02.25.19 PRAB PacketPARKS & RECREATION ADVISORY BOARD
City Council Chambers, 1777 Broadway
6:00 p.m., February 25, 2019
100 Years of Excellence
Advisory Board Members 2019
Tom Klenow (Chair)
Jennifer Kovarik (Vice-Chair)
Allison Fronzaglia
Raj Seymour
Valerie Yates
Pamela Yugar
BPRD will promote the health and well-
We envision a community where every
member’s health and well- being is
Plan visit the City of Boulder web site
AGENDA
APPROVAL OF AGENDA (6:00)
FUTURE BOARD ITEMS AND TOURS (6:01)
PUBLIC PARTICIPATION (6:03)
CONSENT AGENDA (6:15)
ITEMS FOR ACTION (6:20)
ITEMS FOR DISCUSSION/INFORMATION (6:4 )
MATTERS FROM THE DEPARTMENT (:00)
MATTERS FROM BOARD MEMBERS (:)
ADJOURN
PARKS AND RECREATION ADVISORY BOARD
FUTURE BOARD ITEMS
(prepared February 19, 2019)
January 28, 2019
2020 Budget Strategy
Overview (md)
RMHPA MOU (d/i)
Verizon Wireless
Agreement (d/i)
PRAB Community
Engagement (mb)
February 25, 2019
Harbeck-Bergheim
House (d/i)
City Council 2019
Priorities Update (md)
Alpine-Balsam Project
Update (md)
RMHPA MOU (a)
Verizon Wireless
Agreement (a)
Five-Year Master Plan
Progress
Report/Overview of
2019 Priorities (d/i)
PRAB Community
Engagement (mb)
March 25, 2019
Harbeck-Bergheim
House (a)
2020 Budget Strategy:
Asset Management
Program and Facility
Subsidy Overview (d/i)
Tree-Imagine Boulder
(md)
PRAB Community
Engagement (mb)
PLAY Foundation
Update (mb)
April 22, 2019
Board appointments (p)
Election of officers (p)
First meeting for new
Board members (p)
2020 Budget Strategy:
o 2020-2025 CIP (1
st
touch) (md)
o Facility Fee Scenarios
(1st touch) (d/i)
New Member Orientation
(mb) (attach workplan)
PRAB Mentors for New
Members (mb)
PRAB Community
Engagement (mb)
May 27, 2019
2020 Budget Strategy
o 2020-25 CIP (2nd
touch) (d/i)
o 2020 Facility Fees
PRAB Community
Engagement (mb)
June 24, 2019
2020 Budget Strategy
o 2020-25 CIP
(Hearing and
Approval) (a)
o Operating Budget
(md)
PRAB Community
Engagement (mb)
July 22, 2019
PRAB Community
Engagement (mb)
August 26, 2019
PRAB Retreat Planning
(mb)
PRAB Community
Engagement (mb)
PARKS AND RECREATION ADVISORY BOARD
FUTURE BOARD ITEMS
(prepared February 19, 2019)
LEGEND
Action Item (a): A public hearing item to be voted on by the Board (public comment period provided)
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
Discussion/Information 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 the Department (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 Board (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
September 23, 2019
Operating Budget Update
(md)
PRAB Retreat Agenda
Review (mb)
PRAB Community
Engagement (mb)
October 28, 2019
2020 Operating Budget
and Recreation Fee
Update (d/i)
PRAB Community
Engagement (mb)
November 25, 2019
Capital Project Update
(md)
PRAB Retreat Follow Up
(Letter to Council) (mb)
PRAB Community
Engagement (mb)
December 16, 2019
PRAB Community
Engagement (mb)
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:January 28, 2019
Contact Information Preparing Summary:Sarah DeSouza, 303-413-7223
Board Members Present:Tom Klenow, Jennifer Kovarik, Mary Scott, Pamela Yugar, Raj
Seymour and Val Yates
Board Members Absent:Alli Fronzaglia
Staff Present: Ali Rhodes, Jeff Haley, Sarah DeSouza, Bryan Beary, Jackson Hite, Keith
Williams, Denise White
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
Rhodes reviewed upcoming community touch opportunities. These events can be found at
www.BoulderParks-Rec.org
Agenda Item 3: Public Participation
Teresa Szeliga, city resident and Board member of the Colorado Junior Crew, spoke on behalf
of the Boulder rowing community and in support of the development of a community boat
house on the South Shore of the Boulder Reservoir.
Will Stites, city resident and President of the Rocky Mountain Hang Gliding and Paragliding
Association, spoke in support of the agreement that is being discussed during the
Discussion/Information portion of tonight’s meeting.
Agenda Item 4: Consent Agenda
A. Approval of Minutes from November 19, 2018
Minutes from November 19, 2018 were approved as written.
B. Parks and Recreation Development and Operations Update
Consent agenda was submitted as written.
The Board had the following questions and or comments:
Are there “learnings” the city gleaned from the Spice of Life concessions negotiations that
can be used to assist future partnership discussions?
Agenda Item 5: Action Item
None this month.
Agenda Item 6: Discussion Item
A. Rocky Mountain Hang Gliding and Paragliding Association Agreement
Rhodes presented this item to the Board.
The Board had the following questions and/or comments:
Could the city take advantage of the hang gliders’ and paragliders’ vantage point to provide
photography or other useful information to the city?
Recital F of the agreement is confusing and difficult to read.
B. Agreement between Verizon Wireless and the City of Boulder
Beary presented this item to the Board.
The Board had the following questions and/or comments:
Will this agreement exclude other providers from contacting the city for a similar type of
arrangement?
Will the interference evaluation occur after the Verizon Wireless equipment is installed or
will it occur in the event that interference is identified?
Are there any anticipated impacts to the South Recreation Center due to the presence of the
Verizon Wireless equipment?
Agenda Item 7: Matters from the Department
A. 2020 Budget Strategy Overview
Rhodes presented this item to the Board.
The Board had the following questions and/or comments:
Are all city Boards and Commissions affected by the annual introduction of new
members at the same time as the city budget is being developed?
How can community members impact the development of future parks and recreation
facilities when the CIP budget is developed in five-year intervals?
Could the department frame the 2020 budget discussion with information provided
from benchmark communities to help provide comparisons, when appropriate?
Will the Board be given the opportunity to prioritize CIP items through dot voting or a
similar mechanism?
Is it possible for Board members to meet with Jeff Haley to re-familiarize with the
department’s CIP development process prior to Board discussions and decision making
begins?
Agenda Item 8: Matters from the Board
A. March 25
th PRAB Meeting Date –The Board discussed whether the March PRAB
meeting will be held on the regular date or rescheduled to another date to accommodate
spring break.
B. PRAB Community Engagement Updates –Members of the PRAB participated in the
following outreach activities over the course of the last month: attended the community
holiday parade; met with community members regarding participating in city processes and
joining Boards and Commissions; discussed with community members issues relating to
Wonderland Lake; and received feedback from community members about the holiday
lights in the Civic Area and on Pearl Street Mall.
Adjourn: There being no further business to come before the Board at this time, the meeting was
adjourned at 6:57 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: Parks and Recreation Advisory Board
FROM: Yvette Bowden, Director, Parks and Recreation Department
Alison Rhodes, Deputy Director
SUBJECT: Matters from the Department
DATE: February 25, 2019
A.City Council 2019 Retreat Follow-Up
B.Alpine-Balsam Project Update
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: February 25, 2019
A. Approval of Minutes from January 28, 2019
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.
Parks and Recreation Department-Wide Open House:The department hosted an open
house featuring multiple projects and initiatives in one convenient space with the
intention of exposing community members to projects and initiatives outside of their
normal scope of interest and demonstrating the wide range of department planning efforts
location. Approximately 70 community members attended the meeting with many
attendees engaging with staff on multiple projects and indicating that they would like to
receive future updates for multiple projects. In addition, it provided an opportunity for
smaller projects and initiatives to benefit from the community engagement without
requiring the additional resources to host a single-issue public event.
Boulder Reservoir South Shore Site and Management Plan:The draft site plan,
including a fiscally, constrained, action and vision model, was presented to the
community at the department-wide open house in January. Community feedback was
solicited at the meeting and the presentation material was posted online for digital
feedback for those people interested but unable to attend the meeting. A full project
update will be shared with the PRAB in April including the draft site plan and outline of
the corresponding management strategies for final feedback before the anticipated
completed document is presented to the Board in May.
3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
Beach Park Public Art:The city, along with the support of a project-specific public art
selection panel and guidance from the City of Boulder’s Public Art Policy, is working
with the University of Colorado Environmental Design Program (ENVD) for two
components of a public art process: community engagement and the design, fabrication,
and installation of a public artwork for the University Hill Public Art Project. The final
project location has yet to be identified but will be installed on city property within the
University Hill neighborhood boundaries (9th Street to Broadway and Arapahoe Avenue
to Marine Street). The University of Colorado ENVD Program was specifically
approached for this partnership because it is in and familiar with the University Hill
community, professionally trained in the design and execution of uniquely-designed,
creative public amenities, and fosters a working relationship between the City of Boulder,
the commercial and residential body of the University Hill Neighborhood, and the
University of Colorado communities. Through their exploration, the only site that has
become feasible is Beach Park in terms of a public space on the hill that meets several
criteria. Throughout the spring, design and board presentations will occur with final
approvals anticipated by April or May. Once the artwork associated with the University
Hill project is installed, the project will formally transfer to the City. The Office of Arts
and Culture will be responsible for the financial maintenance and upkeep of the work.
This includes costs to restore site to its original condition, should/when it be determined
the project has reached its functional lifespan (aesthetically, materially, safety).
Civic Area Restroom: Staff is currently planning for the installation of an accessible,
public restroom in the Civic Area that will provide a needed year-round amenity to the
public especially when near-by library facilities are not available. The restroom will be
operated and maintained by the department.
Generally located at 9th and Canyon on the west side of the Public Library, the restroom
will be designed to fit in with surrounding architecture of the Public Library and the new
Civic Area Park.
3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
The facility will be year-round, accessible, and designed to meet all applicable building
and energy codes. Located just off the Boulder Creek Path, bike racks are also included
as part of the plan for the facility.
Staff is in the process of developing plans and details and expects to have permits in
place by the end of March 2019. Construction of the facility is anticipated be completed
in July 2019.
Wonderland Lake Park:Staff has worked closely with the OSMP Department in
considering improvements to Wonderland Lake outlined within the OSMP North Trail
Study Area Plan.City Council has rescheduled its discussion with OSMP department staff
regarding Wonderland Lake to February 19th.As part of this conversation, OSMP
department staff will provide an update on community feedback. OSMP will no longer be
considering a boardwalk and a pier in the area. Other than community outreach, there will be
no implementation of any work for this project in Wonderland Lake this year. Parks and
Recreation department staff continue to perform capital maintenance to Wonderland Lake
Park as indicated below in the construction updates. This work is separate from the proposed
OSMP improvements and has been identified in the department’s asset management program
as needed critical upgrades to the park’s infrastructure.
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 Program;
o Beehive Asset Management Software Implementation;
o Design Standards Manual (previously Parks Planning, Construction, Operations
and Maintenance Manual);
o Engagement Coordination Committee; and
o Harbeck-Bergheim House (see discussion item).
Construction
The following projects are scheduled for construction, under construction or have been recently
completed. For additional details please visit www.BoulderParkNews.org.
Scott Carpenter Pool Redevelopment and Boulder Reservoir Visitor Services Center
Bidding Construction:Bids for the redevelopment of Scott Carpenter Pool (SCP) and
the Boulder Reservoir Visitor Services Center (VSC) construction were submitted in
January 2019. After a thorough bid evaluation and interview process, Fransen Pittman
Construction was selected for the SCP and PCL Construction for the Reservoir VSC.
Construction at both sites is expected to begin in February or March 2019.
SCP will be closed to the public for the 2019 season to accommodate construction and is
expected to be completed in time for the 2020 season.
The Boulder Reservoir VSC construction is expected to last through Quarter 1 of 2020.
The Boulder Reservoir will open to the public for the 2019 season with minimal
operational impacts from construction. To accommodate construction but minimize
impacts to the public, temporary public facilities such as portable restrooms, hand
3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
washing stations, changing areas and showers are being arranged. The VSC is expected
to open to the public for the regular 2020 season.
The PRAB will continue to be updated on both projects as construction activities
progress. The PRAB will also be consulted and updated in the planning of any ground-
breaking events for either project.
Construction Projects Underway: Staff or contractors continue to work on the
following projects and will update the PRAB as major milestones are achieved:
o Wonderland Lake Park irrigation renovation.
Natural Lands
The following projects are focused on habitat and wildlife management in the urban park
environment.
Urban Wildlife Management:
Prairie Dogs: The Prairie Dog Working Group Phase 2 Recommendations are being
evaluated for specific resource and policy trade-offs or changes. Following staff’s evaluation,
the PRAB will be provided an update prior to a presentation to Council, scheduled for May.
Avian: The annual Boulder Reservoir Birds of Special Concern report for 2018 is complete.
In 2018, 32 volunteer observers spent 404 hours monitoring these species in the marshes and
grasslands surrounding the Boulder Reservoir. Some highlights of the report include:
o Northern Harrier: Two young successfully fledged from the Boulder Reservoir, one
of only two successful nests in all of Boulder County.
o American Bittern: Observations during nesting times indicated the presence of six
territories, down from eight in 2017. Juvenile birds were seen flying in the area,
indicating successful nesting.
o Osprey: No successful nests on department property, but the nest on OSMP property
successfully fledged one bird.
o Burrowing Owl: A single bird was observed in the area, but no evidence was gathered
for either nesting or successful fledging of young around the Boulder Reservoir.
o Between March and August 2018, 108 bird species were observed within the study
area, including 83 potential breeding species (birds seen or heard within documented
nesting habitat during their documented breeding season). Nesting was confirmed for
25 of those species. Birds observed included 18 listed Boulder County or Colorado
Natural Heritage Program species of importance for conservation.
The full report is available here and includes management recommendations for each of the
above-named species.
3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
Regulations and Seasonal Wildlife Closures: Closures to protect sensitive nesting species
will go into effect March 15th for the western side of Boulder Reservoir and all Coot Lake
wetlands. Signs will be posted on-site, and a press release will be issued in coordination with
OSMP department regarding the closures. Additional on-site and targeted outreach will
inform visitors and specific user groups of the regulations.
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 Integrated Pest Management (IPM) and Restoration;
o Natural Lands Maintenance;
o Boulder Aeromodelling Society coordination and site maintenance; and
o Natural Lands Volunteer Recruitment and Training.
C. Operations Update
Sweethearts’ Dance
The 13th annual Sweetheart Dance was held on February 9th at the North Boulder
Recreation Center. This year, 149 ‘couples’ participated in this community event where
volunteers painted over 100 faces throughout the evening. Children and their “dates”
enjoyed an evening of dancing, face painting and snacks and also received a professional
portrait photograph to commemorate the event. New this year was an ‘open gym’
obstacle course in the gymnastics center. Previously held as a Father-Daughter Dance,
this event was rebranded in 2015 as the Sweethearts Dance, for any child and a special
adult in their life, to be more inclusive and align with the department’s desire to serve the
entire community.
AGENDA ITEM #___VI-B___PAGE___1____
C I T Y O F B O U L D E R
PARKS AND RECREATION ADVISORY BOARD AGENDA ITEM
MEETING DATE: February 25, 2019
AGENDA TITLE: Public Hearing and Consideration of a Motion to Authorize the City
Manager to Enter into a Ten-Year Lease Containing an Option to Extend the Lease Term
for an Additional Ten years with Verizon Wireless, LLC., to Install, Maintain and
Operate Communication Equipment Located at 1360 Gillaspie Drive Known as the South
Boulder Recreation Center, for Telecommunication Purposes.
PRESENTERS:
Yvette Bowden, Director, Parks and Recreation Department
Ali Rhodes, Deputy Director
Bryan Beary, Recreation Manager District Services
EXECUTIVE SUMMARY:
This item seeks the Parks and Recreation Advisory Board’s (PRAB’s) review and considered
approval of a ten-year lease containing an option to extend the lease term for an additional ten
years with Verizon Wireless, LLC., to install, maintain, and operate communication equipment
located at 1360 Gillaspie Drive, known as the South Boulder Recreation Center, for
telecommunication purposes.
The proposed agreement (Attachment A) grants approximately 440 square feet of equipment
space adjacent to the building and space on the roof of the building for Verizon Wireless to
install communications equipment. Verizon Wireless use of the premises is subordinate to the
City use of the property as a recreation center.
By Charter, approval by at least four members of the PRAB is required for park leases greater
than three years. If approved, this lease will be added to the Consent Agenda for City Council on
March 5, 2019 based on the ten-year length of the agreement.
BACKGROUND:
Verizon Wireless initially approached the department in 2016 with an interest in leasing rooftop
space at the South Boulder Recreation Center (SBRC) for the purpose of improving
telecommunications network coverage and reliability in the surrounding area – particularly
oriented south towards Fairview High School and west towards the Devil’s Thumb-Rolling Hill
neighborhood.
AGENDA ITEM #___VI-B___PAGE___2____
As noted in the attached site plans (Attachment B)m Verizon Wireless proposes to surface
mount antennas on brick facades at the northwest corner of the rooftop and create a screened
barrier to enclose antennas at the south end of the rooftop. In response to comments from
Planning and Development Services (P&DS), these antenna elements and barriers were designed
to match existing materials, facades and finishes of the building.
The lease also includes an area of approximately 440 square feet adjacent to the building,
designed to house Verizon Wireless equipment cabinets associated with the antennas. Located
within the easternmost footprint of the SBRC patio area, this space has historically been utilized
to store miscellaneous pool items and not available to facility patrons. The equipment cabinets
are proposed to be placed behind a screened wrought-iron fence, designed and installed by
Verizon Wireless, to match the aesthetic of the existing fencing on the patio.
Staff has worked closely with Verizon Wireless consultants for the past three years to collaborate
on the design feasibility and function of the project. The Facility and Asset Management (FAM)
workgroup has been involved throughout the entire design and engineering process to ensure that
adequate access and protection is afforded to existing rooftop equipment and that roofing
warranties remain in effect.
Administrative Review for a ‘Minor Modification to Approved Plan’ (Attachment C) and for
‘Wireless Communications Facilities’ (Attachment D) have been conducted and approved by
P&DS. Based on the P&DS review process, to date, no public input has been solicited or
received concerning the site lease agreement.
ANALYSIS:
Staff believes that the site lease agreement negotiated with Verizon Wireless is mutually
beneficial. The lease agreement allows Verizon Wireless to install surface mounted antennas on
the existing recreation center building and to construct an equipment enclosure adjacent to this
same building. All installation, engineering and construction costs will be paid by Verizon
Wireless. Electrical power consumption costs will be paid by Verizon Wireless directly or
through a sub-meter.
As compensation for related staff costs associated with review of the agreement, Verizon
Wireless will make an initial payment of $2,000 for administrative costs. Upon commencement
of the agreement, monthly rental payments of $2,500 will be paid for the first five years of the
lease and, commencing with the fifth anniversary of the agreement, the annual rent for each five-
year lease period will be increased by ten percent over the annual rental due during the
immediately preceding five-year lease period. In comparison with existing agreements in place
for telecommunication leases at other city facilities, this rental payment and ‘escalator’
percentage rate would be the highest citywide.
Verizon Wireless is requesting a ten-year lease with the City in order to ensure reliable coverage
for a definite period of time, and to support return on this investment, estimated at $800,000 for
the site. At the end of the initial ten-year term, the City may terminate the lease or automatically
extend the agreement for two additional five-year terms.
AGENDA ITEM #___VI-B___PAGE___3____
In line with the department’s comprehensive approach to asset management, the life-cycle and
facility condition of the SBRC was considered when negotiating this agreement. Accordingly,
provisions have been included to allow for relocation of Verizon Wireless equipment during and
after the completion of any facility potential maintenance, repair or renovation.
Electronic interference with existing city communications equipment and assets has also been
considered and provisions have been made in the agreement to limit measurable interference
generated by Verizon Wireless equipment. Response steps and time periods to remedy and study
interference based on reasonable inquiry and evaluation have also been included.
Concerning health impacts related to telecommunication equipment, P&DS states that, “While
the City of Boulder is not a public health agency, city staff track information provided by other
agencies and organizations, such as the Federal Communications Commission and Occupational
Safety and Health Administration. These resources may be helpful to people who wish to
understand more about public health in relation to radio frequency (RF) radiation.”
The department and the City Attorney negotiated in good faith with representatives from Verizon
Wireless to develop the agreement. An existing staff member will be responsible for contract
management. As such, the lease will generate an estimated $30,000 in revenue annually, offset
by very little expense. In addition, Verizon Wireless’ intent for deploying this installation is to
improve their reliability and coverage for customers in the community.
PRAB FEEDBACK:
At the January meeting, the PRAB asked staff to investigate whether this lease agreement would
make the property use exclusive to Verizon Wireless.
Staff research has found that cooperation to accommodate co-location is requirement of the
Zoning Application, to which Verizon Wireless (VZW) submitted the following response:
“Co-location of Facilities:No wireless communications facility owner or lessee or officer or
employee thereof shall fail to cooperate in good faith to accommodate other competitors in their
attempts to use the same building for other wireless communications facilities. If a dispute
arises about the feasibility of accommodating another competitor, the city manager may require
a third-party technical study, at the expense of either or both parties, in the discretion of the
manager, based upon the relative fault of the parties, to resolve the dispute.
Response: VZW will cooperate in good faith to accommodate other competitors in their
attempts to use the same building for other antennas.”
AGENDA ITEM #___VI-B___PAGE___4____
STAFF RECOMMENDATION:
Suggested Motion Language:
Staff requests PRAB’s consideration of this matter and action in the form of the following
motion:
Motion to approve the Agreement between the City of Boulder and Verizon Wireless and
authorize the City Manager to make minor amendments prior to or during the term of this
agreement in order to ensure that the lease is managed in a manner that is consistent with
applicable laws and the policies and regulations of the City of Boulder.
NEXT STEPS:
By Charter, approval by at least four members of the PRAB is required for park leases greater
than three years. If approved, this lease will be added to the March 5, 2019 Consent Agenda for
City Council based on the ten-year length of the agreement.
ATTACHMENTS:
Attachment A – Proposed Lease Agreement
Attachment B – Final Land Use Drawing
Attachment C – Administrative Review: Minor Modification to Approved Plan
Attachment D – Administrative Review: Wireless Communications Facilities
Boulder Parks and Recreation Master Plan: 2017 Implementation UpdateTheme 1 Community Health and WellnessA. 1.Conduct user satisfaction and use survey.2.Conduct annual review and evaluation of existing programs to ensure alignmentwith mission.3.Review new programs for fit with department mission.B. 1.Partner with the city Transportation Division and Greenways Program toenhance connectivity and safe routes to parks and schools.2.Review population data to determine distribution by age, gender, income andethnicity.3.Partner with other agencies (e.g. BVSD) to ensure parks and playground facilities are within ½ mile of residents.C. 1.Review Health Impact Assessment (HIA) best practices with service providerroundtable members and together develop health measurements for Boulder.Link to program objectives.2.Communicate annual data findings to community members and partners.D. 1.Annually review research on best practices, local and national trends.2.Develop and implement standardized measurement and evaluation processesbased on identified and measurable program objectives.3.Enact a best practice that requires partners to record and report informationand data that is compatible with BPRD evaluation frameworks.E.Leverage partnerships with health providersand allied agencies that contribute essentialcomponents to the overall health of Boulder.1.Organize regular roundtable discussions with key stakeholder agencies andorganizations to coordinate provision of services and activities.Item Complete (and sometimes ongoing)Item In ProgressInitiative Not Yet StartedUse data to evaluate services through a life cycle approach.Long-Range Goals InitiativesPark and recreation services remain aligned with the public interest in health and wellness.Parks and facilities will be provided to meet and/or exceed proximity standards.Analyze health impacts of department services.
Boulder Parks and Recreation Master Plan: 2017 Implementation UpdateTheme 2 Taking Care of What We HaveA. 1.Develop an Asset Management Program (AMP) and implement a relational database for built assets as well as for urban forestry and natural resources. 2.Complete Facility Condition Index (FCI) assessment for all assets.3.Adopt recommended park classifications and settings to aid in resource allocation, with guidelines and Total Cost of Facility Ownership (TCFO) for each classification setting.4.Develop maintenance and safety standards.5.Develop a forest management plan and update the urban tree inventory. B. 1.Conduct asset priority index assessment using best practices with external stakeholders and the public through an annual “Park Report Card” process. 2.Establish a depreciation (sinking fund) account for operations and maintenance of assets.C. 1.Conduct a follow up assessment on sub-area plans to determine if additional facilities are needed.2.Renovate appropriate current facilities for multi-purpose use.3.Create additional artificial turf rectangular fields designed for multi-purpose use.4.Conduct a site planning study for undeveloped acreage at Valmont City Park to determine best multi-functional use of space.InitiativesReduce maintenance backlog and identify adequate funding to sustain a satisfactory Facility Condition Index (FCI).Develop an Asset Priority Index (API) that emphasizes adequate funding for operation and maintenance of existing facilities over development of new facilities.Provide multi-functional, flexible facilities that can accommodate a variety of unforeseen needs and recreation use trends.Long-Range Goals
Boulder Parks and Recreation Master Plan: 2017 Implementation Update5.Conduct a long-range area study for the development of Area III Park Reserve to meet future needs.6.Conduct an Aquatics Feasibility Study.7.Conduct an Athletics Fields Feasibility Study.8.Conduct joint facility condition assessment of recreation centers with Facilities and Asset Management (FAM).D. 1.Develop a Capital Improvement Plan (CIP) to meet LOS recommendations in alignment with TCFO using best practices.2.Develop annual CIP and Renovation and Replacement (R&R) evaluation process that includes regular updates to FCI and API.3.Establish FCI target and provide depreciation fund to allocate 2.5% of Current Replacement Value (CRV) on an annual basis to maintain desired FCI.4.Conduct an economic impact study for regional and national tournaments and events.Item Complete (and sometimes ongoing)Item In ProgressInitiative Not Yet StartedCollect, analyze and routinely use appropriate data to make decisions regarding asset management and budget priorities.
Boulder Parks and Recreation Master Plan: 2017 Implementation UpdateTheme 3 Financial SustainabilityA. 1.Develop business plans for facilities and program areas.2.Identify direct and indirect costs of providing services. 3.Standardize cost-recovery calculation to include indirect expenditures and consistent application in all areas.B. 1.Establish program objectives to specify the outcome or impact desired by the program or service.2.Categorize programs depending upon the degree of community or individual benefit provided.3.Establish cost recovery rates.4.Identify funding sources and implement service based pricing.C. 1.Define and communicate funding sources of services.2.Evaluate the existing commercial use program fees.3.Develop a mechanism to spin-off appropriate programs to partners.4.Establish a framework for consolidating or ending recreation programs. 5.Develop protocol for ongoing monitoring of the services of other providers to inform decisions about BPRD program and facility offerings.D. 1.Determine areas of highest-leverage partnership needs. 2.Grow relationships and leverage fundraising with foundations and nonprofit partners.Item Complete (and sometimes ongoing)Item In ProgressInitiative Not Yet StartedInitiativesCalculate total cost of facility ownership and of providing services and utilize data in resource allocation.Determine the appropriate portfolio of services to ensure and promote financial sustainability goals.Leverage partnerships, including those foundations and nonprofits, to increase funding and optimize service provision.Develop a Recreation Priority Index (RPI).Long-Range Goals
Boulder Parks and Recreation Master Plan: 2017 Implementation UpdateTheme 4 Building Community and RelationshipsA. 1.Establish partnership standards and guidelines and assign a staff member to manage overall process.2.Identify partnership needs and actively seek out partnerships to meet needs.B. 1.Conduct a user satisfaction and use survey.2.Develop a comprehensive list of community groups.3.Develop and implement a communication outreach plan.4.Evaluate outcomes of outreach efforts to ensure goals are met.C. 1.Develop and implement an outreach program for key stakeholders and groups.2.Establish regular outreach with similar agency leaders such as OSMP, YMCA, CU, BVSD, etc., as well as community leaders.D. 1.Develop community work groups to identify efficiencies and partnership opportunities.2.Determine programs for shifts in service delivery and implement shifts.E. 1.Develop an enhanced financial aid program.2.Explore opportunities to promote services to non-English speakers.Item Complete (and sometimes ongoing)Item In ProgressInitiative Not Yet StartedEnsure that services are promoted and accessible to all community members.Long-Range Goals InitiativesCreate and implement a strategic framework for developing and managing community partnerships.Develop relationships with community leaders and organizations.Conduct regular community program analysis to identify gaps or redundancies in services in order to coordinate program offerings or service provision by the appropriate agency or organization.Ensure that public engagement efforts include outreach to the full community.
Boulder Parks and Recreation Master Plan: 2017 Implementation UpdateTheme 5 Youth Engagement and ActivityA. 1.Create a joint working group consisting of department leadership, PRAB and YOAB members.2.Identify new program opportunities and funding requirements.3.Implement new programs, as recommended, and evaluate outcomes.B. 1.Evaluate existing service and participation levels.2.Create a youth programming work group with department staff.3.Expand outreach to under-represented groups.4.Develop an enhanced financial aid program.5.Develop a social media plan to encourage youth engagement.C. 1.Increase youth participation in a BPR volunteer program.2.Partner with agencies to expand environmental awareness.3.Review the Statewide Comprehensive Outdoor Recreation Plan (SCORP).4.Implement programming partnerships with OSMP, the Forest Service and other land management or conservation agencies.D.Balance nature play and developed areas in parks to improve youth exposure to the outdoors.1.Adopt nature play design guidelines and standards.E. 1.Coordinate with other providers to develop a comprehensive plan that provides for the most efficient use of resources and optimizes service delivery.2.Partner with youth recreation groups and create a Youth Sports Commission that reports to PRAB.Item Complete (and sometimes ongoing)Item In ProgressInitiative Not Yet StartedInitiativesInvolve youth in civic process, including service learning and decision-making.Leverage partnerships with agencies that serve youth to increase participation in all forms of recreation, sport, outdoor activities and play.Increase youth participation in physical activity and nature programs.Increase environmental awareness and conservation ethics among Boulder youth.Long-Range Goals
Boulder Parks and Recreation Master Plan: 2017 Implementation UpdateTheme 6 Organizational ReadinessA. 1.Adopt the revised mission, vision and guiding principles.2.Develop and implement a department communication plan.B. 1.Identify professional competencies required for each position and review bi-annually.2.Identify and develop a plan to eliminate competency gaps in the workforce.3.Norm positions to ensure standards and competencies are similar at like levels and to ensure that skills will transfer.4.Incorporate technical parks and recreation professional competencies in employee evaluation system and development plans.C. 1.Develop an organization that is highly-skilled in cross-teaming.2.Develop organization performance measures by functional area (Balanced Scorecard Approach).D. 1.Host a regular roundtable with community service providers.2.Evaluate all partnerships for alignment with the BPRD mission.3.Create a comprehensive, shared database with organizations that includes common goals and action items to develop collaboration opportunities.4.Actively seek out partnerships to meet needs.Item Complete (and sometimes ongoing)Item In ProgressInitiative Not Yet StartedStrive for strategic alignment with partnerships and like-minded organizations.Long-Range Goals InitiativesBPRD’s mission, vision and guiding principles are clearly articulated and supported by the community.Focus on overall workforce learning and development.Develop a results-oriented, collaborative, innovative organization.
REV.SHEETSHEET INDEXTITLEPROJECT NAME:DESIGNED BY:DESIGNED FOR:BYDESCRIPTIONREVSAVE DATE:SHEET TITLE:DATESHEET NUMBER:CHKPROJECT ADDRESS:THESE DRAWINGS AND SURVEYS ARE COPYRIGHT PROTECTEDAND THE SOLE PROPERTY OF J5 INFRASTRUCTURE PARTNERS,LLC AND PRODUCED FOR THE USE OF OUR CLIENT. ANYREPRODUCTION OR USE OF THE INFORMATION CONTAINEDWITHIN SAID DOCUMENTS IS PROHIBITED WITHOUT THEWRITTEN CONSENT OF J5 INFRASTRUCTURE PARTNERS.1360 GILLASPIE DRIVEBOULDER, COLORADO 80305BOULDER COUNTY8/22/2018 3:46 PMDEN DEVIL'S THUMB (ALT 1)EXISTING BUILDINGROOFTOP COMMUNICATION SITET1SAP0 08/22/18 -3131 SOUTH VAUGHN WAY, SUITE 550AURORA, COLORADO 80014EXISTING LEASE AREA RRH/BBU ANTENNAS FIBER DC POWERNEW WORK/ WALL HATCH EXISTINGEASEMENT EASEMENTTITLE SHEETALL CONSTRUCTION SHALL CONFORM TO THE FOLLOWING APPLICABLE CODES:USEDCode Year / Type: (ORDINANCE)X2015 INTERNATIONAL BUILDING CODE (IBC)X2015 UNIFORM PLUMBING CODE (W/O CHAP. 13) (UPC).X2015 INTERNATIONAL FUEL GAS CODE (IFGC)X2015 INTERNATIONAL RESIDENTIAL CODE (IRC)X 2015 INTERNATIONAL MECHANICAL CODEX2015 INTERNATIONAL ENERGY CONSERVATION CODE (IECC)X2015 INTERNATIONAL FIRE CODE (IFC)X2017 NATIONAL ELECTRICAL CODE (NEC).REFER TO BUILDING PERMIT DOCUMENTS AND ALL CONSTRUCTION DOCUMENTS FORADDITIONAL CODE REQUIREMENTS.DEN DEVIL'S THUMB (ALT 1)PUBLIC RECORD PARCEL NO. 1577080000011360 GILLASPIE DRIVEBOULDER, COLORADO 80305BOULDER COUNTYEXISTING BUILDINGROOFTOP COMMUNICATION SITEPROJECT NO. 20141022915T1 TITLE SHEET 0SP1 SPECIFICATION & PHOTO SHEET 0LS1 SITE SURVEY 3Z1 SITE PLAN & SETBACK SITE PLAN 0Z20Z3 ELEVATIONS0RF10OWNER: CITY OF BOULDERP.O. BOX 791BOULDER, COLORADO 80306CONTACT: BRYAN BEARY, RECREATION MANAGER, DISTRICT SERVICESPHONE: 303-413-7273JURISDICTION:CITY OF BOULDER1777 BRAODWAY,BOULDER, COLORADO 80302PLANNING AND DEVELOPMENT SERVICESCONTACT: CAROLYN FAHEY, ASSOCIATE PLANNER PHONE: 303-441-1880PUBLIC RECORD PARCEL NO: 1577080000011.PRIOR TO SUBMITTING A BID, THE CONTRACTOR SHALL FAMILIARIZEHIMSELF/HERSELF WITH THE SCOPE OF WORK AND ALL CONDITIONS AFFECTINGTHE PROPOSED PROJECT.2.CONTRACTOR SHALL VERIFY ALL FIELD CONDITIONS AND DIMENSIONS OF THE JOBSITE AND CONFIRM THAT WORK AS INDICATED ON THESE CONSTRUCTIONDOCUMENTS CAN BE ACCOMPLISHED AS SHOWN PRIOR TO COMMENCEMENT OFANY WORK.3.ALL FIELD MODIFICATIONS BEFORE, DURING, OR AFTER CONSTRUCTION SHALL BEAPPROVED IN WRITING BY A VERIZON REPRESENTATIVE.4.INSTALL ALL EQUIPMENT AND MATERIALS PER THE MANUFACTURER'SRECOMMENDATIONS, UNLESS INDICATED OTHERWISE.5.NOTIFY VERIZON, IN WRITING, OF ANY MAJOR DISCREPANCIES REGARDING THECONTRACT DOCUMENTS, EXISTING CONDITIONS, AND DESIGN INTENT. THECONTRACTOR SHALL BE RESPONSIBLE FOR OBTAINING CLARIFICATIONS FROM AVERIZON REPRESENTATIVE AND ADJUSTING THE BID ACCORDINGLY.6.CONTRACTOR SHALL BE SOLELY RESPONSIBLE FOR ALL CONSTRUCTION MEANS,METHODS, TECHNIQUES, SEQUENCES, AND PROCEDURES OF THE WORK UNDERTHE CONTRACT.7.CONTRACTOR SHALL PROTECT ALL EXISTING IMPROVEMENTS AND FINISHES THATARE TO REMAIN. CONTRACTOR SHALL REPAIR ANY DAMAGE THAT MAY OCCURDURING THE CONSTRUCTION TO THE SATISFACTION OF A VERIZONREPRESENTATIVE.8.THE CONTRACTOR IS RESPONSIBLE FOR RED-LINING THE CONSTRUCTION PLANSTO ILLUSTRATE THE AS-BUILT CONDITION OF THE SITE. FOLLOWING THE FINALINSPECTION BY VERIZON, THE CONTRACTOR SHALL PROVIDE VERIZON WITH ONECOPY OF ALL RED-LINED DRAWINGS.9.VERIFY ALL FINAL EQUIPMENT WITH A VERIZON REPRESENTATIVE. ALL EQUIPMENTLAYOUT, SPECS, PERFORMANCE INSTALLATION AND THEIR FINAL LOCATION ARETO BE APPROVED BY VERIZON. THE CONTRACTOR SHALL BE RESPONSIBLE FORCOORDINATING HIS/HER WORK WITH THE WORK AND CLEARANCES REQUIRED BYOTHERS RELATED TO SAID INSTALLATIONS.THIS FACILITY IS UNMANNED AND NOT FOR HUMANHABITATION. LANDINGS AND EXITS SHALL COMPLY WITHALL APPLICABLE BUILDING CODES.SITUATE WITHIN LOTS 1 THROUGH 9, INCLUSIVE, BLOCK 17, TABLEMESA SECOND ADDITION, COUNTY OF BOULDER, STATE OFCOLORADO.FOR LEASING/ZONINGAPPROVEDTHIS PROJECT CONSISTS OF THE FOLLOWING:ONE (1) NEW COMMSCOPE RBA72-36 CABINET MOUNTEDON MANUFACTURED PLINTHONE (1) NEW COMMSCOPE RBA72-30 CABINETS MOUNTEDON MANUFACTURED PLINTHONE (1) NEW MANUFACTURED GALVANIZED PLINTH FOREQUIPMENT CABINETS MOUNTED TO EXISTING CONCRETE PADONE (1) NEW PENETRATING ROOFTOP MOUNTONE (1) NEW PENETRATING ANTENNA SCREENEIGHT (8) NEW PANEL ANTENNASTWO (2) NEW MAIN OVP UNITSSIX (6) NEW RRH UNITSFIVE (5) NEW LOW INDUCTANCE HYBRID CABLESTWENTY FOUR (24) NEW 1/2"Ø COAX CABLESNEW WROUGHT IRON FENCE ENCLOSURE WITH GATE WITH LOW VISIBILITY FABRIC SCREENINGNEW ROOF HATCH GUARDRAILONE (1) NEW GENERATOR PLUGONE (1) FUTURE COMMSCOPE RBA72-30 CABINETS MOUNTEDON MANUFACTURED PLINTHSIX (6) FUTURE RRH UNITSRADIATION FROM THIS FACILITY WILL NOT INTERFERE WITHOPERATION OF OTHER COMMUNICATION DEVICES.FROM THE VERIZON OFFICE LOCATED AT 3131 SOUTHVAUGHN WAY, AURORA, CO: HEAD SOUTHWEST ON SVAUGHN WAY. MERGE ONTO CO-83/S PARKER RD VIATHE RAMP ON THE LEFT. MERGE ONTO I-225 N FOR 5.0MI, USE THE LEFT 3 LANES TO TAKE EXIT 12A TO MERGEONTO I-70 W TOWARD DENVER, KEEP RIGHT AT THEFORK TO CONTINUE ON I-270 W, FOLLOW SIGNS FORFORT COLLINS/BOULDER FOR 6.6 MI, CONTINUE ONTOUS-36 W FOR 17.9 MI, TAKE THE CO-157 N/FOOTHILLSPKWY EXIT TOWARD CU STADIUM, KEEP RIGHT, FOLLOWSIGNS FOR S BOULDER RD/TABLE MESA DR, USE THELEFT 2 LANES TO TURN LEFT ONTO S BOULDER RD(SIGNS FOR TABLE MESA DR), CONTINUE ONTO TABLEMESA DR, USE THE LEFT 2 LANES TO TURN LEFT ONTO SBROADWAY, TURN RIGHT ONTO DARLEY AVE, TURNLEFT ONTO GILLASPIE DR, SITE WILL BE BEHIND THESOUTH BOULDER RECREATION CENTER.LS2 SITE SURVEY 3SITE93VERIZONCONSTRUCTION DEPARTMENT3131 VAUGHN WAY, SUITE 550AURORA, COLORADO 80014CONTACT: MARK WILSONPHONE: 303-905-9324EMAIL: Mark.Wilson2J5 INFRASTRUCTURE PARTNERS1745 SHEA CENTER DR. 4TH FLOORHIGHLANDS RANCH, CO 80129CONTACT: STEVE HAAGPHONE: 303-683-3194 EXT. 151ALTURA LAND CONSULTANTS6551 S. REVERE PARKWAY, SUITE 165CENTENNIAL, CO 80111CONTACT: JESSE LUGOPHONE: 720-488-1303VICINITY MAPSCALE: N.T.S.KAPPA CONSULTING2830 HEIDELBERG DRIVEBOULDER, CO 80305-7004CONTACT: ANN CLOSSERPHONE: 303-554-1432EMAIL: aclosser@comcast.netLATITUDE: 39°58'28.84"NLONGITUDE: 105°14'55.42"WLATITUDE: 39°58'28.58"NLONGITUDE: 105°14'55.87"WLATITUDE: 39°58'28.27"NLONGITUDE: 105°14'54.50"W08/23/18
PROJECT NAME:DESIGNED BY:DESIGNED FOR:BYDESCRIPTIONREVSAVE DATE:SHEET TITLE:DATESHEET NUMBER:CHKPROJECT ADDRESS:THESE DRAWINGS AND SURVEYS ARE COPYRIGHT PROTECTEDAND THE SOLE PROPERTY OF J5 INFRASTRUCTURE PARTNERS,LLC AND PRODUCED FOR THE USE OF OUR CLIENT. ANYREPRODUCTION OR USE OF THE INFORMATION CONTAINEDWITHIN SAID DOCUMENTS IS PROHIBITED WITHOUT THEWRITTEN CONSENT OF J5 INFRASTRUCTURE PARTNERS.1360 GILLASPIE DRIVEBOULDER, COLORADO 80305BOULDER COUNTY8/22/2018 3:46 PMDEN DEVIL'S THUMB (ALT 1)EXISTING BUILDINGROOFTOP COMMUNICATION SITESP1SAP0 08/22/18 -3131 SOUTH VAUGHN WAY, SUITE 550AURORA, COLORADO 80014EXISTING LEASE AREA RRH/BBU ANTENNAS FIBER DC POWERNEW WORK/ WALL HATCH EXISTINGEASEMENT EASEMENTSPECIFICATION & PHOTO SHEETFOR LEASING/ZONINGAPPROVEDVIEW OF NEW X & Z SECTORS(LOOKING NORTHEAST)CENTERLINEPENNYROUND/DIAMETERCdØAPPROXIMATELY~SPOT ELEVATIONCONTROL OR DATUM POINTEQUIPMENT ORFIXTURE NUMBERKEYED NOTET.C. 1631.33F.L. 1631.00TOP OF WALL1639.00NEW CONTOUREXISTINGCONTOURPROPERTY LINESHEET WHERE TAKENSHEET WHERE DRAWNSECTION LETTERSHEET WHERE TAKENSHEET WHERE DRAWNREFERENCE LETTEROR NUMBERSHEET WHERE TAKENSHEET WHERE DRAWNDETAIL NUMBER16311631SECTION OR DETAILSCALE:VIEW OF NEW LEASE AREA(LOOKING NORTHWEST)VIEW OF NEW LEASE AREA(LOOKING NORTHEAST)VIEW OF NEW ANTENNA SCREEN WALL(LOOKING EAST)HYBRID & COAX CABLESDC POWERFIBERANTENNASPENETRATIONSRRH/BBUEXISTING ROUTELEASE AREAACCESS/UTILITY ROUTENEW WORK/UTILITY ROUTEWALL HATCHEXISTINGALL LOADS DERIVED FROM REQUIREMENTS OF INTERNATIONAL BUILDING CODE 2015, ASCE 7-10,"MINIMUM DESIGN LOADS FOR BUILDINGS AND OTHER STRUCTURES" & ANSI TIA-222-G "STRUCTURALSTANDARD FOR ANTENNA SUPPORTING STRUCTURES AND ANTENNAS".1. WIND LOADS: IBC 2015 §1609 & ASCE 7-10 §28.4 (SIMPLIFIED METHOD) Vult = 130 MPH OCCUPANCY CAT. = II; EXPOSURE CAT. = C; IMPORTANCE FACTOR = 1.02. SEISMIC LOADS: IBC 2015 §1613 & ASCE 7-10 §12.14 (SIMPLIFIED METHOD) OCCUPANCY CAT. = II; SITE CLASS = D V = R F = 1.0 (SINGLE-STORY), 1.1 (TWO STORY), 1.2 (THREE STORY) SDS = (2/3) SMS R = 1.5 (ORDINARY PLAIN CONCRETE SHEARWALLS), 6.5 (LIGHT-FRAMED WALLS W/ WOOD STRUCTURAL PANELS), 4.0 (ORDINARY REINFORCED CONCRETE SHEARWALLS)COMMUNICATION STRUCTURES:1.WIND LOADS: IBC 2015 §1609, ASCE 7-10 §29.5 & ANSI TIA-222-G Vult = 130 MPH (3-SEC. GUST) V = 50 MPH (0" RADIAL ICE) STRUCTURE CLASS. = II; EXPOSURE CAT. = C; IMPORTANCE FACTOR = 1.02. SEISMIC LOADS: IBC 2015 §1613, ASCE 7-10 §15.6.6 & ANSI TIA-222-G V = (EQUIVALENT LATERAL FORCE PROCEDURE (METHOD 1)) R V = (EQUIVALENT MODAL ANALYSIS PROCEDURE (METHOD 2)) R1. CONTRACTOR IS RESPONSIBLE FOR ERECTING TEMPORARY BARRICADES AND/OR FENCING TOPROTECT THE SAFETY OF THE PUBLIC DURING CONSTRUCTION. THE CONTRACTOR SHALLREMOVE ALL TEMPORARY BARRIERS AND REPAIR ALL DAMAGE TO PROPERTY ON THE SITECAUSED BY THIS CONSTRUCTION. THE COST OF REPAIR IS THE CONTRACTOR'SRESPONSIBILITY.2.ALL WORK SHALL BE IN ACCORDANCE WITH APPLICABLE LOCAL, STATE, AND FEDERALREQUIREMENTS.3. THE CONTRACTOR SHALL BE RESPONSIBLE FOR VERIFICATION OF ALL MEASUREMENTS AT THESITE PRIOR TO ORDERING ANY MATERIALS OR CONDUCTING ANY WORK.4. EXCESS SOIL MATERIAL AND DEBRIS CAUSED BY THIS CONSTRUCTION SHALL BE REMOVEDFROM THE SITE AND DISPOSED OF IN A LEGAL MANNER.5. CONTRACTOR SHALL MAKE ADJUSTMENTS TO GRADING ELEVATIONS AS NECESSARY TOENSURE A SITE FREE OF DRAINAGE PROBLEMS.6.CONTRACTOR SHALL COORDINATE A CONSTRUCTION LAYDOWN AREA WITH THE PROPERTYOWNER. CONSTRUCTION LAYDOWN AREA SHALL BE FENCED-IN WITH TEMPORARY (45 DAY)CONSTRUCTION FENCE. THE TEMPORARY FENCE SHALL BE CONSTRUCTED OF 6' HIGH CHAINLINK FABRIC AND IS TO BE REMOVED AT THE END OF CONSTRUCTION. LAYDOWN AREA IS TO BERESTORED TO ITS ORIGINAL CONDITION AFTER FENCE REMOVAL.7.SURVEY INFORMATION SHOWN WAS CREATED FROM RECORD INFORMATION AND DOES NOTCONSTITUTE A LEGAL BOUNDARY SURVEY.8. THESE PLANS DO NOT ADDRESS THE SAFETY AND STABILITY OF THE STRUCTURE DURINGASSEMBLY AND ERECTION, WHICH ARE THE RESPONSIBILITY OF THE ERECTOR, BASED ON THEMEANS AND METHODS CHOSEN BY THE ERECTOR.9. NEW EQUIPMENT COMPOUND SHALL BE COVERED W/ 4" CRUSHED ROCK INSTALLED OVERCLIENT-APPROVED WEED BARRIER MATERIAL (IF APPLICABLE). (OR PER BUILT-UP COMPOUNDSECTION.)1. THE CONTRACTOR SHALL BE RESPONSIBLE FOR THE COMPLETE PROJECT SCOPE OF WORKDEFINED UNDER THE REQUEST FOR PROPOSAL (RFP) FOR THIS PROJECT AND ALL ASSOCIATEDATTACHMENTS AND DOCUMENTS PROVIDED.THE RFP AND ALL ASSOCIATED DOCUMENTS SHALL DEFINE THE COMPLETE PROJECT SCOPE OFWORK. CONTRACTOR SHALL BE RESPONSIBLE FOR COMPLIANCE WITH ALL DOCUMENTS AND ISSOLELY RESPONSIBLE FOR ALL WORK.ALL DOCUMENTS INCLUDED WITHIN THE PROJECT REQUEST FOR PROPOSAL ARE REQUIREDFOR THE COMPLETE PROJECT SCOPE OF WORK. THE CONTRACTOR SHALL BE RESPONSIBLEFOR ALL WORK (EQUIPMENT, MATERIAL, INSTALLATION, TESTING, ETC.) INDICATED IN ALLDOCUMENTS. THE RFP, VERIZON NETWORK STANDARDS AND PROJECT ADDENDUMS ANDCLARIFICATIONS ARE COMPLEMENTARY TO EACH OTHER. THE FORMAT OF THESPECIFICATIONS AND DRAWING NUMBERING PER DISCIPLINE IS NOT INTENDED TO IMPLYSEGREGATION OF SUB CONTRACTOR WORK. CONTRACTOR SHALL ASSIGN ALL SUBCONTRACTOR WORK AND VERIZON WILL NOT ACCEPT ANY CHANGE ORDERS FOR INTERNALCONTRACTOR WORK ASSIGNMENTS.CONTRACTOR SHALL BE RESPONSIBLE FOR DISTRIBUTING ALL RFP DOCUMENTS TO THEIR SUBCONTRACTORS. ALL RFP DOCUMENTS ARE REQUIRED TO INDICATE THE PROJECT SCOPE OFWORK. PARTIAL SUB CONTRACTOR DOCUMENT PACKAGES ARE HIGHLY DISCOURAGED.IN THE EVENT OF A CONFLICT BETWEEN THE DRAWINGS, SPECIFICATIONS, REFERENCEDSTANDARDS, VERIZON STANDARDS, OR AGREEMENT TERMS AND CONDITIONS THE ARCHITECT/ENGINEER SHALL BE CONTACTED FOR FORMAL INTERPRETATION OF THE REQUIREMENTS. THECONTRACTOR SHALL BE DEEMED TO HAVE PROVIDED THE DETAILED AND EXPENSIVEINTERPRETATION. ANY WORK INSTALLED IN CONFLICT WITH THE ARCHITECT/ ENGINEERINTERPRETATIONS SHALL BE CORRECTED BY THE CONTRACTOR AT NO EXPENSE TO VERIZON.1. CONTRACTOR TO INSTALL ANTENNAS, MOUNTS AND TOWER HARDWARE PER MANUFACTURER'SRECOMMENDATIONS (OR AS REQUIRED BY THE OWNER/PROVIDER).2. ALL BOLTS SHALL BE TIGHTENED PER AISC REQUIREMENTS (SEE STEEL NOTES).3.ANY GALVANIZED SURFACES THAT ARE DAMAGED BY ABRASIONS, CUTS, DRILLING OR FIELDWELDING DURING SHIPPING OR ERECTION SHALL BE TOUCHED-UP WITH TWO COATS OF COLDGALVANIZING COMPOUND MEETING THE REQUIREMENTS OF ASTM A780.4.ANTENNA MOUNTS SHALL NOT BE USED AS A CLIMBING DEVICE. WORKERS SHALL ALWAYS TIEOFF TO AN APPROVED CLIMBING POINT.5. SEE ALSO GENERAL ANTENNA NOTES ON SHEET RF1 (IF APPLICABLE).NEW VERIZON LEASEAREA (438.44 SQ. FT)NEW PENETRATING ANTENNA SCREEN-PAINT RED TO MATCH BRICK WITH GREEN TRIMNEW VERIZON PENETRATINGROOFTOP MOUNT(1) NEW & (12) POSITION VERIZONMAIN OVP UNIT.(4) NEW & (4) FUTURE VERIZON RRHUNITS MOUNTED ON NEWPENETRATING ROOFTOP MOUNT(2) NEW VERIZON PANEL ANTENNASPIPE MOUNTED ON WALL(2) NEW VERIZON PANEL ANTENNASPIPE MOUNTED ON WALL08/23/18
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EEEEWWFOPROJECT NAME:DESIGNED BY:DESIGNED FOR:BYDESCRIPTIONREVSAVE DATE:SHEET TITLE:DATESHEET NUMBER:CHKPROJECT ADDRESS:THESE DRAWINGS AND SURVEYS ARE COPYRIGHT PROTECTEDAND THE SOLE PROPERTY OF J5 INFRASTRUCTURE PARTNERS,LLC AND PRODUCED FOR THE USE OF OUR CLIENT. ANYREPRODUCTION OR USE OF THE INFORMATION CONTAINEDWITHIN SAID DOCUMENTS IS PROHIBITED WITHOUT THEWRITTEN CONSENT OF J5 INFRASTRUCTURE PARTNERS.1360 GILLASPIE DRIVEBOULDER, COLORADO 80305BOULDER COUNTY8/22/2018 3:46 PMDEN DEVIL'S THUMB (ALT 1)EXISTING BUILDINGROOFTOP COMMUNICATION SITEZ1SAP0 08/22/18 -3131 SOUTH VAUGHN WAY, SUITE 550AURORA, COLORADO 80014EXISTING LEASE AREA RRH/BBU ANTENNAS FIBER DC POWERNEW WORK/ WALL HATCH EXISTINGEASEMENT EASEMENTSITE PLAN & SETBACK SITE PLANSITE PLANSCALE: 1" = 100'-0"NORTHFOR LEASING/ZONINGAPPROVED100'-0"SCALE: 1" = 100'-0"100'-0"020'60'CITY OF BOULDERAPN#: 157708000001ZONED: RL-1PROPERTY LINESETBACK SITE PLANSCALE: 1" = 300'-0"300'-0"SCALE: 1" = 300'-0"300'-0"060'180'EXISTING U.G. FIBER, TYP.NEW VERIZONLEASE AREA (438.44 SQ. FT)NEW VERIZONLEASE CORNER, TYP.NEW VERIZON FIBER VAULTNEW VERIZON FIBER ROUTELEASE BOUNDARY TO PARENTPROPERTY LINENORTHEAST ~316'NORTWEST ~817'SOUTHEAST ~1384'SOUTHWEST ~392'GILLASPIE DR.PROPERTY LINEPROPERTY LINEPROPERTYLINEPROPERTY LINEPROPERTYLINEPROPERTY LINEPROPERTYLINEEXISTING7'-0"WIDEUTILITYROUTEEXISTING 7'-0" WIDEUTILITY EASEMENTEXISTING 15'-0" WIDEUTILITY EASEMENTEXISTING BUILDINGNEW VERIZON FIBER VAULTVIELE LAKEKNOX DR.~817'SETBACK~1384'SETBACK~316'SETBACKEXISTING U.G. ELECTRIC, TYP.EXISTING U.G. WATER, TYP.EXISTING FENCE~392'SETBACK1.ALL SIGNS SHOULD BE UV RESISTANTFOR OUTDOOR USE.2.ALL SIGNS SHALL HAVE ROUNDEDCORNERS WITH PRE-DRILLED HOLESEME SIGN DETAILSSCALE: N.T.S.1'-0"8"1'-0"8"1'-0"1'-6"NEW VERIZON FIBER VAULT MMPFUTURE FIBER PROVIDER MMPNEWVERIZON12'-0"WIDEACCESS/UTILITYROUTE1. CONTRACTOR SHALL SEAL & WEATHERPROOF ALLPARAPET WALL PENETRATIONS.2.CONTRACTOR SHALL LOCATE EXISTING PARAPETSTUDS BEFORE INSTALLATION OF HORIZONTALANGLES.3.ALL ANTENNA WALL MOUNTS ARE SUBJECT TOCHANGE PENDING THE FINAL STRUCTURAL DESIGN4.INFORMATION PERTAINING TO THE SUPPORTINGSTRUCTURAL ELEMENTS IS FOR DEPICTION ONLY.NEWVERIZON5'-0"WIDEUTILITYROUTE08/23/18
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XXXXXXWPROJECT NAME:DESIGNED BY:DESIGNED FOR:BYDESCRIPTIONREVSAVE DATE:SHEET TITLE:DATESHEET NUMBER:CHKPROJECT ADDRESS:THESE DRAWINGS AND SURVEYS ARE COPYRIGHT PROTECTEDAND THE SOLE PROPERTY OF J5 INFRASTRUCTURE PARTNERS,LLC AND PRODUCED FOR THE USE OF OUR CLIENT. ANYREPRODUCTION OR USE OF THE INFORMATION CONTAINEDWITHIN SAID DOCUMENTS IS PROHIBITED WITHOUT THEWRITTEN CONSENT OF J5 INFRASTRUCTURE PARTNERS.1360 GILLASPIE DRIVEBOULDER, COLORADO 80305BOULDER COUNTY8/22/2018 3:46 PMDEN DEVIL'S THUMB (ALT 1)EXISTING BUILDINGROOFTOP COMMUNICATION SITEZ2SAP0 08/22/18 -3131 SOUTH VAUGHN WAY, SUITE 550AURORA, COLORADO 80014EXISTING LEASE AREA RRH/BBU ANTENNAS FIBER DC POWERNEW WORK/ WALL HATCH EXISTINGEASEMENT EASEMENTENLARGED SITE PLAN&EQUIPMENT LAYOUT PLANENLARGED SITE PLANSCALE: 1" = 10'-0"10'-0"SCALE: 1" = 10'-0"10'-0"02'6'115° AZIMUTH315°AZIM U TH
220°AZIMUTHNORTHEQUIPMENT LAYOUT PLANSCALE: 3/16" = 1'-0"NEW VERIZON TECH LIGHTINGMOUNTED TO NEW POST, TYP.6'-0"SCALE: 316" = 1'-0"6'-0"02'4'NORTH1. PRIOR TO EXCAVATION, CONTRACTOR SHALL CHECK THE AREAFOR UNDERGROUND FACILITIES.2. PRIOR TO CONSTRUCTION, CONTRACTOR TO INSTALL RUBBERWALKWAY MATS ON THE ROOF FOR ACCESS TO AND FROM CELLSITE DURING ACTUAL CONSTRUCTION.3.CONTRACTOR TO COORDINATE WITH OWNERS ROOFER ON ANYREQUIRED ROOFING WORK/PENETRATIONS/ETC. TO KEEPINTEGRITY OF ROOF WARRANTY.CITY OF BOULDERAPN#: 157708000001ZONED: RL-1NEW VERIZON FIBER VAULTNEW GUARD RAIL TO BEINSTALLED AT EXISTING HATCHEXISTING BUILDING HANGOVER(1) NEW VERIZON YELLOW GUIDE LINE SIGN(1) NEW BLUE CAUTION SIGN(1) GREEN NOC SIGNMOUNTED ON NEW HAND RAIL AT EXISTING HATCHNEW VERIZON LEASE CORNER, TYP.NEW VERIZON LEASE AREA (438.44 SQ. FT)NEW VERIZON GALVANIZED PLINTHMOUNTED TO EXISTING CONCRETE(1) NEW & (1) FUTURE VERIZON COMMSCOPE RBA72-30CABINET MOUNTED TO NEW GALVANIZED PLINTHNEW VERIZON COMMSCOPE RBA72-36 CABINETMOUNTED TO NEW GALVANIZED PLINTH28'-8"(LEASEAREA)7'-0"FENCE6'-0"GATE7'-8"FENCE14'-4"FENCENEW VERIZON GENERATOR PLUG MOUNTEDTO NEW GALVANIZED H-FRAME(2) NEW VERIZON 6'-0" WIDE WROUGHT IRON GATESWITH LOW VISIBILITY FABRIC SCREENING(1) NEW VERIZON YELLOW GUIDE LINE SIGN(1) NEW BLUE CAUTION SIGN(1) NEW GREEN NOC SIGN MOUNTED AT GATEEXISTING TRANSFORMEREXISTING FIBER VAULTEXISTING ELECTRICAL CABINETEXISTING U.G. FIBER, TYP.EXISTING SIDEWALKEXISTING ACCESS HATCHEXISTING PLATFORMEXISTING HVAC UNIT, TYP.EXISTINGSOLAR PANELSEXISTING BUILDING OUTLINEEXISTING CONCRETE WALLNEW VERIZON 6'-0" HIGH WROUGHT IRON FENCE TOMATCH EXISTING-FENCE TO INCLUDE LOW VISIBILITYFABRIC SCREENING(2) NEW VERIZON GALVANIZED H-FRAMESNEW VERIZON UTILITY DISTRIBUTION CENTERMOUNTED ON NEW GALVANIZED H-FRAMENEW VERIZON GPS ANTENNA MOUNTED TONEW PIPE MOUNT ON NEW ANTENNA SCREENEXISTING PIPE LINEEXISTING CHAIN-LINK FENCE(4) NEW & (4) FUTURE VERIZON RRH UNITS PIPEMOUNTED ON NEW PENETRATING MOUNT(1) NEW & (12) POSITION VERIZON MAIN OVP UNITPIPE MOUNTED ON NEW PENETRATING MOUNT(2) NEW VERIZON PANEL ANTENNASPIPE MOUNTED ON WALLSLOPESLOPESLOPESLOPESLOPESLOPEEXISTINGSOLAR PANELSSLOPESLOPESLOPESLOPE NEW VERIZON INTEGRATED LOAD CENTERMOUNTED TO NEW GALVANIZED H-FRAMEEXISTING ELECTRIC BOXEXISTINGTREESEXISTING SHEDEXISTING CONCRETE WALLEXISTING FENCE8'-0"6'-2"10'-0"PLINTH9'-0"3'-10"4'-8"PLINTH5'-9"NEW VERIZON FIBER ROUTEREROUTE EXISTING GUTTER ALONG BUILDING WALL(5) NEW VERIZON LOW INDUCTANCE HYBRID CABLES IN NEW VERIZONGALVANIZED HORIZONTAL CABLE TRAY FROM NEW EQUIPMENTCABINETS TO NEW MAIN OVP UNITS MOUNTED TO NEW ANTENNASCREEN(2) NEW VERIZON DOGHOUSES AT LOWER ANDUPPER ROOF LEVEL -PAINT TO MATCH BUILDING(5) NEW VERIZON LOW INDUCTANCE HYBRID CABLESRUNNING IN NEW VERIZON GALVANIZED VERTICALCOVERED CABLE TRAY-PAINT TO MATCH BUILDINGNEWVERIZON12'-0"WIDEACCESS/UTILITYROUTENEW VERIZON LEASE CORNER, TYP.NEW VERIZON LEASE AREA (438.44 SQ. FT)33'-2"(LEASEAREA)14'-5"(LEASEAREA)NEWVERIZON5'-0"WIDEACCESSROUTE1. CONTRACTOR SHALL SEAL & WEATHERPROOF ALL PARAPETWALL PENETRATIONS.2. CONTRACTOR SHALL LOCATE EXISTING PARAPET STUDS BEFOREINSTALLATION OF HORIZONTAL ANGLES.3. ALL ANTENNA WALL MOUNTS ARE SUBJECT TO CHANGE PENDINGTHE FINAL STRUCTURAL DESIGN4. INFORMATION PERTAINING TO THE SUPPORTING STRUCTURALELEMENTS IS FOR DEPICTION ONLY.FOR LEASING/ZONINGAPPROVEDNEW VERIZON PENETRATING MOUNT(2) NEW & (2) FUTURE VERIZON RRH UNITS PIPEMOUNTED BEHIND NEW PANEL ANTENNAS(1) NEW VERIZON MAIN OVP UNIT PIPEMOUNTED BEHIND NEW PANEL ANTENNASNEW VERIZON PENETRATING ANTENNA SCREEN-PAINT RED TO MATCH BRICK WITH GREEN TRIMNEW VERIZON GALVANIZEDHORIZONTAL COVERED CABLETRAYS - PAINT TO MATCH BUILDING(24) NEW VERIZON 12"Ø COAX CABLES FROMNEW NON-PENETRATING ROOFTOP SKIDMOUNT TO NEW WALL MOUNTED ANTENNASNEW VERIZON GALVANIZED VERTICAL COVEREDCABLE TRAY-PAINT TO MATCH BUILDINGNEWVERIZON5'-0"WIDEUTILITYROUTE(2) NEW VERIZON PANEL ANTENNASPIPE MOUNTED ON WALL,SEE DETAIL ON RF1 SHEET6"6"31'-7"(4) NEW VERIZON PANEL ANTENNAS PIPE MOUNTED TOEXISTING CMU WALL BEHIND NEW ANTENNA SCREENLATITUDE: 39°58'28.84"NLONGITUDE: 105°14'55.42"WLATITUDE: 39°58'28.58"NLONGITUDE: 105°14'55.87"WLATITUDE: 39°58'28.27"NLONGITUDE: 105°14'54.50"W08/23/18
PROJECT NAME:DESIGNED BY:DESIGNED FOR:BYDESCRIPTIONREVSAVE DATE:SHEET TITLE:DATESHEET NUMBER:CHKPROJECT ADDRESS:THESE DRAWINGS AND SURVEYS ARE COPYRIGHT PROTECTEDAND THE SOLE PROPERTY OF J5 INFRASTRUCTURE PARTNERS,LLC AND PRODUCED FOR THE USE OF OUR CLIENT. ANYREPRODUCTION OR USE OF THE INFORMATION CONTAINEDWITHIN SAID DOCUMENTS IS PROHIBITED WITHOUT THEWRITTEN CONSENT OF J5 INFRASTRUCTURE PARTNERS.1360 GILLASPIE DRIVEBOULDER, COLORADO 80305BOULDER COUNTY8/22/2018 3:46 PMDEN DEVIL'S THUMB (ALT 1)EXISTING BUILDINGROOFTOP COMMUNICATION SITEZ3SAP0 08/22/18 -3131 SOUTH VAUGHN WAY, SUITE 550AURORA, COLORADO 80014EXISTING LEASE AREA RRH/BBU ANTENNAS FIBER DC POWERNEW WORK/ WALL HATCH EXISTINGEASEMENT EASEMENTELEVATIONSNEW SOUTHEAST ELEVATIONSCALE: 1/8" = 1'-0"NEW SOUTHWEST ELEVATIONSCALE: 1/8" = 1'-0"GRADE0'-0"C.O.R. = CENTER OF RADIATIONA.L. =ATTACHMENT LEVELB.T. =BOTTOM TIP LEVELT.T. = TOP TIP LEVELA.G.L. = ABOVE GRADE LEVELB.O.B.P. = BOTTOM OF BASE PLATEB.O.A.S.= BOTTOM OF ANTENNA SCREENFOR LEASING/ZONINGAPPROVEDGRADEALL INFORMATION PERTAINING THE SUBJECTBUILDING AND ANTENNA MOUNTS SHOWNARE PRELIMINARY AND FOR DEPICTIONPURPOSES ONLY. CONFIRMATION OF THEBUILDING STRUCTURAL INTEGRITY IS BEYONDTHE SCOPE OF THIS PROJECT. IN NO EVENTWILL J5 INFRASTRUCTURE PARTNERS BELIABLE AND RESPONSIBLE FOR THESTRUCTURAL INTEGRITY AND ADEQUACY OFTHE BUILDING AND FOUNDATION WITHOUTFIRST REQUIRING STRUCTURAL ANALYSISPRIOR TO THE INSTALLATION OF ANY NEWANTENNAS, AND ALL RELEVANTAPPURTENANCES.(1) NEW & (1) FUTURE VERIZON COMMSCOPE RBA72-30CABINET MOUNTED TO NEW GALVANIZED PLINTHNEW VERIZON COMMSCOPE RBA72-36 CABINETMOUNTED TO NEW GALVANIZED PLINTHNEW VERIZON GENERATORPLUG MOUNTED TO NEW GALVANIZED H-FRAMENEW VERIZON 6'-0" HIGH WROUGHT IRON FENCE TO MATCHEXISTING-FENCE TO INCLUDE LOW VISIBILITY FABRIC SCREENINGEXISTING CONCRETE WALL(2) NEW VERIZON GALVANIZED H-FRAMESNEW VERIZON UTILITY DISTRIBUTION CENTERMOUNTED ON NEW GALVANIZED H-FRAMEEXISTING CONCRETE WALL(2) NEW VERIZON PANEL ANTENNASPIPE MOUNTED ON WALLT.T.30'-3"C.O.R.27'-0"T.O.S.32'-4"T.O.S.19'-4"NEW VERIZON TECH LIGHTING MOUNTED TO NEW POST, TYP.EXISTING BUILDINGGRADE0'-0"EXISTING CONCRETE WALLNEW VERIZON GENERATORPLUG MOUNTED TO NEW GALVANIZED H-FRAMENEW VERIZON 6'-0" HIGH WROUGHT IRONFENCE TO MATCH EXISTING-FENCE TOINCLUDE LOW VISIBILITY FABRIC SCREENING(2) NEW VERIZON GALVANIZED H-FRAMESNEW VERIZON UTILITY DISTRIBUTION CENTERMOUNTED ON NEW GALVANIZED H-FRAMENEW VERIZON TECH LIGHTINGMOUNTED TO NEW POST, TYP.(1) NEW & (1) FUTURE VERIZON COMMSCOPE RBA72-30CABINET MOUNTED TO NEW GALVANIZED PLINTHNEW VERIZON COMMSCOPE RBA72-36 CABINETMOUNTED TO NEW GALVANIZED PLINTHNEW VERIZON INTEGRATED LOAD CENTERMOUNTED TO NEW GALVANIZED H-FRAME(BEYOND)(5) NEW VERIZON LOW INDUCTANCE HYBRID CABLESRUNNING IN NEW VERIZON GALVANIZED VERTICALCOVERED CABLE TRAY-PAINT TO MATCH BUILDINGEXISTING ACCESS HATCHNEW GUARD RAIL TO BEINSTALLED AT EXISTING HATCHT.T.34'-9"EXISTING HVAC ON PLATFORMT.T.34'-0"C.OR.31'-0"T.O.S.18'-3"T.T.38'-7"T.O.S.32'-4"EXISTING SOLAR PANELST.T.38'-7"NEW VERIZON GALVANIZED PLINTHMOUNTED TO EXISTING CONCRETE(1) NEW VERIZON YELLOW GUIDE LINE SIGN(1) NEW BLUE CAUTION SIGN(1) GREEN NOC SIGNMOUNTED ON NEW HAND RAIL AT EXISTING HATCHNEW VERIZON GALVANIZED PLINTHMOUNTED TO EXISTING CONCRETEGUTTER TO BE REROUTED ALONGBUILDING WALLT.T.36'-2"NEW VERIZON INTEGRATED LOAD CENTERMOUNTED TO NEW GALVANIZED H-FRAME1. CONTRACTOR SHALL SEAL & WEATHERPROOF ALLPARAPET WALL PENETRATIONS.2.CONTRACTOR SHALL LOCATE EXISTING PARAPETSTUDS BEFORE INSTALLATION OF HORIZONTALANGLES.3.ALL ANTENNA WALL MOUNTS ARE SUBJECT TOCHANGE PENDING THE FINAL STRUCTURAL DESIGN4.INFORMATION PERTAINING TO THE SUPPORTINGSTRUCTURAL ELEMENTS IS FOR DEPICTION ONLY.NEW VERIZON GPS ANTENNA MOUNTED TONEW PIPE MOUNT ON NEW ANTENNA SCREEN(5) NEW VERIZON LOW INDUCTANCE HYBRID CABLES IN NEW VERIZONGALVANIZED HORIZONTAL CABLE TRAY FROM NEW EQUIPMENTCABINETS TO NEW MAIN OVP UNITS MOUNTED TO NEW PENETRATINGANTENNA SCREEN AND NEW NON-PENETRATING SKID(2) NEW VERIZON DOGHOUSES AT LOWER AND UPPER ROOF LEVEL-PAINT TO MATCH BUILDING(5) NEW VERIZON LOW INDUCTANCE HYBRID CABLESRUNNING IN NEW VERIZON GALVANIZED VERTICALCOVERED CABLE TRAY-PAINT TO MATCH BUILDING(2) NEW & (2) FUTURE VERIZON RRH UNITSMOUNTED BEHIND NEW PANEL ANTENNAS(1) NEW VERIZON MAIN OVP UNITMOUNTED BEHIND NEW PANEL ANTENNAS(4) NEW VERIZON PANEL ANTENNAS PIPEMOUNTED TO EXISTING CMU WALL BEHINDNEW ANTENNA SCREENNEW VERIZON PENETRATING ANTENNASCREEN -PAINT RED TO MATCH BRICKWITH GREEN TRIM(2) NEW VERIZON DOGHOUSES AT LOWER ANDUPPER ROOF LEVEL-PAINT TO MATCH BUILDINGNEW VERIZON GALVANIZED HORIZONTAL COVEREDCABLE TRAY-PAINT TO MATCH BUILDING(24) NEW VERIZON12"Ø COAX CABLES FROMNEW NON-PENETRATING ROOFTOP SKIDMOUNT TO NEW WALL MOUNTED ANTENNASB.O.A.S.22'-9"(2) NEW VERIZON PANEL ANTENNASPIPE MOUNTED ON WALLT.T. OF GPS31'-6"08/23/18
PROJECT NAME:DESIGNED BY:DESIGNED FOR:BYDESCRIPTIONREVSAVE DATE:SHEET TITLE:DATESHEET NUMBER:CHKPROJECT ADDRESS:THESE DRAWINGS AND SURVEYS ARE COPYRIGHT PROTECTEDAND THE SOLE PROPERTY OF J5 INFRASTRUCTURE PARTNERS,LLC AND PRODUCED FOR THE USE OF OUR CLIENT. ANYREPRODUCTION OR USE OF THE INFORMATION CONTAINEDWITHIN SAID DOCUMENTS IS PROHIBITED WITHOUT THEWRITTEN CONSENT OF J5 INFRASTRUCTURE PARTNERS.1360 GILLASPIE DRIVEBOULDER, COLORADO 80305BOULDER COUNTY8/22/2018 3:46 PMDEN DEVIL'S THUMB (ALT 1)EXISTING BUILDINGROOFTOP COMMUNICATION SITERF1SAP0 08/22/18 -3131 SOUTH VAUGHN WAY, SUITE 550AURORA, COLORADO 80014EXISTING LEASE AREA RRH/BBU ANTENNAS FIBER DC POWERNEW WORK/ WALL HATCH EXISTINGEASEMENT EASEMENTANTENNA INFORMATION & RRHHYBRID CABLE DIAGRAM & CHARTQUANTITY DESCRIPTIONPART NUMBER(S)10 WALL MOUNT C10-201-0018ANTENNA MOUNTING PIPE (X-SECTOR)C10-981-20311 ANTENNA MOUNTING PIPE C10-981-206NOTE: ALL PRODUCTS ARE FROM "SABRE SITE SOLUTIONS"PHONE: (866) 428-6937 / (712) 293-1964WWW.SABRESITESOLUTIONS.COM1.DUAL POLAR ANTENNAS REQUIRE TWO RUNS OF COAX PER ANTENNA.2. LENGTHS GIVEN ON THIS CHART ARE ESTIMATED FROM AVAILABLE INFORMATION.3. TYPES AND SIZES OF THE ANTENNA CABLES ARE BASED ON THE ESTIMATED LENGTH OFTHE CABLES. CONTRACTOR TO VERIFY ALL ACTUAL LENGTHS IN FIELD PRIOR TOINSTALLATION AND NOTIFY THE FIELD ENGINEER FOR VERIFICATION OF SIZES OF CABLES.4.CONTRACTOR TO PROVIDE AS BUILT FOR THE LENGTH OF CABLES UPON COMPLETION OFINSTALLATION.5.CONTRACTOR TO PROVIDE FINAL CABLE LENGTHS AND RETURN LOSSES FOR ALLCABLES.6.ALL AZIMUTHS REFERENCE TRUE NORTH. CONSULT REQUIRED QUADRANGLE MAP FORNECESSARY MECHANICAL DECLINATION.(CELL SITE COAX LABELING)800 VOICE WHITE/RED WHITE/YELLOW BLUE/RED BLUE/YELLOW GREEN/RED GREEN/YELLOW800 EVDO WHITE/2 RED WHITE/2 YELLOW BLUE/2 RED BLUE/2 YELLOW GREEN/2 RED GREEN/2 YELLOW800 LTE WHITE/3 RED WHITE/3 YELLOW BLUE/3 RED BLUE/3 YELLOW GREEN/3 RED GREEN/3 YELLOW1900 EVDO PURPLE/RED PURPLE/YELLOW ORANGE/RED ORANGE/YELLOW BROWN/RED BROWN/YELLOW1900 VOICE PURPLE/2 RED PURPLE/2 YELLOW ORANGE/2 RED ORANGE/2 YELLOW BROWN/2 RED BROWN/2 YELLOW1. CONTRACTOR SHALL NOT SUBMIT BIDS OR PERFORM CONSTRUCTION WORK ON THISPROJECT WITHOUT ACCESS TO THE CURRENT COMPLETE SET OF DRAWINGS LISTEDIN THE TITLE-SHEET INDEX.FOR LEASING/ZONINGAPPROVEDCDMA-800 B-BAND REDCDMA-800 A-BAND WHITEPCS-1900 YELLOWLTE-700 PURPLEXGREENY ORANGEZBROWNX-1ANTENNA SECTION @ 31'-0"SCALE: N.T.S.0°90°180°270°135°225°315°45°ATTACHLEVEL(COR)AZIMUTHS(DEG., MN)ANTENNA TYPEANTENNAQUANTITYMOUNT TYPECOAX (QUANTITY)SIZE (NOMINAL)ESTIMATEDCOAX CABLELENGTHMECHANICALDOWN TILT31'-0"27'-0"315°115°220°MX06FRO6606' PANEL ANTENNA8SEEANTENNAMOUNTSCHEDULE(5) LOWINDUCTANCEHYBRID CABLES(NEW)+(24) COAX CABLES(NEW)SEEPLUMBINGDIAGRAM-1. FOR EXACT ANTENNA INFORMATION REFER TO THE RF DESIGN.2. ALL NEW COAX SHALL BE INSTALLED ON INSIDE OF NEW/EXISTING BUILDING (IF POSSIBLE).RRH HYBRID CABLE DIAGRAM AND CHART SCALE: N.T.S.T.O.B.= TOP OF BUILDINGO.E.C.= OUTDOOR EQUIPMENT CABINETRRH= REMOTE RADIO HEADPDF= POWER DISTRIBUTION FRAMELTE= LTE PANEL ANTENNAAWS= AWS PANEL ANTENNAPCS= PCS PANEL ANTENNANORTHY-2Z-1FROM (MAIN OVP) TO (MAIN OVP)MAIN TRUNKSECTORCABLE/COAXSIZE (NOMINAL)CABLE/COAX(QUANTITY)ESTIMATEDCABLE/COAXLENGTH- HYB 6X12 1 ~210'- HYB 6X12 1 ~105'FROM (MAIN OVP) TO (RRH)RRH JUMPERSSECTORCABLE/COAXSIZE (NOMINAL)CABLE/COAX(QUANTITY)ESTIMATEDCABLE/COAXLENGTHXHYB 1X11 ~17'HYB 1X1 1~19'HYB 1X1 1 ~21'HYB 1X1 1 ~23'YHYB 1X1 1 ~9'HYB 1X1 1 ~11'HYB 1X1 1 ~13'HYB 1X1 1 ~15'ZHYB 1X1 1 ~9'HYB 1X1 1 ~11'HYB 1X11~13'HYB 1X1 1~15'FROM (RRH) TO (ANTENNAS)ANTENNA JUMPERSSECTORCABLE/COAXSIZE (NOMINAL)CABLE/COAX(QUANTITY)ESTIMATEDCABLE/COAXLENGTHX12"Ø 4 ~115'12"Ø 2 ~113'12"Ø 2 ~111'12"Ø 4 ~109'Y12"Ø 12 CUT TO FITZ12"Ø 4 ~115'12"Ø 2 ~113'12"Ø 2 ~111'12"Ø 4 ~109'ANTENNA SECTION @ 27'-0"SCALE: N.T.S.NORTHX-2115° AZIMUTH315° AZIMUTH220° AZIMUTH2'-0" HORIZONTALSEPARATIONY-1Z-20°90°180°270°135°225°315°45°ANTENNA MOUNTSCALE: NONEY-4Y-3MOVP'S/BBU'S@ OEC(2) ~210'6X12 HYBRIDPDFDCPOWERX(1) ~21'1X1 HYBRID(1) ~19'1X1 HYBRIDY(1) ~9'1X1 HYBRID(1) ~15'1X1 HYBRIDZ(1) ~9'1X1 HYBRID(1) ~11'1X1 HYBRID(1) ~105'6X12 HYBRID700/AWSPCS/850PCS/850700/AWS700/85012" JUMPER(CUT TO FIT)700/AWS700/PCS12" JUMPER(CUT TO FIT)12" JUMPER(CUT TO FIT)12" JUMPER(CUT TO FIT)RRH850850RRH700/850RRHRRH700/850RRHRRHRRHRRHRRHRRHRRHRRH12"Ø COAX(CUT TO FIT)(CUT TO FIT)12"Ø COAX(CUT TO FIT)(CUT TO FIT)12" JUMPER12" JUMPERSECTIONEXISTING CMUCHIMNEY W/BRICK VENEER(2)12"Ø A325BOLTS (TYP)PIPE 2 STD.x8'-0"ANTENNA PIPE MASTW/ 12"Ø U-BOLTS TOP& BOTTOM (TYP)L3x3x14x0'-6"(TYP OF 4)L3x3x14x5'-0"(TYP OF 2)~52'-6"~55'-6"5'-0"(3)12"Ø THREADEDROD ANCHORSDRILL & EPOXY W/'HILTI' HIT-HY70 W/ 6"MIN. EMBED & HIT-ICMESH SLEEVES,CENTERED ONANGLE (TYP)3'-0"6"(TYP)6"(TYP)(3) 12"Ø THREADED ROD ANCHORSDRILL & EPOXY W/ 'HILTI' HIT-HY70W/ 6" MIN. EMBED & HIT-IC MESHSLEEVES, CENTERED ON ANGLE(TYP)3"2'-3"2'-3"3"ANTENNA MOUNT AT EXISTING WALLSCALE: 1/2" = 1'-0"ELEVATIONSIDESECTION1'-6"1'-6"08/23/18
ADMINISTRATIVE REVIEW
NOTICE OF DISPOSITION
You are hereby advised that the following action was taken by the Planning Department:
DECISION: Approved
DATE: September 17, 2018
REQUEST TYPE: Minor Modification to Approved Plan
ADDRESS: 1360 GILLASPIE DRIVE
APPLICANT: ANN CLOSSER
CASE NUMBER: ADR2018-00036
LEGAL DESCRIPTION: LOT 1, BLOCK 17, TABLE MESA 2 & RESUB, CITY OF BOULDER, COUNTY OF
BOULDER, STATE OF COLORADO
DESCRIPTION: Standard Minor Modification for eight (8) new 6-foot panel antennas, four (4) to be mounted to an
existing brick column on the west portion of the building and four (4) to be mounted behind an RF
transparent fiberglass screen on the east portion of the roof of the South Boulder Recreation
Center. A total of twelve (12) RRHs are proposed (new and future) as well as two (2) OVPs and
associated transmission equipment to be mounted on the roof, behind the RF transparent screen
and ground mounted in the Verizon lease area on the concrete patio in the rear of the building.
Reference ADR2018-00035 for Wireless Communications Facilities case.
FINAL DECISION STANDARDS
This approval is subject to the following standards. The following standards must be met in order for the administrative
review approval to be valid:
Approved as submitted. The application is approved per the criteria for Minor Modifications to Approved Site Plans as set
forth in section 9-2-14(k), B.R.C. 1981. The Minor Modification satisfies the requirement in section 9-6-9(a)(1)(F),
B.R.C. 1981 that in order for antennas for wireless telecommunications services to be located in an approved PUD or site
review a minor modification to the approval is required. This approval does not constitute use approval or building permit
approval. Building permit review and approval shall be required prior to the initiation of any construction.
This approval is limited to the following modifications:
1. Installation of eight (8) new antennas, 2 per X and Z sectors and 4 in the Y sector
2. Installation of twelve (12) new RRH units (including future units), two (2) OVP units and all associated
cabling/trays on the roof of the building and behind the proposed fiberglass screen
3. Installation of a new 6-foot wrought iron fence, fiber vault, two (2) new galvanized H-frames with generator plug,
distribution center and integrated load center, and three (3) equipment cabinets within the Verizon lease area on
the south east side of the building
The applicant shall be responsible for ensuring that the construction and maintenance of all telecommunications
equipment shall comply with the approved plan set dated September 17, 2018 as well as with the applicant's written
statement, on file with Planning & Development Services. Please see ADR2018-00035 for wireless antenna approval.
This decision is final and may not be appealed. A new request may be considered only as a new application.
Approved By: ___________________________________________________
Gabby Hart, Planning Department
ADMINISTRATIVE REVIEW
NOTICE OF DISPOSITION
You are hereby advised that the following action was taken by the Planning Department:
DECISION: Approved
DATE: September 17, 2018
REQUEST TYPE: Wireless Communications Facilities
ADDRESS: 1360 GILLASPIE DRIVE
APPLICANT: ANN CLOSSER
CASE NUMBER: ADR2018-00035
LEGAL DESCRIPTION: LOT 1, BLOCK 17, TABLE MESA 2 & RESUB, CITY OF BOULDER, COUNTY OF
BOULDER, STATE OF COLORADO
DESCRIPTION: Wireless Communications Facilities review for eight (8) new 6-foot panel antennas, four
(4) to be mounted to an existing brick column on the west portion of the building and
four (4) to be mounted behind an RF transparent fiberglass screen on the east portion of
the roof. A total of twelve (12) RRHs are proposed (new and future) as well as two (2)
OVPs and associated transmission equipment to be mounted on the roof, behind the RF
transparent screen and ground mounted in the Verizon lease area on the concrete patio
in the rear of the building. Reference ADR2018-00036 for Minor Modification case.
FINAL DECISION STANDARDS
This approval is subject to the following standards. These standards must be met in order for the administrative review
approval to be valid.
Approved as submitted. This application is approved per the criteria for Wireless Communications Facilities as set forth in
section 9-6-9(a), B.R.C. 1981. This approval does not constitute building permit approval. Building permit review and
approval are required prior to the initiation of any construction.
This approval is limited to the following modifications:
1. Installation of eight (8) new antennas, 2 per X and Z sectors and 4 in the Y sector
2. Installation of twelve (12) new RRH units (including future units), two (2) OVP units and all associated
cabling/trays on the roof of the building and behind the proposed fiberglass screen
3. Installation of a new 6-foot wrought iron fence, fiber vault, two (2) new galvanized H-frames with generator plug,
distribution center and integrated load center, and three (3) equipment cabinets within the Verizon lease area on
the south east side of the building
This approval is based upon the specific design and concealment elements:
1. The four (4) new 6-foot antennas in the X and Z sectors are mounted to the existing brick column of the building,
painted to match the brick column and roof of the building and do not project more than 2 feet from the wall
2. All transmission equipment (aside from the antennas) is mounted behind the RF transparent screen, on the west
portion of the roof in the V shaped area that contains existing mechanical equipment or ground mounted within
the proposed fenced concrete patio at the rear of the building
3. The massing and height of the RF transparent screen (4 Y sector antennas mounted behind) is compatible with the
overall scale of the existing building, painted to match the building (red with green trim) and effectively minimizes
visual impact
The applicant is responsible for ensuring that the installation and maintenance of the approved antennas comply, where
applicable, with the stamped approved plan set dated September 17, 2018
Development Services Department.
This decision is final and may not be appealed. A new request may be considered only as a new application.
Approved By: ___________________________________________________
Gabby Hart, Planning Department
AGENDA ITEM #___VI-B___PAGE___1____
C I T Y O F B O U L D E R
PARKS AND RECREATION ADVISORY BOARD AGENDA ITEM
MEETING DATE: February 25, 2019
AGENDA TITLE: 5-Year Master Plan Progress Report/Overview of 2019 Priorities
PRESENTERS:
Yvette Bowden, Director, Parks and Recreation and Community Vitality
Alison Rhodes, Deputy Director, Parks and Recreation
Jeff Haley, Manager, Planning, Design and Community Engagement Manager
Jackson Hite, Manager, Business Services
Bryan Beary, Manager, District Services
Megann Lohman, Manager, Recreation Programs and Partnerships
Margo Josephs, Manager, Philanthropy and Community Partnerships
Dennis Warrington, Manager, Urban Park Operations
Kevin Williams, Manager, Regional Facilities
Tim Duda, Business Analyst
EXECUTIVE SUMMARY:
In February 2014, City Council accepted the Boulder Parks and Recreation Master Plan
(master plan). With acceptance of the master plan, the Parks and Recreation Department
(department) committed to a new mission and vision, as well as initiatives outlined in the
fiscally constrained plan.
The purpose of this item is to update the Parks and Recreation Advisory Board (PRAB)
on master plan progress in 2018 and share 2019 implementation plans. In celebrating
five years since the master plan’s acceptance, the department is pleased to share progress
in implementing community priorities as expressed in the master plan.
The PRAB’s understanding of master plan guidance and policy is critical in ensuring that
the community’s needs for its parks and recreation system are being delivered in
alignment with the values outlined and accepted by City Council. In 2019, staff anticipate
that the master plan policy framework will continue to support the board as it advises the
department’s development of the 2020 Operating Budget and 2020-2025 Capital
Improvement Program (CIP).
AGENDA ITEM #___VI-B___PAGE___2____
BACKGROUND:
The Planning Approach
Boulder has a strong history of implementing a planning approach to ensure services are
allocated equitably and in a manner that aligns with community values and goals. The
Boulder Valley Comprehensive Plan (BVCP) provides overall policy direction to all city
planning. The city of Boulder and Boulder County approved a major update to the BVCP
in 2017.
The department’s master plan is a key implementation strategy under the BVCP,
reflecting that Boulder’s parks and recreating services are tangible ways to shape
neighborhoods and to move the community towards the vision of becoming one of the
most sustainable and livable communities in the world. The master plan includes policies,
long-range goals, initiatives and a plan to ensure that the department is delivering
services in line with the community’s expectations and values for its parks and recreation
system.
Various other plans then inform the implementation of the BVCP and master plans,
through providing more specific actions and outcomes related to capital investment and
operations (see Figure 1). Attachment A, the Boulder Parks and Recreation Planning
Approach, illustrates the various level of detail provided by sub-plans and also
demonstrates the breadth of planning efforts completed in an effort to accomplish master
plan goals.
Figure 1: Relationship between BVCP, Sustainability Framework & Implementation
AGENDA ITEM #___VI-B___PAGE___3____
ANALYSIS:
Implementing the 2014 Master Plan
With City Council’s acceptance of the master plan in February, 2014, the department
committed to the new mission, vision and guiding principles, and Fiscally Constrained
initiatives. Using the master plan as a guide, annually, the department develops a strategic
action plan to ensure the master plan is a living document this is used to improve the
overall system (see Figure 2).
Figure 2 BPR's Master Plan Promise: Annual Implementation Process
The goals of the master plan are outlined around key themes which were developed as a
result of the broad and deep community engagement, research and needs assessment
elements of the planning process.
TAKING CARE OF WHAT WE HAVE
Taking Care of What We Have is a key theme that outlines the path to ensuring the
department’s assets remain within an acceptable condition to serve the community. The
master plan included several significant strategies and action items that guide future
capital investments for the department. These include:
Reinvestment of Debt Fund -In 2015, the department retired debt from the .25 Sales Tax
Funds that was used to finance major facility repairs and upgrades. With the renewal of
the sales tax in 2016 and sunsetting in 2025, approximately $2M in revenues are now
available each year to augment capital repairs and maintenance, enhance operations and
maintenance (O&M) services, and/or shift program services.
AGENDA ITEM #___VI-B___PAGE___4____
Focus on “Taking Care of What We Have”–With over $215 million in current
replacement value (CRV) of built assets and a current projected backlog of $16 million,
the community expressed a clear intent to spend funds on maintaining and enhancing
existing park and recreation facilities to a high standard 1. The city’s desired Facility
Condition Index (FCI) is .05 to .06 and the current backlog of department assets is a
projected FCI of .08 (FCI equals total estimated backlog of repairs divided by total CRV,
see Figure 3). The department’s master plan outlines an FCI goal of .07 to ensure the
assets are in a safe and acceptable standard for public use. Since master plan acceptance,
the department has been able to reduce the FCI by completing major projects such as the
Civic Area redevelopment, many neighborhood park renovations, athletic field upgrades
and improvements to the regional facilities such as the Flatirons Golf Course. The
upcoming renovations to the Scott Carpenter Pool and Boulder Reservoir Visitors Center
will allow the department to continue lowering the FCI.
Figure 3 Asset Conditions based upon FCI
A few key successes since master plan acceptance include:
Updated Concept Plan for Valmont City Park;
Reduced overall FCI from .14 to .08;
Completed an average of two neighborhood park renovations per year since 2014;
Complete renovation of downtown Civic Area Park with action level funding;
Started construction on major replacements of Scott Carpenter Pool and Boulder
Reservoir Visitors Service Center;
Completed a comprehensive Facility Strategic Plan, Athletic Fields Study, Urban
Forest Strategic Plan and Aquatics Feasibility Plan;
Major renovations and replacements of courts, parking lots and athletic fields; and
Current implementation of asset management software (Beehive).
Total Cost of Facility Ownership (TCFO)–The master plan also recommends that
proposed development of any new park and facility assets shall be evaluated through a
1 Council presentation packet for the .25 renewal
AGENDA ITEM #___VI-B___PAGE___5____
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 assets through the Asset Management Program
(AMP). This approach frames asset management decisions in a framework of ‘cradle to
grave’ consideration of how an asset is conceived of, designed, built, managed and
maintained, recapitalized and eventually disposed.
Two areas of significant impact for both new and existing facilities are the desire to
allocate adequate funding to take care of the O&M annual costs and establishing a
sinking fund to provide the anticipated Renovation and Refurbishment (R&R) of
facilities to maintain them at the desired standards intended of a new facility. While the
O&M and R&R vary depending on the type of facility and the level of use, there are
national standards the department is reviewing to develop recommendations for future
investments. The estimated values of each of these requirements are listed below:
Operations and Maintenance (O&M)–This includes all activities required to
operate facilities and parks and is included in the operation budget of the
department. National standards indicate that approximately four percent of the
assets current replacement value is required to keep all system components open
and functioning at desired levels. With approximately $215 million in CRV, the
annual O&M should be approximately $8.4 million. The current expenditures for
O&M are approximately $8 million leaving a $400,000 shortfall based on those
estimates, which also do not consider Boulder’s unique sustainable practices such
as Integrated Pest Management. The department is currently evaluating all
outdoor operations for O&M functions through the General Maintenance and
Management Plan (GMMP). The department has also finalized the Facility
Strategic Plan that provides information on O&M for major recreation buildings.
The findings of these reports inform development of the department’s budget,
including operating and CIP expenses.
Renovation and Refurbishment (R&R) -These are funds required to keep the
backlog of regular repairs and renovations of existing assets at the desired
condition. Most park major assets can have a useful life of between 30 and 50
years if regular preventative maintenance (PM) and periodic renovations are
provided. Using a standard of two percent annual investment in a typical asset, the
total recommended annual budget for capital maintenance projects is $4.4 million.
Capital Investment Strategic Plan – Working with the PRAB in 2015, staff developed a
comprehensive Capital Investment Strategy (CIS). The CIS outlines the need to adjust
existing facility uses and develop new facilities to maintain the city’s status as an
innovative service provider in the field of parks and recreation. To prepare for and inform
the CIS, the department completed several planning projects as outlined in the master
plan. These studies related to the larger goals outlined in the master plan that called for
the replacement of existing aging facilities while also recommending the development of
AGENDA ITEM #___VI-B___PAGE___6____
new facilities desired by the community. These studies identified the investment level
required to maintain and operate existing facilities as well as provided cost estimates to
build new facilities and/or replace aging infrastructure, as needed. For example, the
Aquatics Feasibility Plan outlined the R&R investment required to restore aging
equipment and assets in the North Boulder Recreation Center as well as the unmet
demands of the community as it relates to outdoor and family friendly leisure amenities
and lap swimming. The CIS addresses those projects that are identified as critical public
improvements needed over the next ten years that are beyond the department’s existing
financial resources. Sources of funds may include additional long-term bonding, pay-as-
you-go sales tax, private/public and public/public partnerships, as well as opportunities
for private investments for commercial rate facilities and services.
COMMUNITY HEALTH AND WELL-BEING AND FINANCIAL
SUSTAINABILITY
Through the master planning process, the community stressed the department’s role to
provide adequate facilities and programs to provide for health and wellness, and also to
ensure that services are accessible to the entire community. In implementing the master
plan as it relates to recreation services, staff have focused on two overlapping initiatives:
Ensure that recreation services are intentionally planned, delivered and evaluated
to impact community health and wellness; and second,
Ensure the community subsidies are directed towards programs that provide
community benefit.
The first phase of work, completed in 2014, focused on developing staff mastery of the
tools used to support more intentional service delivery and fee setting, the Recreation
Service Delivery Model and the Recreation Priority Index.
The Recreation Service Delivery Model
Clarity of the department’s role in the community is a key outcome of the master
planning process. The policy direction of the master plan indicates that:
All services should emphasize the important and unique mission of the department
to enhance the public health and wellness of the community, services will be
deliberately and thoughtfully designed and delivered to enhance and impact
health and wellness, and the department will use a life-cycle management
approach to ensure services remain aligned with community interests. The
department will do this through implementing standardized measurement and
evaluation processes based on measurable program objectives.
The department has adopted and trained staff in the use of the Service Delivery Model
that includes best practices in program design, delivery and evaluation. Beginning in
2015, staff regularly evaluated programs according to the specifications outlined in the
Service Delivery Model to ensure alignment with the master plan. Adjustments to
services are made on an on-going basis and any major changes to service delivery are
discussed with the PRAB as outlined below.
AGENDA ITEM #___VI-B___PAGE___7____
The Recreation Priority Index
In an effort to ensure that community resources are allocated appropriately and in
alignment with the direction of the master plan, the department has followed a three-step
approach as follows:
1. The department shall determine the actual cost of an activity or service using a
standardized method that emphasizes consistency of data inputs and analysis
methods.
2. The department shall categorize services using a recreation priority index based
on the organizational mission, target population served, service outcomes,
contributions to the Boulder sustainability framework, partnership value and
redundancy with services provided by others in the community in order to guide
offerings.
3. The department shall establish cost recovery rates and associated pricing. Fees
shall be based on the recreation priority index, community versus exclusive
benefit, cost to provide services and the prevailing market rate for comparable
services.
The Recreation Priority Index (RPI) provides an objective methodology to categorize
services based upon the degree of benefit they provide to the community (see Figure 4).
Figure 4 Boulder Parks and Recreation Service Categories
By categorizing services and understanding the cost, the department can ensure that
general fund subsidies are focused on community priorities as expressed in the master
plan. For example, by reducing subsidies to exclusive services, funding becomes
available to support financial aid programs to remove participation barriers for our low-
income community members thereby fulfilling several master plan initiatives.
In 2014, with regular input from the Parks and Recreation Advisory Board (PRAB) and
support from master plan consultants The Eppley Institute for Parks and Public Lands,
staff developed a standard methodology for allocating departmental costs to services and
AGENDA ITEM #___VI-B___PAGE___8____
the initial RPI. In addition, in January 2018 the PRAB also provided input on a revised
version of the RPI.
The Service Delivery Model and RPI enable staff to achieve the Fiscally Constrained
programming and fee scenarios of the master plan. Within existing budgets, the below
outcomes demonstrate outcomes against master plan guidance for recreation programs
and services. In addition, an injection of financing from the Health Equity Fund has
facilitated achieving some Action level outcomes related to expanding service reach.
Shifts in Exclusive Programming
With the support of the PRAB, staff targeted service adjustments to exclusive
programming. In some areas, phased fee increases ensured finite tax subsidy is not
supporting programs that benefit the individual. In other areas, the Service Delivery
model indicated facilitated rather than direct delivery would better align with the master
plan.
In 2014 and following a competitive procurement process, Studio Arts Boulder
was awarded a contract to operate the Pottery Lab.
o 2013 Pottery Net -$110,165
2018 Pottery Net -$6,990
Gradual fee increases and the development of the GoFlyers! Booster Club have
resulted in reduced subsidy use in gymnastics:
o 2013 Gymnastics Net -$30,198
2018 Gymnastics Net +$57,111
In 2014 and following a competitive procurement process, Kinesis began
delivering recreation dance programming in partnership with BPR and the
exclusive dance team, Expressions, was spun off to be delivered solely by Kinesis
and not part of recreation operations.
o 2013 Dance Net -$27,095
o 2017 Dance Net +$14,291
*all numbers consider only direct expense/revenue
Growth in Access and Inclusion for Special Populations
In fulfilling the department’s new mission statement and policy direction to ensure
services shall be available and accessible to all, community benefit programming has
increased substantially in the five-year implementation window. These services are
highly subsidized, and as such growth is funded as a result of the department’s service
shifts in exclusive programming and also by Health Equity Fund grants.
Enrollments in EXPAND programming, serving people with disabilities:
o 2013: 1,468 2018: 2,233 52%
AGENDA ITEM #___VI-B___PAGE___9____
Youth Services Initiative (YSI)
o 2013: ~100 youth regularly served 2018: +500 400%
o 2013: 9,600 Youth Daily Participations 2018: 23,114 141%
Services offered in 2018-2019 (did not exist previously)
o 100 free, on-site Adult Fitness Courses with Boulder Housing Partners.
o SPARK Summer Camp with BVSD Summer Learning serves 259 youth.
RecQuity, funded in part by Health Equity Funds, provided 1,087 100%
subsidized (free) access to low-income residents of Boulder Housing Partners.
This included 280 families and 108 seniors. As a result in the first 8 months of the
program, subsidized utilization of the recreation centers increased 340% with over
5,000 visits.
Financial Aid participation:
o 2013 Financial Aid Enrollments 908
2018 Financial Aid Enrollments 1390 53%
o 2013 BPR Subsidy for Courses/Entries $85,058
2018 BPR Subsidy for Courses/Entries $248,713 192%
BUILDING COMMUNITY AND RELATIONSHIPS
In recognition that providing a high-quality system for the Boulder community requires
constant collaboration with stakeholders and other service providers, partnerships are a
seen as a foundational principal of the department’s work. Throughout the system,
partnerships are leveraged to broaden impact, better utilize limited resources and
empower stewardship and philanthropy in the community. Throughout the master plan
there are long term goals and initiatives that guide this work. The following outcomes
demonstrate progress on building community and relationships which in turn build social
capital, the backbone to a strong and engaged community:
Since 2015, over $1.3M of additional external funding has been raised to directly
support the department’s capital projects and programs. Of total dollars raised, the
PLAY Boulder Foundation was jointly responsible for 62%.
Since 2015, over 2,670 volunteers have contributed to the department’s efforts for
an annual average of approximately 28,250 hours.
The number of short-term, one day volunteer projects increased 22% from 2017
to 2018.
Volunteer group retention rates continue to average between 45% to 65% year to
year.
The department’s volunteer team has played a leadership role in the development
of the city-wide Volunteer Cooperative and was instrumental in helping the city
AGENDA ITEM #___VI-B___PAGE___10____
become the third city in the country to receive the Service Enterprise Certification
from the Points of Light organization.
ORGANIZATIONAL READINESS
Finally, the department continues to develop a highly effective workforce that can
positively impact the community’s health and quality of life. By including staff in the
development and implementation of planning efforts, employees learn to be results-
oriented, collaborative and innovative. This is achieved through enabling Matrix Teams
(teams involving staff from various levels and divisions of the department) to lead key
initiatives each year. Through investments in learning and growth, the department
ensures the organization is results-oriented, collaborative, creative, innovative and
capable of measured risk-taking, all of which contribute to Boulder’s ability to be a
modern parks and recreation agency.
Master Plan implementation progress to date is summarized in Attachment B. Key
accomplishments in 2018 include the grand opening of the Civic Area, the Urban Forest
Strategic Plan, application of Maintenance Standards in the General Maintenance and
Management Plan (GMMP) and completion of designs to replace Scott Carpenter Pool
and the Boulder Reservoir Visitor Services Center. Efforts in 2018 set the stage for
implementation of asset management software in 2019 as well as continued efforts to
align subsidy use with community values.
2019 BPR Priorities
In November 2018, staff delegates from across the department gathered for the third
annual Action Planning Summit. Attendees reviewed master plan progress, 2018 action
plan accomplishments and learned about community priorities. The priorities outlined
below are founded in the master plan and framed by current community context:
We will continue our efforts to know our customer and increase access and
service reach to underserved members of our community. We will do this
through continued enhancements to our Financial Aid program, intentional
outreach with users of the recreation centers, and evaluation of the department's
Sugary Sweetened Beverage Tax funded programs.
To ensure Financial Sustainability, we will continue to grow the business
acumen of our team so that we can be effective stewards of public assets and
funds. We will focus on the long-term viability of our funds, ensuring that
revenues and expenses are aligned as we develop the 2020 Budget. We will plan
for operations of the new Scott Carpenter Pool and Reservoir Visitor Services
Center.
To improve Internal Process, we will begin use of a new Asset Management
Software, Beehive, and continue enhancements to the recreation software,
Active. Both will enable improved service analysis data-driven decision making.
Finally, and most importantly, we will continue investments in Learning and
Growth so that we can ensure we are promoting an engaged and motivated
workforce and also developing highly skilled professionals.
AGENDA ITEM #___VI-B___PAGE___11____
The above priorities will be implemented through the department’s annual Action Plan
and team work plans. The PRAB was instrumental in shaping the policy and direction of
the master plan. The board’s ongoing support of efforts to achieve the community’s
vision is critical to ensuring the department’s ability to support the health and well-being
goals of the community while also providing oversight of public assets
Questions for PRAB:
1. Does the Board have questions regarding the department’s master plan
implementation to date?
2. Does the Board have questions regarding the department’s 2019 priorities?
ATTACHMENTS:
Attachment A Overview of the Planning Approach
Attachment B 2019 Master Plan Progress Report
AGENDA ITEM VI-C_ PAGE 1__
C I T Y O F B O U L D E R
PARKS AND RECREATION ADVISORY BOARD MEETING
MEETING DATE:February 25, 2019
AGENDA TITLE: Harbeck-Bergheim House Future Use and Ownership
PRESENTERS:
Yvette Bowden, Director, Parks and Recreation Department
Alison Rhodes, Deputy Director
Jeff Haley, Planning, Design and Community Engagement Manager
Tina Briggs, Parks Planner
Caitlin Berube-Smith, Historical and Cultural Asset Coordinator
EXECUTIVE SUMMARY:
Last April, staff began a planning initiative to engage the community and decision
makers in determining the long-term approach to the future use, management and
ownership of the locally designated historic asset that has a long, rich history in Boulder.
The project is in the final phase to identify the preferred option based upon in-depth
research and robust community engagement throughout the past year.
The purpose of this meeting is to provide a summary of all the research, process,
community feedback and joint board meeting discussion for consideration of a preferred
option(s) for the long-term approach for implementation.
Staff anticipates an informed discussion with members from both boards on Feb. 21 st to
gather input from the Landmarks Board (LB) and Parks and Recreation Advisory Board
(PRAB) to aid in further filtering the refined options leading to identification of a
preferred option(s) to be presented to PRAB at the regular business meeting in February
for discussion and in March for consideration of approval and subsequently discussed
with City Council in April. The outcomes of the discussion will be reflected in the
presentation of the preferred option(s). The meeting occurs prior to the deadline for the
memo of the February PRAB meeting, therefore the preferred option is not included in
the memo but will be presented at the meeting. However, the full Joint Board Meeting
memo designed to facilitate discussion is available for review for those PRAB members
unable to attend and participate in the Joint Board Meeting discussion.
PRAB has final decision-making authority based upon the home ownership by the Parks
and Recreation Department as a result of the dedicated funding used for the original
purchase of the home. Discussion at this meeting will revolve around an identified
AGENDA ITEM VI-C_ PAGE 2__
preferred option, the consideration of an imposed time limit for either sale or lease and a
contingency plan.
Staff is currently in the process of requesting a 1-year extension of the existing
nonconforming use. If approved, that extension will expire on May 31, 2020. The
department assumes the identification of and concluded negotiations with a tenant or
owner before that date would be desirous and would schedule any subsequent work
toward that conclusion.
BACKGROUND:
The Harbeck-Bergheim property (house), located at 1206 Euclid Ave., was leased by the
City of Boulder with an option to buy in 1970 and finalized the purchase in 1979 for a
total of $82,500, utilizing Permanent Parks and Recreation Funds (PPRF). Since 1985,
the Museum of Boulder (MOB) leased the building operating and managing it as a
museum. Throughout that lease, the department facilitated the MOB lease with the
Facilities and Asset Management (FAM) Division of Public Works. In 2018, the MOB
vacated the house and relocated the museum and operations to their new location at 2205
Broadway, giving rise to the department’s consideration of the landmarked property’s
future use, management and ownership in the context of the department’s mission,
Master Plan, capital planning and asset management efforts.
Landmark designation honors preserve and protect buildings and areas that have been
determined to have a special character and historic, architectural or aesthetic interest or
value to the city. Specifically, any exterior alterations to the house will continue to be
subjected to the same review procedures required since the designation.
The department initiated the first of a 4-phase planning process in April 2018 to
determine the future use, management and ownership after MOB vacated and to identify
a preferred option that is based upon master plan direction and supported by the
community. This process began with an information packet (IP) that was delivered to
City Council and the PRAB while the LB has been updated on the project throughout the
process. Typical to any asset within the department’s portfolio, staff must carefully
consider property ownership and management based upon the direction of the
department’s master plan, direction from the PRAB and City Council including the
community’s desires. Early in the process, staff convened a stakeholder committee that
has been influential in guiding the process, reviewing the research and background
information as well as providing input on options and deliverables. Comprehensive
background research of the property, process approach and community engagement
outcomes are available by visiting the project website (research resources are found in the
tan box on the right while monthly updates regarding the process and public engagement
outcomes are in the tabs at the end of the page).
The department has several key themes within the master plan that guide this process and
decision-making including: “Taking Care of What We Have,” Organizational Readiness,
Financial Sustainability and Building Community and Relationships. The department
continues to work within a fiscally constrained budget to deliver the variety of programs,
services and facilities to the community that is prioritized based upon the direction of the
AGENDA ITEM VI-C_ PAGE 3__
master plan. Limited funding exists for the department to meet all the needs and desires
and staff consistently works with the PRAB and ultimately City Council to consider how
to prioritize limited resources. As an example, each year through the capital and
operational budget development, several requests are received from the community and
staff to improve or build new facilities as well as begin new recreation programs. Staff
must carefully work with the community and decision- makers in reviewing the Master
Plan framework to inform these decisions. This current process for the house followed a
similar and consistent process to identify the preferred option moving forward.
Background Information and Research
Given the vibrant history of the home and the complexities of understanding financial
implications and lifecycle management of any asset, staff has generated and gathered a
variety of data to inform the community and decision-makers in understanding the
available options for the home and the financial implications of the options. Much of this
research has come as a direct result of the stakeholder committees desire for information
and support to staff in assisting in the process.
A variety of research has been critical to the process including the appraisal, zoning
review, inspection, property history and all applicable regulatory framework. The links
below are just an example of research (a catalog of information can be viewed on the
project web page and staff encourages participants to review):
Original Deed
Current Zoning and Uses
Historical Timeline and Past Uses
Inspection
Appraisal
Assessment of Interior Character Defining Features
Landmark Designation
Grant History
Case Studies
The Secretary of the Interior’s Standards for the Treatment of Historic
Properties
During the Joint Board Meeting, staff will provide a brief overview of the key research
outcomes and information that have been influential throughout the process and in more
recent refinement of options.
The home inspection report and appraisal were used to understand the current state of the
home and the market value to calculate average annual costs for ownership and
management that were ultimately used to evaluate options. Key data used in the option
evaluation is listed below:
1. Estimated Value
Final Reconciled Value: $3,066,000
Value Range is approximately $2,830,000 to $3,520,000
AGENDA ITEM VI-C_ PAGE 4__
Insurable Value (IV): $1,045,000
Replacement Cost New
2. Annual Cost Calculation
Operations and Maintenance (O&M): $20,900/yr.
(industry standard is 2% of IV)
Repair and Replacement (R&R): $26,125/yr.
(industry standard is 2.5% of IV)
3. Market Rent Conclusion
‘As Is’
Single Family Residential $ 39,600/yr.
Office Space $ 81,929/yr.
‘If Renovated’
Single Family Residential $ 54,000/yr.
Office Space $125,545/yr.
4. Estimated Renovations Cost:
Window Renovations $ 30,000
Residential Renovations $468,336
Office Space Renovations $441,416
In appreciation of precedents (local and/or in other communities) and how those
experiences and initiatives have been successful with similar properties, case studies were
pursued demonstrating success in meeting community values in a wide variety of ways
with a varying degree of cost recovery. These case studies provided the basis for refined
options. Staff also learned from the case studies that there is not a single best practice in
such instances, but rather many successful models from which our community can
benefit.
Specific to the history of the house, the Historical Timeline and Past Uses was used as a
tool to learn from the past by demonstrating where the process can be improved to
account for previously unforeseen issues.
A local investor, Leonard Blystad, purchased the property from Harbeck
estate representatives in 1936 and proposed remodeling it as a fraternity and
then as apartments. The city did not approve either plan, due to zoning
restrictions. The home was then sold to Milton Harbeck in 1939 to be used as
a single-family home. The lessee or owner of the house must consider the
existing zoning designation, understand the process and risk of denial for any
nonconforming use request.
The City of Boulder leased with option to buy the house in 1970. The original
stated purpose of the home was to provide a cultural center for encouragement
of nature study and interpretation, conservation, gardening and related
AGENDA ITEM VI-C_ PAGE 5__
activities for persons of all ages within the Boulder community. The stated
purpose was never actualized. A Facility Use Study Committee was formed to
determine the best use and policies were adopted in 1974. This example
demonstrated the needed thoughtful process vetting any proposal for viability
and the need to develop a contingency plan to avoid additional processes.
Understanding the full scope of financial requirements needed to operate and
maintain the house (including large capital requirements) could be difficult for
a non-profit to absorb. As an example, the original lease to MOB in 1985
held the lessee responsible for all maintenance, repair and replacement with
additional requirements for the responsibility to make the first floor accessible
and install a fire suppression system. In 1990, a notice was sent MOB
outlining the unmet obligations of an accessible ramp, fire suppression system
and general maintenance. An archived letter from 1992 notes a request that
the City fund half of their operating costs of $45,000, all maintenance and
waive $10,907 of a balance due on a loan taken from the City to install a fire
suppression system. Renegotiation of the lease commenced in 1992. A
solution to prevent this challenge in the future would be to establish a monthly
lease rate covering the average planned maintenance, repair and replacement
allowing the City to bear the costs of home-related long-range planning and
fluctuation in capital requirements.
The Secretary of the Interior’s Standards for the Treatment of Historic Properties
provides standards for preservation, rehabilitation, restoration and reconstruction. The
first standard listed for preservation, rehabilitation and restoration refer to use. The
rehabilitation standard reads, “A property will be used as it was historically or be given a
new use that requires minimal change to its distinctive materials, features, spaces and
spatial relationships.” This standard reinforces the importance of protection of key
historic interior features with an easement or clear lease restrictions informed by the
Assessment of Interior Character Defining Features.
Community Engagement
Recognizing the rich history of the home, community desires and perceptions of the
property, staff developed a robust community engagement plan early in the process to
ensure all members of the community and key stakeholders have had an opportunity to
participate.
Throughout the process, the engagement has consisted of many techniques and
opportunities:
public open houses;
neighborhood association meetings;
stakeholder meetings;
survey;
monthly web updates and community newsletter promotions;
house tours (in-person and digital);
AGENDA ITEM VI-C_ PAGE 6__
digital idea generation and story-telling; and
in-depth one-on-one discussions.
Phase 1 and 2 Engagement
Staff utilized participation in the citywide open house (What’s Up Boulder) on April 30,
2018, to kick-off the project, raise awareness of the decision-making process and offer
future participation opportunities. A host of digital resources were used to define the
issue and share information with the community through notifications related to the
history of the property and the potential options including articles as needed in the
Community Newsletter, press releases from the department, regular web page updates
and social media pushes with pictures, videos and stories. Staff submitted several updates
to the PRAB in addition to a City Council Information Packet on April 5, 2018.
The stakeholder and public meetings invited participation by community members
specifically interested in historic preservation, residents of the University Hill
neighborhood and the broader community. Early direction from the PRAB specifically
requested outreach to a broader audience through a myriad of communications vehicles.
In response, the kick-off meeting was held at a citywide community engagement event
(What’s Up Boulder), followed by a second public meeting held in the neighborhood and
dedicated to the house. Heavy use of the department’s social media is regularly infused
with project information and the citywide interactive public engagement site
(BeHeardBoulder.org) was utilized and cross-promoted by other departments with active
projects. The interactive online format, included idea generation, story-telling and a
survey that was developed to clearly define the issue and provide embedded links to
ensure the widest degree of project education as survey responses were considered. All
sign-in barriers were removed, and incentives were provided to try to capture a broader
audience with the educational survey. The incentive was broadly cast via digital media
for a month-long promotion. Digital analytics show nearly 6,000 people viewed
information regarding the house while approximately 200 people engaged in the process
through the opportunities mentioned.
Overall Outcomes
Again, phase 1 of the project sought community input regarding the three proposed
options (sale, lease or city ownership/operation/programming). Largely, the interaction
with the most impacted groups interested in historic preservation and neighbors have
expressed interest in the house remaining a public asset. However, the broader
community has responded with little preference. Both groups are aligned on a series of
preferred factors or conditions that would heighten the ability of each option to meet the
community’s needs and values. With this feedback, staff is refining the options for
further consideration by the PRAB, the Landmarks Board and, ultimately, council.
The community’s expressed values and priorities are summarized as follows:
Preference for continued protection as a landmark;
Preference for some degree of community access and/or benefit determined by the
ultimate use;
AGENDA ITEM VI-C_ PAGE 7__
Preference for a financially sustainable long-term solution;
Preference for the department’s continued focus on the department’s Master Plan
directed services and priorities; and
Preference for analyzing interior features to appreciate the property's value and/or
to determine whether some degree of additional protection might be warranted for
the interior of the home.
In addition, several entities have approached the city expressing interest in future
building use. In each case, staff has provided tours and information appropriate to those
requests. In some cases, interest has been expressed in leasing the property. Staff has
been careful to ensure that each entity has received the same access and information and
has assured organizations that – if lease of the property was ultimately determined to be
the preferred community option – selection of the tenant(s) would be through a fair and
transparent process.
Stakeholder Meeting Themes and Outcomes
Approximately sixteen community members were invited to a discussion of values to be
considered in the decision-making process regarding the future of the property. The
stakeholders were selected as representatives of community groups most impacted by the
future use and ownership of the house. A list of invitees and participants and meeting
notes can be viewed. Stakeholder feedback is summarized under three key themes. Not
every discussion point is listed, although they will all be considered as part of the
process. In addition, the group discussed areas where additional research needs to be
done or where more information could be shared. Staff has obtained and shared much of
the additional information requested at the meeting.
Ownership:
The priority should be preservation/stewardship of the property, regardless
of ownership
The house is an important and unique asset to the City of Boulder
o A sale of the house to shore up a budget shortfall appears
short-sighted
o Consider funding such as future bonds and grants to support
the house
The Parks and Recreation department (P&R) may not be the best
owner/steward
o The department has struggled with prioritization of cultural
properties within its overall mission
o Historic and cultural properties need a different level of
management than standard park assets
o The department is not traditionally in the business of
managing/leasing facilities
o Consider consolidating all city historic and cultural assets
under one department
AGENDA ITEM VI-C_ PAGE 8__
Use and Neighborhood Compatibility:
Exterior and Interior features of the home are both key neighborhood assets
o Easement in lease or deed to protect the interior
Key priorities of steward or owner
o Understands neighborhood in terms of student and homeless
populations and proximity to the playground and park
o Values the historic integrity of the property and understands
the nature and cost of historic restorative maintenance
o Limited desire for exterior visual change (ex. garages and
fences)
Public Access:
At least some public access to the preserved interior regardless of
ownership
Consider making house and property feel more like part of the park
o Example: Remove vegetation barriers and combine landscape
maintenance
Consider restoring interior and exterior to be a neighborhood icon rather
than maintained at a minimum required level
Public Meeting Themes and Outcomes
Approximately 50 people attended the meeting and the feedback received is summarized
and categorized in two key themes. In addition to the key themes, the public meeting also
generated thoughts on additional information valuable in the decision-making process
and providing multiple ideas for possible future uses of the house. Feasibility of the ideas
generated will be explored.Many members of the earlier stakeholder group were
representatives of community members who attended the public meeting. Not
surprisingly therefore, the larger audience similarly recognized and valued the property as
a landmarked asset. Staff was able to engage the larger group in discussing specific
values, concerns or conditions making each option potentially more viable. Full meeting
notes are available to demonstrate the alignment.
Community Survey
The feedback obtained from the survey included participants in the stakeholder and
public meeting along with the broader audience. The survey reach was 95 including many
of the 50 meeting participants. The heavy digital push effectively only gained
approximately 50 new participants, however, there is a large swing in opinion between
the meeting participants and the digital reach participants. The survey questions were
intended to be in alignment with the values and options discussion held at the public
meeting. The digital reach participants are more flexible in considering future use and
ownership than the meeting participants.There is less alignment of values and ownership
preference found in the survey than the in-person opportunities. Full survey results and
comments are available for review.
Idea Generation
The continuing community engagement process has also generated significant, varied and
highly valuable community ideas. Staff has retained all ideas generated by the
AGENDA ITEM VI-C_ PAGE 9__
community for future reference. Below is a small sampling of a wide range of ideas from
public meetings, online survey and direct e-mail (not intended to be a complete list).
These ideas are purely from the community without any staff vetting:
A “Community Academy” on the Hill can add vitality to our local residents. It
can spur events and interactions among the children, the young and the old.
Perhaps we can have a discussion of the activities that such a nucleus can
stimulate. This question precedes the question of funding.
Please fund mutually beneficial community amenities that enhance the potential
quality of life now, such as the game courts, playgrounds, aquatic centers and
other park and recreation facilities that boost community health and happiness.
I think using this building as a community and social benefit specifically as a low
lease option for youth services and or arts and cultural use would be an amazing
asset!
I have lived in Boulder 10 years and am just vaguely aware of this property.
Whatever significance and historical value it might have has been lost on me. I
think that the best way to make this property valuable to the city is to use it for
some capacity that makes it a functional part of the city. Perhaps rezone it so it
could be a restaurant/bistro/coffee shop/gift shop. As it is, it is barely noticeable
and might be better off to free up the capital/equity for something else by selling
it to a private owner.
I would love to see it used for non-profit organizations for meetings and events,
especially those that can contribute towards maintenance of the house.
Developing this as low-income housing could be one way to get closer to the
City's affordable housing goals AND diversify the neighborhood.
Use Harbeck House as a showcase for the responsible historical restoration by
partnering with local businesses that already provide these services.
Sell it on the open market and use the proceeds to create quiet zones at all of
Boulder's railroad crossings. The city has previously stated that they don't know
where they could get the money for quiet zones, which would allow hundreds, if
not thousands, of Boulder residents to literally sleep better at night, resulting in
more peaceful and better-rested (and thus less-dangerous) citizens.
See BeHeardBoulder.org for more suggestions made by the community.
Other Online Feedback
Multiple avenues of feedback were accepted for consideration such as direct e-mail and
feedback from digital sites mentioned above. The feedback provided through these
avenues mirrors the large swing in opinion expressed in the survey results as well as a
myriad of new ideas.
Phase 3 Engagement
At the completion of phases 1 and 2, staff developed five refined options and the process
to identify those options were shared with the community in multiple ways. A second
stakeholder meeting was held on January 16 to discuss and verify that staff was in
alignment with the community. A third public meeting was held on January 31 for the
AGENDA ITEM VI-C_ PAGE 10__
broader community followed by the monthly update of information published to the web
page including meeting presentation, stakeholder discussion summary and a feedback
submission box. The public meeting was held as an open house with multiple high-profile
department projects, such as the Boulder Reservoir and Scott Carpenter Pool, in effort to
reach a broader audience as previously requested by the PRAB. Shortly after the meeting,
a third self-guided tour was offered on February 13 for viewing of the house interior with
staff available to answer question and collect feedback.
Key outcomes and summaries from each of those recent meetings can be viewed here:
Summary of Stakeholder Meeting #2 Discussion
Community Feedback from Public Meeting #3 (including digital submissions to date)
ANALYSIS:
Throughout this initiative, the community, PRAB and LB as well as City Council have
endorsed and supported the process, engagement and research. Through this, the overall
intention of the process has been to ultimately identify a preferred option for the long-
term ownership, management and use of the home in keeping with the community’s
values and aligned with the department’s Master Plan.
Throughout phases 1, 2 and 3, staff utilized background research and information
combined with community input and direction from the PRAB and City Council to
determine community values related to the house as well as determine feasible options
that could be considered. Like determining any solution, this was a process of vetting all
ideas and options to determine the most feasible. Generally, the process went from twelve
to five options. The process is further visualized in the graphic below:
Three areas of consideration were presented at the beginning of the project including
leasing the property in a variety of ways, selling the property with several negotiating
factors and continued city use for operational needs or community programming. Each
of these focus areas had a variety of considerations that were vetted and explored using
filters that were based upon the community’s desires and background information. As a
result, twelve models were theoretically applied to the Harbeck-Bergheim House creating
twelve refined options. Community values, master plan alignment and city-use
AGENDA ITEM VI-C_ PAGE 11__
evaluations were used to filter the refined options down to five of the most viable refined
options. Throughout phase 3, staff and the community identified and responded to the
five refined options. These options outline the many considerations associated with
option ranging from alignment with community values to the actual financial
implications of both capital and management costs. Any decision made for the future use
and ownership of the house does not preclude or block future consolidation of historic
assets or prevent petition to consider the surrounding area as a historic district as
associated with Chautauqua, Columbia Cemetery and other historic resources in the area.
The following provides a brief overview of each option. Staff will provide greater detail
of the analysis during the upcoming meeting:
Seek to Sell House – Throughout the engagement and consideration process, staff has
reinforced public awareness that the house is landmarked and will always be protected on
the exterior and through all applicable codes and regulatory framework in terms of use.
Some feedback has been expressed that if the community’s values are met through the
sale, continued ownership and operation of the historic home might not be best situated
with the department. Similarly, community members expressed appreciation that
proceeds from the sale could fund other community-supported parks and recreation-
related capital priorities, including but not limited to other historic preservation initiatives
within the department.The two options associated with a sale would allow the
department to seek a new owner and negotiate the aspects of the sale to achieve the
community’s values including an interior preservation easement, preservation of the
stained-glass window and maintaining appropriate public access.If a sale were
determined as the preferred option, a contingency of sale would require an interior
easement for the protection of parts of the interior be given to the city. A desire for
limited public access to the house will also be considered. An example of public access
might be opening the home for visitation during an historic homes tour. Such access
might potentially align with a preservation goals of returning the historic property to its
original intended use if purchased as a single-family home. These options are very similar
to several other historic homes within Boulder that are currently privately owned. Such
options would provide approximately $3M in funding to the department that could be
prioritized for improvement of other city-owned assets and would relieve the city of the
ongoing O&M responsibilities and lifecycle expenses currently estimated at $47K per
year. The community members in favor of selling the house mainly expressed concerns
about the house diverting annual and capital funding from other department priorities.
Priority examples were pools, fields and the Boulder Reservoir. There was interest in
using sale proceeds to accelerate other projects rather than retaining property to provide a
potentially unfair advantage to a single non-profit organization. This option follows the
city’s standard parkland disposal process and engage the community, PRAB, Planning
Board and ultimately City Council in the decision-making to ensure the community’s
values are met.
Retain City Ownership and Lease House –As outlined in the community engagement
section, other key feedback throughout the process showed an interest in the city
maintaining ownership and leasing the property to another entity to relieve the cost of
ownership and maintenance but maintaining ownership. The benefit of this option is that
AGENDA ITEM VI-C_ PAGE 12__
the home stays within the public domain. However, this option requires the department to
become a landlord and continuously manage the property and tenants according to any
future lease that would be negotiated. Some have argued that this option does not align
with the mission of the department and resources are better spent on other programs and
facilities. This option has little impact on the preservation of the home again given the
designated landmark status and that interior protection and community access are being
considered in any option.If a lease is the preferred option, the intention would be to
honor the community values and Master Plan themes.Offering a below market lease
provides some opportunity to develop a competitive proposal process that would be open
to the community and evaluated in a fair and transparent process using community values
and key themes as selection criteria. Protection of some parts of the interior would be
included in any lease agreement.
All five of the refined options presented to the stakeholder group and community are
generally supported with some variation of the preferred option. Overall, the stakeholders
were more in support of the lease as the preferred option while the broader community
was more diverse in their preference divided between lease and sell. Moreover, most
stakeholders were most interested in the discussion of Option H, which is a model that
would lease the house for below market value but collect a minimum monthly rent
calculated to recover estimated maintenance, repair and replacement needs. The city
would remain responsible for maintenance, repair and replacement, however, the lessee
would fund those estimated costs through a monthly rent.
As with any option, all applicable zoning codes, landmark designation and use review
applies and the house will always be subject to these existing regulatory frameworks.In
any case, once a preferred option is selected, staff suggests that a contingency plan be
proposed within a specific timeframe to ensure the house does not remain vacant or lose
the non-conforming use status. For example, if the home is placed on the market and no
acceptable offers are made within six months, the department should switch strategies
and offer a lease. This is similarly the case should a lease arrangement be deemed the
preferred option.
Finally, staff recognizes that the home is a unique property and that this consideration is
not intended to set a precedence for all other city or department-owned landmarked or
historic assets. The applied cost recovery model is an opportunity presented by this house
specifically and, for example, would not be applicable or expected of other properties
such as Columbia Cemetery.
NEXT STEPS:
Based upon the outcomes of the discussion with PRAB, staff will present the identified
preferred option(s) for PRAB’s review and consideration for approval at a public hearing
in March. The outcome of this final action will be presented to City Council on April 2,
2019 with implementation of the option to immediately follow throughout 2019.
It should be noted that extension of allowed non-conforming use is ongoing and that this
extension will be considered along with the results of the joint boards’ discussion.
AGENDA ITEM VI-C_ PAGE 13__
Attachments:
Most recent previous memos
PRAB Update October 22, 2018
City Council Information Packet October 25, 2018
Landmarks Board Update November 7, 2018
As-departmentestablishExamples:servicesExamplesprovide-Examples:provide.Examples:GMMP)delprovideservicesExamples
1
AGREEMENT BETWEEN
ROCKY MOUNTAIN HANG GLIDING AND PARAGLIDING ASSOCIATION
AND
THE CITY OF BOULDER
THIS AGREEMENT (“Agreement”) is between the Rocky Mountain Hang Gliding and
Paragliding Association (“RMHPA”), a Colorado non-profit corporation, and the City of
Boulder, a Colorado home rule municipality (“City”), and is entered into effective as of
____________, 2019.
RECITALS
A. RMHPA is a Colorado regional, member-controlled, collaborative club organized
for the benefit of Free Flight Pilots. A free flight pilot is a person who flies or glides with a non-
motorized vehicle, commonly known as a hang glider or paraglider. With over 200-member
associations, RMHPA provides governance and insurance for seven flying sites across the state
via its parent entity USHPA. USHPA is the United States Hang Gliding and Paragliding
Association and is a non-profit organization dedicated to promoting and preserving unpowered
free flight.
B. RMHPA was founded in 1975 and since that time, has acted as a steward to the
sites where its members fly. RMHPA represents that it has managed relationships with private
land owners, government agencies, fish and wild life communities, and large corporations with
great success.
C. The City owns real property near Wonderland Hill, part of which is managed by
its Open Space and Mountain Parks department (“OSMP”), and part of which is managed by its
Parks & Recreation department (“P&R”); the property consists of the Erni, PineBrook Hills No.
6, and Wonderland Development Corporation I and II Open Space Properties, managed by
OSMP (“OSMP Property”), and the Foothills Community Park, managed by P&R (“P&R
Property”) as depicted in Exhibit A (collectively the “Property”).
D. RMHPA and the City are interested in establishing a cooperative relationship to
support hang gliding and paragliding (“Free Flight Use”) on the Property and to provide an
opportunity for RMHPA to collaborate with City staff in furtherance of this goal and according
to each party’s abilities and resources.
E. A cooperative relationship will support the efforts of the RMHPA to provide Free
Flight Use venues and educational opportunities to further RMHPA’s mission to promote the
benefits of the sports.
F. RMHPA uses areas on city property designated by the city manager pursuant to
Section 8-3-3, B.R.C. 1981, for gliding and paragliding activities and existing use aligns with
allowable uses in the Boulder Revised Code and City of Boulder Charter. The intent of this
agreement is to reduce potential user conflicts and promote safety by formalizing the existing
uses and use areas and clarifying communication protocols and maintenance expectations. This
2
formalized relationship will also provide guidance and information should additional City
properties be considered for future Free Flight Use.
G. The parties share a common interest of disseminating information to the public
regarding Free Flight Use and recognize that the exchange of information and technical expertise
leads to more effective, efficient, and equitable land management policies and benefits to the
parties.
H. Involvement of the free flight community in volunteer activities can help provide
a sense of stewardship and an ethic of caretaking for the land that will support Free Flight Use
with minimal impacts.
COVENANTS
NOW THEREFORE, in consideration of the foregoing background recitals and the
mutual promises of the parties set forth in this Agreement, the parties agree as follows:
I. USE OF PROPERTY
RMHPA and its members are granted a non-exclusive revocable license to use the Property to
conduct their Free Flight Use. RMHPA will use only designated trails to access the defined
launch areas, as depicted in Exhibit C within the OSMP Property (“Launch Areas”). Landing
will take place only within the P&R Property at Foothills Community Park in the designated
areas as depicted in Exhibit C (“Landing Zone”) (Launch Areas and Landing Zone known
collectively as “Reserved Areas”). Landings will not occur in park areas of the landing zone
where and when reserved activities (e.g. soccer games) take place. RMHPA will continue to
minimize any impacts to the Property by adhering to City-approved uses and incorporating best
practices as outlined in Exhibit D.
II. COLLABORATIVE RELATIONSHIP
1. City Responsibilities. The City agrees to:
a. Support RMHPA in its community outreach and education efforts by maintaining
open communication between City staff and RMHPA to minimize user conflict and impact with
other programmatic activities occurring at the Reserved Areas.
b. P&R will share, via email, property use calendars with RMHPA project manager
for scheduled and programmed reservation uses in the beginning of each session/season bi-
annually; once in January and once in June.
c. Assist RMHPA in developing one volunteer project and celebration day each year
for RMHPA members at a mutually agreed upon location. City staff will work to provide a City-
owned location for celebration if possible.
d. Notify RMHPA promptly of any issues related to potential conflicts (e.g.
commercial use, landing in undesignated areas) between users that are brought to the City’s
attention due to Free Flight Use to ensure that RMHPA has time to provide corrective action.
e. Coordinate the permitting processes between OSMP and P&R for Free Flight Use
activities that qualify as commercial use according to both OSMP and P&R regulations and
policies.
3
2. RMHPA Responsibilities. RMHPA agrees to:
a. Comply with all federal, state and local laws and regulations, and provisions of
the Charter and Boulder Revised Code of the City of Boulder related to the use of the Property.
b. Provide its USHPA member pilots with General Site Guidelines and Site-Specific
Guidelines as depicted in Exhibit D.
c. Provide a liaison (“RMHPA Project Manager”) who will be responsible for
communications to RMHPA members, individual free flight sports participants and instructors,
and collaborating with the city to address problems that may arise.
d. Communicate with RMHPA members, individual free flight sports participants,
and instructors regarding Free Flight Use of the Property as well as other activities, including
City programmatic use, occurring at the Property to deter Free Flight Use of the Property during
times when other activities are operating.
e. Communicate issues regarding trails, landing concerns and any other matters of
concern with the appropriate City staff (identified in Section IV, below).
f. Coordinate with City staff to recruit RMHPA members, individual free flight
sports participants, and instructors as volunteers to assist in land management projects at the
Property as directed by the City, including weed management, ecological restoration,
undesignated trail restoration, and monitoring.
g. Keep the City informed of any RMHPA organizational changes that would affect
RMHPA’s responsibilities to the City regarding Free Flight Use of the Property.
h. Follow City policies and procedures and obtain prior approval for use of City
name or logo for fundraising efforts. RMHPA shall recognize the City in all marketing and
fundraising materials in connection with this Agreement. RMHPA will submit, in a timely
fashion, all marketing, sponsorship, and fundraising materials that mention the City for prior
approval.
i. Notify the City Project Manager at least ten business days prior to any RMHPA
fundraising event or activity on or relating to this Agreement.
III. INSTALLATION AND MAINTENANCE OF WINDSOCKS:
1. City Responsibilities. The City agrees to:
a. Seek a favorable recommendation from the Open Space Board of Trustees and
Parks & Recreation Advisory Board for the City Manager to grant RMHPA this non-exclusive
revocable license to utilize the Property as depicted on Exhibit B to install three windsocks
subject to the terms and conditions of this Agreement. The windsock installation method is
described in Exhibit B. The windsocks must not contain any advertisements or logos.
b. Communicate directly with the RMHPA Boulder Project Manager, or their
designee, if City staff becomes concerned about damage caused by the use of the launch and
landing areas.
c. Grant RMHPA reasonable access to and from the Property for windsock
maintenance during times when the Property is open to the public, unless otherwise authorized in
writing by the City.
4
d. At no time will the City be responsible for maintaining the windsock, including,
but not limited to securing, repairing, and replacing damaged components of the windsock,
wires, or other related attachments.
2. RMHPA Responsibilities. The RMHPA agrees to:
a. Comply with all federal, state and local laws and regulations, and provisions of
the Charter and Boulder Revised Code related to the windsock installation and maintenance.
b. Not install permanent structures or fixtures for windsocks and limit installation to
bracing with existing rock or easily removable guy lines. No change to the land is permitted to
install the windsocks. No guy lines may be installed if they are a trip hazard to any hikers or
other user groups.
c. Install windsocks only after City approval. Such approval shall be in writing from
the city manager. No structures, signs or other objects may be installed on the Property without
prior City approval.
d. Perform and document quarterly inspections of the installed windsocks on the
Property and perform any necessary safety repairs immediately, and non-safety repairs within 30
days of inspection. Safety repairs include those needed for the safety of both Free Flight users
and the general public using the Property. Quarterly photo documentation of the windsocks will
be emailed to OSMP and Parks and Recreation project managers, and RMHPA will ensure the
windsocks are in working order. The City reserves the right to direct RMHPA to make any
reasonable repairs necessary due to Free Flight Use to the Property within seven days of notice
by the City to the RMHPA project manager (or delegate). In case of emergency, the City may
choose to perform the repairs itself or contract with another to do so. In this event, the RMHPA
will be responsible for all associated costs, with payment due within ten days of completion. The
City will not be responsible for any damage or loss to RMHPA’s equipment.
e. Work with the City to evaluate the Reserved Areas for needed maintenance,
should damage occur (e.g. repair worn areas of the ground).
f. Remove all infrastructure, make repairs and restore the Property to its prior
condition at RMHPA’s expense at the end of this Agreement term or immediately upon City
request.
g. Provide the services identified in this Agreement on a volunteer basis and at no
cost to the City.
IV. MISCELLANEOUS:
1. Project Manager. Communication described in this Agreement shall be directed
to the Project Managers, defined in Paragraph 15 below, or their designees.
2. Use of Property. The parties agree that the use of the Property is non-exclusive, is
subject to the terms of this Agreement, and shall be free and open to the public. RMHPA shall
not have the right to exclude any member of the public from using the Property. This Agreement
does not authorize RMHPA to engage in any activity or use not expressly authorized under the
terms of this Agreement.
5
3. Term. This Agreement will be effective for a period of three years and shall
terminate on _____________, 2022. At the end of the term, if agreed, the parties will have an
option to amend to continue for an additional three years.
4. Termination. This Agreement may be terminated by either party if it has been
materially breached by the other party and proper notification is tendered. The City may, at any
time, terminate this Agreement, in whole or in part, for its own convenience.
Notification of intent to terminate this Agreement shall be given in writing fourteen (14)
days prior to the date of termination. The City shall provide written notice specifying the date
upon which such termination is to be effective, and damage caused by the use of the launch and
landing areas to be repaired, if any.
On the effective date, RMHPA shall terminate all activities on the Property, remove all
equipment solely owned by RMHPA and repair damage to the Property related to the uses
authorized by this Agreement, including but not limited to shoreline restoration, repairs or clean
up of parking areas or other paved surfaces, and repair to Property amenities or other facilities, all
to the satisfaction of the City, within one week of notice of damage as described above.
If RMHPA fails to repair any damage as required above, the City may choose to perform the
repairs itself or contract with another to do so. In this event, the RMHPA will be responsible for
all associated costs, with payment due within ten days of completion. The City will not be
responsible for any damage or loss to RMHPA’s equipment.
5. Insurance. RMHPA, at its sole cost and expense, shall, during the term of this
Agreement, procure, pay for and keep in full force and effect a policy of commercial general
liability insurance covering in an amount not less than one million dollars ($1,000.000)
combined single limit, two million dollar ($2,000,000) aggregate covering bodily injury,
including death to persons, personal injury and property damage liability arising out of a single
occurrence. Such coverage shall include, without limitation, legal liability of the insured for
property damage, bodily injuries, and deaths of persons in connection with the operation,
maintenance, or use of the launch, landing, windsock, or any other use as described in this
Agreement at the Property (including acts or omissions of the RMHPA).
All policies of insurance carried by RMHPA via its parent USHPA shall name the City of
Boulder, its officials and employees as additional insureds. A certificate of such insurance shall
be filed with the City prior to signature of this Agreement by the City. The policy or policies
shall contain a provision that the policy or policies cannot be cancelled or materially altered either
by the insured or the insurance company unless thirty days prior written notice thereof is given to
RMHPA and the City. Upon issuance or renewal of any such insurance policy, RMHPA shall
furnish a certificate of insurance showing evidence of coverage that names the City of Boulder, its
officials and employees as additional insureds. RMHPA shall ensure that its member pilots are
licensed and appropriately insured.
6. Indemnification. RMHPA shall release, indemnify, and hold harmless the City,
its officers, agents and employees against all losses, claims, demands judgments, costs, and
expenses, including attorney’s fees, arising out of any accident or occurrence causing injury to
6
any person or property whomsoever or whatsoever due directly or indirectly to RMHPA’s use or
maintenance of the Property during the term of this Agreement, unless such accident or
occurrence results solely from any negligent act or omission on the part of the City, its agents
and employees.
7. Open Records. Information furnished to the City under this Agreement is a public
record subject to inspection and copying pursuant to the Colorado Open Records Act, C.R.S. §
24-72-201 et seq.
8. Other Partnerships. This Agreement in no way restricts the City or RMHPA from
participating in similar activities or arrangements with other public or private agencies,
organizations, or individuals.
9. Governmental Immunity. No term or condition of this Agreement shall be
construed or interpreted as a waiver, express or implied, of any of the immunities, rights,
benefits, protection, or other provisions of the Colorado Governmental Immunity Act, section
24-1-101 et seq., C.R.S., as now or hereafter amended.
10. No Third-Party Beneficiaries. The covenants and agreements contained in this
Agreement are for the benefit of RMHPA and the City only, and do not create any obligation or
duty to persons not parties hereto.
11. Waiver. No waiver of any right under this Agreement shall operate as, or be
construed to be, a waiver of any subsequent breach of the same or any other provision of this
Agreement.
12. Cooperation. Each party agrees to perform all other acts and execute and deliver
all other documents as may be necessary or appropriate to carry out the intent and purposes of
this Agreement.
13. Renewals. The parties may extend this Agreement for an additional three-year
term if mutually agreeable by both parties. Contract renewals shall be in writing and signed by
both parties.
14. Amendments. This Agreement is intended as the complete integration of all
understandings between the parties and may be modified only by an instrument in writing signed
by both parties.
15. Notice. Any notice to Project Managers required by this Agreement shall be in
writing, made by email, hand-delivery or certified mail, return receipt requested, and addressed
to the following:
City of Boulder:
City Manager
1777 Broadway
Boulder, Colorado 80306
7
With a copy to:
Open Space and Mountain Parks Project Manager: Ericka Pilcher
2520 55th Street
Boulder, CO 80301
PilcherE@bouldercolorado.gov
Please cc Lisa Goncalo and Beau Clark when setting up trail work
volunteer days:
goncalol@bouldercolorado.gov
clarkb@bouldercolorado.gov
With a copy to:
Parks & Recreation Project Managers: Dennis Warrington & Gabriel
Aksamit
5200 Pearl St.
Boulder, CO 80301
warringtond@bouldercolorado.gov
aksamitg@bouldercolorado.gov
Rocky Mountain Hang Gliding and Paragliding Association:
Please email both the President and Vice President of RMHPA
Contact information is always available at http://rmhpa.org/
For 2019, Will Stites (whstites3@gmail.com) is President.
Adam Lendl (aalendi@gmail.com) is Vice President.
Dusty Miller (waxwings@gmail.com) is the Site Director of the Boulder
sites for RMHPA.
There is no physical address.
Notice given by hand-delivery and by electronic mail shall be effective
immediately and notice by mail shall be effective three days after it is deposited in the United
States mail depository correctly addressed with sufficient postage for delivery.
16. No Assignment. No provision of this Agreement shall be assigned by either
party without prior written consent of the non-assigning party.
17. Colorado Law and Venue. This Agreement shall be deemed to have been
granted in and shall be governed by and construed in accordance with the laws of the State of
Colorado. Venue for any action to enforce the provisions of this Agreement shall be the District
Court in and for the County of Boulder, Colorado.
18. Severability. Each provision of this Agreement shall be severable. If any
provision is held invalid, contrary to, or in conflict with any law or regulation by a tribunal with
competent jurisdiction, the remainder of this Agreement shall remain in effect.
19. Authority. The parties represent that the individuals signing this Agreement on
their behalf possess full power and authority from their respective governing boards in
compliance with Colorado law.
8
This Agreement shall be effective as of the date written above.
Rocky Mountain Hang Gliding and Paragliding
Association, a Colorado non-profit corporation
By: ______________________________
ATTEST:
Secretary
City of Boulder,
a Colorado home rule municipality
By: ______________________________
Jane Brautigam
City Manager
ATTEST:
City Clerk
APPROVED AS TO FORM:
City Attorney’s Office
List of Exhibits:
Exhibit A - Map of Properties including Launch Areas and Landing Zones
Exhibit B - Approved Location of Windsock and installation descriptions
Exhibit C – Access Trails to Launch Sites at Wonderland Hill Flying Site
Exhibit D – City of Boulder General and Site-Specific Guidelines
9
EXHIBIT A
Map of Properties
including Launch and Landing Zones
10
EXHIBIT B
Approved Location of Windsocks and
Installation Description
*There is an additional windsock on private property on top of the ridge behind the North
Launch
WINDSOCK INSTALLATION
For the landing zone Windsock, RMHPA uses a semi-permanent structure supported with guy
lines. These guy lines are secured with pegs. The Windsock is located away from any path such
that the guy lines do not pose any tripping hazard. The guy lines are approximately 10 feet in
length. The Windsock is approximately 8 feet high. Guy lines are essential in the landing zone
because of the high winds in winter.
For the launch zone Windsocks, RMHPA will use a removable system identical in structure to
that implemented for road signs and shall not require support by use of guy lines.
11
EXHIBIT C
Access Trails to Launch Sites at Wonderland Hill Flying Site
12
EXHIBIT D
GENERAL AND SITE-SPECIFIC GUIDELINES
A. RMHPA GENERAL SITE GUIDELINES PROVIDED TO PILOTS
1. The United States Hang Gliding and Paragliding Association’s (USHPA’s) site insurance
policy requires all pilots, including first-day students and visiting pilots, to be USHPA members
at the time of their use of City sites. This provides uniform third-party liability insurance for all
pilots. You may call USHPA at 800-616-6888 or visit them on-line at www.ushpa.org. All
instructors operating within the City of Boulder must be a currently approved USHPA Instructor.
Similarly, all students receiving paragliding lessons must receive those lessons from currently
licensed USHPA instructors. All students can and should report any safety-related complaints to
USHPA. Local schools can be found in the yellow pages or on the RMHPA's website at
www.rmhpa.org. Schools are strongly encouraged to distribute a copy of these guidelines to each
student before they receive instruction at any Boulder OSMP site. Copies are distributed free
upon request from the RMHPA or can be downloaded from www.rmhpa.org.
2. RMHPA prefers that all pilots to join the club before flying at City of Boulder sites. This is
necessary for two reasons. The City of Boulder requires RMHPA to insure the sites on their
property. This site insurance provides different coverage than USHPA pilot membership
insurance. Your RMHPA membership supports the additional expense incurred when a site is
insured. Secondly, your membership is a way for you to ensure you are informed of current site
issues, concerns, and events and participate in the local free flying community. Membership
information can be found at www.rmhpa.org under "Join the RMHPA."
3. All pilots are strongly encouraged to wear a suitable helmet while ground handling and
required to wear one when flying a USHPA insured site. All pilots are strongly encouraged to
use a reserve parachute. Pilots are strongly encouraged to have ratings equal to or greater than
those shown for the sites in these guidelines.
4. All pilots are advised that City Regulations prohibit litter, such as flagging, as well as the
removal of rocks or plants from their place on City land. Any flagging used must be removed at
the end of each flying day.
5. Free Flight Use instructors and guides who charge fees to clients are required to obtain annual
permits under the OSMP Commercial Use Permit Program. These permits specify conditions on
use that will ensure that the recreational activity does not cause any unacceptable impacts.
Commercial instructors will be responsible for communicating and encouraging the use of low-
impact techniques by their clients. The requirement for a permit includes operating on both
OSMP as well as Parks and Rec supervised land.
6. Any student or potential student cannot ground handle (practice) on City property without
supervision from a USHPA instructor. Any pilot flying or ground handling on City of Boulder
property must have at least a rating of P2 or H2.
Pilots are strongly encouraged to consider their incremental impact on the erosion of the land.
The following City Site Use Requirements will help to minimize erosion and protect the
Property.
13
B. City Site Use Requirements
Free Flight Use and instructional activities are allowed only in the designated Launch
Areas, Landing Zone, and ground handling/training zones. The ground handling training
zone is an area within the Landing Zone. Every effort should be made to land in the
Landing Zone, with the exception of unavoidable emergency landings.
Do not use the Property for Free Flight Use at all when the ground is very wet or muddy.
Use only designated trails to get to/from Launch Areas and Landing Zone, stay on the
designated trail as depicted in Exhibit C.
Diversify your exit from any emergency landing on City Property to the nearest
designated trail.
Do not create social trails by repeatedly using the same unofficial path to a Launch Area.
No power-assisted paragliders or hang gliders are allowed on OSMP Property.
Dogs are prohibited in the company of Free Flight Use participants, instructors, and
others in support of the activity unless that dog is accompanying the person in flight. This
prohibition is designed to prevent dogs from not being under adequate control while
participants are preoccupied or flying in the air; and to meet wildlife protection objectives
and reduce the potential for spreading weeds related to this off-trail activity.
Avoid travelling in or through the gullies except on existing designated trails.
Shake out your gear, including bottoms of shoes and boots, in the Landing Zone before
going back up to launch to minimize unwanted weeds, like cheat and jointed goat grass,
that hitchhike.
If a set-up or Launch Area is looking worn, diversify your activity to allow the area time
to recover.
C. Site Specific Guidelines
Guidelines for Wonderland Hill Area
Parking in the Locust Avenue area is generally not a problem for small numbers of pilots.
However, large groups are encouraged to carpool in from the Foothills Nature Center Trailhead
at 4201 North Broadway, Boulder.
The Wonderland Hill upper, three-quarter and half-way, or bench, launches are H2/P2 or
Supervised H1/P1.
Follow the City site use requirements listed above.
Guidelines for the South Wonderland Hill Launch
This is a drop-off-only Launch Area. Do not park on Pine Needle Road. Pilots accessing the
launch from the west side of the ridge are required to be dropped off with their gear before
Pine Needle Road, a dirt road, turns to black in color (see map), while the driver returns to
the Foothills Nature Center or Locust Avenue parking areas.Illegal parking on Pine Needle
Road is enforced by the Boulder County Sheriff and Open Space and Mountain Parks Rangers.
Review the Pine Needle Road Access guidelines on the RMHPA website.
Respect the privacy of property owners. Do not drive beyond the pull-out area, as there are no
other places to turn around. Do not turn around in private driveways.
14
This launch area is H2/P2 or Supervised H1/P1. This a rating system used by USHPA. An
H2/P2 pilot is a licensed hang glider or paraglider pilot. An H1/P1 is a student pilot. Any
student can only fly or ground handle within the City of Boulder if they are supervised by a
current USHPA licensed instructor. H2/P2 is the minimum rating a pilot must have to fly
without supervision in the City of Boulder.
Follow the City site use requirements listed above.
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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:January 28, 2019
AGENDA TITLE: Public Hearing and Consideration of a Motion to Approve an
Agreement Between the Rocky Mountain Hang Gliding and Paragliding Association
and the City of Boulder.
PRESENTERS:
Yvette Bowden, Director, Parks and Recreation Department
Alison Rhodes, Deputy Director
Gabriel Aksamit, North Zone Urban Parks Supervisor
Dennis Warrington, Urban Parks Manager
Ericka Pilcher, Senior Planner, Open Space and Mountain Parks Department
Burton Stoner, Ranger Services Supervisor, Open Space and Mountain Parks
EXECUTIVE SUMMARY:
This item provides the Parks and Recreation Advisory Board (PRAB) with information
concerning paragliding and hang gliding use on City of Boulder property. The Parks and
Recreation Department (department), Open Space and Mountain Parks Department
(OSMP) and Rocky Mountain Hang Gliding and Paragliding Association (RMHPA)
jointly developed an agreement to re-affirm existing flying use. The proposed agreement
(Attachment A) grants RMHPA a license to use city property to conduct Free Flight Use
and outlines conditions under which such use is allowed. RMHPA will minimize any
impacts to the property by adhering to city-approved uses and by incorporating best
practices outlined in the agreement. The intent of this item is to request the PRAB’s
approval of the agreement for a three-year term.
AGENDA ITEM V-A_ PAGE 2__
BACKGROUND:
The RMHPA was founded in 1975 and since that time, has acted as a steward to the sites
where its members fly. The RMHPA is a Colorado regional, member-controlled,
collaborative club organized for the benefit of Free Flight Pilots. A free flight pilot is a
person who flies or glides with a non-motorized vehicle, commonly known as a hang
glider or paraglider. With over 200-member associations, the RMHPA provides
governance and insurance for seven flying sites across the state via its parent entity, the
USHPA, or the United States Hang Gliding and Paragliding Association. The USHPA is
a non-profit organization dedicated to promoting and preserving unpowered free flight.
Along the Front Range, free flight pilots use two primary locations including the
Wonderland Hill site in North Boulder and Lookout Mountain (Mt. Zion) in Golden.
ANALYSIS:
The city owns real property near Wonderland Hill, part of which is managed by OSMP,
and part of which is managed by the department. The property consists of the Erni,
PineBrook Hills No. 6, and Wonderland Development Corporation I and II Open Space
Properties, managed by OSMP and the Foothills Community Park, managed by the
department.
RMHPA uses areas on OSMP property designated by the city manager pursuant to
Section 8-3-3, Boulder Revised Code (B.R.C.) 1981, for gliding and paragliding
activities. RMHPA’s existing uses of the OSMP property aligns with allowable uses in
the B.R.C. and the City of Boulder Charter (Charter). The agreement grants the non-
exclusive revocable license for RMHPA and its members to use the property to conduct
their Free Flight Use. Landing will take place only within the department’s property at
Foothills Community Park in the designated areas as depicted in the agreement. Landings
will not occur in park areas of the landing zone where and when reserved activities such
as soccer games, take place.
In the agreement, the RMHPA agrees to:
AGENDA ITEM V-A_ PAGE 3__
Involve the free flight community in volunteer activities to help provide a sense
of stewardship and an ethic of caretaking for the land that will support Free
Flight Use with minimal impacts;
Perform and document quarterly inspections of the installed windsocks on the
property and perform any necessary safety repairs immediately, and non-safety
repairs within 30 days of inspection;
Work with the city to evaluate the Reserved Areas for needed maintenance,
should damage occur (e.g. repair worn areas of the ground); and
Procure, pay for and keep in full force and effect a policy of commercial general
liability insurance.
The draft 2019 agreement provides for one city voice (instead of two MOUs with two
departments) and formalizes the existing uses. It provides a collaborative communication
stream for both parties and their user groups, diminishes potential user conflicts and
hazards, confirms installation windsocks on the property, promotes safety and better
define reserved areas for launching and landing. This formalized relationship will also
provide guidance and information should additional city properties be considered for
future Free Flight Use.
PRAB FEEDBACK;
The PRAB discussed this item at the January 2019 business meeting. The draft agreement
(Attachment A) reflects clarification of language in Recital F per the board’s feedback.
Suggested Motion Language:
Staff requests the PRAB’s consideration of this matter and action in the form of the
following motion:
Motion to approve the Agreement between Rocky Mountain Hang Gliding and
Paragliding Association and the City of Boulder.
NEXT STEPS:
By charter, approval by at least four members of the PRAB is required for this
agreement. If approved, the agreement will guide the relationship between RMHPA and
the city and uses as outlined within.
ATTACHMENT:
A. Draft Agreement Between Rocky Mountain Hang Gliding and Paragliding
Association and the City of Boulder
AGENDA ITEM V-A_ PAGE 4__