HomeMy WebLinkAbout06.26.17 PRAB PacketPARKS & RECREATION ADVISORY BOARD
City Council Chambers, 1777 Broadway, Boulder, CO
6:00 p.m., June 26, 2017
100 Years of Excellence
Boulder Parks & Recreation
Advisory Board Members 2017
Marty Gorce
Tom Klenow
Jennifer Kovarik
Tyler Romero
Raj Seymour
Kelly Wyatt
Valerie Yates
Mission Statement
BPRD will promote the health and well-
being of the entire Boulder community
by collaboratively providing high- quality
parks, facilities and programs.
Vision Statement
We envision a community where every
member’s health and well- being is
founded on unparalleled parks, facilities
and programs.
Goals of the Master Plan
1. Community Health and Wellness
2. Taking Care of What We Have
3. Financial Sustainability
4. Building Community
5. Youth Engagement
6. Organizational Readiness
For more information on BPRD Master
Plan visit the City of Boulder web site
at: https://bouldercolorado.gov/pages/
parks-recreation-master-plan
AGENDA
All agenda times are approximate
I. APPROVAL OF AGENDA (6:00)
II. FUTURE BOARD ITEMS AND TOURS (6:03)
III. PUBLIC PARTICIPATION (6:05)
This portion of the meeting is for members of the public to communicate ideas or concerns
to the Board regarding parks and recreation issues for which a public hearing is not scheduled
later in the meeting (this includes consent agenda). The public is encouraged to comment on
the need for parks and recreation programs and facilities as they perceive them. All speakers
are limited to 3 minutes. Depending on the nature of your matter, you may or may not receive
a response from the Board after you deliver your comments. The Board is always listening to
and appreciative of community feedback.
IV. CONSENT AGENDA (6:20)
A. Approval of minutes from May 22, 2017
B. Parks and Recreation Development and Operations Update
V. ITEMS FOR ACTION (6:30)
A. Public Hearing and Consideration of Motions Approving the 2018
Expenditures from the Permanent Parks and Recreation Fund
and 2018 – 2023 Parks and Recreation Department Capital
Improvement Program (CIP)
VI. ITEMS FOR DISCUSSION/INFORMATION (7:00)
A. Operating Budget and Fees Update
VII. MATTERS FROM THE DEPARTMENT (7:30)
A. Thunderbird Lake Update
B. 0.3% Sales Tax Renewal – Community Culture and Safety Tax (verbal)
VIII. MATTERS FROM BOARD MEMBERS (7:50)
A. July 24th PRAB Meeting
B. PRAB Community Engagement Updates (verbal)
IX. NEXT BOARD MEETING: July 24, 2017
X. ADJOURN
PARKS & RECREATION ADVISORY BOARD
100 Years of Excellence
Future Board Items 2017
(prepared June 20, 2017)
January 23
• Scott Carpenter Pool
Development (a)
• Boulder Reservoir Visitor Services
Center Development (a)
• Slackline Regulations Update (md)
• 2016/17 Neighborhood Park
Renovations (md)
• 2018-2023 CIP (First Touch) (md)
• PRAB Work Plan (mb)
• PLAY Foundation Update (mb)
• PRAB Community Engagement (mb)
February 27
• CAMP Update (d/i)
• Master Plan Implementation
Update (md)
• 2017 Capital Projects Status and
Process (md)
• March Business Meeting Date (mb)
• Complete Streets Joint Board
Meeting Update (mb)
• PRAB Community Engagement (mb)
March 27
• Urban Forest Strategic Plan
Update (md)
• Boulder Reservoir Fee Update (md)
• Community, Culture and Safety
(CCS) Tax Update (md)
• Draft Boulder Valley
Comprehensive Plan (mb)
• Work Plan Goal (mb)
• PRAB Community Engagement (mb)
April 24
• Hard Hat Tour of Civic Area (p)
• Board appointments (p)
• Election of officers (p)
• First meeting for new Board
members (p)
• 2018-2023 CIP (1st Touch) (d/i)
• Outsourcing Boulder Reservoir
Boat Rentals and Associated
Services Update (md)
• Space Allocation Update (md)
• Sugary Sweetened Beverage Tax
Implementation (md)
• Greenways Advisory Board
Feedback (mb)
• Debrief Feedback on Draft Boulder
Valley Comprehensive Plan (mb)
• PRAB Community Engagement (mb)
May 22
• 2018-2023 Capital Improvement
Program (d/i)
• Encampment Update (md)
• ACTIVE System and Registration
Update (md)
• 0.3% Sales Tax Renewal –
Community Project Applications
Update (md)
• PRAB Community Engagement (mb)
June 26
• 2018-2023 Capital Improvement
Program (a)
• Operating Budget and Fees
Update (d/i)
• Thunderbird Lake Update(md)
• 0.3% Sales Tax Renewal –
Community Culture and Safety
Tax (md)
• July 24th Meeting (mb)
• PRAB Community Engagement (mb)
July 24
• PRAB Community Engagement (mb)
August 28
• Recreation Access Update (md)
• CIP 2018-2023 Update (md)
• Chautauqua Lighting Plan (md)
• PRAB Community Engagement (mb)
September 25
• PRAB Retreat (p)
• PRAB Community Engagement (mb)
October 23
• PRAB Retreat Follow Up (mb)
• PRAB Community Engagement (mb)
November 27
• PRAB Goals for City Council Work
Session (mb)
• PRAB Community Engagement (mb)
December 18
• Finalize 2017 PRAB Work Plan (mb)
• PRAB Community Engagement (mb)
PARKS & RECREATION ADVISORY BOARD
100 Years of Excellence
LEGEND
Procedural Item: (p): An item requiring procedural attention
Consent Item (c): An item provided in written form for consent, not discussion by the Board; any consent
item may be called up by any Board member for discussion during the matters
from the department
Action Item (a): A public hearing item to be voted on by the Board (public comment period provided)
Disc/Info Item(d/i): An item likely to become a future action item (or council item) and/or that benefits from
an in-depth presentation of background, financial/social/environmental impacts, public
process, staff analysis and next steps (e.g., presentation of major project initiative)
Matters from Dept (md): Items that will be reviewed and discussed during the meeting but not requiring the level
of in-depth analysis of an action or discussion/information item
Matters from the Bd (mb): Items initiated by the Board that will be reviewed and discussed during the meeting but
not requiring the level of in-depth analysis of an action or discussion/information item
COMMUNITY TOUCHES - The City has recently been working on an update to the calendar of events. Please
view the calendar online for all of the latest updates for upcoming events. We are encouraging staff and the
community to be aware of and use the new tool.
https://bouldercolorado.gov/calendar#dynamic-event-list
The event list can be filtered to see only Parks and Recreation events by choosing ‘Recreation’ for the dropdown
muenu at the top of the page, and clicking on the submit button.
CITY OF BOULDER
BOULDER, COLORADO
BOARDS AND COMMISSIONS MEETING MINUTES
To listen to the Parks and Recreation Advisory Board meetings in their entirety, please go to the following link:
www.boulderparks-rec.org
Name of Board/Commission: Parks and Recreation Advisory Board
Date of Meeting: April 24, 2017
Contact Information Preparing Summary: Sarah DeSouza, 303-413-7223
Board Members Present: Tom Klenow, Kelly Wyatt, Jennifer Kovarik, Marty Gorce, Valerie Yates, Tyler
Romero, Raj Seymour
Board Members Absent: None
Staff Present: Yvette Bowden, Ali Rhodes, Jeff Haley, Sarah DeSouza, Bryan Beary, Dean Rummel, Keith
Williams
Guests Present: None
Type of Meeting: Advisory/Regular
Agenda Item 1: Call to Order
The meeting was called to order at 6:00 p.m.
Agenda Item 2: Future Board Items and Tours
Bowden reviewed upcoming community touch opportunities. These events can be found at
www.BoulderParks-Rec.org
Agenda Item 3: Public Participation
Amy Oetl, City of Boulder resident, spoke about the lack of a toddler slide in the plans for the Christenson
Park renovation and the community’s desire for having this amenity added at this site. Please see attached
follow-up response.
Teresa Szeliga, City of Boulder resident and member of the Board for Colorado Junior Crew, spoke in
support of a boathouse facility that would benefit the three community rowing organizations that train at the
Boulder Reservoir.
Agenda Item 4: Consent Agenda
A. Approval of Minutes from April 24, 2017
Minutes from April 24, 2017 were approved as written.
B. Parks and Recreation Development and Operations Update
PRAB members had the following comments and questions on this item:
Concern regarding hand written signs indicating changes to the rules pertaining to dogs at the
Boulder Reservoir. Please see attached follow-up note.
Will the department actively market and promote the upcoming summer “fun days”?
Has the city’s Transportation Department determined how it will re-use the recently removed Civic
Area bridge?
Agenda Item 5: Action Item
None this month
Agenda Item 6: Discussion/Information Item
A. 2018-2023 Capital Improvement Program
Haley presented this item to the Board
PRAB members shared the following questions and comments about this item:
Interest in seeing the department consider a partnership with an outside entity to replace the
building at the Flatirons Golf Course.
Question regarding the size and location of the future park area at the Transit Village.
Interest in the design of the new playground at Safeway located at Table Mesa and Broadway.
Vacant land near NIST is perfect location for small park or play area.
How do descriptions of plans for parks such as Scott Carpenter and the Boulder Reservoir change
as the result of funding limitations?
How are phased redevelopment opportunities factored into the costing and implementation of park
plans?
Do “take care of what we have” projects ever get replaced with more interesting and innovative
projects?
What opportunities are being delayed due to limited funding for Tom Watson Park renovation?
For the tax renewal proposal, is the Scott Carpenter Park renovation the only department project
being considered?
How will the department ever be able to afford to build large facilities like a Recreation Center
since larger assets require far more funding than small annual CIP allocations.
Need to consider revenue generating opportunities as a means to fund larger capital projects.
Agenda Item 7: Matters from the Department
A. Encampment Update
Rhodes presented this item to the Board
PRAB members shared the following questions and comments about this item:
Why are the provided sharps containers being used?
Appreciation for the work the department and city is doing on this issue.
Appreciation for the “People First” language being used for this project (People Experiencing
Homelessness).
The work being done by the city on this issue should be shared with other agencies.
B. ACTIVE System and Registration Update
Beary presented this item to the Board
PRAB members shared the following questions and comments about this item:
Appreciation to all department staff working on this implementation for their patience and
customer-focused approach.
Are analytic reports being generated by the new software useful to the organization?
Congratulations on the successful launch of this software.
C. 0.3% Sales Tax Renewal (Community Project Applications) Update
Haley presented this item to the Board
PRAB members shared the following questions and comments about this item:
Open call for community projects associated with the 0.3% Sales Tax Renewal initiative.
Interesting to see the Studio Arts application and what facility are they interest in building.
Downtown Boulder Cinema project is seeking partnership opportunity.
Most projects are seeing infrastructure or partnership.
Don’t feel that it is a PRAB Board Member’s role is to provide feedback on this type of material.
Input is better suited to individual community members.
How much funding will be generated by this tax?
PRAB members have a good finger on the pulse of what is going on in the community especially
relating to recreation and leisure activities.
Agenda Item 8: Matters from the Board
A. PRAB Community Engagement Updates
Board members attended the following activities/meetings/tours: Meet and Bleat event; Goat Yoga,
picnic with CU LEED program; Coot Lake; Chautauqua.
Next Board Meeting: June 26, 2017
Adjourn: There being no further business to come before the Board at this time, the meeting was adjourned
at 7:44 p.m.
Approved by: Attested:
_________________________ ________________________
Tom Klenow Sarah DeSouza
Board Chair Board Secretary
Date _____________________ Date ____________________
3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
To: Members of the Parks and Recreation Advisory Board
From: Yvette Bowden, Director of Parks and Recreation
Date: Tuesday, May 30, 2017
Re: May PRAB Meeting Follow-up Items
During the May Business Meeting, members of the PRAB asked several questions and/or
requests. Please find responses below:
1. Regarding the design and outreach process for Christenson Park, please see the attached
memo from Planning Manager, Jeff Haley.
2. Regarding rules regarding rules permitting dogs
at the South Shore of the Boulder Reservoir, staff
have confirmed that the long-standing practice is
to limit dog access to the South Shore effective
May 15. This practice will be reviewed with all
others during the South Shore Site Management
Planning process in 2017.
3. Bikes are not allowed on the trail around Coot
Lake but they are allowed on the main trail/road
that continues along the north shore of the
reservoir. Page 35 of the attached PDF includes
an outline https://www-
static.bouldercolorado.gov/docs/reservoir-
master-plan-1-201306262334.pdf?_ga=2.157707577.2064235982.1495750086-
526898246.1465854467 Send kudos to Recreation Center and administration staff on
successful implementation of Active software and excellent customer service around this
effort (Rhodes)Send kudos to Park Operations Staff for their proactive work to help
support community members experiencing homelessness.
4. Schedule meeting with Kovarik and Sherman to review CIP information provided at May
meeting.
5. Provide audio link to Active System and Registration update item to Kovarik.
Christensen Park
2016 Playground Renovation Information
At the May 22 PRAB meeting, a neighbor of Christensen Park asked PRAB to find funding and direct staff
to provide a new toddler slide at the playground as part of the recent renovations. Staff has prepared
the following summary for review and consideration by PRAB and will be available to answer any
questions at the June PRAB meeting. As the summary indicates, the planning process for the park was
rigorous and engaged a broad section of the neighborhood. The project is complete and recently staff
has received positive remarks about the new play equipment and amenities. Staff has also followed up
with the neighbor who commented at PRAB and shared the same information. Staff does not
recommend proceeding with a toddler slide based on the increased quantity and diversity of new
amenities that have been provided for the 2 - 5 age range, the high cost of amending the site post
construction and the overall neighborhood support and approval of the park throughout the project.
Background
Funding for the renovation of Christensen Park was identified in the Capital Improvement Process to
address deficiencies of varying assets to be improved or replaced in 2016-2017. The main improvements
identified were the replacement and enhancement of the existing 23-year-old playground equipment
and irrigation system. The general use of the park and spacial relation remain generally the same.
The Christensen Park Final Concept Plan was developed based on community feedback along with
other considerations such as budget constraints. The mostly web-based outreach for Christensen Park
included several opportunities for community feedback. There was general support for the plan from
the community with a variety of comments commonly received for this type of project. All comments
were considered to balance the expressed desires.
A visual preference survey was used as one tool for understanding the community desires. For example,
the main structure recently installed was chosen by 32 out of 66 survey respondents. Out of 4 play
equipment options provided, the second favorite was chosen by only 10 respondents. The full survey
results and comments can be made available.
Alterations were made to the draft plan to accommodate common threads provided during the open
comment periods. Equipment to accommodate a variety of ages was thoughtfully planned. The
extension of the natural materials play area nearly doubles the designated play space in the park and is
inclusive of all ages. There were several comments regarding slides, but the feedback did not represent
an overwhelming need for a toddler-specific slide during the open comment periods.
A letter was received in August requesting a toddler slide although we commonly get requests for very
specific desires in the planning process. The concept plan had already been reviewed by the community
with general approval. Making an alteration after the community review could be perceived as poor
communication from the department. The alternative would be to re-open the community comment
process causing a delay in the project, and to be fair, other desires would have to be considered for
alteration.
Two e-mail requests for toddler slides were received in mid-May. One e-mail was the same person who
contacted the department in August. There was reference to a NextDoor chain of communication. At
the time of the request, the equipment was already installed and the play surface material was
scheduled to be installed shortly after. Halting the surface would have delayed access to the playground
for more than 6 weeks.
Community Outreach Process Timeline
May 4 – 25, 2016
Postcards were sent to a .25-mile radius of the park notifying community members about the
renovation, DRAFT Concept Plan and visual preference survey available online.
Signs showing the DRAFT Concept Plan and information about how to leave feedback and take
the visual preference survey were posted onsite. A phone number and e-mail address were
provided for anyone without access to the internet.
DRAFT Concept Plan was posted online along with a visual preference survey to provide the
opportunity for the community to help design the look and feel for their local playground.
Community members could leave comments on the web page or in the comment box at the end
of the survey. The plan remained available online and the comment period and survey was
closed on May 25 so we could review and feedback and revise the plan accordingly. E-mail
addresses were collected to provide project updates.
July 12 – July 22, 2016
The Final Concept Plan was posted online for community feedback. E-mail notification went to
all respondents to the survey and anyone who visited the web page and signed up for e-mail
notifications.
Signs showing the Final Concept Plan and information about how to leave feedback were posted
onsite. A phone number and e-mail address were provided for anyone without access to the
internet.
August 22, 2016
Christensen Park Final Concept Plan was shared with PRAB at the monthly Advisory Board
Meeting.
Original Play Features
1 combined post and platform style play structure for 2-5 and 5-12 years
2 spring toys for 2-5 years
2 toddler swings
2 belt swings
New Play Features
Natural Material Play Area including:
Water pump feature with potable water (pump will be re-installed and water will be
ready to pump by park opening)
Log bridge
Dry creek bed
Log balance beam and large climbing and balancing boulders
Natural log child seating area
Natural wood arch as gateway and open open-sided fort
Building sticks (currently drying the wood for park opening)
New Play Features (continued)
New Play Features (continued)
Sand Play Area with Hand Controlled Digger Play Feature
2 Toddler Swings and 2 Belt Swings
Cozy Dome hide-away and climber
New Play Features (continued)
Combi Play House and Net Climber with Slide
Front
Back
Inside
Construction Schedule
The construction of Christensen Park began in the fall of 2016. The construction was planned in phases
to leave as much of the park open as possible during the construction period.
September 2016
The first phase of construction of the natural materials play area began. This phase included a
dry river bed, new seating area, log bridge and a hand pump for water play.
November 2016
The second phase of irrigation replacement began.
March 2017
Demolition of the existing playground began the third and final phase of the playground
replacement.
Current Condition
The project is nearly complete with concrete sidewalk and curb poured and all play elements installed.
The poured in place rubber play surface was installed the week of May 22. With the current schedule,
the park is anticipated to be open by mid to end of June.
Any re-configuration of the play area inside of the current curbed footprint would have required the
department to halt the scheduled poured in place installation. Halting the poured in place contractor
would have required re-schedule. Rescheduling is expected to take up to 6 weeks from request.
Any addition or reconfiguration of the park may also require additional community outreach to ensure
the community receives clear understanding of the change. Additional outreach would be expected to
take approximately 3 weeks to communicate out, receive feedback and react to comments. The
outreach period should occur before any material is ordered or installation can be scheduled.
Three possible options and rough estimates are provided for discussion and evaluation of the addition of
a slide feature at Christensen Park.
Option 1: Continue with Current Design and Construction Plan (Staff Recommended)
Approximate Cost: $0
Timeline: No additional time
Staff does not recommend proceeding with a toddler slide based on the increased quantity and diversity
of new amenities that have been provided for the 2 - 5 age range, the high cost of amending the site
post construction and the overall neighborhood support and approval of the park throughout the
project.
Option 2: Replace Cozy Dome with Poly Slide
Approximate cost: not figured
Timeline: an additional 18 weeks to current construction timeline
This is not an option due to timing. It was added to the options as demonstration that it was explored at
the request of the letter to PRAB. There was sufficient room to remove the cozy dome and replace it
with a Poly slide with a 40” deck. This would have required a delay in the poured in place installation
with removal and storage of the cozy dome for use in a future location. This would have caused the
playground to be inaccessible until the mid-September. Although this would be the least expensive
option, it would close the playground for the entire summer.
Landscape Structure Poly Slide 40” deck
Option 3: Add a Poly Slide with an additional poured in place and curb section
Approximate cost: $15k
Approximate Timeline: 20 weeks
The department could complete the park with the current footprint, opening at the end of June. An
additional section of curb would be poured in a semi-circle outside of existing curb for new slide and
poured in place material. There would be a concrete curb dividing the slide from the other amenities but
would be outside required fall zones. Parts of the park would need to be closed off to add an additional
section to the playground. Consideration of proximity of the trees planted near the playground limit
some configuration options. Installation of a Poly Slide with a 40” deck requires approximately 14’ x 23’
of space to accommodate the required fall zone. This would require 360-400 sq. ft. of additional poured
in place and approximately 50 ft. of curb. The new section and the surrounding area could be open late
Sept. to early Oct.
Option 4: Add a Smart Play Cube 2-5 that includes a slide
with an additional poured in place and curb section
Approximate cost: $28k
Approximate Timeline: 20 weeks
The addition of the Smart Play Cube would have a similar impact on playground use and timeline as
Option 2 but would increase play value for younger children for an incremental increase in cost and
footprint.
Installation of a Smart Ply Cube 2-5 requires approximately 22’ x 22’ of space to accommodate the
required fall zone. This would require 484-520 sq. ft. of additional poured in place and approximately 60
ft. of curb.
The new section and the surrounding area will be open late Sept. to early Oct. For the staff time and
funding it would require to add a section to the playground, the department should consider expanding
the play surface to accommodate a piece of equipment that will increase play value beyond a slide. The
Play Cube 2-5 includes a slide along with other low climbing features.
Smart Play Cube 2-5
3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
TO: Parks and Recreation Advisory Board
FROM: Yvette Bowden, Director, Parks and Recreation Department
Ali Rhodes, Deputy Director
Jeff Haley, Planning, Design and Community Engagement Manager
SUBJECT: Consent Agenda
DATE: June 26, 2017
A. Approval of Minutes from May 22, 2017
B. Parks and Recreation Development Update
The following information is intended to provide the PRAB with relevant updates on specific
projects as they reach major milestones. This section is not all inclusive of all current projects
and only illustrates major project updates. For a complete list of all current projects and details,
please visit www.BoulderParkNews.org.
Planning and Design
The following projects are currently in the planning and design process that involves research,
alternatives analysis, public involvement and development of planning documents and design
plans to guide decision making and future capital improvements.
Boulder Reservoir South Shore Site Management Plan: The planning process begins
this month and includes a significant public engagement effort as well as PRAB
engagement. Efforts begin with staff interviews followed by meetings with reservoir
camps, clubs and vendors on July 5th, a public open house on July 18th and a second
public open house to be held at the reservoir on July 23rd. Staff will update the PRAB on
results of stakeholder engagement efforts at the August 28 meeting and will be seeking
PRAB comment and feedback at that time. The overall approach to the project was born
from the Boulder Reservoir Master Plan (BRMP) hat outlined a set of goals and
objectives intended to achieve a vision for the future of the Boulder Reservoir that states:
“Recognizing that the Boulder Reservoir is first and foremost a source of clean water
and valuable natural resources, the community envisions a Reservoir where high quality
and appropriate recreation activities are managed and sustained in a manner consistent
with preserving and enhancing the environment.”
Among many objectives, the BRMP sets forth an objective to develop a Site Management
Plan for the South Shore area to address programmatic opportunities, operation and
management thresholds, sustainable business model(s), vehicle and trail access and future
capital improvements. The process will include:
3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
1. Developing a Site Plan
Incorporate public, staff and stakeholder engagement findings;
Identify existing site infrastructure suitable for re-use or continued use;
Develop and illustrate proposed locations of site design and program
elements;
Incorporate and seamlessly integrate with current planning efforts for the new
Visitor Services Center; and
Promote visitor safety.
2. Promoting a Sustainable Business Model
Support multiple-user, multiple season use of the facility;
Identify staff resources needed to support current and expanded services; and
Include opportunities for public/private partnerships to offset development
and operational costs.
3. Promoting Sustainable Development
Protect water quality and minimize water pollutant sources;
Support the City of Boulder’s sustainability goals;
Address city criteria for sustainability in the planning process;
Incorporate sustainable development practices; and
Protect sensitive wildlife and plant species and habitat.
4. Incorporating Public Engagement
Actively engage the public, staff user groups, stakeholders and policy makers
in the planning process;
Recognize that the Boulder Reservoir is owned, operated and managed by a
variety of public and private entities; and
Garner broad community involvement and support in the planning process.
Chautauqua Pedestrian Safety Access and Lighting Improvements: Construction is
complete on the 2014 voter-approved Community, Culture and Safety Tax funded
Chautauqua Project to address the safety hazard caused by the lack of sidewalk on the
south side of Baseline Road from west of Sixth Street to west of 10th Street. The project
scope included building a sidewalk on the south side of Baseline Road between 6th and
10th streets, improving pedestrian crossings within the project area, reconstructing the
transit stop near 10th Street (also known as King’s Gate) to be ADA compliant and
improving pedestrian connections to Open Space and Mountain Parks-designated access
trails and existing department paths. Pedestrian lighting along key park access points is
scheduled for the second phase of the project, currently anticipated to occur in 2018. A
completion celebration that included a Meadow Music event, was held at the park on
June 5th.
Scott Carpenter Outdoor Pool Redevelopment: BPR selected Essenza Architecture as
consultant to prepare design and construction drawings for the Scott Carpenter Outdoor
Pool Redevelopment project. Essenza completed the concept plan for Scott Carpenter that
was approved in January 2017. Over the next several months, staff will work with
Essenza to develop design drawings. The PRAB will be updated as the plans progress.
3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
Planning Projects Underway: Staff or contractors continue to work on the following
projects and will update the PRAB as major milestones are achieved:
o Asset Management Plan;
o Boulder Junction Park;
o Boulder Reservoir Visitor Services Center Design Development;
o Lighting Ordinance Compliance Assessment;
o Parks Planning, Construction, Operations and Maintenance Manual; and
o Urban Forest Strategic Plan.
Construction
The following projects are scheduled for construction, under construction or have been recently
completed. For additional details please visit www.BoulderParkNews.org.
Arapahoe Ridge Park Renovation: Construction of Arapahoe Ridge Park is underway.
Arapahoe Ridge is the first of three neighborhood parks scheduled for renovation in
2017. Demolition of the playground and shade shelter walls began the second week of
June and will continue through the end of the month.
Christensen Park: Construction of Christensen Park nature play and traditional
playground is complete. The nature play features were inspired by the 2015 Nature Play
Symposium hosted by the department. A summary of the symposium can be found
online. Community members have been invited to join staff for a re-opening celebration
on June 29th for light refreshments, youth activities and a drawing for recreations center
or pool passes.
Civic Area Park: Construction activities in the Civic Area continue to progress on
schedule with completion anticipated in December 2017. A significant schedule
milestone was completed the week of June 12 with the successful relocation of a major
utility line. This relocation involved the shut-down of power to the Municipal Building
on Friday, June 16 and restoration on Saturday, June 17. This relocation will allow for the
construction of a second access point to Boulder Creek.
Upcoming work items and milestones include:
o Installation of nature inspired playground equipment and water play features;
o Excavation of the creek terrace under the new bridge;
o Final connections to the Boulder Creek Path; and
o Landscaping and irrigation work on the north side of creek.
Significant changes to circulation north of Boulder Creek can be expected in July. These
changes will be communicated through the Civic Area website, internal communications,
and external communications, as necessary.
3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
Summer activities at the site include:
o Free Nature Play programming for children Monday/Wednesdays 9-11 a.m.;
o Bandshell Boogie, Mondays 7:30-9:00p.m., June 12, 19, 26 and July 17, 24, 31;
o Boulder Farmers Market, Wednesday afternoons and Saturday mornings;
o Boulder Art and Jazz Festival July 1-2;
o Summer Fest, July 29;
o Hometown Festival, September 2-4;
o Bee Boulder Pollinator Festival, September 23; and
o The Cult Classic Movie Series, October 3, 10, and 20.
Elks Park Arbor: The artistic wheel house arbor commissioned through a competitive
selection process in 2015 is currently being fabricated with installation in Elks Park
expected in late summer. The wheel house arbor concept was developed to integrate with
new features while preserving the agrarian character of the park by reflecting the forms
found in a historic windmill and pump. The artistic arbor is the second of the two
functional art installations at Elks Park. The first functional art piece was installed as a
mosaic tile wall inside the shelter. Pieces of tile in the mosaic were procured from
neighbors and integrated into the artwork.
Tantra Park: Irrigation replacement on the north field at Tantra Park will begin the
renovation construction. North field irrigation was scheduled to accommodate upcoming
reservation schedules and joint-use for Summit Middle School. Playground renovation
and other irrigation replacement in the park are scheduled to begin in early August as the
north field irrigation replacement is completed.
Valmont Dog Park: Last fall, two islands within the dog park were reconfigured for user
access. Original islands of trees and native shrubs were inaccessible to users for
vegetation establishment. The reconfigured islands were opened to users with additional
sod, new irrigation and tree replacements, where needed. Due to a high level of
popularity with the users, this summer, three more islands will be reconfigured for user
access.
Construction Projects Underway: Staff or contractors continue to work on the
following projects and will update the PRAB as major milestones are achieved:
o Holiday Park Shade Shelter;
o Howard Heuston Park; and
o North Boulder Recreation Center Aquatics Facility Renovations.
Forestry and Natural Lands Management
The following projects, focused on habitat and wildlife management in an urban environment,
are currently being managed by the Urban Resources staff:
Integrated Pest Management (IPM): Staff continues to participate in the city-wide
West Nile Virus and Nuisance Mosquito Management programs that met recently to
discuss program changes. There are multiple sites that have not bred nuisance nor vector
mosquitoes in over a decade. Sites visits to these nine parks and recreation sites and 80 to
determine suitability for continued inclusion in the monitoring program will be conducted
3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
by staff. Any reduction to the number of sites included in the monitoring program, will
result ia cost savings.
Field staff Field staff continue to monitor and control for State regulated noxious weed
control, however, new species and new areas are continually added to the mandated
eradication list requiring additional monitoring and eradicating hours. As of June 16th,
over 200 hours have been spent in the field controlling just the A-list species such as
myrtle spurge, Mediterranean sage and Dyer’s woad. This does not include education,
planning or B-list eradication mandated species.
The Goat Extravaganza with its innovative programs
for weed control, educational opportunities to learn
about and meet the goats and the yoga practice was a
great success. During the staff debrief of the
program, additional opportunities were discussed for
2017 and beyond. The next opportunity is a Meet and
Bleat (no yoga) from 5-7 p.m. on June 22nd at
Christensen Park.
Urban Wildlife Management: The City Manager’s Office recently accepted all six 2017
staff recommendations from the Prairie Dog Working Group (PDWG):
1. Create guidelines and criteria for prioritizing relocation/take sites on both public
and private land;
2. Create guidelines and criteria for prioritizing receiving sites on public lands
within existing plans and develop recommendations for making receiving sites
more feasible;
3. On approved receiving sites, ensure that the number of prairie dogs to be
relocated have adequate accommodations;
4. Define successful prairie dog relocation, including evaluation criteria and
processes;
5. Develop a research proposal for the use of the sylvatic plague vaccine on the
southern grasslands in 2018 and beyond; and
6. Create a subgroup to work with staff to further develop the above
recommendations.
Staff will proceed with implementing the 2017 recommendations in a collaborative
manner, and will either report out further at a City Council Study Session tentatively
scheduled for September 26, 2017 or alternatively at a later date after the working group
has learned from the 2017 efforts and had a chance to make longer-term plan and policy
recommendations. The final IP packet can be found at
https://bouldercolorado.gov/osmp/prairie-dog-working-group.
3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
Emerald Ash Borer Management: The Colorado Emerald Ash Borer Response Team
(EAB Team) is a multi-agency group formed after the discovery of emerald ash borer
(EAB) in Boulder and allowed all affected agencies to share communication while
developing mitigation and management strategies and outreach materials for EAB in
Colorado. Agencies participating in the EAB Team include: USDA Animal and Plant
Health Inspection Services, Colorado Department of Agriculture (CDA), City of Boulder,
Boulder County, University of Colorado (CU), Colorado State Forest Service (CSFS),
and Colorado State University (CSU).
The CO EAB Team and City of Boulder Forestry Division are hosting four free EAB van
tours in mid-August in the City of Boulder. The tours are geared towards city officials,
municipal foresters and tree care professionals from Boulder and nearby communities.
The tours will visit infested sites around the city to give attendees experience diagnosing
EAB in the field by learning to assess symptomatic trees. Management considerations,
biology and regulation will also be discussed. The tours are free but space is limited and
reservations are required.
Forestry and Natural Lands Projects Underway: Staff or contractors continue to work
on the following projects and will update the PRAB as major milestones are achieved:
o Regulations and Seasonal Wildlife Closures (Species of Concern); and
o Natural Lands Volunteer Recruitment and Training.
C. Operations Update
Boulder Creek Festival Update: The 30th annual Boulder Creek Festival, presented by
the City of Boulder and produced by Boulder Creek Events (BCE), included a
transformed footprint to accommodate construction in the Civic Area. This year's festival
encompassed the area between Broadway to 14th Street, Canyon Boulevard and
Arapahoe Avenue, the Arapahoe library parking lot, and the Boulder High School soccer
fields.
Despite the footprint change, the 2017 festival featured three stages of music, a carnival
area, an artisan tent, food, two beer gardens and numerous vendor and non-profit booths.
BCE worked with city staff to implement a zero-waste plan and promote multi-modal
transportation. Additional information on event metrics and diversion will be shared with
thePRAB at future meetings.
The event’s footprint will continue to transform as construction advances and BCE will
produce the event again in 2018.
Sugary Sweetened Beverage Distribution Tax Update (SSBDT): Following the update
on the SSBDT provided to the PRAB at the April business meeting, staff issued an
invitation for Requests for Proposals (RFPs) to fund existing 501(c)(3) nonprofit
agencies, educational or governmental entities which have the express purpose of
promoting health and preventing diseases associated with sugary drink consumption.
RFPs were due June 23rd and requested funds to support or enhance existing programs
with the 2017 revenues from the SSBDT.
3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
The city also invited community members to apply for membership on the Health Equity
Advisory Committee (HEAC). The HEAC’s intent is to ensure tax fund expenditures
align with the intention of Ballot Issue 2H and to make funding recommendations to the
City Manager. The seven-member panel will meet beginning at the end of June to review
2017 RFPs, assist with the identification and prioritization of success measures for
SSBDT funding and provide input on effective outreach strategies to reach residents most
affected by chronic disease and lack of access to health services.
Funding recommendations will be shared with City Council in an Information Packet (IP)
in early August.
Silver and Fit Update: To increase resident access to wellness opportunities, the
department will enter an agreement with the ‘Silver & Fit’ division of American
Specialty Health, that provides fitness center access to older adults on eligible insurance
plans. The agreement is intended to act as a complement to the existing discounted senior
entry rates to recreation centers and ‘Silver Sneakers’ program. This addition leverages
existing services oriented towards older adults and provides a broader range of eligible
insurance plans. Silver & Fit access will be integrated directly into the Active.net
platform and is on track for implementation at the start of the fall 2017 season.
Boulder Reservoir’s Star Spangled Splash: Beginning in 1955, many generations of
Boulder residents have enjoyed spending their July 4th at the Boulder Reservoir. This
year, on Tuesday, July 4, the reservoir will open for self-directed sunrise meditation and
early morning yoga. At 8:00 a.m., community members are invited to run the Craig
Tower Freedom 5k and 10k. The swim beach and a beer garden will open from 10:00a.m
and wills serve beverages until 4:00 p.m. Standard admission fees apply for this event.
AGENDA ITEM #__V-A____PAGE___1____
C I T Y O F B O U L D E R
PARKS AND RECREATION ADVISORY BOARD AGENDA ITEM
MEETING DATE: June 26, 2017
AGENDA TITLE:
Public Hearing and Consideration of Motions Approving the 2018 Expenditures from the
Permanent Parks and Recreation Fund and 2018-2023 Parks and Recreation Department
Capital Improvement Program (CIP)
PRESENTERS:
Yvette Bowden, Director, Parks and Recreation
Ali Rhodes, Deputy Director
Jeff Haley, Planning, Design and Community Engagement Manger
EXECUTIVE SUMMARY:
As part of the city’s annual budget process, departments develop a six-year Capital
Improvement Program (CIP). The current CIP process is for fiscal years 2018 through
2023. Within this process, funds are appropriated for the first year, 2018. The Parks and
Recreation Advisory Board’s (PRAB) role in this process is defined in the Boulder
Revised Code (B.R.C.), 1982 TITLE 2 GOVERNMENT ORGANIZATION, Chapter 3
Boards and Commissions, Section 10 Parks and Recreation Advisory Board (d)(2) “To
approve or disapprove expenditures or appropriations from the permanent park and
recreation fund and forward such recommendations to the city council.” It is within this
context that the PRAB is requested to hold a public hearing and provide a
recommendation on the CIP to Planning Board and the City Council. After a motion is
passed by the PRAB, the department’s CIP budget will then be submitted to the Planning
Board and City Council for review and respective considerations and approvals.
STAFF RECOMMENDATION:
Staff recommends that the PRAB approve the 2018 expenditures planned from the
Permanent Parks and Recreation Fund and approve the recommended 2018-2023 Parks
and Recreation Department CIP (Attachment A).
Suggested Motion Language:
Staff requests the PRAB’s consideration of this matter and action in the form of the
following motions:
Motion to approve the 2018 recommended expenditures from the Permanent Parks and
Recreation Fund.
Motion to approve the recommended 2018 -2023 Parks and Recreation Department
Capital Improvement Program (CIP).
AGENDA ITEM #__V-A____PAGE___2____
IMPACTS:
Fiscal: $13.3M. This amount reflects the total uses of funds projected for 2018 as
follows:
Fund Project Amount
Permanent
Parks &
Recreation
Fund (3300)
Athletic Field Improvements $100,000
Boulder Reservoir South Improvements $2,300,000
Urban Forest Management (EAB) $130,000
Permanent Parks and Recreation Fund Total $2,530,000
.25 Cent Sales
Tax Fund
(2180)
Aquatic Facility Enhancements $81,000
Neighborhood & Community Park Improvements $72,000
Urban Forest Management (EAB) $220,000
Boulder Reservoir South Improvements $1,100,000
Scott Carpenter Pool Redevelopment $3,223,600
.25 Cent Sales Tax Total $4,696,600
Capital
Development
Fund
(2100)
Scott Carpenter Pool Redevelopment
$5,300,000
Capital Development Fund Total $5,300,000
Boulder
Junction
Improvement
Fund
(3500)
Boulder Junction Pocket Park
$350,000
Boulder Junction Improvement Fund Total $350,000
Lottery Fund
(2110) Neighborhood and Community Park Improvements $428,000
Lottery Fund Total $428,000
2018 Department Capital Improvement Program Total
$ 13,304,600
AGENDA ITEM #__V-A____PAGE___3____
PUBLIC FEEDBACK:
At the public hearing, members of the public will have the opportunity to comment on the
proposed 2018-2023 CIP. 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
2018 recommended budget during future public hearings.
BACKGROUND:
Capital Projects
CIP projects are defined as any major project with a cost greater than $50,000 for
purchase or construction or major replacement of physical assets. CIP projects are
potentially subject to a Community and Environmental Assessment Process (CEAP)
review that evaluates any potential environmental, traffic or social impacts to Boulder
residents, neighborhoods and businesses.
Capital Funding
The department’s capital funding comes from various sources where the department
either manages the fund or a portion of an appropriation in the fund. The funds include
the Permanent Parks and Recreation Fund, .25 Cent Sales Tax Fund, Lottery Fund,
Capital Development Fund and Boulder Junction Improvement Fund. These funding
sources all have limitations on what can be spent from the specific fund.
In November 2012, voters approved the extension of the .25 Cent Sales Tax Fund
through 2035. Beginning in 2016, there was approximately $2M that had been allocated
for debt service in the fund that is now available for other park and recreation purposes,
including capital projects The master plan recommended that the proposed development
of any new park and facility assets should be evaluated through a feasibility study that
includes a needs assessment, user profile, projected participation analysis, development
funding method, life cycle cost pro forma and alternative development trade-off analysis.
This move toward life cycle management of assets using a concept called the Total Cost
of Facility Ownership, or TCFO, is at the heart of the department’s effort to better
manage its assets. This approach frames agency asset management decisions in a
framework of ‘cradle to grave’ consideration of how an asset is conceived, designed,
built, managed and maintained, recapitalized and eventually disposed of as shown in the
image below.
AGENDA ITEM #__V-A____PAGE___4____
As part of the annual budget process, the city’s Finance Department provides projections
for taxes and conservation trust fund allocations at the end of April for 2018 budget
development.
CIP Process
The budget is the means by which the city manages its assets and implements projects
and programs that are chosen by its citizens through their elected representatives, City
Council. The department’s budget is formulated within the context of the Parks and
Recreation Master Plan that was adopted by the PRAB and accepted by City Council in
early 2014. The CIP is developed in support of achieving the department’s Master Plan
goals.
Once again this year, staff has provided the PRAB with a “three touch” approach that
included 1) discussion item presented at the April meeting communicating process,
policies and procedures and definitions/criteria that guide the CIP development; 2) a
discussion item presented at the May meeting to review draft projects and prioritization
as it relates to the 2018 – 2023 CIP; and 3) a PRAB Public Hearing to be held on June 26
to consider motions approving and recommending the 2018 – 2023 department CIP.
CIP Guiding Principles
To plan and prioritize capital investments, staff apply specific guiding principles based
on the City’s CIP guiding principles and the department’s master plan goals. The
following departmental framework is also utilized to determine and plan CIP projects and
make budget decisions that are sustainable over time. These priorities are also focused on
maintaining the integrity of the current infrastructure and facilities before expanding
and/or enhancing programs and facilities.
1. Safety / Compliance (S) – Projects represent important deficiencies and are
essential safety and compliance concerns. Project may include ongoing
infrastructure repairs, replacements and/or refurbishments of park play equipment
and amenities, irrigation systems, landscape and turf upgrades and facility
improvements. Compliance considerations also include meeting local, state and
federal requirements that are required to be completed to comply with specific
regulations, such as city of Boulder’s ‘dark sky’ lighting ordinance and the
Americans With Disabilities Act (ADA).
AGENDA ITEM #__V-A____PAGE___5____
2. Commitment (C) – Projects that are required by law/ballot (e.g., Elks Park), are
in-process of development (e.g., Valmont City Park), as part of a prior
development agreement, are recommended as part of the department master plan
(e.g., playground and irrigation system renovations) and/or are required to be
completed within a specific period of time.
3. Efficiencies (E) – The department will consistently seek efficiency improvements
in both operational and capital investments. Projects will represent important
operational and/or maintenance efficiencies resulting in improved life cycles, cost
efficiencies and savings in resources, energy or water usage (e.g. aquatics facility
repairs).
4. Revenue (R) – The department will invest in facilities and programs that generate
revenues to support valued recreational opportunities in the Boulder community.
Projects will enhance the department's ability to earn more revenue after initial
investment and operational costs are considered (e.g. aquatics facility
enhancements and athletic field improvements) and/or possible
collaboration/partnerships leveraging outside funding sources.
ANALYSIS:
Last year, staff completed a comprehensive ten-year Capital Investment Strategy (CIS)
intended to inform the department’s capital priorities through 2026. This plan was built
upon the outcomes of the department’s master plan and with input from the PRAB and
staff to outline investment priorities. These priorities ensure the department is taking care
of key assets while also providing enhancements to priority sites selected by the PRAB
and staff. There are several focus areas for the CIP defined in greater detail below. For
2018, two key projects were identified through the capital investment strategy: Scott
Carpenter Pool redevelopment and Boulder Reservoir enhancements.
As outlined in the CIS, the focus of this year’s CIP is based on the following key
assumptions:
Plan for the demonstrated 10% to 12% annual increase in construction costs to
meet the needs and goals of capital investments;
Proceed with the base scope of improvements for the redevelopment of Scott
Carpenter Pool and the Boulder Reservoir Visitor Services Center to allow
enhancement at these key facilities while also continuing to “take care” of athletic
fields, parks, urban forest and recreation facilities; and
Maintain flexibility in project scopes to support leveraging funds provided
through capital campaigns and/or a potential capital tax renewal that supports full
project scope funding. Project scopes may be revised in late 2017 and early 2018
as available funding is finalized.
AGENDA ITEM #__V-A____PAGE___6____
Key Recommendations and Updates for 2018-2023 CIP
Based upon the CIS, current construction cost estimates, outcomes of the Asset
Management Program and staff discussions, the recommended CIP includes the
following key projects:
1. Scott Carpenter Pool Development - $8.5M
The project calls for demolition of the existing pool and bathhouse facilities that
are over 60 years old and beyond their life cycle. Staff recommends project
funding at the base needs level as approved by the PRAB in January 2017. This
project will replace the facility with a new ten-lane outdoor pool, bathhouse and
family leisure pool area. Funding is targeted for construction taking place in late
2018 with completion by 2019. Due to increased construction costs and design
refinement, the base funding required for this project has increased to $8.5M
2. Boulder Reservoir Enhancements - $3.4M
Since the PRAB approved the concept plan for the Visitor Services Center and
beach enhancements, the design and cost estimates have been updated and the
current funding supports only the base level of improvements. The allocated
$3.4M will support the construction of a new restroom facility, administrative
functions, concessions area and some beach enhancements.
3. Valmont City Park - $3.5M – Development of new facilities south of Valmont
Road will include construction of a nature play space, community picnic facilities
and pavilions, disc golf and pathway enhancements.
4. Neighborhood and Community Parks - $8.4M over six years
The focus on these projects is outdoor facilities including playgrounds, picnic
shelters, hard surface courts, plazas, pathways and parking areas that are most
associated with urban neighborhood and community parks.
5. Urban Forest Management (EAB) - $2.8M over six years
These funds will support the Emerald Ash Borer (EAB) response plan and assist
in implementation of the urban forest management plan. The Urban Forestry
Division directly manages approximately 50,000 trees located in city parks and in
street rights-of-way with a total appraised value of over $110M. Urban forests are
a critical component of the urban green fabric and contribute to climate cooling as
well as a variety of environmental benefits.
6. Boulder Junction Park - $350K in 2018 for a total investment of $700K
The purpose of this project is to complete the improvements to the planned park
in Boulder Junction to support the multiple uses of Boulder’s new transit-oriented
development.
Updates to 2018-2023 CIP
Based on the PRAB’s recommendations, the following changes to the 2017-2022 CIP are
recommended:
Recreation Facility Enhancements - $2.5M over the next years to address the
maintenance backlog while improving facilities to meet community health and
wellness needs.
AGENDA ITEM #__V-A____PAGE___7____
Flatirons Golf Course Enhancements – Increased funding to $600K in 2021 to
provide upgrades and improvements to the golf course facilities as outlined in the
CIS.
Aquatics Facilities Enhancements – $2.8M for improvements and repairs to lap
pools, leisure pools, hot tubs at the East Boulder Community Center and South
Boulder Recreation Center from 2018 through 2021. These projects are identified
in the Aquatics Feasibility Plan (AFP). The department will coordinate with
Facilities and Asset Maintenance (FAM) staff to make critical repairs as needed.
Athletic Field Improvements – $2.2M, in funding provides for annual
renovation and repair to existing ballfields and amenities and provides capacity-
enhancing opportunities.
Boulder Reservoir 51st Street Trail – Due to construction cost increases,
funding for this project has been removed from the CIP due to several reasons
including coordination with Boulder County Transportation, opportunities for
leveraged funding from other sources, development of the South Shore plan and
higher priority project.
Tom Watson Park – CIP funding for this project has been removed due to the
lack of partnership opportunities for major enhancements to the site. Critical
improvements will be funded as necessary through the ongoing park
improvements funded in the current CIP.
New Neighborhood Park Development – Additional funding for new park
developments will be available in 2023 to begin development at planned park
sites including Eaton and Violet Parks.
NEXT STEPS:
As previously mentioned, there are many assumptions influencing the 2018 capital
projects and cost estimates. Most notably is the potential renewal of the capital tax that
will be discussed separately during the “Matters from The Department” portion of the
June meeting. It is important to note that staff will keep the PRAB updated on the status
of the tax renewal during the summer months and ultimately in November, after the
election. Similarly, as staff continues the final design of the key improvement projects
for 2018, the PRAB will be updated on the outcome of the final scope and related costs.
In late 2017 or early 2018, the PRAB will have the opportunity to review and comment
on the project scope since all the estimates are finalized and available funding is
determined. The PRAB will then be able to provide staff with comments related to what
can be included or not.
AGENDA ITEM #__V-A____PAGE___8____
The remaining CIP budget process is outlined below:
Milestone Date (2017)
PRAB CIP Public Hearing, Discussion and Recommendation
(3rd Touch)
June 26
Final CIP Due to Central Budget Office July 3
Citywide CIP Tour (Planning Board and City Council) July 17
Planning Board CIP Hearing July 20
City Council CIP Study Session August 8
City Council Budget Consideration August 31
Attachments:
A. CIP Project Summary Sheet 2018-2023
BPR 2018 - 2023 Recommended CIP 6-Year Plan - Attachment A
Projects Description/Comments 2018 Projected 2019Planned 2020 Planned 2021 Planned 2022 Planned 2023 Planned 6 Year Total (2018-2023)
Aquatic Facility Enhancements
Based on recommendations of the 2015 Boulder Aquatics Feasibility Plan, this project provides implementation of priority indoor and outdoor pool enhancements for Boulder's aqautics programs. In 2018, all of the indoor hot tubs will be repaired to meet lifecycle preventative maintenance. The East Boulder Community Center pools will be improved in partnership with Facilities and Asset Management funding necessary repairs in 2019. In 2021, improvements will be made to the outdoor Spruce Pool and the indoor South Boulder Recreation Center pool to provide water play features for children and youth.
81,000$ 2,250,000$ 510,000$ 2,841,000$
Scott Carpenter Pool Redevelopment Complete renovation of the existing aquatics facility with a renovated bathhouse, restrooms, 50-meter 10 lane pool, family leaisure aquatics features, slides and various upgrades to the parking areas and other park amenties. 8,523,600$ 8,523,600$
Athletic Field Improvements Based on key recommendations of the Athletic Field Study, this program will allow implementation of field repairs and enhancements including artificial turf, field renovations and expansion to accommodate additional capactiy for sports uses.100,000$ 250,000$ 650,000$ 1,000,000$ 250,000$ 2,250,000$
Boulder Junction Park Development of various park amenities in the small park area at Boulder Junction to support the multiple uses of the new Transit Oriented Development.350,000$ 350,000$
Boulder Reservoir South Shore Enhancements
Building upon the 2012 Master Plan, this project will continue the implementation of key improvements to the south shore beach area and redevelopment of the visitor services center to provide restrooms, administrative offices, concessions area and various visitor amenities to the beach area. Funding is planned in 2023 to continue key enhancement priorities that will be determined through a site mangaement plan that is currently underway.
3,400,000$ 1,000,000$ 4,400,000$
Projects Description/Comments 2018 Projected 2019Planned 2020 Planned 2021 Planned 2022 Planned 2023 Planned 6 Year Total (2018-2023)
Urban Forest Management
Boulder's urban forest is a critical asset comprised of over 50K trees with an assessed value of $110M that provides many environmental, aesthetic and social beneifts to the community. This program will provide annual capital funding for response to the Emerald Ash Borer (EAB) epidemic that is spreading throughout Boulder. Funding provides for the annual tree removal, replanting, various treatment options and capital infrastructure associted with the urban forest.
350,000$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 2,850,000$
Flatirons Golf Course Enhancements
This project will provide for necessary improvements to the golf course to continue serving the customers and provide for various amentities associated with the course, pro shop and concessions area. Various plans and studies have been conducted to determine opportunities for enhancement while also providing prevntative maintenance on various assets at the course.
600,000$ 600,000$
Neighborhood & Community Park Improvements
This program allows the department to fulfill the outcome of the master plan for "taking care of what we have". This provides annual funding to address various renovations, repairs and enhancements to neighborhood and community parks within Boulder based on the outcomes of the annual asset management program.500,000$ 1,000,000$ 1,000,000$ 1,990,000$ 2,000,000$ 2,000,000$ 8,490,000$
BPR Master Plan Update This project will provide funding for consultants and staff to complete a 5-year update to the department's master plan to ensure alignment of departmental programs, services and facilities to meet the needs and goals of the community.250,000$ 250,000$
Recreation Facility Repairs
Based on recommendations of the 2016 Facility Strategic Plan, this program will provide annual capital fudning for implementation of key facility repairs and renovations at the city's three recreation centers to ensure acceptable facility conditions and continue cost-effectively meeting the needs of health and wellness opportunites within Boulder.
500,000$ 1,500,000$ 500,000$ 2,500,000$
Valmont City Park - Phase 2 Development
This project provides for the development of an adventure playground, picnic area, shelters, multi-use field space, additional parking and oportuniies for enhcement to disc golf as part of Phase 2 of Valmont City Park. This allows for increased park service to the surrounding areas as well as the entire Boulder community.
3,500,000$ 3,500,000$
Projects Description/Comments 2018 Projected 2019Planned 2020 Planned 2021 Planned 2022 Planned 2023 Planned 6 Year Total (2018-2023)
New Neighborhood Park Development
This project will provide funding to implement the development of new park amentiies at undeveloped portions of Violet Park in north Boulder as well as Eaton Park in Gunbarrel. These are planned park sites that are currently undeveloped.200,000$ 200,000$
AGENDA ITEM VI-A_ PAGE 1__
C I T Y O F B O U L D E R
PARKS AND RECREATION ADVISORY BOARD AGENDA ITEM
MEETING DATE: December 19, 2016
AGENDA TITLE: 2018 Parks and Recreation Operating Budget
PRESENTERS:
Yvette Bowden, Director, Parks and Recreation Department
Alison Rhodes, Deputy Director
Jonathon Steiner, Business Analyst
Amanda Bevis, Business Analyst
EXECUTIVE SUMMARY:
The 2018 Parks and Recreation Department operating budget submission includes
requests of approximately $23M. While department revenues are steady, expenses are
increasing and so the 2018 submission prioritizes efforts to maintain financial
sustainability. The PRAB’s role related to the operating budget is advisory, and the intent
of this item is to:
Review the department’s operating strategies;
Update the board on the outlook of department finances; and
Gather input from the board on proposed 2018 requests.
BACKGROUND:
With the acceptance of the 2014 Parks and Recreation Master Plan (master plan),the
department received clear direction from the community to focus on six key themes. In
aligning work with these themes, staff efforts have focused on lifecycle management of
assets and services have resulted in a long-term Capital Investment Strategy (CIS) as well
as a Service Delivery Model for programming. These two strategies are foundational to
the department’s the efforts to support the mission to promote community health and
well-being through the provision of high quality parks, facilities and programs.
Results of the 2016 Community Survey demonstrate community members’ satisfaction
with the system of parks, facilities and program provided by the department. Over 96% of
respondents reported visiting a city park, and 95% indicated a positive response, either
excellent or good, for their experience with city parks. Nearly two thirds reported using
Boulder’s recreation centers, and 92% indicated a positive experience with these
facilities. In both aspects, Boulder rated higher than national benchmarks.
The department provides these high-quality services through the responsible stewardship
of community funds and thoughtful allocation of limited resources. Key shifts since 2014
AGENDA ITEM VI-A_ PAGE 2__
include focusing available funding on the operations and maintenance of existing parks
and facilities as well as facilitating the delivery of programs with community partners
where most effective. In alignment with the CIS and Service Delivery Model, the
department is steadily making progress related to master plan initiatives.
Capital Investment Strategy and Asset Management
The department’s commitment to “Take Care of
What We Have” is evidenced through the
development of an asset management program and
10-year CIS. Through this program, the department
can carefully program operating and capital funds
on the assets most in need and of most benefit to
the community. In recent years, work includes the
refurbishment and enhancement of six parks: North
Boulde, Emma Gomez Martinez, Crestview,
Holiday, Christenson, and Admiral Arleigh A.
Burke Parks. In addition, neighbors are enjoying
new parks at Elks and Bill Bower and staff is
planning for the replacement of past their life cycle facilities at Scott Carpenter Pool and
the Boulder Reservoir.
Recreation Priority Index and Service Delivery Model
To ensure recreation services align with master plan direction, the identification of costs
and service categorization allows for intentional use of community subsidy (see Figure
1). Following master plan direction to categorize services based on organizational
mission, target population served, service outcomes,
and other variables, the department has pioneered a
Recreation Priority Index (RPI) to objectively and
transparently place programs into service categories.
Staff developed the RPI and costing methodology in
partnership with the PRAB in 2014. Application of
these tools results in more intentional use of subsidy,
as fees are gradually adjusted to align with desired
cost recovery targets. Because of this work, the
department has been able to provide high quality
services through partnerships at the Pottery Lab,
with Kinesis Dance for recreational dance classes
and with a parent booster club for competitive
gymnastics. In addition, implementation of the
Service Delivery Model ensures staff are regularly
reviewing program life cycles, achievement of
service objectives and customer satisfaction.
Figure 2: Master Plan Community Survey
indicates that tax subsidy should focus on
programs for those with low incomes
and/or disabilities.
Figure 1: The overall condition rating for BPR
assets is good, with deficiencies at a few key sites
having a poor or worse rating.
AGENDA ITEM VI-A_ PAGE 3__
Funding and 2018 Context
The department is funded by multiple sources that vary in
stability and required use. Currently, the department has
direct financial management responsibilities of ~$27M
for operating and capital purposes and has potential
access to other funding sources for one-time growth -
related capital expenses.
General Fund: The city’s General Fund is
supported by fees, sales, property and other taxes.
General Fund dollars are allocated to city departments
and projects by City Council through the annual budget
process. The department primarily uses its allocation to
fund park and forestry operations and department
administration. Central Finance manages this fund, which
generally has a strong outlook.
Permanent Parks and Recreation: The
Permanent Parks and Recreation Fund is the department’s
capital improvement and acquisition fund. Funded specifically from property and
development excise taxes, the fund is dedicated for acquiring land and renovating or
improving existing parks and recreational facilities. It may not be used to fund daily
operations or routine maintenance. Due to strong property tax collections and projects,
this fund’s outlook is the strongest of the department’s major funding sources.
.25 Cent Sales Tax Fund (.25 ST): The .25 Fund provides for operations,
maintenance and development of department facilities. Sales tax is the source, which has
been relatively flat in recent years and is not as robust in the City of Boulder as other
surrounding communities. While this fund is projected to be stable in the out years, the
department is planning for conservative spending given increased expenses.
Recreation Activity Fund (RAF): The RAF is used to operate and maintain the
department’s many recreation, fitness and sports facilities and programs. RAF funds are
largely derived from program and facility use fees with some supplemental funding from
the General Fund that are used to fund community benefit programming such as
programs for individuals with disabilities and those with low-incomes. Non- standard
personnel expenses account for ~28% of the RAF.
ANALYSIS:
Recently, new policies, including the Affordable Care Act, are impacting department
expenses. With the Affordable Care Act, the department is providing benefits to more
non-standard employees. In addition, the State of Colorado legislation to steadily increase
minimum wage from $9.30 in 2017 to $12.00/hour in 2020 will also impact the
department. As urged by City Council in April, 2017, the 2018 Parks and Recreation
Operating Budget anticipates an increase in the minimum wage to $11.00/hour to phase
implementation towards the newly mandated minimum wage. Since the pay rate may
Figure 3: BPR Funding Sources
AGENDA ITEM VI-A_ PAGE 4__
change as council considers the 2018 annual budget, staff is prepared to revise the
operating budget according to council’s direction.
Considering the anticipated policy changes, the 2018 Operating Budget aims to:
Comply with the city’s Guiding Principles;
Align with the city’s budget guiding principles (see Attachment A); and
Continue the implementation of the department’s approved Master Plan and
provide high quality parks, facilities and programs.
Specific budget requests, identifying projected increases in expenditures or revenues, fall
into the categories of personnel requests, programmatic changes and operational changes
as outlined below:
Programmatic and Operational Changes: The department continues to identify
ways to appropriately recover costs and provide excellent service to community
members.
o Civic Area Activation: Funds Civic Area events, including Snow Much
Fun and associated staffing costs;
o Park Operations: Maintains funding to utilize the three Ready to Work
crews contracted by the department to provide continued public restroom
access;
o RAF Stability: Cost recovery proposal via fee increases and General Fund
subsidy to address minimum wage implementation;
o Recreation Small Equipment Replacement: Replaces aging equipment
in the recreation centers; and
o General Fund Wellness Transfer: Establishes a methodology for
General Fund allocation to fund the department’s support of the city’s
Well-Being@Work program for city employees.
Personnel Requests: The department has done much work in 2016 to
identify/convert non-standard positions to standard positions based on the
department’s ongoing business needs. Outside of that process, staff requests the
following additional increases in standard Full-Time Equivalents (FTEs) for
2018:
o Civic Area Ambassador: One-year, fixed-term extension of a current
full-time position that contributes to Civic Area programming and
maintenance;
o Construction Project Coordinator: 0.5 FTE request to supplement
existing vacant 0.5 FTE and staff a full-time position to appropriately
manage the large-scale, ongoing capital projects supported by .25 funds;
o Web Specialist: 0.5 FTE position request to supplement the existing 0.5
FTE to accommodate increased needs for and shift to digital media; and
o Facility Operations Coordinator – 0.25 FTE request to add to the
existing 0.75 FTE position at the South Boulder Recreation Center to fully
support customer service and operational needs.
AGENDA ITEM VI-A_ PAGE 5__
Fee Increases
The budget includes ongoing efforts to align recreation fees with policy direction per the
department’s master plan. Fees for certain exclusive programs such as adult registered
fitness classes will increase 10% to reduce subsidization. At this time, program fee
increases do not consider the increases in non-standard personnel related to minimum
wage.
Access fees to Recreation Centers last increased in 2016. In 2018, staff recommends fee
2018 to promote the intentional use of subsidies to align with master plan direction (see
Attachment B). Based on Master Plan direction, proposed fee increases for youth and
senior access continue to provide high levels of subsidy equating to 40% (youth) and
25% (senior) off the daily drop-in rates. The department’s enhanced Financial Aid
program supports access for community members with low-incomes. These proposed fee
increases also allow the department to partially fund increased expenses due to minimum
wage growth.
Value of Service and Market Comparison
With drop-in entry to any of the three city recreation centers, visitors can access the
following amenities and services available in the system: lap pool, leisure pool,
gymnasiums, racquetball court, hot tub, sauna, steam room, weight room, cardio
equipment, lighted tennis courts, outdoor sand volleyball, drop-in fitness classes and
drop-in mind/body classes.
In purchasing a multi-visit pass (10, 20 or 40 punches), customers receive discounted
access to the three recreation centers, the two outdoor pools, and the Boulder Reservoir.
With the purchase of an annual pass, members receive all the previously mentioned
benefits at an even greater discount, as well as daily access to childcare at a deeply
discounted rate, towels with visits to the recreation centers and a discount on registered
programs (as available).
Recreation center access fees are higher than other local public agencies’ facility fees
(see Attachment C). This can generally be attributed to: business practices that include
the cost of service delivery in fee consideration, lower general fund subsidies to
recreation services as compared to other agencies and the scope and quality of amenities
available. By comparison, department services are priced below the market rate.
At this time, staff does not recommend fee increases to the outdoor and seasonal facilities
such as Scott Carpenter Pool, Spruce Pool and the Boulder Reservoir, as pricing for these
amenities will be evaluated as facilities are updated and through development of the
South Shore Site Management Plan.
Staff recognizes the valuable role Boulder’s parks and recreation system plays in the lives
of community members, and submits the above requests with thoughtful consideration of
the need to be fiscal stewards of limited community resources and to maintain
accessibility to all community members.
AGENDA ITEM VI-A_ PAGE 6__
NEXT STEPS:
At the end of July, staff will review the budget submission with the city’s Executive
Budget Team. In July and August, the Central Budget staff will refine and finalize the
city’s overall 2018 budget for review by City Council at a study session on September 12,
2017. Additional discussions will take place as needed, with final budget approval
scheduled for October, 2017.
Attachments:
Attachment A City of Boulder Operating Budget Guiding Principles
Attachment B Boulder Parks and Recreation Fee Schedule
Attachments C Market Fee Comparison
Attachment A
City of Boulder Vision:
Service Excellence for an Inspired Future
OPERATING BUDGET GUIDING PRINCIPLES
The City of Boulder develops an annual budget (could be biennial), as required by charter and
state law. This budget serves as a financial plan and guiding tool to support organizational
strategies and values. The budget allocates resources across programs and service areas in order
to achieve stated outcomes, which reflect community priorities and meet legal and fiscal
requirements. The operating budget is designed to provide funding for all ongoing city
operations, as well as one-time, non-capital projects and work efforts, and to provide general
support of the city and council work plan. The city prioritizes its operating budget resource
allocation both across and within funds based on the following guiding principles.
The City of Boulder Operating Budget should be developed:
1.in accordance with the city’s Budget Policies. Two of the primary policies are:
a.One-time revenues shall only be used to cover one-time costs. Ongoing costs
should not be greater than ongoing revenues.
b.Debt service shall not be utilized for operating expenses.
The full list of policies can be found on-line at: Budget Policies;
2.under the overarching guide of the Sustainability Framework, to reflect the principles of
Priority Based Budgeting (PBB) and align resource allocation so as to have the most impact
on achieving PBB results;
3.in support of the city as a whole (One City, One Boulder): maximizing outcomes, providing
efficient and effective service delivery, implementing continuous improvement, meeting
service needs, and supporting collaboration and community partnerships, across the city
and not limited by department boundaries;
4.consistent with, and in support of, council-accepted master plans and strategic plans;
5.to maintain critical services to the greatest extent possible;
6.to fund ongoing operating and maintenance costs, and provide for appropriate and
strategic levels of replacement funding;
7.strategically along with the Capital Improvement Program; aligning operating and capital
investments for coordinated and efficient results; weighing the impact of capital investment
on operating costs and evaluating operating savings that can be realized through capital
investment;
8.to be nimble and flexible, providing capacity to respond to emerging and unanticipated
needs, and in support of building resilience as an organization;
9.to invest in organizational capacity by supporting training and employee development;
10.to optimize leveraged external funding opportunities;
11.to maintain an adequate level of reserves and support a strong bond rating;
12.using sound decision-making based on robust metrics, when available.
Boulder Parks and Recreation Fee Schedule
Fee Type 2016 Fee Proposed 2018 Fee % Change
Adult 7.50$ 8.00$ 7%
Senior 5.75$ 5.75$ N/A
Youth 4.50$ 4.75$ 6%
Resident 552.00$ 588.00$ 7%
Non-Resident 689.00$ 735.00$ 7%
Resident 369.00$ 393.00$ 7%
Non-Resident 489.00$ 491.00$ N/A
Resident 274.00$ 302.00$ 10%
Non-Resident 363.00$ 378.00$ 4%
Youth School Year BasketBall Pass Youth 25.00$ 25.00$ N/A
Resident 235.00$ 256.00$ 9%
Non-Resident 255.00$ 272.00$ 7%
Resident 176.00$ 184.00$ 5%
Non-Resident 191.00$ 196.00$ 3%
Resident 144.00$ 154.00$ 7%
Non-Resident 159.00$ 163.00$ 3%
Resident 125.00$ 136.00$ 9%
Non-Resident 133.00$ 142.00$ 7%
Resident 94.00$ 98.00$ 4%
Non-Resident 106.00$ 106.00$ N/A
Resident 77.00$ 82.00$ 6%
Non-Resident 85.00$ 85.00$ N/A
Resident 66.00$ 72.00$ 9%
Non-Resident 69.00$ 74.00$ 7%
Resident 49.00$ 52.00$ 6%
Non-Resident 52.00$ 53.00$ 2%
Resident 41.00$ 43.00$ 5%
Non-Resident 46.00$ 46.00$ N/A
Resident 163.00$ 163.00$ N/A
Non-Resident 203.00$ 203.00$ N/A
Resident 65.00$ 70.00$ 8%
Non-Resident 75.00$ 81.00$ 8%
Resident 885.00$ 956.00$ 8%
Non-Resident 1,105.00$ 1,193.00$ 8%
Adult 7.00$ 7.00$ N/A
Senior 5.00$ 5.00$ N/A
Youth 4.00$ 4.00$ N/A
Resident 139.00$ 139.00$ N/A
Non-Resident 174.00$ 174.00$ N/A
Resident 99.00$ 99.00$ N/A
Non-Resident 109.00$ 109.00$ N/A
Resident 88.00$ 88.00$ N/A
Non-Resident 110.00$ 110.00$ N/A
Resident 289.00$ 289.00$ N/A
Non-Resident 326.00$ 326.00$ N/A
Adult 7.00$ 7.00$ N/A
Senior 5.00$ 5.00$ N/A
Youth 4.00$ 4.00$ N/AReservoir AdmissionRecreation Center
10 Punch Pass
Adult
Senior
YouthRecreation Center Admission ChargesRecreation Center Daily Admission
Recreation Center Annual Pass
Adult*
Senior*
Youth*
*Family passes: Additional members of the household pay half price on annual passes with one adult family member full priced
annual.
Recreation Center
40 Punch Pass
Adult
Senior
Youth
Recreation Center
20 Punch Pass
Adult
Senior
Youth
Recreation Center -PromotionalTwilight Pass All
One Month Pass All
Family Pass
2 Adults plus unlimited children
Youth
FamilyOutdoor Pool AdmissionsOutdoor Pool Daily Admission
Splash Pass
(Outdoor Pool Pass)
Adult
Senior
Reservoir Gate Fees
Attachment B
Recreation Facility Fee
Market Comparison
Recreation Center Daily Drop-in
Colorado Benchmark Agency 2017 Fees
R NR R NR R NR R NR
Boulder $ 4.50 $ 4.50 $ 7.50 $ 5.75
Average $ 3.95 $ 5.50 $ 4.15 $ 5.44 $ 5.35 $ 7.20 $ 4.20 $ 5.80
Louisville $ 4.00 $ 7.00 $ 4.00 $ 6.00 $ 9.00 $ 4.00 $ 7.00
Longmont $ 3.75 $ 4.75 $ 4.00 $ 5.00 $ 5.00 $ 6.25 $ 4.00 $ 5.00
South Suburban $ 4.00 $ 5.25 $ 4.00 $ 5.25 $ 5.25 $ 7.25 $ 4.25 $ 5.50
Westminster $ 3.50 $ 4.50 $ 4.00 $ 5.00 $ 5.00 $ 6.00 $ 4.00 $ 5.00
Arapahoe PRD $ 4.50 $ 6.00 $ 4.75 $ 6.50 $ 5.50 $ 7.50 $ 4.75 $ 6.50
Boulder Area Providers
Provider Adult
Drop-In
Youth
/month
Adult
/month
Senior
/month
Family
/month
Boulder $ 7.50 $ 24.00 $ 47.00 $ 31.00 $ 72.00
YMCA $ 37.00 $ 65.00 $ 52.00 $ 93.00
CAC $ 30.00 N/A $ 199.00 Varies $ 184.00
Rally Sport $ 20.00 N/A $ 110.00 $ 110.00 $ 179.00
Adult 19-59 Senior 60+
Agency
Child 3-12 Youth 3-18
Attachment C
3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
TO: Parks and Recreation Advisory Board
FROM: Yvette Bowden, Director, Parks and Recreation Department
Alison Rhodes, Deputy Director
SUBJECT: Matters from the Department
DATE: June 26, 2017
A. Thunderbird Lake 2017 Status
Background:
Thunderbird Lake is located in Admiral Arleigh Burke Park in southeast Boulder. The water in
the lake is supplied predominantly by groundwater that infiltrates directly through the subsurface
and minimally via a tile drain that collects groundwater from the area to the west.
During the 2002 drought, water levels in the lake dropped noticeably and have remained lower
ever since. The lower water levels are believed to have resulted from a combination of factors
including drought, reduced irrigation on surrounding lands and increased usage of sump pumps
on neighboring properties that lowered groundwater in the area around the site. The lower water
levels resulted in a 2002 fish die-off in the lake and a simultaneous increase in wetland
vegetation along the shoreline. The wetland types also shifted, with riparian woody vegetation
establishing in areas that were formerly covered by water.
To address impacts caused by lower water levels, in 2009, the department implemented a
three‐year pilot adaptive management project. This project included the addition of potable water
to the existing water body as an interim measure to try to increase the water level and improve
water quality. In addition, a lake gauge and monitoring wells were installed to collect surface
water and groundwater monitoring data. A shrub wetland area was also planted to mitigate for
any potential impacts to existing wetlands that could result from the adaptive management
process. Throughout the initial adaptive management pilot project, the city’s water quality staff
collected and analyzed lake water samples and determined that the water quality of the lake
improved dramatically between the beginning and the end of the pilot.
The annual use of water during the pilot was 4-6 million gallons of water which exceeded the
allocated water budget in each year between 2009-2011. At the end of the pilot it was determined
that the continued addition of water to maintain the water level at that artificial level was not
feasible because the increased lake surface area could not be maintained within the allocated
water budget and therefore was contrary to the city and the department’s long-term sustainability
goals. Additionally, the PRAB questioned the service level of the park site to the
3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
community and whether the continued approach was sustainable in practice. The pilot was
extended for a year to allow staff time to further evaluate other options. Staff recommended
additional analysis of alternatives that would reduce water demands and improve long-term
sustainability.
Following the initial pilot project, the department engaged a consultant team to evaluate
available data and vegetation information to help the city anticipate future conditions and trends
and assist the city in developing future management options. The findings were integrated into a
report that provided a conceptualized view of possible future conditions compared to current
conditions. The observed minimum groundwater elevations were expected to sustain a nearly
one‐acre lake (without potable water additions) while allowing shifts in vegetation around the
lake.
Evaluation efforts were briefly interrupted in September 2013 when Boulder experienced
significant rainfall and associated flooding. Groundwater elevations rose as the rainwater
infiltrated and contributed to flood conditions. For about a month, the lake reached levels similar
to its historical extent of 5316 ft. and then receded back to 5314 ft. by April 2014. No post‐flood
management actions were required and as of 2015, the flooding did not appear to have any
significant impacts on the lake or vegetation. In Spring 2015, staff resumed the water level
monitoring program in the lake and wells.
2016-2019 Adaptive Management Plan
To ensure the long-term sustainability of the lake, staff hired a consultant team to develop an
adaptive management plan to respond to the findings of lake monitoring efforts. In addition to
providing goals and recommendations, the 2016-2019 Adaptive Management Plan outlines
inspection, monitoring and response actions in line with an adaptive management approach. The
framework for the report also responds to and supports themes established in the department’s
Master Plan (2014) including taking care of existing assets, financial sustainability and building
community and relationships.
Given the multiple benefits provided by the city’s network of urban lakes, the Adaptive
Management Plan aimed to balance the following key overarching goals:
Manage the physical characteristics of Thunderbird Lake to achieve desired conditions
for water quality, biodiversity and access;
Control pollutant loading and in-lake sources to manage water quality to standards and
accepted, practical levels;
Restore and maintain wildlife habitat to benefit an array of appropriate animal groups;
and
Provide appropriate educational and recreational opportunities for a range of visitor
experiences.
3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
The Adaptive Management Plan framework was targeted to address priority issues that are
expected to arise over the next three years including:
Potential loss of more open water habitat due to vegetation encroachment and limited
water sources;
Phosphorus release from accumulated sediments and resulting algae blows; and
Reduced native habitat values due to terrestrial and aquatic invasive species including
koi/goldfish.
Four specific action items were identified to address the overarching goals and priority issues
including:
1) Maintaining the lake surface area of 0.9-1.0 acres;
2) Managing the water quality of Thunderbird Lake to achieve acceptable aesthetic
conditions;
3) Minimizing negative changes in diverse wetland functions by improving aquatic habitat
and mitigating changes in wetland types; and
4) Providing opportunities for education and passive recreation.
Response to the 2016-2019 Adaptive Management Plan
Following the issuance of the Adaptive Management Plan, staff and consultant teams have
worked to implement the action items set forth by the plan. Action items and preliminary
outcomes of such actions are outlined below.
Action Item 1:
Maintain the lake surface area of 0.9-1.0 acres that equates to an elevation of ~5312 ft.
Steps taken:
Ongoing water level monitoring including annual management of the ground water
monitoring wells and automatic data loggers.
Data downloads were completed twice per year. An annual report on conditions and
management recommendations was prepared.
Preliminary outcomes/findings:
For several months, the open water area had dropped to 0.8 acres but this was at the end
of the 2016 growing season and into winter of 2016-2017. While the lake is currently at
an acceptable level, continued low precipitation and high temperatures factors that may
contributed to continued low water levels and low open water areas. Longer term trends
will be evaluated after Biohabitats performs their next bi-annual round of data analysis in
June/July 2017.
Unless 2017 precipitation is above normal it is likely the lake will stay at a low water
level. This could have implications for autumn/winter 2017. Lower water levels allow the
encroachment of wetland vegetation into the open water area.
3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
Monitoring of these conditions, discussions on the addition of water versus the feasibility
of maintaining the lake elevation, and evaluation of proactive options need to continually
occur. The Adaptive Management Plan stated that should low water levels (below our
target 0.9 acres) persist for more than one month in the growing season, short-term water
management options (such as adding water) and or target lake elevations should be
revisited.
Action Item 2:
Manage the water quality of Thunderbird Lake to achieve acceptable aesthetic conditions
Steps taken:
Staff have engaged Ottertail Environmental to perform ongoing water quality monitoring from
May to September including:
Conducting visual inspections of lake conditions and documenting findings;
Monitoring water depth;
Periodic collection of water quality data every few years; and
Adding of microbes to minimize vegetation such as duckweed and algae.
Staff also maintains the aeration system that increases oxygen in the system in an effort to keep
the lake habitable by fish.
Preliminary outcomes/findings:
Water samples collected on October 4, 2016 for laboratory analyses indicated that
nutrients (nitrogen and phosphorous) were within the acceptable water quality criteria
(based on CDPHE guidance for South Boulder Creek area).
2016 was warmer earlier than expected. There was increased aquatic vegetation as a
result. In 2017 when conditions looked similar, Ottertail was contacted earlier and at an
increased cost. Ottertail began microbe additions earlier in the year in hopes of reducing
the likelihood of similar vegetation growth.
Though the lake was known to include the growth of duckweed, a blue-green algae was
also identified at the lake in 2017. It was determined that the algae were not of a toxic
variety.
There was a fish die off in the winter of 2016/2017 likely due to low water levels.
Action Item 3:
Minimize negative changes in diverse wetland functions by improving aquatic habitat and
mitigating changes in wetland types.
Steps taken:
Performed a wetland analysis, mapped current plant communities and conducted an assessment
to establish metrics for monitoring wetland condition and stresses in future years.
3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
Preliminary outcomes/findings:
The extent of emergent wetlands (cattails and the native bulrush) has nearly doubled from
0.51 acres in 2009 to 0.94 acres in 2016 while woody and riparian areas cover
approximately the same area. This means that the open water area is being impacted as
predicted by earlier studies.
The assessment determined that the wetland currently has a functional score of 0.78
which means that the capacity of some or all of the site’s functions has been markedly
altered, but that the wetland still provides the types of functions associated with its
habitat type. Maintaining or enhancing this wetland would be beneficial.
Low water levels threaten water quality by increasing temperatures and contributing to
algae blooms and fish die off.
Mudflats such as those exposed this winter do not provide as high of quality of habitat
and can be a water quality concern. Biohabitats has recommended excavating the
mudflat. More information is below in the Future Management section.
Action Item 4:
Provide opportunities for education and passive recreation
Steps taken:
In the years between the pilot and the current Adaptive Management Plan, staff conducted
community outreach with local residents and leveraged partnerships with the University of
Colorado Department of Environmental Design, the Horizon School and Growing Up Boulder.
Preliminary outcomes/findings:
An outdoor classroom was built and access to the wetland was created in order to better
allow study of the environment.
Staff will continue to look for ways to engage the community.
Additional Operational Management Activities:
Removal of undesirable vegetation growth.
o Three maintenance corridors (gazebo, inlet and outlet) were identified for work.
o Continued noxious weed control per state weed laws.
Coordination with Colorado Parks and Wildlife
o Removal of undesirable fish species.
o Stocking of desirable fish species as predators for goldfish/koi and for fishing.
Participation in the city’s mosquito management programs
o Minimization of Culex species mosquitoes which may carry West Nile Virus.
Perform general maintenance activities
o Mowing, irrigation, turf care, safety, trash and signage.
3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
Future Management:
The purpose of the 2016-2019 Adaptive Management Plan was to provide the department with a
practical, adaptive management approach for Thunderbird Lake and the adjoining natural areas.
Staff will continue to implement the recommendations and practices outlined by the plan for this
site and will continue to monitor and evaluate the success of these efforts.
Though staff is at the early stages of implementation of adaptive management strategies,
monitoring and assessment of conditions is starting to indicate that just continuing current
management actions may not be enough to reach the goals for the site. Rather, more significant
management actions may be required in the future to meet the desired overarching goals for
Thunderbird Lake as outlined above.
One such option being explored is dredging. Dredging could aid in managing the physical
characteristics of the lake by helping to increase the area of open water and improve overall
water quality. Another option being explored is a cooperative effort with the Public Works
Department staff to utilize stormwater as a source of water to supplement natural lake levels,
thereby increasing the area of open water. In meetings with Public Works stormwater engineers,
projects have been identified that may have the mutual benefit of aiding in stormwater control as
well as improving conditions at Thunderbird Lake.
Both of these management concepts have potential, but also have budgetary implications that
will need to be evaluated through the CIP process as well as through more in depth study of
logistics and feasibility. Staff will continue to implement the recommendations and action items
of the 2016-2019 Adaptive Management Plan in combination with an in-depth evaluation of
more significant measures if adaptive management practices do not produce the desired results.
Staff continues to be dedicated to this issue and will provide the PRAB with updates as options
are explored.
B. 0.3% Sales Tax Renewal – Community Culture and Safety Tax
Memorandum
To: City of Boulder Advisory Boards and Commissions
From: Capital Improvements Tax Renewal Team
Date: June 16, 2017
Re: 0.3% Sales Tax Renewal – Advisory Committee Recommendation
Boards and Commissions:
Arts Commission
Environmental Advisory Board
Downtown Management Commission
Greenways Advisory Committee
Landmarks Board
Library Commission
Parks and Recreation Advisory Board
Planning Board
Transportation Advisory Board
University Hill Commercial Area
Management Commission
Background
The purpose of the 2017 Capital Investment Tax Renewal Project is to develop a draft funding package
for possible inclusion in the 2017 ballot that:
Extends revenues to invest in high priority new or expanded community facilities;
Funds other important deficiencies not addressed in the 2014 initiative; and
Is understandable and has broad community support.
The background information for this topic can be found in the Information Packet dated June 15, 2017.
Stakeholder Committee Process
At the request of City Council, the City Manager formed an advisory committee to make
recommendations about the specific projects and other details of the potential 2017 renewal. The
advisory committee met a total of six times over the course of its work. They received presentations on
city and community projects, developed guiding principles, and prioritized projects to develop a
recommended package.
The committee recommends extending the tax for 5 years to fund a diverse package of city and
community‐based projects based on guiding principles. The committee provided an additional list of
projects that could be considered if council prefers to extend the tax for 7 years or if revenues are higher
than projected. The committee’s recommendations and a summary of their work is included in the
information packet.
Requested Feedback from Advisory Boards
City boards and commissions play an important role in planning and advising for capital infrastructure
and projects, and in some cases, an active role reviewing the annual Capital Improvement Program (CIP),
including unfunded needs. Considering these roles, feedback is encouraged regarding the advisory
committee’s recommended renewal of the 0.3% sales tax and proposed package of projects. Boards are
invited to share feedback to the City Council. If received before July 10 it will be included with the
study session materials.
Schedule and Process
The City Council will discuss the tax renewal and committee recommendations at the July 25 Study
Session. It is anticipated that draft ballot language will be presented on Aug. 1, with second and third
reading (if needed) on Aug. 15 and Aug. 29, respectively.
Staff Contacts
Jean Gatza, gatzaj@bouldercolorado.gov, 303‐441‐4907
Joel Wagner, wagnerj@bouldercolorado.gov, 303‐441‐3871
INFORMATION PACKET
MEMORANDUM
TO: Mayor and Members of City Council
FROM: Jane S. Brautigam, City Manager
Mary Ann Weideman, Deputy City Manager
Cheryl Pattelli, Chief Financial Officer
Maureen Rait, Executive Director of Public Works
Tracy Winfree, Director of Open Space and Mountain Parks
Jean Gatza, Senior Planner
Joel Wagner, Special Assistant to Finance and City Manager’s Office
DATE: June 15, 2017
SUBJECT: Update on Potential Extension of 0.3 Percent Capital Improvements
Tax for 2017 Ballot - Advisory Committee Recommendations
EXECUTIVE SUMMARY
The City Manager-appointed advisory committee for renewal of the 0.3 percent capital
improvements tax concluded their work and provided a recommendation to the City
Council. The committee recommends extending the tax for 5 years to fund a diverse
package of city and community-based projects based on guiding principles. The
committee prioritized an additional list of projects that could be considered if council
prefers to extend the tax for 7 years or if revenues are higher than projected. The
committee’s recommendations are presented in Attachment A, and their prioritization
process is included in Attachment B. The committee also recommended that the city
consider allocating ongoing funds from an established source to fund capital needs for
ongoing maintenance and replacement of capital assets.
BACKGROUND
The background information for this topic can be found in the study session
memorandum and presentation, both dated Jan. 10, 2017, in the study session summary,
dated Feb. 7, 2017, and in the May 9, 2017 study session memorandum and summary.
At the request of city council, the City Manager formed an advisory committee to make
recommendations about the specific projects and other details of the potential 2017
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renewal. Through collaborative efforts, the advisory group was asked to deliver
recommendations including:
• Providing feedback to city staff about how to communicate the issues and options
to the public and the quality of the information.
• Analyzing scenarios for potential renewal of the tax.
• Providing recommendations on projects and funding packages most likely to
garner community support.
• Community outreach materials and process.
The committee includes 12 members representing broad interests and community
perspectives. The City Manager appointed the following participants - Tyler Adams,
Greg Brown, Leslie Durgin, Barbara Gutmann, Davis Hart, Diane Jones, Deborah
Malden, Jim Mapes, Chris Miller, Ann Moss, Manuela Sifuentes, and Tara Winer.
The advisory committee met a total of six times over the course of its work. Following
the May 9, 2017 presentation to Council, the committee finalized guiding principles,
received project presentations from community groups, and prioritized projects to
develop a recommended package. A summary of the committee’s work is included
below.
UPDATE ON ADVISORY COMMITTEE RECOMMENDATIONS
Guiding Principles
The advisory committee established a sub-committee to determine the process to arrive at
a recommended package that maintained consensus throughout the committee. The
subcommittee drafted a set of five guiding principles and recommended that the
committee score all projects based upon the guiding principles.
Final Guiding Principles:
• Benefits a broad cross-section of the city, including various geographies and
underrepresented groups;
• Aligns well with multiple city master plans or furthers more than one of the city’s key
goals: sustainability, livability, addressing infrastructure deficiencies, and health &
safety;
• Does not create significant additional operating and maintenance expenses or future
capital investments that are not already addressed in the project plan;
• Represents good return on investment in terms of the impact to the community
compared to dollars invested; and
• Has minimized risk by including low risk projects and/or by using funding milestones
and other means to mitigate completion and operating risks.
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Prioritization Process
Using the guiding principles discussed above, the advisory committee followed a
prioritization process that enabled informed decision-making and encouraged
collaboration. See Attachment B for an overview of the committee’s prioritization
process.
Project Refinement and Final Questions:
During the prioritization meetings, the committee asked staff to follow up with the city
departments and community groups to “sharpen the pencil” on projects. In addition to
several project-specific questions staff was asked to:
• Determine whether projects could be scaled or phased to reduce the amount of
funding needed.
• Review budget assumptions for accuracy.
• Ask community groups to accept a dollar for dollar match requirement.
• Provide staff analysis on community projects affecting city facilities and planning
processes.
Key Considerations:
As a result of the prioritization process and additional staff due diligence, the committee
discussed the following key considerations:
• Community Group Matching Requirement: The committee expressed interest in
ensuring that community groups were equally invested in their projects.
Subsequently, staff discussed a dollar-for-dollar match requirement with
community groups that had been prioritized for capital tax funding.
• Value of Land Donations: Two organizations’ proposals included the value of
land committed by a private developer in their proposed matching funds. City
staff as well as some members of the committee questioned whether the value of
the land should be counted as a match. Correspondingly, staff presented a “scaled
amount” for Meals on Wheels and Studio Arts that reduced the city contribution
to 50% of building value (excluding land). Representatives of Meals on Wheels
responded that they would be open to the reduced match. Representatives of
Studio Arts believed that the value of the land donation should be included.
• Impacts on City Facilities: Several community projects are located on, or are
proposing expansion to city property. Staff provided the committee with analysis
and considerations for the community projects that affected city property or
operations. This analysis is provided in Attachment C.
Draft Package Development:
Utilizing the committee’s input from the first working session, city staff developed three
strawman packages for the committee to consider at its final meeting.
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Option 1 addressed essential deficiencies and key city goals. Projects selected were
chosen because they were taking care of existing assets, repaired critical infrastructure, or
helped achieve key city goals and objectives.
Option 2 represented a “Capital Enhancements” package and included projects that
fulfilled key action or vision plan goals.
7-Year Considerations for Options 1 & 2: – based on the committee’s interest to consider
a 7-year option, projects that were prioritized by the committee but required a longer
planning horizon were included in this package option.
Option 3 consisted of a slightly different mix of projects demonstrating an option that
would approximate the percentage of community projects represented in the 2011
Community Culture and Safety tax.
“Round-Out” Projects – the committee was also interested in small-value projects and
scalable projects that could “round out” a package at the appropriate projection and
potentially add support for a wider range of interests.
Final Package Recommendation:
The committee members did not choose any of the draft options as presented. With the
goal to develop consensus between all committee members, the team arrived at a set of
projects that they all agreed to include, then focused on understanding each other’s
thoughts to fund other projects based on the guiding principles. There was a high level of
agreement on most projects in included in the recommendation. Committee members
expect due diligence in planning and coordination of city and community projects as
outlined in their letter.
Several committee members expressed concern about funding Boulder Museum of
Contemporary Art (BMoCA) in this round of funding. They questioned whether this
project is ready to move forward in light of the on-going discussions regarding the
evolving East Bookend Civic Area Planning, the need to displace city facilities, and the
perceived benefit provided to the full community, but agreed to include it in the final
recommendation.
Committee members briefly discussed an option that would reduce the funding amount or
shorten the time period of the tax, including only the projects with the most committee
support. They settled on a 5-year recommendation that included these projects, adding a
group of projects that could be included if the council supports extending the tax to 7
years or if there is additional revenue. The recommendation for a 5-year extension has the
benefit of including a wide range of projects. There was sentiment to let future voters
decide longer-term priorities.
The committee expressed concern that several of the projects propos ed for the renewal
appeared to be a result of insufficient funding for maintenance or capital replacement
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reserves. Starting with the Blue Ribbon Commission work in 2008, the city has made
several improvements in its processes for capital planning (which is described in
Attachment D). Staff agrees that the city should continue to improve its capital asset
planning with respect to capital maintenance and replacement and will continue to look at
this in its annual Capital Improvement Plan process.
The letter from the committee outlining the draft package and their rationale is included
in Attachment A.
Recommended 5-year sales tax extension to include the following projects ($52.5M)1:
Radio Infrastructure - $6 million
Capital costs for a new radio system and the support systems for the radio infrastructure,
including site improvements and backup systems to support peak functionality.
Growing Gardens - $87,000
Funding to complete its Pollinator Pavilion, which is currently under construction. Funds
will help build a kitchen facility and install solar panels.
Community Cycles - $822,500
Funding will help purchase permanent office space, with increased space for operations
and programming.
Library – North Boulder Branch - $6 million
Build a new full-service branch library with community meeting space, room for partner
organizations, and connections to draw the community together.
Relocate Fire Station #3 - $13 million
Current Fire Station 3 is outdated, inefficient, undersized and located in the 100-year
flood plain. Relocation would allow for better service delivery to a significant part of the
city that is not currently within a four-minute drive time of any of our fire stations.
Includes land purchase and new facility.
Scott Carpenter Pool - $6.2 million
This project provides enhanced amenities for the already planned lap pool replacement,
such as: a new bathhouse, family leisure pool, water slides, shade structures and various
park and access improvements.
Studio Arts Boulder - $1.75 million
Funding will help build a new Studio Art Center which will house expanded
programming and administrative space.
Facilities Maintenance Backlog - $3.2 million
1 More detailed project descriptions, including complete community group applications can be viewed at
the project website: https://bouldercolorado.gov/planning/capital-tax-renewal
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Maintenance backlog of 164 items identified in facilities assessments: including:
Roof Maintenance, Fire Protection systems, Building Envelope Repairs, and Interior
Finishes.
Fourmile Canyon Creek Greenways Improvements - $4.25 million
Develop multi-use path connection from 19th Street to Violet Crossing. In conjunction
with flood mitigation, the project also provides safer access to Crest View Elementary
School, recreational opportunities, and replacement of high priority transportation bridges
on Upland Ave and Violet Ave.
Meals on Wheels - $1.6 million
Funding will help build a new facility to house the organization’s operations and provide
for additional meeting space and space for partner organizations.
Center for Resource Conservation - $1.4 million
Funding will help with improvements to the current facility, including more covered yard
space, a new warehouse, office space, and a lumber reuse building.
Public Art - $1.5 million
Develop and install a series of art projects throughout the city, including installations
associated with some projects funded by this tax, as appropriate.
KGNU – $1.25 million
Funding will help expand the current facility, including additional studio, training, and
community spaces.
Boulder Museum of Contemporary Art - $6 million
Funding will help with renovation and expansion of the current museum, including
education spaces, a library, expanded gallery space, community spaces, and an outdoor
event/exhibit space.
Projects for additional 2-year extension (estimated at $28M) or as potential to fund
if revenues exceed projections.
These are not in priority order. The committee views the decision to extend beyond 5
years as a prerogative of the City Council. Regardless of the decision to pursue a five-
year or seven-year renewal, the committee recommended identifying additional projects
from this list that could be funded in a five-year tax if revenues exceed projections. In the
event the city council proposes a seven-year tax, the most shovel ready projects would be
funded first, regardless of which “list” they appear on here.
Fleet Facility Repairs and Upgrades - $1.4 million
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Includes addressing critical maintenance backlog at the city's 28-year old facility as well
as upgrades to promote the use of alternative fuels, prolong the life of fleet vehicles and
share costs with external agencies.
Hill Pedestrian Lighting - $225,000
Replacement of deteriorating 20-year old fixtures to improve the night-time safety and
the attractiveness of the commercial district.
Valmont City Park, Phase 2 - $4.45 million
This phase includes sites for local food opportunities, innovative adventure play features,
family amenities, access improvements, multi-purpose fields, disc golf and flexible
recreation areas.
Railroad Quiet Zones - $1.5 million
The objective is to address train horn noise impacting communities in and around
Boulder. This is for crossings located within the City jurisdiction.
Violet Park - $2.4 million
Develop Violet Park in north Boulder to provide park amenities to the neighborhoods
near Violet and Upland in conjunction with floodplain improvements.
Boulder Reservoir South Shore - $7.6 million
Address the backlog of maintenance that exists within the south shore recreation area
related to docks, lawns, parking areas and visitor amenities. Provide a new visitor
services center, beach improvements, play areas and concession area. Also include key
path connections for recreation and commuters.
Downtown Boulder Partnership - $2 million
Funding will help build out a four-screen art cinema with an attached restaurant and bar.
HOP Conversion - $750,000 (scalable up to $8 million)
Replace aging HOP vehicles with electric or other clean fuel technology vehicles as the
fleet reaches the end of its useful life.
Civic Area Phase 2, Central Park and East Bookend - $8 million
This next phase of Civic Area implementation would develop the community-supported,
public market by renovating the existing Atrium building at 13th and Canyon. To
compliment this phase, the adjacent Central Park would be renovated and improved to
better support an active market, events and programs within the East Bookend.
Additionally, this phase would provide a public restroom, enhancements to 13th Street
and opportunities for a variety of public/private partnerships.
UPDATE ON THE PUBLIC ENGAGEMENT PROCESS AND WORK PLAN
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Community engagement to date includes:
• Convening of advisory committee comprised of twelve community members.
• Call for community-based projects to be considered for funding from a renewed
sales tax.
• Initial information sharing and feedback requested from city advisory boards and
commissions on criteria for prioritization and recommended mix of projects.
• Information sharing about the project on the city’s website.
• Note: per City Council feedback at the May 9, 2017 Study Session, staff and the
committee elected not to conduct a phone poll.
NEXT STEPS
Community Groups:
In the coming weeks, staff will be performing financial due diligence and meeting with
community groups whose projects have been recommended for inclusion in the ballot
initiative. Agenda items will include, among other things:
• Confirmation of the group’s continued interest in participation in the ballot
initiative at the committee’s recommended amounts.
• Discuss results of financial due diligence.
• Draft terms of funding agreements and significant milestones (as informed by
financial due diligence).
• Discuss/refine project description for August council memo.
City Council:
Project staff will be working with board liaisons to share this information packet with
affected boards and commissions, asking for board and commission feedback, and will
share the results with City Council at the July 25 Study Session.
Staff will present additional information and results of its continued due diligence at the
July 25 Study Session. It is anticipated that draft ballot language will be presented on
Aug. 1, with second and third reading (if needed) on Aug. 15 and Aug. 29, respectively.
Community Engagement:
Staff will work with the communications team to develop a plan to inform community
members and groups about the sales tax renewal and the proposed investments.
STAFF CONTACTS
Jean Gatza, gatzaj@bouldercolorado.gov, 303-441-4907
Joel Wagner, wagnerj@bouldercolorado.gov, 303-441-3871 ATTACHMENTS:
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Attachment A: Committee letter and prioritization materials Attachment B: Committee prioritization process Attachment C: Staff analysis of impacts to city facilities Attachment D: History of capital planning
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ATTACHMENT A – Committee Letter
June 8, 2017
Mayor Jones
Members of the Boulder City Council
P.O. Box 791
Boulder, CO 80306
Re: Capital Improvement Sales Tax Renewal Recommendation for 2017
Dear Mayor Jones and Members of the Boulder City Council:
The Capital Improvement Tax Renewal Committee appreciates the opportunity to provide City Council
with its recommendations for a capital investment ballot item. The committee has been working since
March to evaluate projects, timing and voter appeal of a potential renewal of the 0.3% sales tax that
funded the Community, Culture and Safety package of community investment. The 2015 Community,
Culture, and Safety Capital Investment Tax included a range of projects that provide significant benefit
to the community. This Committee’s recommendation aims to ensure that a tax renewal in 2017
provides similar, if not more benefit, and is a proposal that voters will support.
The committee also wishes to express deep appreciation to staff for their expertise, incredibly hard
work, consistent professionalism, and ability to facilitate vigorous yet respectful discussion. They helped
drive our diverse group toward a consensus recommendation that we believe provides a strong
foundation for Council’s deliberations.
The committee recommends putting a 5-year extension on the 2017 ballot that includes the city and
community projects listed below. We also provide a list of projects we would prioritize to be funded
either with an extension to 7 years or if the revenue from the tax is higher than estimated. This
recommendation is based on the guiding principles and considerations listed below.
Information with the list of projects and committee work around ranking is attached. In several cases,
some of the guiding principles and considerations have not yet been met and additional due diligence is
recommended. Nevertheless, we believe that staff has the skills and expertise to appropriately structure
the funding to mitigate tax payer risk and ensure close alignment with the overarching principles and
considerations.
Recommended 5-year sales tax extension to include the following projects ($53M):
Radio Infrastructure - $6 million
Growing Gardens - $87,000
Community Cycles - $822,500
Library – North Boulder Branch - $6 million
Relocate Fire Station #3 - $13 million
Scott Carpenter Pool - $6.2 million
Studio Arts Boulder - $1.75 million
Facilities Maintenance Backlog - $3.2 million
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ATTACHMENT A – Committee Letter
Meals on Wheels - $1.6 million
KGNU – $1.25 million
Center for Resource Conservation - $1.4 million
Fourmile Canyon Creek Greenways Improvements - $4.25 million
Boulder Museum of Contemporary Art - $6 million
Public Art - $1.5 million
Projects for additional 2-year extension (estimated at $28M) or as potential to fund if revenues exceed
projections.
These are not in priority order. The committee views the decision to extend beyond 5 years as a
prerogative of the City Council.
Fleet Facility Repairs and Upgrades - $1.5 million
Hill Pedestrian Lighting - $225,000
Valmont City Park, Phase 2 - $4.45 million
Railroad Quiet Zones - $1.5 million
Violet Park piece of Fourmile Creek - $2.4 million
Boulder Reservoir South Shore - $7.6 million
Downtown Boulder Partnership - $2 million
HOP Conversion - $750,000
Civic Area Phase 2, Central Park and East Bookend - $8 million
Guiding Principles
The committee developed guiding principles to guide our recommendation; working to develop a
package of projects that:
1.Benefits a broad cross-section of the city, including various geographies and underrepresented
groups;
2.Aligns well with multiple city master plans or furthers more than one of the city’s key goals:
sustainability, livability, addressing infrastructure deficiencies, and health & safety;
3.Does not create significant additional operating and maintenance expenses or future capital
investments that are not already addressed in the project plan;
4.Represents good return on investment in terms of the impact to the community compared to
dollars invested; and
5.Has minimized risk by including low risk projects and/or by using funding milestones and other
means to mitigate completion and operating risks.
The committee recognizes the importance of including seven community-based projects in the 5-year
package, with 23.6% of the funding ear-marked for these needs. We considered the following factors in
selecting these projects:
1.Does the project address a need that can’t be met through the private sector alone and without
a new facility/capital investment?
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ATTACHMENT A – Committee Letter
2.Does the new facility/expansion build upon the organization’s mission and core competencies?
3.Does the organization appear to have the organizational and financial ability to build and
operate the facility?
4.Would this investment improve the likelihood of voter support for the tax extension?
5.Does this investment adequately and optimally leverage public dollars?
6.What matching funds are available or needed to proceed? Is there demonstrated community
financial support?
7.What is the project readiness? Many community projects not recommended for funding have
merit but the timing, completeness of public process and planning and design were not
appropriate for this time and funding source.
Other considerations that informed the recommended package include:
A high degree of committee agreement on including a rich mixture of projects that address
critical deficiencies, improve infrastructure, enhance Boulder being “Boulder”, support active-
living, improve community spaces and support community groups.
Funding facility maintenance backlog is funding well-spent now since these necessary
improvements will likely cost more down the line.
The need to balance maintaining and enhancing infrastructure of existing city or community
facilities with expanding the scope of what’s available in the city.
Some terms we suggest for describing the recommended package include: safe, diverse, culture,
active, unique, invigorating, well-rounded, responsible, and FUN.
Bond Considerations
At the beginning of the project, staff discussed the pros and cons of using debt financing to construct
capital projects. If staff determines that it is in the best interest of the city, the committee supports
asking the voters for the ability to bond in order to fund projects sooner rather than waiting to allow
funds to accumulate over time. Should the ballot items pass, considerations of project-readiness,
increasing construction costs, and ability to construct should inform the use of bonding.
Looking Forward
Regardless of any ballot initiative approved by Council, the Committee wants to express its concern
about the fact that several seemingly critical infrastructure maintenance projects have been deferred by
the City. Committee members were shocked when we learned of shortfalls in funding for facilities
maintenance, police and fire radio infrastructure, and fire station relocation. This put the committee in
an awkward position of deciding whether to recommend inclusion of these projects in the Capital
Investment Tax Renewal, because either (A) doing so could send the message and set a precedent that
we are comfortable using this short-term, expiring tax to fund such critical projects, or (B) not including
them could lead to continued shortfalls and lack of investment. We note that Appendix A: Unfunded
Projects of the 2017-2023 CIP describes a lack of continuous process for renewal of all city capital assets
and believe that the City and Council needs to rapidly address this situation.
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ATTACHMENT A – Committee Letter
Sincerely,
The Capital Improvement Sales Tax Renewal Committee
Tyler Adams
Greg Brown
Leslie Durgin
Barbara Gutmann
Davis Hart
Diane Jones
Deborah Malden
Jim Mapes
Chris Miller
Ann Moss
Manuela Sifuentes
Tara Winer
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ATTACHMENT B – Committee Prioritization Process
Overview of Committee Prioritization Process
Over the course of two working sessions, the committee prioritized all 46 projects (city and community
projects). In an effort to develop consensus in the first working session, the committee:
1. Scored all projects on a scale of zero to ten, with zero meaning “not a fit” and ten meaning “a
great fit”. The results of the committee’s scoring process are presented in Table 1 as “Survey
Results”.
2. Discussed the results of the scoring process and had the opportunity to “call up” projects that
individual members felt deserved additional conversation. Each project was presented on a white
board, and committee members directed staff whether projects should be considered for five-
year funding, seven-year funding, or no funding. An image of the whiteboard exercise is
presented in the following pages.
3. Discussed projects in groups of two (six groups total) with the goal of reaching agreement with a
committee partner on the top-ten projects to be funded. This effort represented the committee’s
ability to collaborate and understand other views. Each pair then placed dots on a chart beside
each project that they agreed was on their top-ten list. An image of the dot voting exercise is
presented in the following pages.
4. Prioritized projects in groups of six (two groups total) to create more consensus on a set of
projects that they strongly believed should be funded and that they would like to know more
about. Teams were given eight dots (one team assigned yellow and one team assigned green)
and each team placed dots on a chart beside each project they agreed upon. Each team was also
given four orange dots to identify projects they wanted to know more about or thought were “on
the cusp” for funding. This led to a series of projects that had clear committee-wide support and
enabled staff to gather outlying questions to answer. An image of the dot voting exercise is
presented in the following pages.
Using the results of the committee discussions and ranking described above, staff developed three
strawman options for the committee’s consideration. These options are presented in the following
pages.
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ATTACHMENT B – Committee Prioritization Process
Table 1: Survey Results
Project Name Score Amount
Growing Gardens 9.58 86,691
Radio Infrastructure - radio system 9.17 6,000,000
Library-North Boulder Branch 7.83 6,000,000
Scott Carpenter Pool Replacement, New Family Aquatics Features and Park
Upgrades 7.67 6,223,220
Community Cycles 7.58 822,500
Relocate Fire Station #3 7.50 12,000,000
Meals on Wheels 6.83 3,200,000
Studio Arts Boulder 6.75 2,500,000
Public Art 6.42 1,500,000
Boulder Reservoir South Shore Enhancements and Multi-Use Path Connections 6.17 7,600,000
Civic Area Phase 2 - Central Park and East Bookend Development 6.08 8,000,000
Fourmile Canyon Creek Improvements: 19th Street to Broadway 5.92 8,500,000
Center for ReSource Conservation 5.83 4,900,000
Facilities Maintenance Backlog 5.58 3,240,000
Valmont City Park Development Phase 2 (South of Valmont Road) 5.58 4,450,000
Boulder Museum of Contemporary Art 5.42 6,000,000
Incident Command Vehicle (ICV) Replacement 5.42 570,000
Relocate Fire Station 4. Remodel/relocate Fire Station 2 5.33 14,200,000
Fleet Facility Repairs and Upgrades 5.25 1,405,000
Boulder's Recreation Centers and Indoor Pools Capital Maintenance
Improvements 5.17 8,600,000
Multi-use pathway connections 5.08 6,000,000
Neighborhood and Community Park Capital Enhancements 4.92 12,000,000
Hill Commercial Area Pedestrian Lighting Replacement 4.50 222,250
Terradyne Gurkha MPV Light Armored Rescue Vehicle 4.42 330,280
KGNU 4.42 2,000,000
HOP Conversion to Clean Vehicles 4.25 8,250,000
Develop New Neighborhood Parks In Boulder 4.17 7,200,000
Railroad Quiet Zone Improvements 4.08 1,500,000
Large Vehicle Washrack 4.08 950,000
Downtown Boulder Partnership 3.83 2,435,000
Kittredge Underpass (Baseline and Broadway) 3.75 2,000,000
Warehouse Facility - Fire 3.50 2,000,000
Library Renovations – All inclusive restrooms 3.50 650,000
Mobility Hubs/Transit Stop Enhancements 3.42 2,100,000
eTown - Solar Studio 3.33 317,000
Hill 'Connector' Alley Project 3.08 840,000
US-36 MUP 4-Mile to Violet 3.00 4,200,000
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ATTACHMENT B – Committee Prioritization Process
Project Name Score Amount
Boulder Slough MUP/ Tea House to Goss-Grove 3.00 1,400,000
eTown - Mortgage Repayment 2.92 1,900,000
Outdoor Lighting Compliance 2.83 6,915,000
Canyon Boulevard Corridor 2.58 15,000,000
Boulder Center for Perfomring Arts 2.42 3,500,000
Junction Place Bridge/Underpass at Boulder Slough – Connection to Prairie 2.33 3,250,000
Municipal Building Community Spaces 2.00 2,425,000
Barrio E- Multicultural Center 1.67 4,576,455
Science Galaxy 1.58 5,000,000
Grand Total 202,758,396
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ATTACHMENT B – Committee Prioritization Process
Option 1: Address Essential Deficiencies and Key City Goals
Project Name Category Amount
Center for ReSource Conservation Community Groups 3,000,000
Community Cycles Community Groups 822,500
Growing Gardens Community Groups 86,691
Library-North Boulder Branch Library 6,000,000
Meals on Wheels Community Groups 2,400,000
Public Art Arts and Culture 1,500,000
Radio Infrastructure - radio system Public Safety-Police 6,000,000
Relocate Fire Station #3 Public Safety - Fire 13,000,000
Scott Carpenter Pool Replacement, New Family Aquatics Features and Park Upgrades Parks and Recreation 6,223,220
Studio Arts Boulder Community Groups 2,500,000
Facilities Maintenance Backlog City Service Facilities 3,240,000
Fourmile Canyon Creek Improvements: 19th Street to Broadway
Transportation, Greenways &
Violet Park 8,500,000
Five-Year Total 53,272,411
Boulder Museum of Contemporary Art Community Groups 6,000,000
Civic Area Phase 2 - Central Park and East Bookend Development Civic Area 8,000,000
Valmont City Park Development Phase 2 (South of Valmont Road) Parks and Recreation 4,450,000
Seven-Year Total 71,722,411
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ATTACHMENT B – Committee Prioritization Process
Option 2: Capital Enhancements
Project Name Category Amount
Center for ReSource Conservation Community Groups 3,000,000
Community Cycles Community Groups 822,500
Growing Gardens Community Groups 86,691
Library-North Boulder Branch Library 6,000,000
Meals on Wheels Community Groups 2,400,000
Public Art Arts and Culture 1,500,000
Radio Infrastructure - radio system Public Safety-Police 6,000,000
Relocate Fire Station #3 Public Safety - Fire 13,000,000
Scott Carpenter Pool Replacement, New Family Aquatics Features and Park Upgrades Parks and Recreation 6,223,220
Studio Arts Boulder Community Groups 2,500,000
Boulder Reservoir South Shore Enhancements and Multi-Use Path Connections. Parks and Recreation 7,600,000
Hill Commercial Area Pedestrian Lighting Replacement Community Vitality 222,250
KGNU Community Groups 1,250,000
Library Renovations – All inclusive restrooms Library 650,000
Five-Year Total 51,254,661
Boulder Museum of Contemporary Art Community Groups 6,000,000
Civic Area Phase 2 - Central Park and East Bookend Development Civic Area 8,000,000
Valmont City Park Development Phase 2 (South of Valmont Road) Parks and Recreation 4,450,000
Seven-Year Total 71,722,411
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ATTACHMENT B – Committee Prioritization Process
Option 3: Enhanced Community Project Participation
Project Name Category Amount
Boulder Museum of Contemporary Art Community Groups 6,000,000
Boulder Reservoir South Shore Enhancements and Multi-Use Path Connections. Parks and Recreation 7,600,000
Community Cycles Community Groups 822,500
Growing Gardens Community Groups 86,691
KGNU Community Groups 1,250,000
Library-North Boulder Branch Library 6,000,000
Meals on Wheels Community Groups 1,600,000
Public Art Arts and Culture 500,000
Radio Infrastructure - radio system Public Safety-Police 6,000,000
Relocate Fire Station #3 Public Safety - Fire 13,000,000
Studio Arts Boulder Community Groups 1,750,000
Scott Carpenter Pool Replacement, New Family Aquatics Features and Park Upgrades Parks and Recreation 4,223,220
Five-Year Total 48,832,411
Railroad Quiet Zone Improvements Transportation 1,500,000
Center for ReSource Conservation Community Groups 1,400,000
Civic Area Phase 2 - Central Park and East Bookend Development Civic Area 8,000,000
Downtown Boulder Partnership Community Groups 2,000,000
Fourmile Canyon Creek Improvements: 19th Street to Broadway
Transportation, Greenways &
Violet Park 4,250,000
Seven-Year Total 65,982,411
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ATTACHMENT B – Committee Prioritization Process
White Board Exercise
Dot Voting Exercise
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ATTACHMENT B – Committee Prioritization Process
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ATTACHMENT C – Staff Analysis of Impacts to City Facilities
Staff Analysis of Community Group Impacts to City Facilities
Note: The capital improvements tax advisory committee asked staff for analysis of impacts of
community group proposals on buildings and property currently owned by the city. Staff prepared an
initial response on May 25, and provided additional detail in early June in advance of the committee’s
final meeting. These responses are consolidated in this attachment.
Considerations Regarding Projects in/on City Facilities
May 25, 2017
Civic Area:
o The Civic Area Master Plan (adopted by City Council in 2015) divided the Civic Area into
three sections, and generally identified the “character of each:
“Park at the Core”
“The East End: Food and Innovation” (now known as the East Bookend)
“The West End: Arts and Culture” (now known as the West Bookend)
The Master Plan provides policy guidance, but is flexible in terms of the direction it sets.
o East Bo okend (BMo CA, Barrio E’):
One of the priority Civic Area efforts following adoption of the Master Plan has been
to bring to life the idea of a “year round public market hall.” The most promising
location for a possible public market hall is the city-owned Atrium Building because of
its proximity to the twice weekly Farmers Market and the fact that it is City-owned.
There are several planning considerations at play at the East Bookend, including the
potential need for 60,000 to 80,000 square feet of new city facilities, parking
requirements, and floodplain development requirements.
The Atrium building is currently permitted for office space. Code requirements for a
use change would trigger significant upgrades to the building and systems. The Atrium
also has a pending landmarks application, which could further complicate renovations.
Because of these many unresolved questions, Civic Area staff did not recommend a
market hall on the list for city projects for this tax renewal. Staff has not eliminated
the possibility of a market hall in the Atrium, but did not recommend a $3 million
investment in the building given the number of planning variables at play.
The BMoCA expansion would require the relocation of Facilities and Parks Operations
staff, and a plan has currently not been developed for relocation.
o West Bookend (BCPA):
The East Bookend planning process is the current focus of the Civic Area team.
Planning for the West Bookend is not planned to begin in earnest until 2019 or 2020,
and will likely take several years.
BCPA highlighted the significant flood design challenges in their proposal.
Development of the north Library building would also displace Library and Arts staff
and office space.
The Library master plan is currently being updated, and the Library Commission has
asked that no projects “implicating the Civic Area “North Bookend” or the library’s
north side be included in this ballot measure.”
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ATTACHMENT C – Staff Analysis of Impacts on City Facilities
6400 Arapahoe (Center for ReSource Conservation):
o CRC’s proposed development is in alignment with the deed restrictions on the site.
o However, a minor modification of the approved site plans would be required for Phase II
(est. at 1-2 months). Full site review would be required for development of the Phase III
plans (etc. at 6-18 months, depending upon complexity).
o In addition to the Boulder County Sustainability Tax, funding may be available through
the City of Boulder Trash Tax beginning in 2019.
Considerations Regarding BMoCA Expansion in East Bookend of Civic Area:
5 June 2017
This document consolidates considerations previously provided to the CITR Advisory Committee with
some additional considerations.
Note: The “considerations” described in this document might appear to cast BMoCA’s proposed
expansion in a negative light. That is not the intent of this document at all. This document is simply
intended to identify factors that could be considered in evaluating BMoCA’s proposed expansion.
BMoCA has been, and hopefully will continue to be, a key contributor to the richness and vitality of
Boulder’s Civic Area.
Civic Area Master Plan: The Civic Area Master Plan (adopted by City Council in 2015) divided the Civic
Area into three sections, and generally identified the character of each:
“Park at the Core.”
“The East End: Food and Innovation” (now known as the East Bookend). The East Bookend (for
re-development purposes) consists of the area bound by Canyon Boulevard on the north,
Arapahoe Avenue on the south, Broadway on the west, and 14th Street on the east. BMoCA’s
current facilities are in the East Bookend.
“The West End: Arts and Culture” (now known as the West Bookend).
The City of Boulder’s current construction, design, and planning efforts are all part of implementation of
the Master Plan. The Master Plan provides policy guidance, but is flexible in terms of the direction it
sets.
Public Market Hall: To further the “Food and Innovation” character of the East Bookend, one of the
priority Civic Area efforts following adoption of the Master Plan has been to bring to life the idea of a
year-round Public Market Hall oriented around food. The most promising location for a possible Public
Market Hall is the city-owned Atrium Building (located at the SE corner of Canyon Boulevard and 13th
Street) because of its proximity to the twice weekly Farmers Market and the fact that it is city-owned.
This effort is ongoing, and thus the Atrium building/site remains in consideration for that purpose.
City Facilities: The Civic Area Master Plan also identified “city services and civic functions” as a potential
desirable use in the East Bookend. The ongoing City Facilities Assessment (a comprehensive
examination of city facilities with the possible consolidation of many facilities at the Civic Area and the
Alpine-Balsam site) has identified the likelihood of locating 50,000 to 80,000 square feet of new city
facilities in the East Bookend.
Parking: The Civic Area Master Plan also called for the East Bookend to provide adequate parking the
serve the facilities located there, which may include: BMoCA; the Dushanbe Teahouse; the Farmers
Market; the Public Market Hall; and the 50,000 - 80,000 square feet of city facilities. This will likely
require a quite substantial parking facility at a yet-to-be determined location in the East Bookend.
BMoCA currently relies on parking provided by the City, and an expanded BMoCA presumably would
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ATTACHMENT C – Staff Analysis of Impacts on City Facilities
Flood Issues: The East Bookend currently is in the Boulder Creek 100-year floodplain. The entire block
(13th to 14th, Arapahoe to Canyon) is also surrounded by both the High Hazard and Conveyance Zones,
which also extend into part of the block. The Boulder Creek re-mapping study is currently under final
FEMA review (which is expected to be completed late this year) and is expected to remove portions of
the block from the High Hazard and Conveyance Zones (the zones will continue to surround the block),
but the entire block will remain in the 100-year flood plain, and thus all public and private
development and redevelopment will be subject to the city’s floodplain regulations. These regulations
include requirements for elevating and/or floodproofing of structures.
Relocation of City Staff and Facilities: The proposed BMoCA expansion would require the relocation of
city Facilities and Parks Operations staffs (about 30 people) and functions from the building (1720 13th
Street) located in the site of BMoCA’s expansion. Facilities and Asset Management provides
maintenance, repair, design, and construction services for mainly general fund facilities. Park
Operations staff at this location provide ground maintenance services to the Civic Area, Eben G. Fine
Park, other downtown parks and the Boulder Creek multi-use path. The building is 5,750 square feet
with over half the space being workshops and storage. While the relocation of the Facilities and Parks
Operations functions from their current location is contemplated by the City Facilities Assessment, that
relocation likely would not occur until 2022 or later – at a time when the City has constructed alternate
buildings to house those functions. If BMoCA’s expansion occurred prior to when those alternate
facilities were available, it would likely require the City to lease temporary space for those
facilities. Using current lease rates in central Boulder, the cost of 5,750 square feet of space would be
approximately $230,000 per year. Constructing offices, workshop, and storage space for the same
would cost approximately $2.8 million (based on $400/square foot + 20% contingency), not including
the cost of land. Neither lease nor construction is funded.
Opportunity Costs: In addition to the actual costs associated with relocating the operations currently
located at 1720 13th Street, BMoCA’s expansion likely would exact an “opportunity cost” as that site
would be removed as a possible site for other elements that could contribute to implementation of the
Civic Area Master Plan. It should be noted that BMoCA currently pays the City $1 per year for the land
and building of its current facility. BMoCA and the city would need to negotiate the terms of BMoCA’s
use of additional city land.
East Bookend Planning: City staff is currently unable to provide a quantitative estimate of the
“opportunity cost” of a possible BMoCA expansion because the spatial planning of the East Bookend has
not advanced to a point that would enable definitive statements such as, “As a consequence of
BMoCA’s expansion, ‘X’ will not be accomplished in the East Bookend.” City staff anticipates continuing
East Bookend planning through at least the remainder of 2017, which may enable more definitive
assessments of “opportunity cost” in the early portion of 2018. As noted in BMoCA’s May 10th response
to the CITR advisory committee’s questions, “the East Bookend is still in a master planning phase,” and
the city will certainly want BMoCA to continue its productive participation in that planning to arrive at
optimal solutions.
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ATTACHMENT C – Staff Analysis of Impacts on City Facilities
City of Boulder
Planning, Housing + Sustainability
Climate and Sustainability
To: Capital Improvement Tax Renewal Stakeholder Committee:
From: Kara Mertz, Environmental Manager
June 6, 2017
It has come to my attention that you are considering a community project submitted by the Center for
Resource Conservation to expand the recycling and reuse activities at 6400 Arapahoe Ave. I would like
to submit the following additional information about the proposal:
The city Trash Tax will be available beginning in 2019 to contribute additional funds for
future development at 6400 Arapahoe.
o Trash tax will also pay all “soft costs” for land use processes
o Site Review has already been approved for Phase II; Concept planning has begun for
Phase III development at the site
The Sustainability Tax from the county will also be available to contribute additional (“matching”)
funds
The property is owned by the City of Boulder, so the investment is permanent regardless of the
future of the nonprofits on site
o There is no connection between the viability of Eco-Cycle who operates the
(independent) Center for Hard-to-Recycle Materials at 6400 Arapahoe and the
outcome of Boulder County’s bid for the Recycling Center operations
The ultimate vision is to broaden the impact of the current site to serve a diverse cross-
section of the community:
o Artists
o Entrepreneurs testing new businesses made from scrap materials
o Students of Arapahoe Ridge High School Boulder Career Technical Ed programs
o Children who attend after school and summer camps through ArtParts
o Adults with autism spectrum disorders who work at Blue Star Recyclers
o Low-income families and nonprofits who purchase low-cost upgraded computers
o Residents choosing to repair broken electronics, tools, clothes, appliances and toys
through expanded fix-it clinics
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ATTACHMENT C – Staff Analysis of Impacts on City Facilities
The build-out and vision for the site can be met through a combination of Capital Improvement Tax, City
Trash Tax and County Sustainability Tax funds; as well as funds from the following nonprofits who have
expressed an intent to seek and provide private investments in the final site:
Center for Resource Conservation
Eco-Cycle
ArtParts
Blue Star Recyclers
It should also be noted that the proposed site vision addresses many community vision and values, as
expressed in the following adopted plans:
City of Boulder Zero Waste Strategic Plan (increase waste diversion, give preference to source
reduction, decrease greenhouse gas emissions, increase the number and diversity of
participation in zero waste programs and services)
City of Boulder Art and Culture Master Plan strategies (create & enhance venues; enhance
vitality of the creative economy; new public art; engage youth; advance civic dialogue and
awareness)
City of Boulder Social Sustainability Strategic Plan (promote community and city engagement,
address the needs of children and youth, partner with schools, improve neighborhood and
community livability)
Boulder Valley Comprehensive Plan (eastern gateway and East Arapahoe Plan)
Economic Sustainability Strategy (start-ups based on recycled materials; jobs creation with zero
turnover, 100% satisfaction, etc. through Blue Star Recyclers)
Serves intergovernmental relations with BVSD and Boulder County
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ATTACHMENT D: History of capital planning
City Actions for Sustainable Capital Planning
Strategic actions have been implemented over the past decade following the significant reduction (18%)
of sales tax revenue Boulder experienced in the early 2000s. These are described in more detail below:
2008 Revenue stabilization measures to reduce annual shortfall (renewed expiring taxes,
removed TABOR limits, diversified revenues)
2010 Policy for one-time revenue to be spent on one-time expenses (capital)
2010 Policy for expanding reserves for emergencies or economic downturns
2011 Capital Investment Strategy and passage of Capital Improvement Bond to fund $50M in
necessary capital improvements without raising taxes
2011 Adopted Capital Improvement Program (CIP) guiding principles
2012 Comprehensive Financial Strategy policy direction including:
o efficient allocation of resources consistent with master and strategic plans
o limited use of dedicated funds, ensuring corresponding incremental operating and
maintenance costs
o proactive asset management, including land, facilities, vehicles and equipment to
prevent more costly future expenses by completing an inventory of needs, and ensure
less deferred maintenance
2015 Community, Culture and Safety Tax for unfunded capital needs
Ongoing identification and study of unfunded capital needs (identified in master plans) in the
annual CIP
BACKGROUND
From 2000 through 2011, the City of Boulder did not have the resources to fully fund its capital needs.
There was a limited capital improvement program (CIP) for the general fund departments and an
inadequate CIP for some other tax-supported funds, due to limited revenues. Major maintenance and
capital needs for much of the city were underfunded. This resulted in higher ongoing operating costs, for
which there were also inadequate resources. The two recessions that occurred, from 2001 to 2005 and
from 2008 to 2010, exacerbated the situation.
The city’s first long-range fiscal sustainability and resilience work to address these resource
shortcomings began with the Blue Ribbon Commission I (BRC I) and continued with BRC II. BRC I’s
primary recommendations centered around revenue stabilization, renewing expiring taxes, removing
Taxpayer Bill of Rights (TABOR) limits, and policy changes to diversify revenues and address capital
needs. The city has made progress in implementing many of these recommendations.
BRC II studied expenditures, recognizing that sustained fiscal health would only be achieved through a
balance of revenue stabilization and appropriate expenditure control. The BRC II report to council in
2010 identified strategies to address rising costs and methods to provide efficient and effective use of
public funds. These strategies included policy recommendations around financial operations, budgeting
and compensation. Taken together, the recommended and implemented policies have had significant
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ATTACHMENT D: History of capital planning
positive impacts on the financial stability of the city. The adherence to these policies has changed the
way projects have been funded for the general fund and for the funds that receive significant revenues
from sales and use tax. Policies that have contributed to this turnaround include the following:
1. On an annual basis, ongoing revenues will be matched to ongoing expenditures, and one-time
revenues will be used only for one-time expenses.
2. Adequate reserves shall be maintained to offset unexpected downturns in the economy or
natural disasters (each fund is analyzed individually to determine the appropriate level of
reserves that should be maintained).
3. Different capital financing methods are appropriate for different situations (the city has been
able to use PAYG financing, bonding, certificates of participation, and is currently working on a
public-private partnership on University Hill).
4. Earmark funds only for capital purchases and construction, if possible.
In 2011, the City Council initiated a Capital Investment Strategy (CIS) to begin addressing more than
$700 million in unfunded capital needs. As part of the process, a City Manager-appointed committee
recommended projects to council that resulted in Ballot Item 2A being placed on the ballot in 2011. The
ballot item, which Boulder voters supported by a 3-to-1 margin, gave the city the authority to leverage
existing revenues to issue a bond for up to $49 million to pay for necessary capital investments without
raising taxes. The $49 million bond package has a 20-year final maturity, or payback period. Additional
information on the bond fund and related projects can be found at: Capital Improvement Bond Projects.
As follow up to the work of BRC I and BRC II, the city developed a Comprehensive Financial Strategy
(CFS). The purpose of the project was to (a) review and update BRC I and BRC II findings and
implementation efforts, and (b) develop a financial plan to meet the city’s strategic needs over the next
five years. The CFS reflected current and projected economic and budgetary conditions, identified
challenges and issues, and evaluated many different areas affecting the city’s ability to meet the short-
and long-term needs of the community.
During the first phase of the CFS, city staff compiled and prioritized an inventory of the city’s unfunded
capital needs at that time. City Council examined the feasibility of a ballot initiative for a second phase
of new capital funding. This CFS work resulted in 2014 ballot item 2A, which gave the city the authority
to implement a 0.3 percent sales tax increase effective Jan. 1, 2015 through Dec. 31, 2017. Due to the
significant community and stakeholder committee input that was received during the work on the
capital bond initiative in 2011, and because much of the work done by the committee remained
relevant, a community committee was not used for the 0.3 percent tax ballot initiative.
The revenue from this tax increase was designated to be used for capital improvements for specific
projects enhancing the community, culture and safety. The ballot language projected that the new tax
would yield approximately $27 million for the projects and indicated that the use of the funds should
adhere to the guiding principles of CFS (capital phase). No set percentage amount was designated to
each category of community, culture or safety.
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ATTACHMENT D: History of capital planning
Projects were identified and chosen based on priority needs and desires of the community. Additional
information on the Community, Culture and Safety program and projects can be found at: Community,
Culture & Safety.
As a result of recommendations from BRC I and II, during the second phase of the CFS (operating), city
staff began to explore ongoing strategies for revenue diversification and expenditure control, with an
emphasis on providing high-priority programs and services, and ensuring the long-term vitality and
sustainability of the community. The primary outcome was council implementation of some powerful
strategies and guiding principles (including budgeting and capital budgeting) that have brought stability
to the financial situation of the city including funding for operating needs. These strategies and guiding
principles include:
Adopting a budget process based on prioritizing services in order to allocate limited resources in
a way that most effectively meets the city’s goals or top priorities.
Full costing of services and programs to inform budget decisions.
Looking for ways to end duplication of services through centralization of administrative
functions within the city or partnering with outside organizations (efficient delivery of city
services).
Using dedicated funds sparingly, and when they are used, ensuring a full understanding of their
impact on the city’s finances, including any corresponding incremental operating and
maintenance costs.
Adopting of financial/management policies regarding; compensation, asset management, and
transfers from the General Fund.
The city maintains several internal service funds for the purposes of financing and accounting for the
costs of maintaining and replacing assets. These funds include:
Fleet Fund - to account for the costs of operating, acquiring and maintaining automotive
equipment used by other City departments. Such costs are billed to the other departments.
Computer Replacement Fund - to account for the costs of acquiring and maintaining computer
equipment used by other City departments. Such costs are billed to the other departments.
Equipment Replacement Fund - to account for the costs of acquiring equipment used by other City
departments. Such costs are billed to the other departments.
Facility Renovation and Replacement Fund - to account for the costs of maintaining, renovating and
replacing facilities within the City. Such costs are billed to the other departments.
During the capital bond planning work, city staff identified a list of unfunded capital projects totaling
$700 million. The work completed on the bond-funded projects and the projects funded by the
temporary 0.3 percent sales and use tax has addressed approximately $77 million of the original $700
million in unfunded capital projects. Since the time when the original estimated $700 million gap was
identified, numerous changes have occurred that have impacted the estimated amount of unfunded
capital needs. Anticipated costs have risen on the projects that were not funded, new projects have
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ATTACHMENT D: History of capital planning
been added to the list as new master plans have been brought forward, and additional major capital
needs have been identified as a result of additional assessments, and emerging needs and opportunities.
These unfunded needs become part of the annual CIP process, and are discussed in the context of
prioritization during the budgeting process.
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