking out new property stabilization as its own line item rather than embedding it
in new property acquisition. For planning purposes, the OSBT will notice a reduction in
property acquisition funding beginning in 2020, which ties to retiring sales taxes. However,
please note that the department is carrying over $13M in previously approved acquisition funds
and has the authority and capacity to issue up to an additional $23M in property acquisition
bonds.
In addition, OSBT will see updated estimates for implementing Open Space Campus relocation /
modification; North TSA implementation; the Phase II Confluence Area Restoration (following
Phase I design) and including the Amphitheater Bridge project as flood related project, with a
goal of achieving additional FEMA reimbursement.
The proposed 2017 CIP projects, categorized by citywide capital project types, are as follows:
Project Category Project Description*
Proposed
2017
Funding
Capital
Enhancement
Construction
resulting in the
expansion or
significant
improvement of
an existing
facility or asset
Projects have a
discrete start
and end date
Projects are
location specific
Confluence Area
Restoration -
Phase II
Restore riparian habitat in the Boulder
Creek and South Boulder Creek confluence
area
$300,000
Farm Site
Improvements
Improvements to existing agricultural
buildings and infrastructure, used for
agricultural production, hay and equipment
storage, livestock shelters and grain storage
$60,000
Flood Eng. Trails
– Skunk/Mesa
Trail Crossing
and Restoration
Flood recovery project within the “Flood
Eng. Trails” CIP that addresses
recommendations of the WTSA $150,000
Flood Trails –
Amphitheatre
Bridge
Flood recovery project within the “Flood
Trails” CIP that incorporates the
recommendations of the WTSA $305,000
Innovations
(e.g. Biomimicry)
Explore and encourage the use of different
approaches to design and management of
the OSMP system
$75,000
NTSA
Implementation
Implementation of trail and conservation
projects that were identified in the North
Trail Study Area
$400,000
S. Boulder Creek
at
E. Boulder Ditch
Headgate
Flood restoration project to improve
existing ditch infrastructure while ensuring
delivery of water rights and allowing fish
passage
$300,000
Visitor
Infrastructure
Amenities -
System Wide
Improve amenities, including bike racks,
trash cans, and visitor center
improvements $200,000
AGENDA ITEM 3D PAGE 5
WTSA
Implementation
Implementation of trail and conservation
projects that were identified in the West
Trail Study Area
$400,000
Project Category Project Description*
Proposed
2017
Funding
Capital
Maintenance
Projects result in
the repair,
replacement, or
renovation of an
existing asset
Projects may or
may not have a
discrete start
and end date
Projects are
location specific
or programs that
cover a
geographic area
Agricultural
Facilities Projects
Repair, replacement or renovation of
existing agricultural infrastructure,
including fencing and agricultural irrigation
items
$110,000
Cultural
Resource/Facility
Restoration
Improvement of the condition of historic
structures, including but not limited to
barns, houses, sheds, and shelters
$110,000
Ecological
System
Maintenance/
Restoration
Ecological system maintenance and
restoration advancing resource
conservation as directed by Grassland and
Forest Management Plans, Trail Study Area
Plans, Agricultural Plan and eventually the
Open Space Master Plan
$110 ,000
Facilities
Maintenance
Implement facilities assessment
recommendations on priority projects,
deferred maintenance, and other capital
facilities projects
$200,000
Major Trail
Maintenance
Trail Study Area Plans and the trails
capacity study results will inform major trail
maintenance investments
$110,000
Project Category Project Description*
Proposed
2017
Funding
Capital Planning
Studies
Project results in
development of
a study or plan
which is
intended to
OSMP Master
Plan Update
Recast the Visitor Master Plan update to
develop an OSMP Master Plan, establishing
policies and priorities that align the
department with shared goals,
measureable objectives and metrics to
$300,000
AGENDA ITEM 3D PAGE 6
identify, plan, or
prepare for the
construction or
acquisition of
capital assets or
capital program
Projects have
discrete start
and end date
implement the Open Space Charter.
Project Category Project Description*
Proposed
2017
Funding
Land & Asset
Acquisition
Project or
program results
in the acquisition
of real property,
such as land,
mineral or water
rights, or
permanent
easements
Projects may
have discrete
start and end
dates, or may be
programmatic
Projects or
programs may
be location
specific or city-
wide
OSMP Campus
Relocation /
Modification
Study and analysis to identify preferred
alternatives that may require remodeling
existing spaces and/or reconstruction of
some facilities, and/or evaluating new
space on currently owned or potentially
acquired property
$700,000
Real Estate
Acquisition
Acquisition of additional acres of open
space, aligned with the OSMP acquisition
plan area as approved by OSBT and the City
Council
$4.5M
Mineral Rights
Acquisition
Purchase underlying mineral interests from
private property owners as they become
available on the real estate market
$100,000
New Property
Stabilization
Funds for new property
stabilization/immediate improvements on
OSMP Real Estate Acquisitions
$200,000
Water Rights
Acquisition
Purchase additional water from private
owners or others for use on Open Space
and Mountain Parks for agricultural and
environmental purposes
$200,000
Questions for the Board
What questions does the OSBT have regarding the department’s draft 2017 CIP project list?
Does the OSBT support the recommended priorities for 2017 CIP projects?
Does the OSBT have priorities or projects that are not included in the draft 2017-2022 CIP?
AGENDA ITEM 3D PAGE 7
Operating and Capital Budget Development Processes
Key dates for the budget development processes are included below:
Milestone Date
Citywide CIP Information Sharing Meeting April 1
OSBT Information Item (1st Touch) April 13
Budget Guidelines and Targets to Departments April 18
1st Draft CIP to Planning April 29
Budget and Revenue Update to City Council May 10
OSBT Draft CIP Discussion Item (2nd Touch) May 9*
Proposed Operating and CIP Budget Submittals Due to CMO May 31
OSBT CIP Public Hearing, Discussion and Recommendation (3rd
Touch)
June 15
Executive Budget Meeting with OSMP June 30
OSBT Operating Budget Public Hearing, Discussion and
Recommendation
July 13
Planning Board CIP Hearing July 28
City Council CIP Study Session August 9
City Council Budget Study Session September 13
City Council Budget Consideration (1st & 2nd Readings) October 4 & 18
*OSBT Regular Meeting Date changed from May 11 to May 9
Attachment
A: Draft 2017-2022 CIP, Summary and Project Sheets
B: CIP Project Descriptions
AGENDA ITEM 3D PAGE 8
Column1 Column2 Estimated Total Cost
2017
Recommended
2018
Projected
2019
Projected
2020
Projected
2021
Projected
2022
Projected
Unfunded
Amount
OPEN SPACE & MOUNTAIN PARKS Department Total $38,775,000 $8,830,000 $8,115,000 $7,365,000 $4,455,000 $4,880,000 $5,130,000 -
CIP - CAPITAL ENHANCEMENT Subtotal $7,415,000 $2,190,000 $1,635,000 $1,010,000 $910,000 $910,000 $760,000 -
Confluence Area Restoration Phase II $300,000 $300,000 ------
Farm Site Improvements $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 -
Flood Eng. Trails - Skunk/Mesa Trail Crossing and Restoration $150,000 $150,000 ------
Flood Trails - Amphitheatre Bridge $305,000 $305,000 ------
Goodhue Ditch Fish Passage $300,000 -$300,000 -----
Innovations (Biomimicry)$650,000 $75,000 $175,000 $100,000 $100,000 $100,000 $100,000 -
NTSA Implementation $2,500,000 $400,000 $500,000 $500,000 $400,000 $400,000 $300,000 -
S. Boulder Creek at E. Boulder Ditch Headgate $300,000 $300,000 ------
Visitor Infrastructure Amenities System Wide $1,200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 -
WTSA Implementation $1,350,000 $400,000 $400,000 $150,000 $150,000 $150,000 $100,000 -
CIP - CAPITAL MAINTENANCE Subtotal $4,310,000 $640,000 $680,000 $705,000 $745,000 $770,000 $770,000 -
Agricultural Facilities Projects $740,000 $110,000 $120,000 $120,000 $130,000 $130,000 $130,000 -
Cultural Resource/Facility Restoration $740,000 $110,000 $120,000 $120,000 $130,000 $130,000 $130,000 -
Ecological System Maintenance/Restoration $740,000 $110,000 $120,000 $120,000 $130,000 $130,000 $130,000 -
Facilities Maintenance $1,350,000 $200,000 $200,000 $225,000 $225,000 $250,000 $250,000 -
Major Trail Maintenance $740,000 $110,000 $120,000 $120,000 $130,000 $130,000 $130,000 -
CIP - CAPITAL PLANNING Subtotal $1,450,000 $300,000 $100,000 $150,000 $200,000 $300,000 $400,000 -
ETSA Planning and Implementation $950,000 --$50,000 $200,000 $300,000 $400,000 -
OSMP Master Plan Update $500,000 $300,000 $100,000 $100,000 ----
CIP - LAND ACQUISITION Subtotal $25,600,000 $5,700,000 $5,700,000 $5,500,000 $2,600,000 $2,900,000 $3,200,000 -
OSMP Campus Relocation $2,200,000 $700,000 $700,000 $500,000 $100,000 $100,000 $100,000 -
OSMP Real Estate Acquisition $20,400,000 $4,500,000 $4,500,000 $4,500,000 $2,000,000 $2,300,000 $2,600,000 -
Mineral Rights Acquisition $600,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 -
New Property Stabilization $1,200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 -
Water Rights Acquisition $1,200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 -
ATTACHMENT A
AGENDA ITEM 3D PAGE 9
.This page is intentionally left blank.AGENDA ITEM 3D PAGE 10
Project Name:Confluence Area Restoration Phase 2
Project at a Glance
Project Type:CIP-CAPITAL ENHANCEMENT
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:AREA III
Project Number:555ES15002 BVCP Area:AREA III
CEAP Required:No CEAP Status:N/A
Project Description
Project will restore riparian habitat in the Boulder Creek and South Boulder Creek confluence area. The September 2013 flood
impacted the creeks through this area by eroding banks and depositing sediment in the channel. The work will entail restoring
streambank and streambed structure, creating aquatic habitat and planting riparian trees and shrubs to create a sustainable
riparian area.
Project Phasing
Phase 1 permitting and design completed in 2016.
Construction - $300k for Phase 2
2017 funds are additonal construction funds added to prior year design and construction funds.
Public Process
Public input opportunities at OSBT public meeting, press release, and notification via the permitting process.
Interdepartmental and Interagency Collaboration Change From Past CIP
This project will be coordinated with the COB utilities and
transportation workgroups and the existing city utilities in this
area, the CDOT US36 Wetland Mitigaton project, the
Colorado Water Conservation Board, the Colorado Parks and
Wildlife Division, affected landowners.
Added 2017 funding.
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $108,667 $101,386 $300,000 $0 $0 $0 $0 $0
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$401,386
Additional Annual Operating and Maintenance
Additional Annual
O&M:
0 Funding Source for
O&M:
Additional Annual O&M Description:
Monitoring and weed control during establishment by staff.
ATTACHMENT B
AGENDA ITEM 3D PAGE 11
Project Name:Farm Site Improvements
Project at a Glance
Project Type:CIP-CAPITAL ENHANCEMENT
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:SYSTEM-WIDE
Project Number:555AG16001 BVCP Area:SYSTEM-WIDE
CEAP Required:No CEAP Status:N/A
Project Description
This funding is for deferred maintenance to existing agricultural buildings and infrastructure. It is mainly for out-buildings and
structures that are used for hay and equipment storage, livestock shelters and grain storage. The funding could also be used for
maintenance on farm homes that exist on OSMP properties that are used to support agricultural production. The improvements
may be identified in the Agricultural Resource Management Plan that is expected to be approved in 2016 or through other
methods such as prioritization of the soon-to-be-completed facilities condition assessment. The necessary work and funding
level may be revised in future years as the needs and the work planning is completed.
Project Phasing
Construction Phase for maintenance to existing OSMP inftrastructure. Planning and Design: $0
Construction: $60,000 in 2017 (same through 2022)
Public Process
The projects are maintenance to existing structures on OSMP properties so no porcess is anticipated.
Interdepartmental and Interagency Collaboration Change From Past CIP
Most of this maintenance work is on OSMP property and, if
needed, will be coordinated with the adjacent property
owners and the cultural resources staff in OSMP.
None. This program is funded annually in the OSMP CIP.
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $0 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$420,000
Additional Annual Operating and Maintenance
Additional Annual
O&M:
0 Funding Source for
O&M:
Additional Annual O&M Description:
The maintenance will lessen O&M requirements.
AGENDA ITEM 3D PAGE 12
Project Name:Flood Eng. Trails
Project at a Glance
Project Type:CIP-CAPITAL ENHANCEMENT
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:AREA III
Project Number:555BOULD33 BVCP Area:AREA III
CEAP Required:No CEAP Status:N/A
Project Description
This CIP project titled Flood Engineered Trails is a group of repairs that are intended to correspond with the related FEMA
project, or worksheet, for OSMP trail reconstruction when the trail is replaced at least partially outside of the existing trail
alignment.
Locations included in this project include the Lower Big Bluestem Trail repair, the South Mesa Trail repair and smaller trails that
will be partially reconstructed outside of their current alignment.
In 2017, funding will be added to support the Skunk/Mesa Trail Crossing and Restoration project, initially outside of the FEMA
scope of work but now potentially eligible for reimbursement.
Project Phasing
2017 Expected:
Lower Big Bluestem Trail Repairs; Construction - $155.3k
South Mesa Trail Repair: Construction - $317.3k
Small Trail Repairs: Construction - $100k
Public Process
Staff will provide updates to the Open Space Board and will hold public hearings for these discussions, if the trail realignments
are significant.
Interdepartmental and Interagency Collaboration Change From Past CIP
All work will be coordinated with OSMP Ecologists and
Cultural Resources Staff. In addition OSMP will coordinate
with city’s central flood recovery group.
Added 2017 funding for Skunk/Mesa project.
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Lottery $236 $360,364 $0 $0 $0 $0 $0 $0
Funding to Completion $0
Future Unfunded $0
Open Space $328,280 $1,007,342 $150,000 $0 $0 $0 $0 $0
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$1,517,706
Additional Annual Operating and Maintenance
Additional Annual
O&M:
0 Funding Source for
O&M:
Additional Annual O&M Description:
Trail reconstruction will reduce O&M cost
AGENDA ITEM 3D PAGE 13
Project Name:Flood Trails
Project at a Glance
Project Type:CIP-CAPITAL MAINTENANCE
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:AREA III
Project Number:555BOULD24 BVCP Area:AREA III
CEAP Required:No CEAP Status:N/A
Project Description
This project is a grouping of flood recovery locations intended to correspond with the related FEMA project (worksheet) for OSMP
trail reconstruction when trails are replaced in the previously existing trail alignment.
Specific projects to be continued or started in 2017 include: Chautauqua trail repairs, Shanahan trail repairs, and other smaller
trail repairs.
In 2017, funding will be added to support the Amphitheatre Bridge project, initially outside of the FEMA scope of work but now
potentially eligible for reimbursement.
Project Phasing
Chautauqua Trail Repairs: Design - $25k, Construction - $450k
Shanahan Trail Repair: Design - $30k, Construction - $786k
Small Trail Repairs: Construction - $100k
Public Process
No public process is planned as the trail repair is occurring in the current location and considered maintenance to the existing
system. Trail users will be notified through public outreach methods including press releases and the website.
Interdepartmental and Interagency Collaboration Change From Past CIP
Work will be coordinated with OSMP Ecologists and Cultural
and Historical Staff along with City and County Planning staff.
In addition OSMP will coordinate with city’s central flood
recovery group.
Added 2017 funding for Amphitheatre Bridge project.
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $414,739 $2,472,935 $305,000 $0 $0 $0 $0 $0
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$2,777,935
Additional Annual Operating and Maintenance
Additional Annual
O&M:
0 Funding Source for
O&M:
Additional Annual O&M Description:
Trail reconstruction will reduce O&M cost from flood damage.
AGENDA ITEM 3D PAGE 14
Project Name:Goodhue Ditch Fish Passage
Project at a Glance
Project Type:CIP-CAPITAL ENHANCEMENT
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:AREA III
Project Number:555ES16001 BVCP Area:AREA III
CEAP Required:No CEAP Status:N/A
Project Description
Design and construct a fish passage structure on the Goodhue Ditch Diversion on South Boulder Creek to allow for the passage
of native and sport fish and to connect upstream and downstream aquatic habitat.
Originally programmed in the 2017 CIP, this project has been delayed to 2018 to complete time sensitive flood recovery efforts
related to Boulder and South Boulder Creek confluence area restoration.
Project Phasing
1.Design $25,000
2. Permitting $20,000
3. Construction $255,000
Public Process
Public input opportunities at OSBT public meeting, press release, and notification via the permitting process.
Interdepartmental and Interagency Collaboration Change From Past CIP
Collaborate with the ditch company and shareholders,
Colorado Parks and Wildlife, local conservation groups and
the affected public.
Project shifted from 2017 to 2018 to complete flood recovery
projects
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $0 $0 $0 $300,000 $0 $0 $0 $0
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$300,000
Additional Annual Operating and Maintenance
Additional Annual
O&M:
No
Funding Source for
O&M:
Additional Annual O&M Description:
AGENDA ITEM 3D PAGE 15
Project Name:OSMP Innovations
Project at a Glance
Project Type:CIP-CAPITAL ENHANCEMENT
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:AREA III
Project Number:555CO16001 BVCP Area:AREA III
CEAP Required:No CEAP Status:N/A
Project Description
Explore and encourage the use of innovations on OSMP property, to evaluate different approaches to design and management of
the OSMP system. For example, an initial biomimicry innovation project could utilize biological concepts to rethink road and trail
design.
The use of innovations will be explored further starting in 2016 and continuing with the first year of funding in 2017.
Project Phasing
Funding will be defined in late 2016 and early 2017 to determine next steps likely starting with design and followed by
construction in 2018 and beyond.
Public Process
These projects will be noticed on the OSMP web site. OSBT will be informed of these projects and asked for guidance as to
appropriateness.
Interdepartmental and Interagency Collaboration Change From Past CIP
Interdepartmental and Interagency Collaboration will be
defined in 2016 and into early 2017 depending on the type
and extent of the innovation projects. Specifically for
biomimicry, the EPA consultant will continue to provide
guidance throughout the process, as available.
None. This program is funded annually in the OSMP CIP.
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $0 $0 $75,000 $175,000 $100,000 $100,000 $100,000 $100,000
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$650,000
Additional Annual Operating and Maintenance
Additional Annual
O&M:
TBD
Funding Source for
O&M:
Additional Annual O&M Description:
AGENDA ITEM 3D PAGE 16
Project Name:NTSA Implementation
Project at a Glance
Project Type:CIP-CAPITAL ENHANCEMENT
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:AREA III
Project Number:555NTSA001 BVCP Area:AREA III
CEAP Required:No CEAP Status:N/A
Project Description
The NTSA encompassess approximately 7,700 acres and includes the North Foothills area north of Lee Hill Road and the
Boulder Valley Ranch area extending east to SH 119/Diagional Highway. The Plan will delineate some new trails and major
maintenance for some designated trails and closure and reclamation of the other undesignated tails, conservation projects,
trailhead improvements and upgraded and or additional regulatory, way-finding and interpretive signs. The Plan will be completed
in 2016 with implementation beginning in 2016 taking up to ten years to complete.
Project Phasing
2017 implementation will include trailhead projects including Degge and Daggel and design and initial implementation
of conservation projects. Further NTSA costing will be completed in 2016 and may affect out-year funding.
Total implementation costs are divided across a 6-year implementation horizon.
Public Process
The public process includes email, newsletters, public workshops, on trail and at trailhead outreach, engagement with the youth
and outreach at local businesses. There are regular check-ins with the OSBT, updates to the city council and final review and
acceptance with a public hearing by the OSBT and city council.
Interdepartmental and Interagency Collaboration Change From Past CIP
Coordination with the city Parks and Recreation Department
for the Boulder Resevoir Master Plan, with Boulder County
Parks and Open Space on neighboring properties and with
CDOT on properties adjacent to their facilities, including
US36.
Funding added in out years based on plan costing.
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $68,067 $100,000 $400,000 $500,000 $500,000 $400,000 $400,000 $300,000
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$2,600,000
Additional Annual Operating and Maintenance
Additional Annual
O&M:
TBD
Funding Source for
O&M:
Additional Annual O&M Description:
Monitor, maintain, rehabilitate trails when needed
AGENDA ITEM 3D PAGE 17
Project Name:S.Bldr Crk at E.Bldr Ditch Const
Project at a Glance
Project Type:CIP-CAPITAL ENHANCEMENT
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:EAST BOULDER
Project Number:555ES16003 BVCP Area:AREA III
CEAP Required:No CEAP Status:N/A
Project Description
Improve existing ditch infrastructure to minimize impacts to OSMP land from ditch maintenance activities while ensuring delivery
of water rights. Improvements will also allow fish passage at the existing diversion.
Project Phasing
1. Design $50,000
2. Permitting $60,000
3. Construction $190,000
Public Process
Public input opportunities at OSBT public meeting, press release, and notification via the permitting process.
Interdepartmental and Interagency Collaboration Change From Past CIP
Collaborate with Ditch Company and shareholders, Colorado
Parks and Wildlife, local conservation groups and the
affected public.
One-time funding to complete flood recovery project.
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $0 $0 $300,000 $0 $0 $0 $0 $0
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$300,000
Additional Annual Operating and Maintenance
Additional Annual
O&M:
0
Funding Source for
O&M:
Additional Annual O&M Description:
O&M costs for ditch maintenance are reduced by this project.
AGENDA ITEM 3D PAGE 18
Project Name:Visitor Infrastructure Amenities
Project at a Glance
Project Type:CIP-CAPITAL ENHANCEMENT
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:SYSTEM-WIDE
Project Number:555VISW001 BVCP Area:AREA III
CEAP Required:No CEAP Status:N/A
Project Description
In the past, this program provided funding on a system-wide basis for planning capital maintenance and new construction on
existing trails and trailheads, other facilities that improved the visitor experience (e.g. safe roads crossings) and capital restoration
of areas where visitor impacts are high. In 2017, the project will be updated to support amenities, for example bike racks, trash
and recycle cans, and visitor center improvements. Projects will be identified by staff, public concerns and through the various
trail study area plans or opportunistically as needs arise throughout the year.
Project Phasing
2017-2022 Construction- $200k/year
Public Process
OSBT, CC and the public will have input as the various OSMP plans are developed. In addition, these projects will be noticed on
the OSMP web site.
Interdepartmental and Interagency Collaboration Change From Past CIP
Work will be coordinated with OSMP Ecologists and Cultural
and Historical Staff. Where appropriate OSMP will coordinate
with City of Boulder Parks and Recreation, City Planning,
Boulder County staff and CDOT staff, depending on the
project and its location.
Funding added in out years to make this an annual OSMP
CIP project.
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $0 $100,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$1,300,000
Additional Annual Operating and Maintenance
Additional Annual
O&M:
0
Funding Source for
O&M:
Additional Annual O&M Description:
Monitor, Maintain, rehabiliate trails when needed
AGENDA ITEM 3D PAGE 19
Project Name:WTSA Implementation
Project at a Glance
Project Type:CIP-CAPITAL ENHANCEMENT
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:AREA III
Project Number:555WTSA001 BVCP Area:AREA III
CEAP Required:No CEAP Status:N/A
Project Description
This funding is for implementation of trail projects that were identified in the West Trail Study Areas.
The funds will allow for implementation of the following projects: Chautauqua Phase II (Ski Jump reroute, Chautauqua Trail
repair, 6th street connector designation and repair), Flagstaff Trail reroute (as it drops down into Gregory Canyon
Trailhead/Road), Royal Arch repairs, Long Canyon Reroute, Completion of Lion’s Lair (Wittemyer), partial implementation of trail
projects on NIST, the Dakota Ridge connector trails (in conjuction with the work occurring at Sanitas).
Project Phasing
In 2017, WTSA funds will support Chapman Drive TH Infrastructure, Amphitheatre, Baseline Trail to Sidewalk
Connections, 3rd Flatiron Descent, Lower Flagstaff, and Ski Jump.
Future years- Construction ($400k in 2018, $150k/year 2019-2021, $100k in 2022).
Public Process
All of the trail project were identified in the West Trail Study Area Plan, which went through a lengthy public involvement process.
However, the Flagstaff Trail Reroute and next steps of the NIST project may require additional public process including outreach
to interested community members and OSBT.
Interdepartmental and Interagency Collaboration Change From Past CIP
Depending on which alternative is pursued for the Flagstaff
Trail project, additional collaboration with City Transportation
may be needed.
Funding adjusted in out years based on implementation
status.
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $27,952 $69,530 $400,000 $400,000 $150,000 $150,000 $150,000 $100,000
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$1,419,530
Additional Annual Operating and Maintenance
Additional Annual
O&M:
0
Funding Source for
O&M:
Additional Annual O&M Description:
Trail repairs will reduce on-going O&M.
AGENDA ITEM 3D PAGE 20
Project Name:Agriculture Facilities Projects
Project at a Glance
Project Type:CIP-CAPITAL MAINTENANCE
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:SYSTEM-WIDE
Project Number:555AG15001 BVCP Area:SYSTEM-WIDE
CEAP Required:No CEAP Status:N/A
Project Description
This item funds smaller capital maintenance projects for the repair, replacement or renovation of existing OSMP agricultural
infrastructure. Typically this money is used for replacement or new installation of fences (approx. 8-10 fence projects per year at
$5k-$10k per project) and agricultural irrigation items such as head gates, division boxes and irrigation ponds (approx. 4-6
irrigation projects per year at $7k to $12k). The projects are either identified in the Agricultural Resource Management Plan that
is on track to be adopted in early 2016, the current OSMP fence inventory, or as opportunistic projects identified throughout the
year.
Project Phasing
Construction Phase for smaller capital maintenance projects. Planning and Design: $0
Construction: $110,000 in 2017, similar costs projected through 2022 ($120,000 in 2018 and 2019, $130,000 in 2020,
2021 and 2022).
Public Process
The Agricultural Resource Management Plan will go through a public process and may identify some of the projects to be funded
in this category. For the individual sites, the infrastructure is already present and these funds will generally be used to replace the
existing infrastructure with facilities of similar design and function. Adjacent property owners will be consulted, as necessary.
Interdepartmental and Interagency Collaboration Change From Past CIP
The city's Utilities staff may be involved with some water
infrastructure projects as they are often shareholders in the
same local ditch companies as OSMP.
None. This program is funded annually in the OSMP CIP.
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $57,419 $110,000 $110,000 $120,000 $120,000 $130,000 $130,000 $130,000
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$850,000
Additional Annual Operating and Maintenance
Additional Annual
O&M:
0
Funding Source for
O&M:
Additional Annual O&M Description:
This maintenance work will reduce future O&M costs.
AGENDA ITEM 3D PAGE 21
Project Name:Cultural Resource/Facility Restorat
Project at a Glance
Project Type:CIP-CAPITAL MAINTENANCE
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:SYSTEM-WIDE
Project Number:555CR15001 BVCP Area:SYSTEM-WIDE
CEAP Required:No CEAP Status:N/A
Project Description
Improvement of the condition of historic structures, including but not limited to barns, hosues, sheds, and shelters, as well as
planning and development of a cultural preservation assessment and prioritization plan that will inform the priorities for the future.
Project Phasing
Planning - $30k. The early fundng will cover an assessment and prioritization of the OSMP cultural and historic
resources. This effort will inform the future spending in coordination with the department master plan.
Construction - $80k. All remaining funds will be used for maintenance activities.
Similar funding is scheduled for out years ($120k in 2018 and 2019, $130k in 2020, 2021, and 2022).
Public Process
Updates on work will be provided to the OSBT, as needed. Most work is maintenance to existing structures so public process is
not anticipated.
Interdepartmental and Interagency Collaboration Change From Past CIP
Work will be coordinated with Boulder County Preservation
staff and the State Historic Preservation office
None. Program is funded annually in the OSMP CIP.
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $11,664 $48,336 $110,000 $120,000 $120,000 $130,000 $130,000 $130,000
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$788,336
Additional Annual Operating and Maintenance
Additional Annual
O&M:
Unknown
Funding Source for
O&M:
Additional Annual O&M Description:
Improvements to facilities will likely reduce O&M needs
AGENDA ITEM 3D PAGE 22
Project Name:Ecological System Maintenance/Restr
Project at a Glance
Project Type:CIP-CAPITAL MAINTENANCE
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:SYSTEM-WIDE
Project Number:555ES17001 BVCP Area:SYSTEM-WIDE
CEAP Required:No CEAP Status:N/A
Project Description
As OSMP shifts from acquisition to system stewardship, these ongoing capital dollars will support ecological system maintenance
and restoration as directed by the Open Space Master Plan, Trail Study Area Plans, Grassland and Forest Management Plans,
and Agricultural Plan.
Project Phasing
Funding will begin in 2017 with $110k, with similar funding in subsequent years.
2018 and 2019 - $120k
2020-2022 - $130k
Public Process
Per above referenced plans.
Interdepartmental and Interagency Collaboration Change From Past CIP
Adjacent agency property owners.New project with annual funding in the OSMP CIP.
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $0 $0 $110,000 $120,000 $120,000 $130,000 $130,000 $130,000
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$740,000
Additional Annual Operating and Maintenance
Additional Annual
O&M:
Unknown
Funding Source for
O&M:
Additional Annual O&M Description:
Improvements will likely reduce O&M needs
AGENDA ITEM 3D PAGE 23
Project Name:Facilities Maintenance
Project at a Glance
Project Type:CIP-CAPITAL MAINTENANCE
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:SYSTEM-WIDE
Project Number:555FA17001 BVCP Area:SYSTEM-WIDE
CEAP Required:No CEAP Status:N/A
Project Description
In 2016, OSMP will conduct a facilities assessment with Case Forensics to inventory all OSMP structures, determine their
condition and what is needed to maintain them including the priority of each facility along with estimated maintenance and repair
costs both immediate and long term. This information will be delivered to OSMP in a database to which additional structures and
their data can be added and from which reports can be generated.
Project Phasing
Funding will begin in 2017 at $250K with slightly increasing funding in future years.
2018 - $270k
2019 - $290k
2020 - $310k
2021 - $330k
2022 - $350k
Public Process
Interdepartmental and Interagency Collaboration Change From Past CIP
New project with annual funding in the OSMP CIP.
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $0 $175,000 $200,000 $200,000 $225,000 $225,000 $250,000 $250,000
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$1,525,000
Additional Annual Operating and Maintenance
Additional Annual
O&M:
Funding Source for
O&M:
Additional Annual O&M Description:
This will reduce future O&M costs.
AGENDA ITEM 3D PAGE 24
Project Name:Major Trail Maintenance
Project at a Glance
Project Type:CIP-CAPITAL MAINTENANCE
Department: Subcommunity:SYSTEM-WIDE
Project Number:555OSTP001 BVCP Area:SYSTEM-WIDE
CEAP Required:No CEAP Status:N/A
Project Description
In 2016 OSMP initiated a trails capacity study, the results of which will shape major trail maintenance investment in the coming
years. This CIP project is part of an increased department-wide investment in land and system stewardship. Spending will be
guided by the Open Space Master Plan and Trail Study Area Plans.
Project Phasing
Funding will begin in 2017 at $110k with similar funding in subseqeunt years.
2018 and 2019 - $120k
2020-2022 - $130k
Public Process
These projects will be noticed on our web page.
Interdepartmental and Interagency Collaboration Change From Past CIP
Work will be coordinated with OSMP Ecologists and Cultural
and Historical Staff.
New project with annual funding in the OSMP CIP.
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $3,288 -$253,990 $110,000 $120,000 $120,000 $130,000 $130,000 $130,000
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$486,010
Additional Annual Operating and Maintenance
Additional Annual
O&M:
Funding Source for
O&M:
Additional Annual O&M Description:
Improvements will likely reduce O&M needs
AGENDA ITEM 3D PAGE 25
Project Name:ETSA - Plan and Implementation
Project at a Glance
Project Type:CIP-CAPITAL PLANNING STUDIES
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:AREA III
Project Number:555ETSA001 BVCP Area:AREA III
CEAP Required:No CEAP Status:N/A
Project Description
The East Trail Study Area (TSA) encompasses approximately 11,000 acres of OSMP including Sawhill Ponds, the East Boulder
Trail, the Bobolink and Teller Farm trailheads. It extends general east of the City of Boulder, southeast of the Diagonal Highway
and north of US 36. The East Trail Study Area (TSA) Plan seeks to improve visitor experiences and increase the sustainability of
trails and trailheads while conserving the area’s natural, cultural and agricultural resources. Outcomes may include:
-strategies to provide high-quality visitor experiences for a diversity of recreational opportunities,
-visitor infrastructure enhancements, such as trail connections, and trail and trailhead improvements,
-actions that sustain trails and surrounding landscapes.
--projects to reduce trail erosion, the re-routing of trails around wildlife habitats,
--the removal of redundant paths and
--the restoration of disturbed areas.
-protection of sensitive ecological areas and the restoration of disturbed areas.
Project Phasing
Funding was originally scheduled to begin in 2018. This has been delayed to 2019 to first complete the Open Space
Master Plan update.
Planning - 2019: $50,000, 2020: 200,000 Followed by implementation in 2021 and beyond.
Public Process
There will be ample opportunity for community input. Staff is currently experimenting with a number of techniques to broaden
community participation in the North TSA plan and will also learn from the OSMP masterplan effort. The results of these
processes will inform staff’s approach to public process in the East TSA.
Interdepartmental and Interagency Collaboration Change From Past CIP
The East TSA plan includes opportunities to collaborate with
other departments around issues such as ecological
conservation, fitness and health, climate action, multi-modal
linkages, etc. The level of collaboration with Boulder County,
Colorado Parks and Wildlife, and other agency partners will
be commensurate with their interest and the benefit to the
community.
Shifted start date to 2019 to focus on Open Space Master
Plan.
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $0 $0 $0 $0 $50,000 $200,000 $300,000 $400,000
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$950,000
Additional Annual Operating and Maintenance
Additional Annual
O&M:
TBD
Funding Source for
O&M:
Additional Annual O&M Description:
Monitor, maintain, rehabilitate trails when needed.
AGENDA ITEM 3D PAGE 26
Project Name:OSMP Master Plan Update
Project at a Glance
Project Type:CIP-CAPITAL PLANNING STUDIES
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:SYSTEM-WIDE
Project Number:555OSMP001 BVCP Area:SYSTEM-WIDE
CEAP Required:No CEAP Status:N/A
Project Description
At the 2016 retreat, City Council requested that staff provide a public process breather for the community and focus on an update
to the Visitor Master Plan. The department will recast this plan as the Open Space Master Plan, which will address a set of
previously identified overarching issues such as carrying capacity, night-time and temporal use and climate change mitigation and
adaptation. The plan will also establish a set of policies and priorities and to align the department with shared goals,
measureable objectives and metrics to implement the Open Space sections of the City Charter. An OSMP Master Plan will
improve integration of departmental work group efforts and be clearly linked to the Boulder Valley Comprehensive Plan. The
process is anticipated to take between 18 and 24 months to complete.
Project Phasing
2016 - Data gathering and inventory - $252k
2017 - Planning begins in first half of year - $300k
Implementation - 2018 - 2022 - the amount to be refined or reallocated based on the outcome of the plan.
Public Process
There will be ample opportunity to community input. Staff is currently experimenting with a number of techniques to broaden
community participation in the North TSA plan. The results of that effort will inform staff’s approach to public process in for the
OSMP master plan.
Interdepartmental and Interagency Collaboration Change From Past CIP
The OSMP Master plan will link with the Boulder Valley
Comprehensive Plan. This will provide a nexus for
interdepartmental collaboration around issues such as
ecological conservation, fitness and health, climate action,
multi-modal linkages, etc. The level of collaboration with
Boulder County, Colorado Parks and Wildlife, and other
agency partners will be commensurate with their interest and
the benefit to the community.
Funding adjusted in out years based on revised costing.
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $0 $252,000 $300,000 $100,000 $100,000 $0 $0 $0
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$752,000
Additional Annual Operating and Maintenance
Additional Annual
O&M:
TBD
Funding Source for
O&M:
Additional Annual O&M Description:
Not known at this time.
AGENDA ITEM 3D PAGE 27
Project Name:OSMP Campus Relocation
Project at a Glance
Project Type:CIP-LAND ACQUISITION
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:SYSTEM-WIDE
Project Number:555FA16001 BVCP Area:AREA III
CEAP Required:No CEAP Status:N/A
Project Description
In 2015, OSMP completed Phase 1 of its space analysis with Studio Terra, which identified short-, medium-, and long-term
departmental space needs. In 2016, Phase 2 will evaluate space alternatives including utilization of the current space (spread
across various locations either as it exists or reconfigured), or if there is a need to pursue a new OSMP campus. The analysis
will identify preferred alternatives that may require remodeling existing spaces and/or reconstruction of some facilities, and/or
evaluating new space on currently owned or potentially acquired property.
Project Phasing
2017 funding will likely cover the short term alternatives identified in the space needs analysis. In 2017, further
analysis will be completed by internal teams around potential future sites for an OSMP campus. The medium to long
term solutions will be identified and funded in out years of the CIP. Funding amounts will be modified in out years, if
needed.
Public Process
N/A
Interdepartmental and Interagency Collaboration Change From Past CIP
This effort will be coordinated with FAM so they can serve as
a technical resource to help direct and review any proposals
and cost estimates. Furthermore, coordination with FAM
allows for potential collaboration on current and future
citywide solutions.
Increased annual funding in the OSMP CIP.
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $0 $200,000 $700,000 $700,000 $500,000 $100,000 $100,000 $100,000
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$2,400,000
Additional Annual Operating and Maintenance
Additional Annual
O&M:
TBD
Funding Source for
O&M:
Additional Annual O&M Description:
Any additional O&M can't be quantified until the plan is developed.
AGENDA ITEM 3D PAGE 28
Project Name:OSMP Real Estate Acquisition
Project at a Glance
Project Type:CIP-LAND ACQUISITION
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:SYSTEM-WIDE
Project Number:555REA001 BVCP Area:SYSTEM-WIDE
CEAP Required:No CEAP Status:N/A
Project Description
This project is the acquisition of additional acres of open space, subject to available funding within the Open Space and Mountain
Parks acquisition plan area as approved by OSBT and the City Council.
The amount of this CIP project will decrease in 2017 as funds from this project are shifted to the OSMP Campus Relocation and
New Property Stabilization projects.
Project Phasing
All of this funding is for property acquisition. Beginning in 2017, associated costs including immediate deferred
maintenance needs will be funded separately, in the New Property Stabilization project.
Public Process
Property acquisition is reviewed at an OSBT hearing and then by the city council with an associated public hearing.
Interdepartmental and Interagency Collaboration Change From Past CIP
Coordinate with internal OSMP staff including ecologists,
cultural and historic, integrated pest management,
agricultural management and water resources. Typically
other department or outside agency coordination is not
required.
Reduced over time to reflect shift to stewardship.
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $106,662 $5,400,000 $4,500,000 $4,500,000 $4,500,000 $2,000,000 $2,300,000 $2,600,000
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$25,800,00
0
Additional Annual Operating and Maintenance
Additional Annual
O&M:
Minimal
Funding Source for
O&M:
Additional Annual O&M Description:
Incremental maintenance costs for new properties
AGENDA ITEM 3D PAGE 29
Project Name:Mineral Rights Acquisition
Project at a Glance
Project Type:CIP-LAND ACQUISITION
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:SYSTEM-WIDE
Project Number:555MRA001 BVCP Area:SYSTEM-WIDE
CEAP Required:No CEAP Status:N/A
Project Description
This on-going program provides funding to purchase underlying mineral interests from private property owners as they become
available on the real estate market. Many of these interests in minerals, gas, oil and aggregates were severed from the lands
before properties were purchased by the city and could cause future management issues. The definition of a CIP project includes
"the purchase of the physical assets of the community." By purchasing the rights to the mineral, the city is purchasing a physical
asset. Funds also provide for research, mapping and analyzing potential acquisitions. This project is for ongoing funding
program. In addition, should water rights or real property become available to purchase and funds allocated for that purpose are
insufficient, mineral rights acquisition funds may be utilized to make up the deficiency.
Project Phasing
Funding is for mineral acquisitions and associated costs only.
Public Process
None
Interdepartmental and Interagency Collaboration Change From Past CIP
Collaboration with other departments and agencies are
generally not required for the acquisition of mineral rights.
None
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $49,964 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$700,000
Additional Annual Operating and Maintenance
Additional Annual
O&M:
0
Funding Source for
O&M:
Additional Annual O&M Description:
Included in annual appropiation for operations
AGENDA ITEM 3D PAGE 30
Project Name:New Property Stabilization
Project at a Glance
Project Type:CIP-LAND ACQUISITION
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:SYSTEM-WIDE
Project Number:555RE15001 BVCP Area:SYSTEM-WIDE
CEAP Required:No CEAP Status:N/A
Project Description
Funds for new property stabilization/immediate improvements on OSMP Real Estate Acquisitions. Previously, the amount of
funding allocated to this project was by property as indicated in the Closing Memo at the time of acquisition. This has resulted in
insufficient funding to bring new properties to OSMP standards, including breakdown and/or restoration of structures, fencing, etc.
Beginning in 2017, there will be a set amount per year dedicated to this purpose. In the past, approved funds have included:
Schnell Property - $20,000
Robert Oliver- $22,000
Coleman - $50,000
Delier Ranch - $100,000
Project Phasing
2017-2022 - $200k per year
Public Process
Each property acquisition is presented to the OSBT and City Council for approval.
Interdepartmental and Interagency Collaboration Change From Past CIP
New project with annual funding in the OSMP CIP.
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $32,850 $159,150 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$1,359,150
Additional Annual Operating and Maintenance
Additional Annual
O&M:
Funding Source for
O&M:
Additional Annual O&M Description:
Improvements will likely reduce O&M needs
AGENDA ITEM 3D PAGE 31
Project Name:Water Rights Acquisition
Project at a Glance
Project Type:CIP-LAND ACQUISITION
Department:OPEN SPACE & MOUNTAIN
PARKS
Subcommunity:SYSTEM-WIDE
Project Number:555WRA001 BVCP Area:SYSTEM-WIDE
CEAP Required:No CEAP Status:N/A
Project Description
This on-going project provides funding to purchase additional water from private owners or others for use on Open Space and
Mountain Parks for agricultural and environmental purposes. By purchasing the water rights, the city is purchasing a physical
asset. Program funding includes water acquisitions in the Coal Creek, South Boulder, Boulder and Lefthand Creek watersheds.
Funding will also be used for professional fees, legal and engineering fees, analysis and mapping necessary to manage and
protect the water rights portfolio. Because of continuing wildlife and habitat concerns, the Open Space and Mountain Parks
Resource Operations staff will continue to work with other city departments to assist in enhancing in-stream flow where possible.
Senior water rights can exceed $100,000 per share. Additionally, the department has annual expenditures for the attorney fees
and engineering fees that are required, as noted in this project's description, to defend the departments water rights portfolio.
This project is for an ongoing funding program. In addition, should mineral rights or real property become available to purchase
and funds allocated for that purpose are insufficient, water rights acquisition funds may be utilized to make up the deficiency.
Project Phasing
All funds are for water rights acquisition and associated costs.
Public Process
None
Interdepartmental and Interagency Collaboration Change From Past CIP
Coordinate with internal OSMP staff including ecologists,
cultural and historic, integrated pest management,
agricultural management and water resources. Typically
other department or outside agency coordination is not
required.
None
Capital Funding Plan
Fund(s)Expended
Through
2015
Actuals
Revised
2016
Budget -
Current
Year
2017
Requested
Funding
2018 2019 2020 2021 2022
Open Space $473,298 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000
Funding to Completion $0
Future Unfunded $0
Total Funding Plan:$1,400,000
Additional Annual Operating and Maintenance
Additional Annual
O&M:
Minimal
Funding Source for
O&M:
Additional Annual O&M Description:
Included in annual appropriations for operations
AGENDA ITEM 3D PAGE 32
MEMORANDUM
TO: Open Space Board of Trustees
FROM: Tracy Winfree, Director, Open Space and Mountain Parks
DATE: May 9, 2016
SUBJECT: Greenways Advisory Committee (GAC) Items
________________________________________________________________________
The following memos are being brought before the Open Space Board of Trustees (OSBT) as
a “Matter from the Board” to inform discussion about the Greenways Capital Improvement
Program (CIP) and Fourmile Canyon Creek Community Environmental Assessment Process
(CEAP). This process approach and these packet materials are consistent with other boards
with Greenways Advisory Committee liaisons.
No formal OSBT action is requested and results of the discussion will be taken to the GAC by
Molly Davis, the OSBT GAC liaison.
AGENDA ITEM 4A PAGE 1
This page is intentionally left blank.
AGENDA ITEM 4A PAGE 2
C I T Y O F B O U L D E R
INFORMATION ITEM FOR:
TRANSPORTATION ADVISORY BOARD – May 9, 2016
OPEN SPACE BOARD OF TRUSTEES – May 11, 2016
PLANNING BOARD – May 5, 2016
ENVIRONMENTAL ADVISORY BOARD – May 4, 2016
WATER RESOURCES ADVISORY BOARD – May 16, 2016
PARKS AND RECREATION ADVISORY BOARD – April 25, 2016
GREENWAYS ADVISORY COMMITTEE AGENDA ITEM
MEETING DATE: May 17, 2016
SUBJECT:
2017-2022 Greenways Capital Improvement Program
REQUESTING DEPARTMENT:
Annie Noble – Flood and Greenways Engineering Coordinator
PURPOSE: The 2017-2022 Greenways Capital Improvement Program is being provided to
board members as an information item. If you have any comments or concerns regarding the
2017-2022 Greenways Capital Improvement Program, please pass them along to your
Greenways Advisory Committee representative. If you have questions on this material, please
contact Annie Noble at 303-441-3242 or noblea@bouldercolorado.gov
GREENWAYS ADVISORY COMMITTEE ACTION REQUESTED:
A recommendation from the Greenways Advisory Committee to the City’s Planning Board
and City Council concerning the proposed Greenways Capital Improvement Program is
requested.
Attached is information concerning the proposed 2017-2022 Greenways Capital Improvement
Program (CIP) for review and consideration. A recommendation by the Greenways Advisory
Committee to the city’s Planning Board and Council will be requested at the May GAC meeting.
Attachment A: Greenways 2017-2022 Capital Improvement Program Overview
Attachment B: Greenways 2017-2022 Capital Improvement Program Summary Spreadsheet
Attachment C: Greenways Program CIP Map
AGENDA ITEM 4A PAGE 3
Attachment A
Greenways 2017-2022 Capital Improvements Program
Overview of Department Mission
The City of Boulder Greenways System is comprised of a series of corridors along riparian areas
including Boulder Creek and its 14 tributaries, which provide an opportunity to integrate
multiple objectives, including habitat protection, water quality enhancement, storm drainage
and floodplain management, alternative transportation routes for pedestrians and bicyclists,
recreation and cultural resources.
The Greenways CIP follows an opportunistic approach, contributing funding toward projects
that are being completed by other departments or private development in order to meet the
various objectives of the Greenways Program. The Greenways CIP also looks to leverage funds
with outside agencies in order to move projects forward that meet more than one objective of
the Greenways Program, but may not be the highest priority when evaluating any one
particular objective. Projects included in the Greenways CIP are typically called out in the
Greenways Master Plan and are projects that Greenways staff can take the lead in coordinating.
Funding Overview
The total 2017 Greenways capital budget is $320,441, with an additional $105,000 in the
operating budget. Greenways projects are funded from the Transportation Fund, Stormwater
and Flood Management Utility Fund, and the Lottery Fund. Annual funding distribution for the
Greenways Capital Program for 2017 is as follows:
Transportation - $97,500
Flood Utility - $97,500
Lottery Fund - $125,441
Historically the Lottery contribution to the Greenways Program has been $150,000 per year. As
a result of a projected reduction of the city’s allocation of Lottery funds, starting in 2015, the
Lottery contribution to Greenways was reduced to $125,441 (based on Greenways receiving
15% of the city’s funding allocation, with a projection of total Lottery proceeds assumed to be
$836,275). The city’s allocation of Lottery funds in 2015 exceeded the projected amount,
therefore a budget adjustment will be made in the amount of $26,949 to reflect the increase.
The focus of the Greenways CIP in 2017-2019 is on flood mitigation, bicycle and pedestrian
AGENDA ITEM 4A PAGE 4
multi-use paths and underpasses, and habitat and water quality improvements along the
Fourmile Canyon Creek corridor. These improvements are also being coordinated with the
development of the Violet Park site. In 2020-2022, funding for these types of improvements is
shown for Bear Canyon Creek and Skunk Creek in anticipation of future major drainageway
improvements along these corridors. For more information about the timing and details of
these projects, please see the Utilities -Stormwater/Flood web page:
https://bouldercolorado.gov/flood/creek-projects
In addition to these projects, possible habitat restoration projects during the next few years
include:
• Habitat improvements along Boulder Creek in conjunction with flood mitigation
maintenance (sediment removal)
• Habitat improvements along Fourmile Canyon Creek upstream of Broadway in
conjunction with flood mitigation maintenance (sediment removal)
• Habitat improvements at the confluence of Bear Creek and Boulder Creek at Foothills
Community Hospital in conjunction with sediment removal
• Dry Creek habitat improvements through Flatirons Golf Course
• Goose Creek, railroad to 47th Street tree plantings
• Fish Passage enhancement projects in association with Fishing is Fun grants
• South Boulder Creek minimum stream flow
• Removal of Russian Olive trees east of 75th Street along Boulder Creek
Board Action
The Greenways Advisory Committee will meet on May 17, 2016 to review the 2017-2022
Greenways Program CIP and make a recommendation to Planning Board and City Council.
Guiding Principles & Project Prioritization
Greenways projects address many of the CIP guiding principles. Greenways projects are
identified in multiple master plans and meet the community sustainability goals. Most of the
Greenways projects leverage outside or interdepartmental funding. Greenways habitat
improvements seek to be sustainable and are intended to reduce the future maintenance
required.
The Greenways CIP has been developed within the context of and is consistent with the Boulder
Valley Comprehensive Plan (BVCP), the Transportation Master Plan (TMP), the major
drainageway flood mitigation plans, the Comprehensive Flood and Stormwater Master Plan and
the Greenways Master Plan. The Greenways Master Plan was updated in 2011 to reflect
AGENDA ITEM 4A PAGE 5
improvements that had been completed, and adopted changes that have been made in other
master plans, city policies and ordinances that affect the Greenways Program since the last
Master Plan update in 2001.
Prioritization:
Many of the Greenways projects shown in the CIP are being designed and constructed in
coordination with major flood or transportation improvements. The Greenways funding
associated with these projects focuses on habitat restoration, water quality improvements and
trail connections. In addition to leveraging funding with the Transportation and Flood Utilities
budgets, funding for Greenways projects is also available through the Urban Drainage and Flood
Control District and Federal Transportation funds.
Projects not in Master Plans:
It should be noted that the city experienced a major flood in September 2013 that resulted in
extensive flooding along most of the city’s major drainageways. Following the flood, additional
funds have been allocated in the Flood Utility CIP to reflect an increased interest in pursuing
flood mitigation efforts along the city’s major drainageways. As a result of updated mapping
and the September 2013 flood, flood mitigation plans were initiated for Gregory Creek, Bear
Canyon Creek and Boulder Creek to identify economically feasible improvement projects. Flood
mitigation plans will be initiated in 2016 for Upper Goose Creek and Twomile Canyon Creek,
and in 2017 for Skunk, King’s Gulch and Bluebell Creeks after completion of flood mapping
updates on these drainageways. Results from these flood mitigation plans will inform future
capital improvements. Continued evaluation of potential improvement may result in additional
changes to the Flood Utility and Greenways CIP in upcoming years.
New Facilities or Infrastructure Projects
Flood mitigation plans are currently being developed for several of the drainageways as a result
of either flood mapping updates or deficiencies identified during the September 2013 flood.
These plans will identify potential economically feasible CIP projects which may provide
opportunities for future Greenways improvements. The Transportation Division is currently
completing a minor structure inspection effort in order to develop a formal bridge asset
management program. Information from this evaluation will help prioritize capital maintenance
needs with funding that can be leveraged with the Greenways and Flood CIP.
Operation and Maintenance Impacts
$105,000 is budgeted each year for Greenways operations and maintenance. $80,000 of the
AGENDA ITEM 4A PAGE 6
operating budget is dedicated to habitat maintenance. The Greenways habitat crew works
closely with Parks and Open Space maintenance staff to provide on-going maintenance, as well
as on collaborative projects as part of the operations budget. Major drainageway
improvements are maintained by the flood maintenance staff and multi-use paths and
underpasses are maintained by either Transportation or Parks maintenance, depending upon
jurisdiction.
Deferred, Eliminated, or Changed Projects
None
Unfunded Projects and Emerging Needs
Since the Greenways Program is opportunistic, taking advantage of projects that are funded
through other departments, there are no unfunded needs.
AGENDA ITEM 4A PAGE 7
Attachment B Greenways Program Summary Spreadsheet
2015 Budget
with Carry
Overs
2016 Lottery
610SW63100
2016 Flood
610SW63000
2016 Trans
310TR630OC
2016
Budget with
Carry Overs 2017 2018 2019 2020 2021 2022
#Description
2015 Additional Lottery Revenues ATB 26,949$ 26,949$
CU Bridges $200,000 $100,000 $100,000 $200,000
1 Goose Creek Restoration $0 $152,399 $152,399
2/3 Wonderland Foothills to 28th $914,467 $857,210 $57,257 $914,467
4 Fourmile 19th-22nd - Crestview $718,828 $457,883 $260,945 $718,828
5 Fourmile Upland to Violet $0 $100,000 $85,200 $85,200 $270,400 $270,400 $270,400 $270,400
6/7 Bear/Skunk Creek $270,400 $270,400 $270,400
Restoration, Water Quality and
Trail Improvements $152,399 $25,441 $12,300 $12,300 $50,041 $50,041 $50,041 $50,041 $50,041 $50,041 $50,041
Total $1,985,694 $982,651 $807,782 $515,702 $2,306,135
2016 Budget $125,441 $97,500 $97,500 $320,441
2015 Carry Overs $857,210 $710,282 $418,202 $1,985,694
Total 2,306,135$
2016 Greenways Budget 2017-2022 Greenways CIP
AGENDA ITEM 4A PAGE 8
Fourmile Canyon CreekWonderland Creek
Goose Creek
Boulder Creek
Bear Canyon Creek
7
3
2
1
4
5
Jay Rd
30th St28th St47th St19th StArapahoe Av
Pine St
Baseline Rd
Iris Av
Canyon Bv Folsom St9th StPearl St Pearl Py26th StSpine RdDiagonal Hy61st StB
r
o
a
d
w
a
y 57th StLee Hill Dr
Colorado Av
US
H
w
y
3
6
Violet Av
17th StValmont R
d55th StIndependence Rd
63rd StMapleton Av
Balsam Av
Foothills PyLinden Av
Cherryvale RdYarmouth Av
6th StCollege Av
Flags
ta
f
f
Rd
Sioux Dr
University Av
Pearl St
55th StValmont Rd
28th StF
o
o
t
h
i
l
l
s
P
y
28t
h
S
t
Cherryvale RdFoothills PyPearl St Broadway55th St28th St9th StDiagonal H
y
Baseline Rd
/2017 - 2022
Greenways Program CIP
Attachment C
Projects
1 Goose Creek Restoration
2 Wonderland Foothills to 30th St
3 Wonderland 28th St Underpass
4 Fourmile - 19th to 22nd
5 Fourmile - Upland to Violet
6 Bear Canyon Creek
7 Skunk Creek
Skunk Creek 6
AGENDA ITEM 4A PAGE 9
This page is intentionally left blank.
AGENDA ITEM 4A PAGE 10
C I T Y O F B O U L D E R
INFORMATION ITEM FOR:
TRANSPORTATION ADVISORY BOARD – May 9, 2016
OPEN SPACE BOARD OF TRUSTEES – May 11, 2016
PLANNING BOARD – May 5, 2016
ENVIRONMENTAL ADVISORY BOARD – May 4, 2016
WATER RESOURCES ADVISORY BOARD – May 16, 2016
PARKS AND RECREATION ADVISORY BOARD – April 25, 2016
GREENWAYS ADVISORY COMMITTEE AGENDA ITEM
MEETING DATE: May 17, 2016
SUBJECT:
Draft CEAP for Fourmile Canyon Creek Greenways Improvements from Upland Avenue to
West of Broadway
REQUESTING DEPARTMENT:
Annie Noble – Greenways Coordinator
Ward Bauscher – Engineering Project Manager, Flood & Greenways
Christin Shepherd-Civil Engineer I, Flood & Greenways
PURPOSE: A summary of the draft CEAP is being provided to board members as an
information item. It is requested you review the full CEAP and forward any comments or
concerns regarding the draft CEAP to your Greenways Advisory Committee representative. If
you have questions on this material, please contact Ward Bauscher at 303-441-4199 or
BauscherW@bouldercolorado.gov. The full CEAP is available at: https://www-
static.bouldercolorado.gov/docs/DRAFT_2016_Fourmile_Upland_to_Broadway_CEAP-1-
201604061106.pdf
GREENWAYS ADVISORY COMMITTEE ACTION REQUESTED:
A recommendation from the Greenways Advisory Committee to City Council concerning the
CEAP for the Fourmile Canyon Creek Greenways Improvements from Upland Avenue to
West of Broadway is requested. Pending GAC approval, City Council will receive the CEAP
as a call up item in summer of 2016.
Attached is the Executive Summary from the Fourmile Canyon Creek Greenways Improvements
from Upland Avenue to West of Broadway CEAP summarizing the proposed recommendations.
AGENDA ITEM 4A PAGE 11
FOURMILE CANYON CREEK GREENWAYS IMPROVEMENT PROJECT
UPLAND AVENUE TO WEST OF BROADWAY
EXECUTIVE SUMMARY
In 2009, a Major Drainageway Plan was approved by City Council for Fourmile Canyon Creek
and Wonderland Creek. The recommendations of the 2009 plan were finalized in the Fourmile
Canyon Creek and Wonderland Creek Major Drainageway Planning Final Plan in May 2011
(MDP). The MDP proposed specific levels of flood mitigation for each reach along Fourmile
Canyon Creek between Violet Avenue and Upland Avenue. In 2013, a formal CEAP process was
underway for the mitigation measures outlined in the 2011 MDP as well as mitigation measures
further upstream, from Violet to Broadway. Then, the September 2013 flood occurred,
effectively halting further development of the CEAP document.
The September 2013 flood event produced high quantities of sediment, spill flows outside of the
channel, and impassable roadways in the Fourmile Canyon Creek drainageway and created
incentive for staff to revisit the mitigation measures outlined in the 2011 MDP. It also gave an
incentive to revisit mitigation measures west of Broadway to see if new alternatives were
feasible. Staff reviewed the 2011 MDP alternatives and investigated further options for spill
flow control, sediment capture, and large scale detention ponds.
The existing Fourmile Canyon Creek floodplain between Violet and Upland Avenue extends
beyond the creek channel, resulting in:
• One fire station in the 500year floodplain,
• One residential structure in the high hazard zone, and
• Water depths along Violet Avenue and Upland Avenue that preclude safe vehicular
access to and from Crest View Elementary during a major storm event.
Staff reviewed the following flood mitigation alternatives:
• FM1: Multiple Detention Facilities
• FM2: Single Detention Facility
• FM3: Fourmile Canyon Creek 100-year Channel Improvements
• FM4: Spill Flow Diversion to Wonderland Creek
• FM5: Fourmile Canyon Creek 50-year Channel Improvements
• FM6: Fourmile Canyon Creek Sediment Capture Facility
• FM7: 2011 MDP recommendations
In 2012, a CEAP was developed for Fourmile Canyon Creek from 19th to 22nd Street that
proposed alternatives for flood improvements, emergency access improvements, as well as
pedestrian and bicycle access. The selected alternative includes an underpass at 19th Street that
will allow the passage of the 100-year flood, as well as a grade-separated multi-use path.
Construction of these improvements is anticipated to begin in 2016-2017. This CEAP will also
evaluate alternatives for extending the multi-use path that was approved in the 2012 CEAP.
Staff reviewed the following path alignment alternatives:
• Option 1: Connection to Countryside Village (mobile home park)
• Option 2A: North Alignment through Violet Park
AGENDA ITEM 4A PAGE 12
• Option 2B: South Alignment through Violet Park
• Option 3A: Connect Upland to Violet via Fourmile Canyon Creek
• Option 3B: Connect Upland to Violet via 17th Alignment
• Option 3C: Connect Upland to Violet via South Alignment on Violet Avenue
• Option 3D: Connect Upland to Violet via North Alignment on Violet Avenue
STAFF RECOMMENDATION
Based on analysis that will be presented in this CEAP, the primary recommendation from City of
Boulder staff is to pursue the recommendations outlined in the 2011 Major Drainageway Plan.
These include replacing existing culverts under Violet and Upland Avenue, modifying the
channel between these culverts to eliminate high hazard zone risk, and allowing for safe
vehicular access to Crest View Elementary School. Sediment capture is recommended within
Violet Park and staff recommends path alignment options 1, 2A, and 3A.
This approach allows for uninterrupted access to both the fire station and Crestview Elementary
and the potential for the Fourmile Canyon Creek multi-use trail to be integrated into the flood
improvements including trail underpasses at Violet Avenue, Upland Avenue, and 19th Street.
Improvements have been budgeted in the Greenways and Flood Utility Capital Improvement
Programs (CIP).
AGENDA ITEM 4A PAGE 13